laporan tahunan 2006 annual report continuing improvement · pajak tangguhan 10,5 4,7 (7,8 ) 6,0...

Continuing ImprovementLaporan Tahunan 2006 Annual Report

Airport & Air Traffic Services

Visi & MisiVision & Mission

DAFTAR ISI CONTENTS

Strategi PerusahaanCompany Strategy

Ikhtisar KeuanganFinancial Highlights

Wilayah KerjaBusiness Area

Sekilas PerusahaanCompany in Brief

Peristiwa Penting 2006Important Events 2006

Laporan Dewan KomisarisReport from the BoC

Laporan DireksiReport from the BoD

Jasa AeronautikaAeronautical Services

Jasa Non-AeronautikaNon-Aeronautical Services

Pengembangan UsahaBusiness Development

Sumber Daya ManusiaHuman Resources

Struktur OrganisasiOrganization Structure

Tanggung Jawab Sosial PerusahaanCorporate Social Responsibility

07

22

40Tata Kelola PerusahaanGood Corporate Governance

02

08

28

48Manajemen RisikoRisk Management

03

10

32

56Diskusi & Analisis Manajemen Management Discussion & Analysis

04

14

34

60Informasi PerusahaanCorporate Information

06

20

36

61Laporan KeuanganFinancial Report

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2006 Annual Report

PT Angkasa Pura II secara konsisten melakukan upaya-upaya perbaikan yang berkesinambungan di segala bidang menghadapi tuntutan dinamika pertumbuhan usaha.

PT Angkasa Pura II consistently strives toward continuing improvement in all areas of its operation in order to meet the dynamics of business growth.

CONTINUING IMPROVEMENT

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2

Laporan Tahunan 2006

Menjadi pengelola bandar udara bertaraf internasional yang mampu bersaing di kawasan regional.

To be an international-class airport management company with high competitiveness regionally.

Mengelola jasa kebandarudaraan dan pelayanan lalu lintas udara yang mengutamakan keselamatan penerbangan dan kepuasan pelanggan, dalam upaya memberikan manfaat optimal kepada pemegang saham, mitra kerja, pegawai, masyarakat dan lingkungan dengan memegang teguh etika bisnis.

Managing airport services and air traffic services with a priority to flight safety and customer satisfaction, in the effort of creating optimum benefit for shareholders, business partners, employees, the community, and the environment, by firmly holding to business ethics.

VISI VISION MISI MISSION

2

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2006 Annual Report

STRATEGI PERUSAHAAN COMPANY STRATEGY

• Meningkatkan kualitas pelayanan lalu lintas udara dengan mengimplementasikan

teknologi berbasis satelit.

• Meningkatkan kualitas pelayanan bandara dengan pengembangan fasilitas-fasilitas

terminal, fasilitas bisnis yang berbasis konsep airport city,

• Memanfaatkan keunggulan teknologi dan kompetensi sumber daya manusia yang

dimiliki untuk pengembangan produk-produk non-aeronautika.

• Melakukan kerja sama dengan pihak ketiga yang kompeten dalam pengembangan

bisnis penunjang bandara.

• Meningkatkan nilai perusahaan yang meliputi:

- Customer : pelayanan prima

- Shareholder : Good Corporate Governance

- Employee : equal, opportunity dan welfare

- Society : economic welfare/social responsibility program

• Restrukturisasi organisasi dari organisasi berbasis fungsional menjadi organisasi unit

usaha.

• Meningkatkan hubungan dengan stakeholder (owner, operator, dan regulator).

• Increase the service quality of air traffic through the implementation of a satelite-based

technology.

• Increase the quality of airport service through the development of terminal and business

facilities based on airport city concept.

• Maximize on technology infrastructure and human resource competency to develop

non-aeronautical products.

• Develop joint-cooperation with competent third parties in the development of airport

supporting businesses.

• Increase company values encompassing:

- Customer : excellent service

- Shareholder : good corporate governance

- Employee : equal, opportunity and welfare

- Society : economic welfare/social responsibility program.

• Organization restructuring from a functional-based organization to a business unit-based

organization.

• Further intensify relationship with stakeholder (owner, operator, and regulator).

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IKHTISAR KEUANGAN FINANCIAL HIGHLIGHTS

2006 2005 2004 2003 2002 LaporanLabaRugi StatementsofIncomePendapatan Usaha 1.869,7 1.710,4 1.506,3 1.252,9 1.235,8 Operating Revenue Pendapatan Lain-lain 144,7 132,0 116,5 98,6 147,9 Non-Operating Income Beban Usaha 1.275,4 1.036,6 966,7 869,7 768,3 Operating Expenses Beban Lain-lain 97,1 37,5 40,5 58,8 89,5 Non-Operating Expenses Pos-pos Luar Biasa (1,4 ) (99,5 ) (8,7 ) (22,6 ) (17,9 ) Extraordinary ItemsLaba Sebelum Pajak 640,5 668,9 606,9 400,4 508,0 Profit Before Tax Pajak Kini (194,8 ) (231,6 ) (179,7 ) (122,4 ) (137,3 ) Current Income TaxPajak Tangguhan 10,5 4,7 (7,8 ) 6,0 1,0 Deferred Income Tax Laba Bersih 435,1 441,9 419,4 284,0 371,7 Net Profit After Tax Neraca BalanceSheetsAktiva Lancar 1.906,2 1.497,0 1.220,3 1.017,2 1.061,1 Current AssetsAktiva Pajak Tangguhan 6,0 23,7 19,0 26,8 20,8 Deferred Tax AssetsPenyertaan 332,3 284,7 280,9 291,3 292,1 InvestmentAktiva Tetap 3.208,9 1.787,8 1.734,9 1.670,5 1.536,8 Fixed AssetsAktiva Lain-lain 310,1 296,2 298,0 330,4 470,1 Other AssetsJumlah Aktiva 5.763,6 3.889,3 3.553,1 3.336,2 3.380,9 Total Assets Kewajiban Jangka Pendek 288,2 290,7 219,7 220,1 242,8 Current LiabilitiesKewajiban Jangka Panjang 8,4 7,2 10,3 19,3 31,0 Long-Term DebtsDana Titipan Program THT 50,3 40,6 33,8 47,6 170,8 Retiree Welfare Program FundBantuan Pemerintah yang Unstipulated Government’s Belum ditentukan Statusnya 1.599,1 72,9 71,0 71,0 - ContributionEkuitas 3.817,6 3.477,8 3.218,3 2.978,2 2.936,3 EquityJumlah Kewajiban dan Ekuitas 5.763,6 3.889,3 3.553,1 3.336,2 3.380,9 Total Liabilities And Equity RasioKeuangan FinancialRatiosPengembalian Modal (ROE) 9% 15% 15% 11% 18% Return On Equity (ROE)Pengembalian Investasi (ROI) 15% 21% 21% 16% 20% Return On Investment (ROI)Rasio Kas 460% 346% 343% 285% 301% Cash RatioRasio Lancar 661% 515% 555% 462% 437% Current RatioCollection Periods 55 days 55 days 55 days 51 days 37 days Collection PeriodsPerputaran Persediaan 3 days 3 days 3 days 4 days 4 days Inventory Turn OverPerputaran Total Aktiva 36% 49% 46% 41% 42% Total Assets Turn OverRasio Modal Terhadap Jumlah Aktiva 79% 88% 78% 79% 62% Equity to Total Assets

PERBANDINGAN SELAMA LIMA TAHUN TERAKHIR 2002-2006COMPARATIVE IN THE LAST FIVE YEARS 2002-2006

(DALAM MILIAR RUPIAH - IN BILLION RUPIAH)

�.275

97

�.�67

�0�

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USAHA DI LUAR USAHAOPERATING NON - OPERATING

AERONAUTIKA NON-AERONAUTIKA DI LUAR USAHAAERONAUTICAL NON-AERONAUTICAL NON - OPERATING

BIAYA EXPENSES (Miliar - Billion) PENDAPATAN REVENUES (Miliar - Billion)

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Angka-angka pada seluruh tabel dan grafik menggunakan notasi IndonesiaNumerical notations in all tables and graphics are in Indonesian


5

2006 Annual Report

BandarUdaraAirport

PergerakanPesawatAircraftMovement

PenumpangPassengers

Kargo(dalamTon)Freight(inTonnes)

2006 2005 PerubahanChange(%) 2006 2005 Perubahan

Change(%) 2006 2005 PerubahanChange(%)

Soekarno–Hatta 247.126 241.882 2,17 30.583.957 27.947.482 9,43 371.266 336.113 10,46

Halim Perdanakusuma 34.337 33.720 1,83 228.488 329.052 -30,56 6.671 6.487 2,83

SM Badaruddin II 15.493 14.018 10,52 1.475.676 1.310.880 12,57 6.003 5.290 13,48

Supadio 17.591 20.151 -12,70 1.220.592 1.124.225 8,57 7.726 7.005 10,29

Polonia 50.512 56.016 -9,82 4.597.268 4.033.073 13,99 31.392 31.347 0,14

Sultan Syarif Kasim II 22.668 21.861 3,69 1.756.352 1.513.561 16,04 11.601 10.954 5,91

Tabing - Minangkabau 14.171 13.996 1,25 1.600.331 1.361.360 17,55 9.986 6.986 42,94

Husein Sastranegara 6.524 14.904 -56,23 382.224 378.419 1,00 315 360 -12,5

Sultan Iskandarmuda 9.502 25.143 -62,21 523.958 465.900 12,46 2.170 2.134 1,69

Kijang 2.161 1.606 34,56 18.035 12.319 46,40 38 43 -11,63

TOTAL 420.085 443.297 -5,24 42.386.881 38.476.271 10,16 447.168 406.719 9,94

PERBANDINGAN TOTAL PRODUKSI LALU LINTAS UDARA 2005/2006COMPARATIVE AIR TRAFFIC TOTAL PRODUCTION 2005/2006

PERTUMBUHAN LALU LINTAS UDARA KONSOLIDASIAN DI 10 BANDARA SELAMA LIMA TAHUN TERAKHIR 2002-2006AIR TRAFFIC GROWTH CONSOLIDATED OF 10 AIRPORTS IN THE LAST FIVE YEARS 2002-2006

TahunFiskalFiscalYear

PergerakanPesawatAircraftMovement

PenumpangPassengers

Kargo(dalamTon)Freight(inTonnes)

Internasional&Domestik

International&Domestic

LokalLocal

JumlahKeseluruhan

GrandTotal

PerubahanChange(%)

Internasional&Domestik

International&Domestic

PerubahanChange(%)

TransitLangsung

DirectTransit

JumlahKeseluruhan

GrandTotal

PerubahanChange(%)

JumlahTotal

PerubahanChange(%)

2006 397.997 22.088 420.085 -5,24 40.348.749 9,55 1.877.537 42.386.881 10,16 447.168 9,94

2005 410.976 32.321 443.297 8,71 36.831.703 7,25 1.644.568 38.476.271 7,04 406.719 6,07

2004 383.899 23.879 407.778 20,66 34.340.511 33,78 1.604.790 35.945.301 33,73 383.452 6,12

2003 314.238 23.712 337.950 24,61 25.668.477 34,81 1.209.621 26.878.098 35,66 361.324 2,82

2002 241.858 29.346 271.204 13,81 19.040.279 27,19 773.177 19.813.456 26,45 351.403 8,94

5

PergerakanPesawatAircraft Movement

2002 2003 2004 2005 2006

400.000

InternasionalInternationalDomestikDomestic

350.000

300.000

250.000

200.000

150.000

100.000

50.000

0

PergerakanPenumpangPassengers Movement

2002 2003 2004 2005 2006

35.000.000

InternasionalInternationalDomestikDomesticTransitTransit

30.000.000

25.000.000

20.000.000

15.000.000

10.000.000

5.000.000

0

KargoFreight

2002 2003 2004 2005 2006

300.000

InternasionalInternationalDomestikDomestic

250.000

200.000

150.000

100.000

50.000

0

penumpangpassengers

tontonnes

2006 Annual Report

6


WILAYAH KERJA BUSINESS AREA

JAKARTA FIR

Sejak tanggal �2 Mei 2005, Flight Information Region (FIR) di

Indonesia yang sebelumnya terdiri dari � wilayah (Jakarta FIR,

Bali FIR, Ujung Pandang FIR dan Biak FIR) telah dikelompokkan

kembali menjadi 2 wilayah, yaitu Jakarta FIR dan Ujung Pandang

FIR. Pengelolaan jasa penerbangan (aeronautika) di Jakarta FIR

dilakukan oleh PT Angkasa Pura II.

Since �2 may 2005, the Flight Information Region in Indonesia

that previously consisted of � regions (Jakarta FIR, Bali FIR, Ujung

Pandang FIR and Biak FIR) have been re-organized into 2 regions,

namely the Jakarta FIR and Ujung Pandang FIR. The provision of

air traffic (aeronautical) services for the Jakarta FIR is assigned to

PT Angkasa Pura II.

6

Sultan Iskandarmuda Airport Husein Sastranegara Airport Soekarno-Hatta Airport Halim Perdanakusuma Airport

UJUNG PANDANG FIR

7

2006 Annual Report

PT (Persero) Angkasa Pura II is a State-Owned Enterprise (SOE) that provides airport management and air traffic services. The company is engaged in activities connected with flight services (aeronautical) as well as airport support services (non-aeronautical).

Initially, PT (Persero) Angkasa Pura II was established on �� August �98� under the name of Perum Pelabuhan Udara Jakarta-Cengkareng to manage and operate the Jakarta-Cengkareng Airport (present-day Soekarno-Hatta International Airport) and the Halim Perdanakusuma Airport. On �9 May �986, the name of the company was changed to Perum Angkasa Pura II and, subsequently on 2 January �99�, it became a ‘Persero’ as covered in the Notarial Deed No. � Year �99� of Notary Muhani Salim SH, with the official name of PT (Persero) Angkasa Pura II.

At present, PT (Persero) Angkasa Pura II manages �0 major airports in the Western Indonesia region, namely the Soekarno-Hatta International Airport (Jakarta), Halim Perdanakusuma Airport (Jakarta), Polonia Airport (Medan), Supadio Airport (Pontianak), Minangkabau International Airport (Ketaping) replacing the former Tabing Airport, Sultan Mahmud Badaruddin II International Airport (Palembang), Sultan Syarif Kasim II Airport (Pekanbaru), Husein Sastranegara Airport (Bandung), Sultan Iskandarmuda Airport (Banda Aceh) and Kijang Airport (Tanjung Pinang). The company also provides air traffic services for the Jakarta Flight Information Region (Jakarta FIR).

PT (Persero) Angkasa Pura II has a reputation as one of the most reliable of SOEs, and has several times ranked in the category of “AAA Healthy” for its sound performances in terms of financial, operational and administrative aspects, while ranking in the “AA Healthy” category in 2006. For three years running in the same period, PT (Persero) Angkasa Pura II has been awarded the accolade of “BEST SOE in Logistics-Tourism-Transportation Category”, as well as the award for “Best SOE in GCG Implementation for 2006” at the BUMN & CEO BUMN Award ceremony in Jakarta.

PT (Persero) Angkasa Pura II merupakan Badan Usaha Milik Negara (BUMN) yang bergerak di bidang pengelolaan jasa kebandarudaraan dan pelayanan lalu lintas udara. Aktivitasnya meliputi pelayanan jasa penerbangan (aeronautika) dan jasa penunjang bandara (non-aeronautika).

Pada awalnya PT (Persero) Angkasa Pura II bernama Perum Pelabuhan Udara Jakarta Cengkareng yang didirikan tanggal �� Agustus �98� untuk mengelola dan mengusahakan Pelabuhan Udara Jakarta Cengkareng (kini bernama Bandara Internasional Jakarta Soekarno-Hatta) dan Bandara Halim Perdanakusuma. Tanggal �9 Mei �986 berubah menjadi Perum Angkasa Pura II dan selanjutnya tanggal 2 Januari �99�, resmi menjadi Persero sesuai Akta Notaris Muhani Salim, SH No. � tahun �99� menjadi PT (Persero) Angkasa Pura II.

Saat ini PT (Persero) Angkasa Pura II mengelola sepuluh bandara utama di kawasan Barat Indonesia, yaitu Bandara Internasional Jakarta Soekarno-Hatta (Jakarta), Bandara Halim Perdanakusuma (Jakarta), Bandara Polonia (Medan), Bandara Supadio (Pontianak), Bandara Internasional Minangkabau (Ketaping) dulunya Bandara Tabing, Bandara Internasional Sultan Mahmud Badaruddin II (Palembang), Bandara Sultan Syarif Kasim II (Pekanbaru), Bandara Husein Sastranegara (Bandung), Bandara Sultan Iskandarmuda (Bandara Aceh), dan Bandara Kijang (Tanjung Pinang), serta melayani jasa penerbangan untuk wilayah udara (Flight Information Region/ FIR) Jakarta.

PT (Persero) Angkasa Pura II memiliki reputasi sebagai salah satu BUMN yang handal, dengan keberhasilannya beberapa kali meraih tingkat kesehatan Perusahaan dengan kategori “Sehat AAA” meliputi aspek keuangan, operasi dan administrasi, sementara pada tahun 2006 meraih predikat “Sehat AA”. Selama tiga tahun berturut-turut pula PT (Persero) Angkasa Pura II memperoleh penghargaan sebagai “BUMN Terbaik Kategori Jasa Logistik-Pariwisata-Transportasi”, serta “BUMN Terbaik Kategori Penerapan GCG Tahun 2006” dalam perhelatan BUMN & CEO BUMN Award di Jakarta.

7

Kijang Airport Polonia Airport Sultan Mahmud Badaruddin II Airport Soepadio Airport Sultan Syarif Kasim II Airport Minangkabau Airport

SEKILAS PERUSAHAAN COMPANY IN BRIEF

8


PERISTIWA PENTING 2006 IMPORTANT EVENTS 2006

Aktivitas pemberdayaan masyarakat bagi komunitas di sekitar Bandara Soekarno-Hatta bertempat di gedung Community Center.

Community empowerment activity for community members around Soekarno-Hatta International Airport at the Community Center building.

01MARCH

Pelantikan Direktur Keuangan PT Angkasa Pura II, Tommy Soetomo, oleh Sekretaris Kementerian BUMN, M. Said Didu, di ruang Auditorium, Kantor Pusat PT Angkasa Pura II.

The inauguration of Tommy Soetomo as Finance Director of PT Angkasa Pura II, by M. Said Didu, Secretary to the Minister of SOE, at the Auditorium room, Head Office, PT Angkasa Pura II.

07APRIL

Deklarasi implementasi Safety Management System (SMS) di lingkungan PT Angkasa Pura II.

Formal declaration of the implementation of Safety Management System (SMS) within PT Angkasa Pura II.

24JANUARY

Rapat Kerja PT Angkasa Pura II sekaligus penandatanganan Perjanjian Kerja Bersama antara Manajemen dan Serikat Karyawan Angkasa Pura II (Sekarpura II) di Bali.

Working Conference of PT Angkasa Pura II and signing of Collective Labor Agreement between Management and the Employee Association of Angkasa Pura II (Sekarpura II) in Bali.

01- 04FEBRUARY

Sumbangan kepedulian sosial bagi korban gempa bumi Yogyakarta.

Donation for the relief efforts to help victims of the Yogyakarta earthquake.

29MAY

Pelepasan anggota komisaris Muwardi Simatupang yang digantikan oleh Suratto Siswodihardjo di Hotel Sultan, Jakarta.

Farewell ceremony for Muwardi Simatupang that was replaced as Commissioner by Suratto Siswodihardjo, at Hotel Sultan, Jakarta.

26SEPTEMBER

Penandatanganan akta pendirian PT Railink antara PT Angkasa Pura II dengan PT Kereta Api Indonesia di Hotel JW Marriot, Jakarta.

Signing of the establishment deed of PT Railink by PT Angkasa Pura II and PT Kereta Api Indonesia at Hotel JW Marriot, Jakarta.

28SEPTEMBER

Penandatanganan Nota Kesepahaman (MoU) antara PT Angkasa Pura II dengan BRI di Kantor Pusat BRI.

Signing of the Memorandum of Understanding (MoU) between PT Angkasa Pura II and BRI at BRI Head Office.

16OCTOBER

Rapat Koordinasi Ausindo Air Traffic Services bertempat di ruang Auditorium, Kantor Pusat PT Angkasa Pura II.

Coordination Meeting of Ausindo Air Traffic Services at the Auditorium room, PT Angkasa Pura II Head Office.

22NOVEMBER

24 JANUARY

01-04 FEBRUARY

01 MARCH

07 APRIL

29 MAY

27 JUNE

Konperensi ASEAN International Airport Association ke-25.

The 25th ASEAN International Airport Association Meeting.

27-30NOVEMBER

29 JUNE

9

2006 Annual Report

Sunatan massal bagi anak-anak warga masyarakat sekitar Bandara Soekarno-Hatta di gedung Community Center.

Mass circumcision for children of communities around the Soekarno-Hatta Airport at the Community Center building.

27JUNE

Acara puncak HUT PT Angkasa Pura II dan HUT Kemerdekaan Republik Indonesia.

The highlight event commemorating the anniversaries of PT Angkasa Pura II and the Independence Day of the Republic of Indonesia.

16AUGUST

PT Angkasa Pura II menerima penghargaan ”BUMN Terbaik Dalam Penerapan Good Corporate Governance” dan “BUMN Terbaik Kategori Logistik-Pariwisata-Transportasi” dalam BUMN & CEO BUMN Award 2006.

PT Angkasa Pura II was recognized as ”Best SOE in Implementation of Good Corporate Governance” and as “Best SOE in the Logistics-Tourism-Transportation Category” in the BUMN & CEO BUMN Award 2006.

25AUGUST

Peresmian TKI Lounge di Bandara Soekarno-Hatta oleh Presiden RI, Susilo Bambang Yudhoyono.

Official inauguration of Indonesian Migrant Workers Lounge at Soekarno-Hatta Airport by Susilo Bambang Yudhoyono, the President of the Republic of Indonesia.

29AUGUST

Rapat Pimpinan Serikat Karyawan Angkasa Pura II (Sekarpura II) yang dibuka oleh Direktur Utama PT Angkasa Pura II, Edie Haryoto.

Management Meeting of the Employee Association of Angkasa Pura II (Sekarpura II) officially opened by Edie Haryoto, President Director of PT Angkasa Pura II.

06DECEMBER

16 AUGUST

26 SEPTEMBER

27-30 NOVEMBER

22 NOVEMBER

16 OCTOBER

06 DECEMBER

Peletakan batu pertama pembangunan bandara baru Kuala Namu Medan oleh Jusuf Kalla, Wakil Presiden RI.

Ground breaking ceremony of the construction of the new Kuala Namu airport at Medan by Jusuf Kalla, the Vice President of RI.

29JUNE

PENGHARGAAN AWARD

BUMN & CEO BUMN AwardThe Best in Good Corporate Governance 2006

BUMN & CEO BUMN AwardThe Best in Logistic & Tourism 2006

29 AUGUST

28 SEPTEMBER

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LAPORAN DEWAN KOMISARIS REPORT FROM THE BOARD OF COMMISSIONERS

JANNES HUTAGALUNGKomisaris Utama President Commissioner

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2006 Annual Report

Puji syukur kita panjatkan ke hadirat Tuhan Yang Maha Esa atas rahmat dan

bimbingan-Nya, sehingga pada tahun 2006 PT Angkasa Pura II yang mengelola �0

bandara di wilayah Indonesia Bagian Barat dapat menunjukkan kinerja yang baik

dalam pelayanan kepada masyarakat pengguna jasa bandara.

Dewan Komisaris mencatat, bahwa selama tahun 2006 Manajemen PT Angkasa

Pura II telah berhasil menetapkan strategi dan kebijakan yang tepat, baik

dalam meningkatkan pelayanan jasa penerbangan maupun pelayanan jasa

kebandarudaraan, sehingga PT Angkasa Pura II mampu mengatasi berbagai

persoalan yang terjadi dan mencapai kinerja operasi serta kinerja keuangan

dengan predikat Sehat “AA”.

Pencapaian kinerja yang baik ini adalah bukti dari kerja keras dan upaya perbaikan

di segala bidang yang secara terus-menerus dilakukan oleh Manajemen

PT Angkasa Pura II dalam menjalankan visi dan misi Perusahaan, dengan tetap

mengedepankan prinsip-prinsip tata kelola perusahaan yang baik (Good

Corporate Governance – GCG).

Kerja keras dan dedikasi manajemen dan karyawan PT Angkasa Pura II telah membuahkan hasil yang memuaskan di tahun 2006.

The dedicated hard work of the management and employees of PT Angkasa Pura II has resulted in satisfactory performance in 2006.

Praise be to the Almighty God for His blessings and divine guidance, that

PT Angkasa Pura II has again shown a good performance throughout 2006, in the

provision of air traffic and airport services to service users at the �0 airports under

its management in the Western Indonesia region.

The Board of Commissioners noted with approval that in 2006 the Management

of PT Angkasa Pura II has successfully executed the appropriate strategies and

policies in its efforts to improve both air traffic services as well as airport services.

As a result, PT Angkasa Pura II was able to rise above its challenges and achieve an

excellent operational and financial performance, with a rating of “Healthy AA”.

This fine achievement is proof of the dedicated hard work and continuing

improvements on all areas conducted by the Management of PT Angkasa Pura

II in the pursuance of the Company’s vision and mission statements, while

consistently emphasizing the implementation of Good Corporate Governance

(GCG) principles.

�2


We faced many challenges throughout 2006, such as the growth

in aircraft and passenger movements that have exceeded

the existing handling capacities of our airports, as well as the

continuing demands for the upgrading of various air traffic

facilities and expansion of airspace capacity. All of these

challenges should serve to motivate us to strive and achieve even

better performance in the coming years, in order to secure the

peace of mind of people who use the services at our airports.

The Management of PT Angkasa Pura II has a full agenda:

business developments in the non-aeronautical segment, the

follow-up to various accelerated infrastructure development

projects such as the construction of the new airport at Medan,

the construction of the Terminal III building at Soekarno-Hatta

Airport, the planned development of a cargo-processing facility

at Soekarno-Hatta Airport, and preparations to take over the

operations of the Depati Amir and Sultan Thaha airports. These

undertakings require large amounts of investment funding,

and should therefore be performed prudently so as to avoid

endangering the business sustainability of PT Angkasa Pura II in

the future.

To achieve success at those undertakings, the role of

professional and reliable human resources play an important

part in optimizing performance and results. Accordingly, the

Management of PT Angkasa Pura II will need to carefully plan

its programs of continuing human resources development,

thus ensuring the availability of skilled human resources to

support the successful execution of the Company’s business

development and expansion programs.

Banyaknya tantangan yang dihadapi selama tahun 2006, seperti

pertumbuhan pergerakan pesawat dan penumpang yang telah

melebihi kapasitas bandara serta tuntutan terhadap modernisasi

berbagai fasilitas penerbangan maupun tuntutan terhadap

penambahan kapasitas ruang udara, hendaknya dapat dijadikan

sebagai tantangan dalam upaya kita untuk terus meningkatkan

kinerja pelayanan PT Angkasa Pura II di masa yang akan

datang, sehingga hal tersebut dapat menjamin rasa aman bagi

masyarakat pengguna jasa bandar udara.

Langkah-langkah Manajemen PT Angkasa Pura II dalam

mengembangkan usaha di bidang non-aeronautika, tindak

lanjut rencana pembangunan proyek-proyek yang termasuk

dalam percepatan pembangunan infrastruktur, seperti

pembangunan Bandara Medan Baru, Pembangunan Terminal

III Bandara Soekarno-Hatta, rencana pembangunan kawasan

prosesing kargo Bandara Soekarno-Hatta dan penyiapan

pengelolaan Bandara Depati Amir dan Sultan Thaha, perlu

dilaksanakan dengan sikap kehati-hatian, sehingga rencana-

rencana investasi yang membutuhkan pembiayaan besar

tersebut tetap menjamin kelangsungan bisnis PT Angkasa Pura

II di masa yang akan datang.

Dalam mewujudkan hal-hal di atas, peran sumber daya

manusia yang handal dan profesional adalah sangat penting

demi pencapaian hasil kinerja yang optimal. Oleh karena itu,

Manajemen PT Angkasa Pura II perlu merencanakan dengan

baik program-program pelatihan bagi karyawannya secara

berkelanjutan, sehingga dengan demikian PT Angkasa Pura II

memiliki sumber daya manusia yang terampil untuk mendukung

pelaksanaan seluruh rencana program yang telah ditetapkan.

LAPORAN DEWAN KOMISARIS REPORT FROM THE BOARD OF COMMISSIONERS

��

2006 Annual Report

dari kiri ke kanan from left to right

SUDIRMAN

Komisaris Commissioner

SRI HARDINI


JANNES HUTAGALUNG

Komisaris Utama President Commissioner

AMIR SEMBIRING


SURATTO SISWODIHARDJO


The Board of Commissioners hopes that the presentation of the

BUMN Award on GCG Implementation Year 2006 will serve to

push us in striving to achieve further accomplishments that we

all can be proud of, and to motivate all staff and employees of

PT Angkasa Pura II in improving the level of quality services for

the benefit of all airport service users, while firmly adhering to

prevailing norms, standards and regulations within the corridor

of Good Corporate Governance principles.

In closing, the Board of Commissioner would like to extend a

warm congratulation and sincere thanks to the Management

and all employees of PT Angkasa Pura II for their good work and

achievements in 2006. May our hard work prevails as our best

contribution in the best interest of shareholders and the society.

On behalf of the Board of Commissioners,

Dewan Komisaris berharap, bahwa dengan diterimanya

penghargaan BUMN Award on GCG Implementation Tahun

2006, hendaknya digunakan sebagai dorongan untuk meraih

prestasi-prestasi lain yang membanggakan dan sebagai motivasi

bagi seluruh jajaran PT Angkasa Pura II dalam meningkatkan

pelayanan kepada masyarakat pengguna jasa bandara

dengan tetap memegang teguh norma-norma, standar dan

peraturan yang berlaku sesuai prinsip-prinsip Good Corporate

Governance.

Akhir kata, Dewan Komisaris menyampaikan penghargaan dan

ucapan selamat kepada Manajemen dan segenap karyawan

PT Angkasa Pura II atas prestasi yang telah dicapai selama tahun

2006. Semoga kerja keras kita dapat memberikan kontribusi

terbaik bagi pemegang saham dan masyarakat umumnya.

Atas nama Dewan Komisaris,

JANNES HUTAGALUNG

Komisaris Utama

President Commissioner

��


LAPORAN DIREKSI REPORT FROM THE BOARD OF DIRECTORS

EDIE HARYOTODirektur Utama President Director

�5

2006 Annual Report

Puji syukur kehadirat Tuhan Yang Maha Esa atas rahmat dan karunia-Nya bahwa

PT Angkasa Pura II pada tahun 2006 berhasil menunjukkan kinerja yang baik,

sesuai dengan target yang ditetapkan pemegang saham, Komisaris dan Direksi.

Dari sisi kinerja keuangan, dapat kami sampaikan bahwa PT Angkasa Pura II

membukukan laba bersih sebesar Rp ��5,��8 miliar pada tahun 2006. Sekalipun

lebih rendah dari target dalam Rencana Kerja dan Anggaran (RKA) tahun 2006

sebesar Rp �9�,�5� miliar, jumlah tersebut merupakan peningkatan sebesar �%

dari laba bersih tahun 2005 sebesar Rp ��7,826 miliar. Sementara itu, pendapatan

usaha meningkat sebesar 9% menjadi Rp �.869,76� miliar pada tahun 2006. Lini

pendapatan aeronautika merupakan kontributor pendapatan terbesar dengan

Rp �.�66,829 miliar atau 78% dari total pendapatan, sedangkan pendapatan non-

aeronautika tercatat sebesar Rp �02,9�5 miliar.

Peningkatan pendapatan tersebut juga ditunjang oleh membaiknya kondisi

perekonomian Indonesia secara umum pada tahun 2006, yang berdampak

PT Angkasa Pura II terus mengembangkan kemampuan dalam menyikapi perubahan dan tantangan di industrinya.

PT Angkasa Pura II continues to build the capacity to respond to the changes and challenges in the industry.

Praise be to the Almighty God that with His grace and eternal blessings,

PT Angkasa Pura II has been able to achieve satisfactory results in 2006, according

to the performance targets established by the Shareholders, Commissioners and

Directors of the Company.

In terms of financial performance, we are glad to report that PT Angkasa Pura II

booked a net income of Rp ��5.��8 billion in 2006. Even though it was lower than the

target set at the 2006 Work and Budget Plan of Rp �9�.�5� billion, the achievement

represented an increase of �% over net income of Rp ��7.826 billion recorded in

2005. Meanwhile, operating revenues recorded a growth of 9% to reach Rp �,869.76�

billion in 2006. The aeronautical segment remained as the largest revenue contributor

with Rp �,�66.829 billion, or 78% of total operating revenues, while revenues from

the non-aeronautical segment amounted to Rp �02.9�5 billion.

The increase in operating revenues was also supported by improving

economic conditions overall in Indonesia throughout 2006, which impacted

�6


on air transportation activities at the �0 airports under the

management of PT Angkasa Pura II. Although total aircraft

movements declined by around 5% that was due more to the

decline in the high growth rate of the airlines business during the

previous years, the volume of passengers and cargoes increased

by approximately �0% respectively, which impacted positively to

increased revenues from the aeronautical segment.

Meanwhile, we are also aware of the fact that open competition

between airports at the regional as well as international levels

will become more of a challenge in the future. Accordingly,

PT Angkasa Pura II continue to gradually develop its aeronautical

as well as non-aeronautical business lines through physical

improvements of airport terminal buildings, as well as through

the development of other airport-related services and businesses

in line with market trends.

Throughout 2006, PT Angkasa Pura II remained consistent with

various efforts to reinforce its competences in aeronautical

services while strengthening the platform for business

sustainability going forward. The Company has implemented the

SMS (Safety Management System) to give better protection to the

safety of all airport users as part of the continuing transformation

towards a Customer Driven Company. In addition, PT Angkasa

Pura II has also put more emphasis on the environmental aspects

of its operations, among other things through corporate social

responsibility (CSR) activities, fulfillment of Environmental

Impact Analysis (AMDAL) requirements, and improved work

safety standards as demanded by the global aviation industry.

pada aktivitas angkutan udara di �0 bandara yang dikelola

oleh PT Angkasa Pura II. Sekalipun jumlah pergerakan pesawat

menunjukkan penurunan sekitar 5% yang disebabkan oleh

berkurangnya tingkat pertumbuhan bisnis airlines yang

sangat tinggi pada tahun-tahun sebelumnya, namun jumlah

penumpang dan kargo yang dilayani tercatat meningkat

masing-masing sekitar �0%, sehingga memberikan dampak

positif terhadap peningkatan pendapatan aeronautika.

Sementara itu kita menyadari bahwa persaingan antara

bandara baik di lingkup regional maupun internasional

semakin merupakan tantangan di masa mendatang. Untuk itu,

PT Angkasa Pura II terus melanjutkan upaya pengembangan

bisnis aeronautika maupun non-aeronautika secara bertahap,

melalui penataan dan pengembangan terminal di bandara yang

dikelola serta pengembangan usaha lainnya yang terkait jasa

penumpang sesuai dengan perkembangan pasar.

Di tahun 2006, PT Angkasa Pura II secara konsisten melakukan

berbagai upaya untuk memantapkan kompetensi di bidang jasa

aeronautika serta memperkokoh landasan untuk keberlanjutan

bisnisnya. Upaya transformasi menjadi suatu Customer Driven

Company antara lain dilakukan melalui penerapan SMS (Safety

Management System) dalam rangka meningkatkan rasa aman

dari para pengguna jasa bandara. Selain itu PT Angkasa Pura

II juga memberikan perhatian yang lebih besar pada aspek

lingkungan melalui aktivitas tanggung jawab sosial perusahaan

(CSR), persyaratan Analisis Mengenai Dampak Lingkungan

(AMDAL), dan perbaikan faktor keselamatan kerja yang telah

menjadi suatu tuntutan global.

LAPORAN DIREKSI REPORT FROM THE BOARD OF DIRECTORS

�7

2006 Annual Report

dari kiri ke kanan from left to right

I GUSTI MADE DHORDY

Direktur Operasi & Teknik EVP of Operations & Engineering

TOMMY SOETOMO

Direktur Keuangan EVP of Finance

EDIE HARYOTO

Direktur Utama President Director

ENDANG DWI SURYANI

Direktur Personalia & Umum EVP of Personnel & General Affairs

S. TULUS PRANOWO

Direktur Komersial & Pengembangan Usaha EVP of Commercial and Business

The Board of Directors believes in the bright prospects for

growth for PT Angkasa Pura II in 2007 and beyond. The project

for the construction of an airport railway that will improve

access to and from the Soekarno-Hatta International Airport

has made a good progress with the establishment of PT Railink,

a joint venture company between PT Angkasa Pura II and

PT Kereta Api Indonesia with a �0:60 shareholding composition.

Meanwhile, the planned addition in 2007 of two more airports,

namely the Sultan Thaha – Jambi and the Depati Amir – Pangkal

Pinang airports, under the management of PT Angkasa Pura II,

is also expected to contribute positively to increased revenues,

primarily from the non-aeronautical segment.

On behalf of the Board of Directors, allow me to thank the Board

of Commissioners and the shareholders for their continuing

trust and support for PT Angkasa Pura II throughout 2006. The

Board of Directors would also like to extend its appreciation to

all employees of PT Angkasa Pura II for their dedication and hard

work. Let us continue to work together in harmony to improve

our performance further and achieve even better successes in

the years to come.

Direksi melihat prospek yang baik bagi pertumbuhan usaha

PT Angkasa Pura II di tahun 2007 dan seterusnya. Proyek kereta

api bandara yang akan meningkatkan kemudahan akses ke

dan dari bandara internasional Soekarno-Hatta telah mencapai

langkah maju dengan pembentukan PT Railink yang merupakan

perusahaan patungan antara PT Angkasa Pura II dan PT Kereta

Api Indonesia dengan komposisi saham �0:60. Sementara itu,

rencana penambahan bandara di bawah kelolaan PT Angkasa

Pura II dengan dua bandara baru pada tahun 2007, yaitu bandara

Sultan Thaha – Jambi dan Depati Amir – Pangkal Pinang, juga

memberikan harapan akan potensi peningkatan pendapatan,

terutama dari jasa non-aeronautika.

Atas nama Direksi, perkenankan saya mengucapkan terima

kasih kepada Dewan Komisaris dan pemegang saham atas

kepercayaan serta dukungan yang diberikan kepada PT Angkasa

Pura II selama tahun 2006. Direksi juga mengucapkan terima

kasih kepada seluruh jajaran karyawan PT Angkasa Pura II atas

dedikasi dan kerja keras mereka. Marilah kita bersama-sama

terus meningkatkan kinerja untuk meraih sukses yang lebih

besar di tahun-tahun mendatang.

EDIE HARYOTO

Direktur Utama

President Director

�8


�8

�9

2006 Annual Report

OUR SERVICESJASA AERONAUTIKA AERONAUTICAL SERVICES

JASA NON-AERONAUTIKA NON-AERONAUTICAL SERVICES

�9

20


JASA AERONAUTIKA AERONAUTICAL SERVICES

Pelayanan lalu lintas udara atau jasa aeronautika adalah

salah satu dari aktivitas bisnis utama PT Angkasa Pura II.

Dalam melakukan aktivitasnya tersebut, PT Angkasa Pura II

senantiasa berupaya meningkatkan kualitas pelayanannya,

baik dari aspek fasilitas, prosedur kerja maupun kemampuan

personil, sehingga mampu melaksanakan misinya untuk

mengelola jasa pelayanan lalu lintas udara yang mengutamakan

keselamatan penerbangan dan kepuasan pengguna jasa

bandara.

Dengan terus bertambahnya jumlah pengguna jasa transportasi

udara dari tahun ke tahun, jumlah penerbangan di berbagai

rute penerbangan di wilayah kerja PT Angkasa Pura II juga terus

meningkat. Jalur penerbangan antara Jakarta-Bali yang memiliki

dua rute (W�6/G�62 dan W�5/G�6�), misalnya, tercatat sebagai

Air traffic services management or Aeronautical services

represent one of the core business activities of PT Angkasa Pura

II. In conducting those activities, PT Angkasa Pura II continuously

strive to improve and enhance the quality of its services in terms

available facilities, work procedures and capability of personnel.

Through these efforts, the Company is able to achieve its mission

statement of managing air traffic services with a priority on flight

safety and the satisfaction of all airport users.

With the steady increase in the number of people who use air

transportation each year, the number of flights taking place over

the various flight routes within the airspace area of PT Angkasa

Pura II also increases in a corresponding manner. The flight

corridor between Jakarta and Bali with its two flight routes (W�6/

G�62 and W�5/G�6�), for example, have become more busy and

2�

2006 Annual Report

Memenuhi tuntutan pengguna jasa transportasi udara akan keselamatan penerbangan.

Keeping up with the demand of air transportation users for flight safety.

rute-rute penerbangan yang semakin padat. Sejak tahun 200�,

PT Angkasa Pura II telah mengimplementasikan RVSM (Reduce

Vertical Separation Minima) yang memungkinkan pemantauan

radar yang lebih efektif atas ruang udara di sepanjang jalur

penerbangan. Dengan demikian, kapasitas ruang udara di rute-

rute tersebut dapat lebih dioptimalkan untuk menampung lebih

banyak jumlah penerbangan, sekaligus tetap mempertahankan

standar faktor keselamatan penerbangan yang tinggi.

Pemanfaatan teknologi memang memegang peranan cukup

penting dalam berbagai upaya yang dilakukan PT Angkasa Pura II

untuk meningkatkan kualitas jasa pelayanan lalu lintas udara yang

dikelola. Dalam beberapa tahun terakhir ini, misalnya, PT Angkasa

Pura II telah melengkapi bandara-bandara yang dikelolanya

dengan beberapa fasilitas dan peralatan canggih seperti:

• Peralatan Flight Procedure Design and Airspace Management

(FPDAM), yang sangat membantu penerbang dalam proses

tinggal landas maupun pendaratan di bandara.

• Peralatan Facility Design Aeronautical Mapping (FDAM) untuk

membuat peta navigasi udara yang dibutuhkan oleh petugas

Air Traffic Services (ATS) dalam menentukan posisi pesawat dan

rute penerbangan.

• Penggunaan Simulation Model (SIMMOD) yang sangat

memudahkan proses penghitungan kapasitas ruang udara,

ruang parkir pesawat dan landasan pacu bandara.

crowded year after year. Since 200�, therefore, PT Angkasa Pura

II has implemented RVSM (Reduce Vertical Separation Minima),

allowing for more effective radar monitoring of the airspace

along the flight route. With this capability, the airspace capacity

along the two flight routes could be optimized to handle a

higher number of flights while still maintaining a high level of

flight safety standards.

Admittedly, the use of technology plays quite an important role

in efforts undertaken by PT Angkasa Pura II in order to improve

the quality of the management of air traffic services. During the

last couple of years, for example, PT Angkasa Pura II has moved

to equip its airports with several sophisticated equipment and

facilities, such as:

• Flight Procedure Design and Airspace Management (FPDAM)

instruments, which greatly help airline pilots in making take-

offs or landings at airports.

• Facility Design Aeronautical Mapping (FDAM) instruments

used in the creation of air navigational maps needed by Air

Traffic Services (ATS) personnel for the determination of flight

routes and the tracking of aircraft position.

• The use of Simulation Model (SIMMOD) that greatly facilitates

the calculation of the capacity of a particular airspace, aircraft

apron or airport runway.

22



PELAYANANJASAPENUMPANG

Berkembangnya perusahaan-perusahaan penerbangan dalam negeri

yang baru dengan konsep low cost carrier dan menawarkan harga

tiket sangat terjangkau telah menyebabkan beralihnya pengguna

moda angkutan darat dan laut ke moda angkutan udara. Hal ini

mengakibatkan terjadinya peningkatan jumlah penumpang. Tingkat

kepadatan penumpang dalam negeri mencapai puncaknya pada saat

peak season, seperti Hari Raya Lebaran, Natal dan Tahun Baru.

Untuk mempertahankan mutu pelayanan yang prima kepada

para pengguna jasa bandara baik penumpang maupun operator

penerbangan, PT Angkasa Pura II secara berkesinambungan

melakukan langkah-langkah peningkatan pelayanan antara

lain seperti perbaikan dan pemeliharaan fasilitas toilet umum,

PASSENGERSERVICES

The growth and development of new domestic airline

companies with low cost carrier concept and affordable ticket

price has caused a movement of customers from land and sea

transportation modes to air transportation mode. This situation

explains the increase in the number of passengers. Domestic

passenger level reaches its peak during peak seasons, such as

Lebaran, Christmas and New Year.

To maintain a high level of quality services to all airport users

including airline passengers and airline operators, PT Angkasa

Pura II continue to engage in various improvement programs

and undertakings in order to enhance its services, among

other things through the repair and maintenance of public rest

2�

2006 Annual Report

Meningkatkan kapasitas produksi dan pelayanan dalam rangka menjaga profitabilitas usaha.

Improving production and service capacities in order to maintain business profitability.

pengoperasian common use check-in counter, penyediaan Flight

Information System (FIS), serta perubahan pada sistem parkir pesawat

udara yang ada sebelumnya.

Merespon berbagai keluhan pelanggan yang disampaikan secara

langsung maupun tidak langsung, PT Angkasa Pura II bekerjasama

dengan instansi terkait melakukan penertiban secara berkelanjutan

terhadap para pengemudi Taksi Bandara yang melanggar ketentuan,

calo tiket, parkir liar, taksi gelap dan pedagang asongan. Meskipun

belum dapat menghilangkan sepenuhnya kegiatan-kegiatan ilegal

tersebut, upaya ini berhasil dengan baik berkat kerjasama antara unit

dan instansi terkait yang dilaksanakan secara terpadu.

Secara umum tingkat pelayanan terhadap penumpang di semua

bandara di lingkungan PT Angkasa Pura II masih menunjukkan

realisasi kinerja yang optimal. Hal ini terlihat dari pencapaian tingkat

pelayanan (level of service), total waktu pelayanan (overall clearance

time) sesuai dengan tolok ukur yang berlaku.

Namun demikian upaya-upaya peningkatan mutu pelayanan dan

kenyamanan terhadap para pengguna jasa bandara sebagai program

yang berkesinambungan terus dilaksanakan dan dievaluasi melalui

berbagai program, baik yang menyangkut fasilitas, Sumber Daya

Manusia serta sistem dan prosedur.

PELAYANANPENERBANGANHAJI

Tahun 2006, sebagaimana tahun-tahun sebelumnya, PT Angkasa

Pura II mendapat kepercayaan dari pemerintah untuk melaksanakan

pelayanan pemberangkatan dan pemulangan jemaah haji melalui

Bandara Sultan Iskandarmuda, Polonia dan Soekarno-Hatta serta

tambahan 2 (dua) bandara baru sebagai embarkasi/debarkasi haji

yaitu Bandara Sultan Mahmud Badarudin II Palembang dan Bandara

International Minangkabau Padang.

Jumlah jemaah haji tahun 2006-2007 sebanyak 8�.800 orang yang

terbagi dalam 206 kelompok terbang (kloter), naik sebesar 2�,5% dari

tahun sebelumnya.

rooms, the operation of common use check-in counters, the

provision of a Flight Information Service (FIS), and modification

to the airline parking system in use.

In response to direct and indirect complaints from customers,

PT Angkasa Pura II in cooperation with related institutions

engaged in a continuous control operation towards

undisciplined airport cab drivers, ticket hawkers, illegal

parking, illegal cabs, and sidewalk traders. Although these

illegal activities could not yet be fully omitted, efforts to handle

these were achieved by integrated cooperation between units

and related institutions.

In general, the services for passengers in all airports under

the management of PT Angkasa Pura II still show an optimum

performance. This is demonstrated by the level of service

achievement and overall clearance time that is suitable with

the existing standard.

Nevertheless, efforts to improve the quality of service and

comfort for the users of airport service as a continuous

program is constantly performed and evaluated through

various programs that are related to facility, human resource,

and system and procedure.

PILGRIMAGE(HAJJ)FLIGHTSERVICE

As with the previous years, in 2006 PT Angkasa Pura II was

assigned by the government to perform the departure and

arrival service for the pilgrim through Sultan Iskandarmuda,

Polonia and Soekarno-Hatta airports, and 2 (two) additional

new airports as the pilgrimage embarkation/debarkation

points, namely Sultan Mahmud Badarudin II Airport Palembang

and Minangkabau International Airport Padang.

The number of pilgrims in 2006-2007 was 8�,800 person,

which comprised of 206 flight groups, an increase of 2�.5% as

compared to the previous year.

2�


PELAYANANKARGO

Akhir tahun 2006 menjadi momentum yang sangat baik bagi

PT Angkasa Pura II. Usaha pengelolaan dan pelayanan kargo yang

sejak dioperasikannya Bandara Soekarno-Hatta, dilaksanakan

sepenuhnya oleh para mitra kerja, diambil alih oleh PT Angkasa

Pura II. Persiapan untuk pengoperasian dilakukan sedemikian

rupa dengan melibatkan berbagai unit, karena per � Januari 2007,

PT Angkasa Pura secara resmi akan bertindak sebagai operator dalam

bisnis kargo, yang selama ini dilaksanakan oleh pihak lain. Persiapan

dilakukan secara menyeluruh mulai dari penyediaan SDM, fasilitas

dan organisasinya.

PELAYANANPENGAMANANBANDARA

Aksi terorisme masih menjadi bayangan yang menakutkan dan

harus senantiasa diwaspadai oleh aparat keamanan. Pemanfaatan

kecanggihan teknologi oleh para pelaku kejahatan sering lebih

unggul dari aparat keamanan sehingga kehandalan intelijen sering

tidak berdaya mendeteksi kegiatan dan aksi para teroris lebih dini.

Sasaran dan target operasi teror tidak lagi ditujukan pada obyek-

obyek vital yang menguasai hajat hidup orang banyak. Sasaran dan

target teror kini beralih pada tempat-tempat umum yang banyak

dikunjungi orang. Tempat-tempat seperti bandara, stasiun kereta,

terminal bus, hotel dan mal menjadi sasaran dan target terorisme.


CARGOSERVICES

The end of 2006 was a very good momentum for PT Angkasa

Pura II. Cargo management and services, which has been fully

conducted by its partner since the operation of Soekarno-

Hatta airport, was taken over by PT Angkasa Pura II. Preparation

of the operation was performed by involving various units,

because as of January �, 2007, PT Angkasa Pura II will legally act

as operator of cargo business that was previously conducted by

other party. A comprehensive preparation was implemented,

starting from its human resources recruitment, facilities and

organization.

AIRPORTSAFETYSERVICE

Acts of terrorism have become a frightful threat that keeps

security forces ever vigilant. However, the use of more and

more sophisticated technology by the terrorists often make

intelligence operations by security forces in early detection of

terrorist activities very difficult.

The aim and target of terrorism operation is no longer directed

to vital objects that involve public life. It has moved to public

places that draw public interest. Places like airports, train

stations, bus terminals, hotels and shopping malls have become

the aim and target of terrorism.

25

2006 Annual Report

Sebagai penyelenggara jasa kebandarudaraan, keamanan

merupakan kebutuhan mutlak demi terselenggaranya keselamatan

dan keamanan pelayanan penerbangan. Itu sebabnya, upaya untuk

selalu meningkatkan keamanan bandar udara merupakan bagian tak

terpisahkan dari sistem keamanan dan keselamatan penerbangan.

Untuk menjamin keamanan di bandara, PT Angkasa Pura II didukung

oleh 2.057 personil, setengahnya adalah personil aviation security

(avsec) yang merupakan pegawai PT Angkasa Pura II serta bantuan

dari TNI dan Polri serta personil outsourcing.

Berbagai upaya untuk mewujudkan keamanan dan keselamatan di

bandara terus dilaksanakan, antara lain dengan melengkapi fasilitas/

peralatan pengamanan sesuai standar nasional dan internasional

yang berlaku, mencukupi jumlah personil pengamanan secara

proporsional dan melakukan evaluasi terhadap sistem dan prosedur

serta pelaksanaan latihan penanggulangan kondisi gawat darurat

yang melibatkan berbagai pihak yang beroperasi di bandara serta

program security awareness bagi anggota komunitas bandara.

PELAYANAN PERTOLONGAN KECELAKAAN PENERBANGAN DAN

PEMADAMKEBAKARAN

Katagori bandara untuk fasilitas PKP-PK ditentukan berdasarkan

pada jenis pesawat udara yang beroperasi. Hal ini dimaksudkan

untuk menjamin perlindungan terhadap keselamatan penerbangan.

Semakin besar dan canggih pesawat yang beroperasi di suatu

bandara, maka penyediaan fasilitas PKP-PK, baik jumlah dan

kualitasnya pun harus mengikuti. Selain fasilitas, personnel PKP-PK

juga harus terlatih dan ahli dalam menanggulangi keadaan gawat

darurat penerbangan. Untuk menjamin tingkat response time, fasilitas

dan personil PKP-PK secara berkala diuji melalui program simulasi

latihan penanggulangan gawat darurat (PGD) penerbangan, yang

melibatkan seluruh instansi terkait, baik di lingkungan bandara

maupun di luar bandara. Tahun 2006, kegiatan latihan PGD

dilaksanakan di Bandara Internasional Minangkabau, Padang dan

Bandara Sultan Syarief Kasim II Pekanbaru.

As an operator of airport services, security is an essential

requirement in order to achieve a safe and secure airline and

flight service. Therefore, efforts to increase the airport security

are an integrated part of the flight security and safety system.

In order to maintain the security at the airport, PT Angkasa Pura

II is supported by 2,057 personnel; half of them are aviation

security (avsec) personnel that are employees of the Company,

and assisted by personnel from the Armed Forces, the National

Police and outsourced security personnel.

Various efforts to achieve airport safety and security are

continuously performed, among others by the provision

of security facility/equipment that comply with national

and international standard, fulfilling the number of security

personnel, performing evaluation of system and procedures,

and implementing emergency handling exercises that involve

the various parties operating in the airport, and providing

security awareness program for airport community members.

FLIGHTACCIDENTAIDANDAIRPORTFIREFIGHTERSERVICE

The airport category in terms of flight accident aid and airport

firefighter service (PKP-PK) is determined based on type of

airplanes in operation. This is to ensure a protection toward

flight safety. The greater the size of the airplane and the more

advanced its technology, the higher also the category of PKP-

PK facilities that is needed, both in number as well as quality.

Other than facilities, the PKP-PK personnel must also be well

trained and skilled in handling flight emergency situation.

To ensure the response time level, PKP-PK facilities and

personnel are periodically examined through flight emergency

handling simulation exercises (PGD) that involves all related

institutions within the airport and outside the airport. In 2006,

the emergency handling simulation exercises were held at

Minangkabau International Airport Padang and Sultan Syarief

Kasim II Airport Pekanbaru.

26


26

27

2006 Annual Report

OPERATIONAL REVIEWPENGEMBANGAN USAHA BUSINESS DEVELOPMENT

SUMBER DAYA MANUSIA HUMAN RESOURCES

TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY

27

28


PENGEMBANGAN USAHA BUSINESS DEVELOPMENT

PASARDANKAPASITASPELAYANAN

Pada tahun 2006, pergerakan pesawat dan penumpang masih terus

memperlihatkan peningkatan, walaupun pertumbuhannya tidak

setinggi tahun-tahun sebelumnya. Pertumbuhan pasar yang tinggi

selama lima tahun terakhir ini telah menimbulkan kekurangan

kapasitas pelayanan pada sebagian besar bandara yang dikelola

PT Angkasa Pura II, yang akhirnya dapat berdampak pada kualitas

layanan bagi pengguna bandara. Untuk itu, PT Angkasa Pura II harus

melakukan pembangunan bandara baru ataupun penambahan

terminal pada bandara yang sudah ada, baik sebagai upaya untuk

meningkatkan kapasitas guna mengakomodasi pertumbuhan

pasar saat ini dan ke depan, maupun dalam rangka pengembangan

bisnis non-aeronautika.

MARKETANDSERVICECAPACITY

In 2006, airplane and passenger movements continued to show

an increasing trend, although the rate of growth was lower

than the previous years. The high market growth within the last

five-year period has resulted in a condition of under-capacity

at most of the airports under the management of PT Angkasa

Pura II, which might ultimately impact on the quality of services

provided to airport users. Accordingly, PT Angkasa Pura II has

a need to built new airports or additional passenger terminals

at its existing airports, both as a means of expanding its service

capacity to accomodate the growing market of today and the

future, as well as in the effort to develop its non-aeronautical

business line.

29

2006 Annual Report

Mengembangkan kemampuan investasi untuk memastikan pertumbuhan usaha yang berkelanjutan.

Developing investment capabilities in order to ensure sustainable business growth.

Pengembangan bisnis aeronautika merupakan suatu aspek

strategis, mengingat desain bandara yang ada saat ini lebih

ditekankan pada keperluan pelayanan dan operasi penerbangan

dan penumpang, sementara kecenderungan bandara modern

di dunia telah memasukkan konsep pengembangan kawasan

perbelanjaan dan industri penunjang penerbangan ke dalam

pengelolaan bandara sebagai suatu entitas komersial.

KAPABILITASFINANSIALDANINVESTASI

PT Angkasa Pura II dihadapkan pada tuntutan untuk melakukan

investasi bagi pengembangan bisnis dan menjaga pertumbuhan

usaha ke depan. Termasuk dalam kebutuhan ini adalah investasi

yang bersifat wajib ataupun investasi untuk kepentingan

pelayanan dan operasi, yang tidak selalu dapat diukur

berdasarkan pertimbangan aspek kelayakan ekonomis semata.

Pembangunan bandara dan infrastruktur penunjang bandara

sebelumnya merupakan tanggung jawab Pemerintah dengan

pendanaan dari Anggaran Pendapatan dan Belanja Negara

(APBN). Namun pada tahun-tahun mendatang dana APBN

akan lebih diprioritaskan untuk pengembangan infrastruktur

pelayanan publik lain, sehingga pendanaan investasi untuk

pengembangan bandara akan lebih diupayakan melalui pola

kemitraan sektor publik dan swasta.

Dalam pada itu, PT Angkasa Pura II memiliki kondisi keuangan

yang sangat sehat, sebagaimana terlihat dari rasio-rasio

keuangan seperti rasio lancar dan rasio utang terhadap

ekuitas. Tingkat return on investment (ROI) juga cukup tinggi

bila dibandingkan dengan industri lainnya. Dengan kapabilitas

keuangan yang cukup kuat untuk melaksanakan sendiri

investasinya, PT Angkasa Pura II melakukan strategi pendanaan

melalui arus kas internal untuk investasi bagi penggantian atau

pembaharuan fasilitas pelayanan dan operasi. Sementara itu,

kebutuhan investasi untuk pengembangan usaha diupayakan

melalui bauran antara dana internal dan sumber pendanaan

eksternal berupa pinjaman bank, penerbitan obligasi, ataupun

pola kerjasama dengan sektor swasta.

The development of non-aeronautical business line has

become a strategic issue, since the exisiting airports have been

designed with more emphasis on flight and passenger service

and operations, whereas the current trend at modern airports

elsewhere in the world has incorporated the development of

shopping areas and other airline support activities into the

management of airports as a commercial entity.

FINANCIALANDINVESTMENTCAPABILITY

PT Angkasa Pura II is being faced with the necessity of making

investments to develop its business and maintain growth into

the future. Included in these are investments that are mandatory

for its business or investments in the interest of operations and

services, which can not always be measured or justified in terms

of their economic viability alone. The development of airports

and their associated support infrastrucutre has heretofore been

the responsibility of the Government with funding drawn from

the State Budget (Anggaran Pendapatan & Belanja Negara -

APBN). In the years to come, however, funding from the APBN

will be prioritized more for the development of other sectors

of public infrastrucutre, whereby funding for the development

of airports will be seek via other means such as in partnership

ventures between the public and private sectors.

At the same time, PT Angkasa Pura II is deemed to be in a very

healthy financial condition, as can be seen from its financial

ratios such as current ratio and debt-to-equity ratio. Its return

on investment (ROI) level is also quite high compared to other

industries. With such a solid financial capability in funding its

own investment needs, PT Angkasa Pura II is quite capable of

adopting a strategy of funding from internally generated cash

flows for investment needs in the replacement or upgrading

of operations and service facilities. Meanwhile, funding for

investments in business development will be sourced from a mix

of internally generated cash flows and external funding in the

form of bank loans, bonds issuance, or partnership ventures with

the private sector.

�0


EKSPANSIKEPASARBARU

Saat ini, ada beberapa bandara yang dioperasikan oleh Pemerintah

melalui Unit Pelaksana Teknis (UPT) dan dinilai memiliki potensi

untuk berkembang lebih lanjut bila melihat kecenderungan

pertumbuhan pasar dan penumpang pesawat udara saat ini dan ke

depan. Pada tahun 2006, Pemerintah telah menyetujui pengambil-

alihan dua diantara bandara tersebut yaitu Bandara Sultan Thaha

– Jambi dan Bandara Depati Amir – Pangkal Pinang untuk dikelola

oleh PT Angkasa Pura II.

Di kedua bandara tersebut, PT Angkasa Pura II akan harus

melakukan investasi untuk pengembangan dan peningkatan

kapasitas, pelayanan, operasi dan bisnis non-aeronautika. Di sisi

lain, pengelolaan dua bandara tambahan tersebut akan dapat

meningkatkan volume bisnis serta nilai aset PT Angkasa Pura II,

disamping berkontribusi dalam mengurangi beban APBN.

RISIKOBISNIS

Pada tahun 2006, Rencana Undang-Undang (RUU) Penerbangan

tengah dibahas oleh Dewan Perwakilan Rakyat (DPR) RI. Terdapat dua

isu pokok dalam RUU tersebut yaitu (i) penyelenggaraan pelayanan lalu

lintas udara (Air Traffic Service - ATS) oleh Pemerintah sebagai pengelola

tunggal, dan (ii) pengoperasian bandara oleh sektor swasta.

Di kebanyakan negara lain, penyelenggaraan ATS yang semula

dikelola oleh pemerintah kemudian cenderung diprivatisasi,

sehingga terdapat pemisahan antara fungsi pengelola dan regulator.

Adapun mengenai kebutuhan akan pengelola tunggal dengan

tujuan efisiensi dan efektivitas kinerja, dapat diupayakan misalnya

melalui pembentukan anak perusahaan dari Angkasa Pura I dan

Angkasa Pura II yang akan menjadi penyedia jasa ATS tunggal.

Apabila sektor swasta akhirnya diperbolehkan untuk

mengoperasikan bandara, hal tersebut akan memberikan tantangan

tersendiri bagi PT Angkasa Pura II untuk meningkatkan pelayanan

bandara, termasuk kemudahan akses bandara, sehingga mampu

terus bersaing. Dalam hal ini, PT Angkasa Pura II mengharapkan

Pemerintah untuk juga menetapkan tatanan kebandarudaraan

nasional yang memungkinkan adanya kompetisi yang sehat antar-

bandara dalam lingkup keselamatan, operasi dan efisiensi.

Selain itu, akhir-akhir ini juga terdapat kecenderungan adanya

keinginan pihak Pemerintah Daerah (seperti misalnya Jawa Barat

dan Riau) untuk membangun bandara sendiri. Disini, PT Angkasa

Pura harus menentukan sikap antara mempertahankan bandara

yang lama (dan bersaing dengan bandara baru) atau bermitra

dengan Pemerintah Daerah dalam membangun bandara baru

tersebut. Banyak hal yang harus dipertimbangkan antara lain

ketersediaan dana, kapasitas pasar dan bandara, serta status aset

di bandara lama dan bandara mitra. Pada akhirnya, pilihan antara

PENGEMBANGAN USAHA BUSINESS DEVELOPMENT

EXPANSIONINTONEWMARKETS

At present, there are a number of airports operated by the

Government through the Technical Operating Unit (Unit

Pelaksana Teknis – UPT), and which are deemed to have the

potential for further development in light of current and future

market growth trends. In 2006, the Government has approved

two such airports, namely the Sultan Thaha Airport – Jambi

and the Depati Amir Airport – Pangkal Pinang, to be transferred

under the management of PT Angkasa Pura II.

At the two airports named above, PT Angkasa Pura II will need to

allocate investment for the development and improvement in

service capacity, services, operations and non-aeronautical business.

On the other hand, the addition of two more airports will impact on

increased volume of business and asset value of PT Angkasa Pura II,

while contributing to reduce the burden on the APBN.

BUSINESSRISK

In 2006, the proposed Aviation Bill was still being discussed at

the Indonesian parliement (People’s Representative Assembly –

DPR). Two of the major issues in the bill are (i) the provision of Air

Traffic Service (ATS) services by the Government as a single ATS

provider, and (ii) the operation of airports by the private sector.

In most other countries, the provision of ATS services formerly

undertaken by the government tended eventually to be privatized,

separating the function of operator from that of regulator. With

respect to the need for a single provider in the interest of efficiency

and work effectiveness, alternatives exist such as through the

establihment of a subsidiary company of Angkasa Pura I and

Angkasa Pura II that will serve as a single ATS provider.

In the event that airport operations could be conducted by

the private sectors, this will pose considerable challenges for

PT Angkasa Pura II to enhance services at its airports, including

aspect of accessibility, in order to remain competitive. In this

regard, PT Angkasa Pura II hopes that the Government will also

provide a national regulatory framework for airport operations

that will allow a level playing field between airport operators to

compete in terms of safety, operations and efficiency.

In addition, there was an increasing tendency of late in the part of

Regional Government wishing to build their own airports (such

as the case in West Java and Riau). PT Angkasa Pura II will be faced

with the decision of either to maintain the existing airport (in

competition with the new airport) or to enter into a partnership

with the Regional Government in building and operating the

new airport. Among issues that has to be considered are the

availability of funds, market and airport capacity, and the status

of physical assets in the old and the new airport. Ultimately,

��

2006 Annual Report

kedua alternatif tersebut harus didasarkan pada penilaian atas

peningkatan pelayanan publik, prospek komersial bandara, serta

rencana tata kawasan dari Pemerintah Daerah bersangkutan.

PROSESBISNIS

Beberapa isu utama yang berkembang di masyarakat akhir-akhir

ini yang berkaitan dengan keberadaan PT Angkasa Pura II antara

lain adalah aspek kekhawatiran publik atas faktor keselamatan

penerbangan, pemberantasan korupsi, serta tuntutan

masyarakat di sekitar bandara. Untuk itu, pengembangan

proses bisnis di lingkungan PT Angkasa Pura II pada tahun

2006 diarahkan untuk mencapai tingkat keselamatan yang

tinggi dalam industri penerbangan, implementasi Tata Kelola

Perusahaan yang Baik secara menyeluruh, dan melaksanakan

aktivitas Tanggung Jawab Sosial Perusahaan secara efektif.

Diantara langkah-langkah yang telah ditempuh adalah:

(�) Implementasi Key Performance Indicator (KPI) yang disusun

berdasarkan standar ICAO untuk keselamatan penerbangan,

serta KPI untuk pelaksanaan setiap aspek fungsional

perusahaan;

(2) Peningkatan kompetensi Sumber Daya Manusia (SDM) dan

kapabilitas organisasi melalui pemberdayaan SDM dan

peningkatan sense of crisis dalam melaksanakan strategi

tersebut di atas.

a decision between the two alternatives should be based on the

expected benefits in terms of improved service to the public, the

commercial prospects of the airports, and the area master plan

of the respective regional government.

BUSINESSPROCESSES

Among some of the more important current issues in the

general public that are related to PT Angkasa Pura II are public

concern over flight safety, corruption cases, and accomodating

the the needs and demands of communities around the

airports under its management. In this respect, business process

development within PT Angkasa Pura II in 2006 was directed to

the achievement of high safety level as required in the aviation

industry, the implementation of Good Corporate Governance in

all of its aspects, and the effective conduct of Corporate Social

Respoinsibility activities.

Among the steps taken were:

(�) Implementation of Key Performance Indicator (KPI) on

the basis of ICAO standards regarding flight safety, and

application of KPI in each functional aspect of the company;

(2) Improvement of Human Resources competence and

organizational capability through the empowerment of

employees and instilling a higher sense of crisis in carrying

out the above strategy.

�2


SUMBER DAYA MANUSIA HUMAN RESOURCES

Sumber daya manusia memegang peranan penting yang dapat

menentukan keberhasilan suatu perusahaan dalam mencapai

sasaran-sasaran bisnisnya. PT Angkasa Pura II, khususnya,

menghadapi beberapa tantangan bisnis yang tidak dapat

dipandang ringan di tahun-tahun mendatang, antara lain berkaitan

dengan tuntutan atas pelayanan bandara yang lebih baik dari aspek

keamanan dan keselamatan. Deregulasi industri penerbangan

yang bergulir cepat juga akan meningkatkan persaingan terbuka

antar bandara di tingkat domestik, regional maupun internasional,

yang pada gilirannya menuntut peningkatan kualitas pelayanan

bandara sebagai salah satu cara memenangkan persaingan. Oleh

karenanya, PT Angkasa Pura II dituntut untuk terus-menerus

mengupayakan peningkatan kompetensi dan profesionalisme

kerja dari seluruh karyawannya.

Human resources play an important part that may decide

the success or failure of a company in achieving its business

objectives. In particular, PT Angkasa Pura II is being confronted

today with some quite difficult challenges with respect to its

business in the coming years, including those related to the

increasing demand for better airport services in terms of safety

and security aspects. The fast-paced deregulation of the air

transportation industry will also result in open competition

between airports in the domestic, regional and international

scope, which in turn demands higher service quality in airports

as a way to stay competitive. Accordingly, PT Angkasa Pura II is

obligated to continuously strive to improve the competences

and working professionalism of its employees.

��

2006 Annual Report

Terus meningkatkan profesionalisme dan produktivitas karyawan untuk menunjang tercapainya tujuan-tujuan usaha.

Continuing improvement in employee professionalism and productivity in support of the attainment of business objectives.

Peningkatan kompetensi karyawan diupayakan melalui program-

program pendidikan dan pelatihan yang meliputi aspek pendidikan

formal, pelatihan teknis dan manajerial, maupun kursus-kursus

penyegaran dan pengembangan kemampuan umum lainnya.

Selama tahun 2006, tercatat sebanyak 2.��8 orang karyawan

telah berpartisipasi dalam berbagai program pendidikan dan sesi

pelatihan yang diselenggarakan oleh PT Angkasa Pura II, baik secara

internal maupun melalui kerjasama dengan lembaga eksternal.

PT Angkasa Pura II juga telah menerapkan sistem manajemen

pengembangan sumber daya manusia yang komprehensif,

terarah dan berkelanjutan dengan konsep negative growth melalui

peningkatan produktivitas setiap karyawan. Pada akhir tahun

2006, jumlah karyawan tercatat sebanyak �.680 orang, termasuk 2�

karyawan yang diperbantukan pada anak perusahaan. Sementara

itu, jumlah rekrutmen baru pada tahun tersebut tercatat sebanyak

�96 orang dari berbagai latar belakang pendidikan formal.

Improved competence of employees is achieved through

a continuing series of training and educational programs

involving aspects of formal education, technical and managerial

training, refreshment courses as well as general knowledge

and personal development. Throughout 2006, a total of 2,��8

personnel have participated in various training sessions and

educational programs conducted by PT Angkasa Pura II,

undertaken internally as well as in cooperation with various

external institutions.

PT Angkasa Pura II has also put in place a comprehensive,

structured and continuing human resources management

system, which utilizes the negative growth concept in striving

for increased employee productivity. As at year-end 2006, the

Company has �,680 employees in all, including 2� personnel

who were seconded to its subsidiary companies. During the

year, the Company recruited a total of �96 new employees from

a variety of formal educational background.

��


STRUKTUR ORGANISASI ORGANIZATION STRUCTURE

BOC SECRETARY BOARD OF COMMISSIONERS

EVP OFOPERATIONS

&ENGINEERING

EVP OFCOMMERCIAL &

BUSINESSDEVELOPMENT

CHIEF OF SME - CDCOORDINATOR OF PLANNING & DISTRIBUTION

COORDINATOR OF COLLECTING & REPORTING

CHIEF OF CORPORATE SAFETY & RISK

COORDINATOR OF SAFETY MANAGEMENT SYSTEM

COORDINATOR OF RISK MANAGEMENT

CHIEF OF AUCTIONAUCTION SECRETARY

VICEPRESIDENTOF AIRPORTSERVICES

VICEPRESIDENT

OF AIR TRAFFICSERVICES

VICEPRESIDENT

OF ELECTRONIC & ELECTRICAL

MECH ENGINEERING

VICEPRESIDENT

OF CIVIL ENGINEERING

AIRPORT SERVICES QUALITY

ASSURANCE MANAGER

AIR TRAFFIC SERVICES

STANDARDIZA-TION

MANAGER

AIR TRAFFIC SERVICES

OPERATIONS MANAGER

AIR TRAFFIC SERVICES QUALITY

ASSURANCE MANAGER

ELECTRONIC FACILITY

MANAGER

ELECTRICAL MECHANICAL & EQUIPMENT

FACILITY MANAGER

ELECTRONIC &ELECTRICAL MECHANICAL

FACILITYQ. ASSURANCE

MANAGER

RUNWAY& AIRPORT

FIELDS MANAGER

BUILDINGS&

ENVIRONMENTMANAGER

CIVIL ENGINEERINGS

QUALITY ASSURANCE MANAGER

VICEPRESIDENTOF AVIATION BUSINESS

VICEPRESIDENTOF AIRPORT BUSINESS

VICEPRESIDENT

OF PROPERTY & SUBSIDIARY BUSINESS DEV.

AVIATION BUSINESS

DEVELOPMENT MANAGER

AVIATION BUSINESS RELATIONS MANAGER

AIRPORT BUSINESS

DEVELOPMENT MANAGER

AIRPORT BUSINESS RELATIONS MANAGER

PROPERTY BUSINESS

DEVELOPMENT MANAGER

SUBSIDIARY BUSINESS

DEVELOPMENT MANAGER

AIRPORT SERVICES

STANDARDIZATIONMANAGER

AIRPORT SERVICES

OPERATIONSMANAGER

�5

2006 Annual Report

COMMITTEE AUDIT

HEAD OF INTERNAL AUDITORS

SUP. OF OPERATIONS & ENGINEERING AUDITORSUP. OF COMMERCIAL & BUSSINESS DEV. AUDITORSUP. OF FINANCE & SME-CD AUDITORSUP. OF PERSONNEL & GENERAL AFFAIRS AUDITORSUP. OF SPECIAL AFFAIRS AUDITOR

B.O.D SECRETARY MANAGER

INSTITUTIONAL RELATIONS MANAGER

STATISTIC, RESEARCH & DEV. MANAGER

INFORMATION SYSTEM DEV. MANAGER

INFORMATION SYSTEM SUPPORT MANAGER

HEAD OF RESEARCH, DEV. PLANNING & IT

HEAD OF LEGAL AFFAIRS

LEGAL CONTRACT MANAGER

LEGAL AID MANAGER

REGULATION MANAGER

EVP OFFINANCE

EVP OFPERSONNEL &

GENERAL AFFAIRS

VICEPRESIDENT

OF BUDGETING

VICEPRESIDENT

OF ACCOUNTING

VICEPRESIDENT

OF TREASURY

CASH BUDGET

MANAGER

GENERALACCOUNTING

MANAGER

FINANCIALADMINISTRATION

MANAGER

CORPORATE BUDGET

MANAGER

MANAGEMENTOF

ACCOUNTINGMANAGER

FISCAL MANAGER

INVENTORY & FIXED ASSET

MANAGER

CORPORATE INTERNAL AFFAIRS

MANAGER

VICEPRESIDENTOF HUMANRESOURCE

DEVELOPMENT

VICEPRESIDENTOF HUMANRESOURCE

ADMINISTRATION

VICEPRESIDENT

OF GENERAL AFFAIRS

HUMAN RESOURCE PLANNING &

DEVELOPMENT MANAGER

PERSONNEL ADMINISTRATION

& INTERNAL RELATIONS MANAGER

CORPORATEADMINISTRATION

MANAGER

ORGANIZATION& JOB

EVALUATION MANAGER

PERSONNEL WELFARE MANAGER

TRAINING MANAGER

PERSONNEL APPRAISAL

ADMINISTRATIONMANAGER

MEDICAL SERVICES& HEALTH SAFETY

MANAGER

�6


TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY

Peran aktif PT Angkasa Pura II pada masalah pengembangan

masyarakat dan lingkungan di sekitar wilayah kerja merupakan

tanggung jawab sosial PT Angkasa Pura II terhadap

stakeholdernya, hal ini sebagai salah satu wujud dalam

penerapan Tata Kelola Perusahaan yang Baik. Komunikasi

dengan masyarakat sekitar untuk mengatasi permasalahan

yang dihadapi oleh kedua belah pihak, juga dibangun secara

terus-menerus untuk membina hubungan yang harmonis dan

memperoleh dukungan bagi operasional PT Angkasa Pura II.

Selain itu, PT Angkasa Pura II sebagai sebuah Badan Usaha Milik

Negara (BUMN) wajib melaksanakan program pemerintah untuk

meningkatkan kesejahteraan masyarakat dengan menyisihkan

sebagian laba bersih PT Angkasa Pura II setiap tahunnya. Program

pemerintah ini dijalankan melalui Program Kemitraan dan

The active participation of PT Angkasa Pura II in development

and environmental issues in the communities surrounding its

operating areas represents the fulfillment of corporate social

responsibility towards stakeholders, and a way to implement

Good Corporate Governance practices. Establishing open

channel of communication with these communities in resolving

common problems also creates harmonious relationship as well

as goodwill and support towards the operational activities of the

Company.

In addition, PT Angkasa Pura II has an obligation as a State-Owned

Enterprise (SOE) to set aside a portion of its net income each year

in support of the government’s national welfare development

program. The government’s initiative is undertaken through the

Partnership and Community Development Program (PKBL) that

�7

2006 Annual Report

Memberikan kontribusi nyata menuju peningkatan kesejahteraan sosial dan ekonomi masyarakat.

Making meaningful contributions toward greater socio-economic welfare of the community.

Program Bina Lingkungan (PKBL) seperti yang diamanatkan oleh

Keputusan Menteri Negara BUMN Nomor KEP.2�6/MBU/200�.

PT Angkasa Pura II pada tahun 2006 telah menyalurkan dana

sejumlah Rp �2,2 miliar lebih bagi Program Kemitraan dalam

rangka mendukung pengembangan usaha kecil dan koperasi

di Indonesia. Dana Program Kemitraan tersebut disalurkan

dalam bentuk pinjaman modal kerja untuk membantu

pengembangan usaha para mitra binaan di sektor Usaha Kecil

dan Menengah (UKM). Dana tersebut juga digunakan untuk

pelatihan kewirausahaan bagi calon mitra binaan dan untuk

mengikutsertakan produk mitra binaan pada beberapa pameran

di dalam negeri maupun luar negeri. Sampai saat ini, PT Angkasa

Pura II telah membantu sejumlah pengusaha kecil dan koperasi

yang merupakan mitra binaan di berbagai provinsi di Indonesia,

antara lain di Nangroe Aceh Darussalam, Sumatera Utara, Riau,

Riau Kepulauan, Sumatera Barat, Sumatera Selatan, Kalimantan

Barat, DKI, Jawa Barat dan Banten.

Tanggung jawab sosial PT Angkasa Pura II juga dilaksanakan

melalui Program Bina Lingkungan yang ditujukan untuk

membantu meningkatkan kesejahteraan masyarakat disekitar

lokasi bandara di wilayah kerja PT Angkasa Pura II. Bantuan

Program Bina Lingkungan yang telah direalisasikan pada tahun

2006 sejumlah Rp. 5,� miliar lebih untuk membantu aktivitas

pendidikan dan kesehatan masyarakat dalam berbagai bentuk

seperti beasiswa, pengobatan gratis, peningkatan gizi anak

dan perbaikan sanitasi. Bantuan ini juga diperuntukan bagi

pembangunan atau perbaikan berbagai fasilitas seperti gedung

sekolah, tempat beribadah, sarana olahraga dan lain sebagainya.

Selain itu juga, dana Program Bina Lingkungan di PT Angkasa

Pura II telah dialokasikan untuk membantu meringankan beban

para korban bencana alam yang terjadi di beberapa daerah di

Indonesia pada tahun 2006.

is formally regulated in the Decree of the State Minister of SOE

No. KEP.2�6/MBU/200�.

In 2006, PT Angkasa Pura II has disbursed a total of Rp �2.2

billion in funding to help develop small-scale businesses and

cooperatives in Indonesia through the Partnership Program.

The funds for the Partnership Program are disbursed as working

capital loans for business development purposes of Partner

businesses in the small to medium enterprise (SME) sector. The

funds are also allocated to help organize training courses in

entrepreneurship for potential Partners, and to help showcase

the products of these Partners in domestic and overseas trade

exhibitions. Up until now, PT Angkasa Pura II has helped a

number of small-scale businesses and cooperatives as its

Partners located in various provinces in Indonesia, such as

Nanggroe Aceh Darussalam, North Sumatera, Riau, Riau Islands,

West Sumatera, South Sumatera, West Kalimantan, Jakarta, West

Java and Banten.

Corporate social responsibility is also fulfilled through the

Community Development Program with the objective of

improving the social welfare of communities around the

locations of PT Angkasa Pura II airports. In 2006, funding for the

Community Development Program totaled more than Rp 5.�

billion, in support of various activities in education and public

health for the communities such as scholarships, free healthcare

service, child nutrition programs, and improved sanitation.

Funding has also been allocated for the construction or

rehabilitation of various public facilities such as school buildings,

religious centers, sports facilities, and others. In addition, through

the Community Development Program, PT Angkasa Pura II has

also donated funds to help victims of natural disaster that had

occurred in several areas in Indonesia during 2006.

�8


�8

�9

2006 Annual Report

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE

MANAJEMEN RISIKO RISK MANAGEMENT

CORPORATE GOVERNANCE REPORT

�9

�0



Penerapan praktik Tata Kelola Perusahaan yang Baik (GCG)

di lingkungan PT Angkasa Pura II didasarkan kepada Surat

Keputusan Menteri BUMN No: Kep-��7/M-MBU/2002 tanggal

� Agustus 2002 tentang Penerapan Praktik Good Corporate

Governance (GCG), yang dijabarkan lebih lanjut menjadi

kebijakan formal PT Angkasa Pura II melalui Keputusan Bersama

Dewan Komisaris PT Angkasa Pura II Nomor: Kep. 258.�/

GCG/X/APII-200� dan Direksi PT Angkasa Pura II Nomor. Kep

�8�.�/KS.005/AP II-200� mengenai Pedoman Good Corporate

Governance PT Angkasa Pura II.

The implementation of Good Corporate Governance (GCG)

practices within PT Angkasa Pura II is based on the Decision

Letter of the Minister of SOE No: Kep-��7/M-MBU/2002 dated

August �, 2002, on the Implementation of Good Corporate

Governance Practices, which was further elaborated into a

formal company policy through the Joint Decision of the Board

of Commissioners and Board of Directors of PT Angkasa Pura

II No: Kep. 258.�/GCG/X/APII-200� and No: Kep. �8�.�/KS.005/

APII-200�, on the Guideline of Good Corporate Governance of

PT Angkasa Pura II.

��

2006 Annual Report

Menerapkan Tata Kelola Perusahaan yang Baik sebagai warga dunia usaha yang bertanggung jawab.

Implementing Good Corporate Governance practices as a responsible corporate citizen.

PT Angkasa Pura II menerapkan lima prinsip utama dalam Tata

Kelola Perusahaan yang Baik yaitu, Transparasi Kemandirian,

Akuntabilitas, Pertanggungjawaban dan Kewajaran, dalam

rangka meningkatkan kinerja PT Angkasa Pura II dan

akuntabilitas kepada publik.

Berdasarkan surat Sekretaris Kementerian BUMN nomor

S-6��/S.MBU/2005 tentang Review Penerapan Good Corporate

Governance, Angkasa Pura II melaksanakan Review GCG

bekerjasama dengan Badan Pengawas Keuangan dan

Pembangunan (BPKP) Perwakilan Provinsi DKI Jakarta II.

Dalam penilaian penerapan GCG untuk tahun 200� sampai

dengan 2005, Angkasa Pura II menunjukkan perbaikan di

bidang penerapan GCG dan mencapai nilai total 7�.�85.

Berdasarkan pencapaian tersebut, PT Angkasa Pura II

mendapat penghargaan “BUMN Terbaik dalam Penerapan Good

Corporate Governance” dalam perhelatan BUMN & CEO BUMN

Award 2006 di Jakarta.

STRUKTURTATAKELOLAPERUSAHAAN

Struktur tata kelola perusahaan di lingkungan PT Angkasa Pura

II terdiri dari Rapat Umum Pemegang Saham, Dewan Komisaris,

Direksi, serta Komite Audit yang berada di bawah Dewan

Komisaris.

RAPATUMUMPEMEGANGSAHAM

Rapat Umum Pemegang Saham (RUPS) merupakan pemegang

kekuasaan tertinggi PT Angkasa Pura II dan memegang semua

wewenang yang tidak dapat dilimpahkan kepada Dewan

Komisaris dan Direksi selama masih dalam batas yang diatur

oleh Undang-Undang Perseroan nomor � tahun �995 dan

Anggaran Dasar PT Angkasa Pura II, yang telah diubah terakhir

dengan akta Notaris H. Harjono Moekiran SH. Nomor 27 tanggal

26 November �998. Disamping itu, RUPS adalah salah satu cara

berkomunikasi antara Pemegang Saham dengan Manajemen

PT Angkasa Pura II.

PT Angkasa Pura II implements the following five core

principles of good corporate governance, namely Transparency,

Independency, Accountability, Responsibility and Fairness,

in order to improve both the performance and public

accountability of the Company.

On the basis of the Letter of the Secretary to the Minister of

SOE No: S-6��/S.MBU/2005 on the Review of Good Corporate

Governance Implementation, Angkasa Pura II has conducted

a GCG Review in cooperation with the Supervisory Agency for

Financial and Development (BPKP) DKI Jakarta Representative

Office II. In the assessment for GCG implementation in 200�

through 2005, Angkasa Pura II has shown an improved

performance with a total score of 7�,�85. Based on that

achievement, PT Angkasa Pura II had been recognized as “Best

BUMN in Good Corporate Governance Implementation” in the

BUMN & CEO BUMN Award 2006 ceremony held in Jakarta.

CORPORATEGOVERNANCESTRUCTURE

The corporate governance structure within PT Angkasa Pura

II consists of the General Meeting of Shareholders, the Board

of Commissioners, the Board of Directors, and the Audit

Committee under the Board of Commissioners.

GENERALMEETINGOFSHAREHOLDERS

The General Meeting of Shareholders (GMS) constitutes the

highest authority of the Company, as the holder of all authorities

that have not been delegated to the Board of Commissioners

and the Board of Directors within the stipulations set out in the

Corporation Law No. � Year �995 and the Article of Association

of PT Angkasa Pura II, last amended through notary deed No. 27

dated November 26, �998, of Notary H. Harjono Moekiran SH.

The GMS is also a communication forum between shareholders

and the management of the Company.

�2


Dalam pelaksanaannya, RUPS diselenggarakan 2 (dua) kali

dalam satu tahun, yaitu RUPS Tahunan mengenai Laporan

Tahunan dan Perhitungan Tahunan yang berfungsi untuk

mengesahkan laporan tahunan dan kinerja tahun buku

yang lalu serta RUPS untuk mengesahkan Rencana Kerja dan

Anggaran Perseroan (RKAP) tahun buku yang akan datang.

DEWANKOMISARIS

Dewan Komisaris, yang bertindak atas nama Pemegang Saham,

bertugas memantau dan mengawasi kebijakan pengelolaan

PT Angkasa Pura II oleh Direksi serta memberi masukan

mengenai rencana pengembangan PT Angkasa Pura II,

anggaran tahunan, pelaksanaan ketentuan Anggaran Dasar

Perusahaan dan hasil Rapat Umum Pemegang Saham (RUPS).

Dewan Komisaris juga bertanggung jawab melakukan

pengawasan terhadap temuan audit intern maupun ekstern

dan memastikan tindak lanjut atas temuan tersebut. Dalam

melaksanakan tugasnya, Dewan Komisaris dibantu oleh Komite

Audit untuk memastikan diterapkannya praktik Tata Kelola

Perusahaan yang Baik (GCG).

Pada akhir tahun 2006 Dewan Komisaris PT Angkasa Pura II

terdiri atas 5 (lima) orang yaitu seorang Komisaris Utama dan

� (empat) orang anggota. Dewan Komisaris telah menetapkan

pembagian tugas secara terinci dan berimbang serta memiliki

mekanisme pengambilan keputusan secara kolektif.

Dewan Komisaris mengadakan rapat sekurang-kurangya �

kali dalam satu bulan dengan Direksi untuk membahas kinerja

PT Angkasa Pura II, dalam rapat yang jumlah pesertanya telah

memenuhi kuorum. Dewan Komisaris memberikan masukan

mengenai agenda rapat, yang telah dijadwalkan sebanyak �0

kali pada tahun 2006, serta rapat Dewan Komisaris dengan

Komite Audit sebanyak � kali.

DIREKSI

Untuk melaksanakan kegiatan operasinya, PT Angkasa Pura II

dipimpin oleh Direksi yang terdiri dari seorang Direktur Utama

dan empat orang Direktur yang diangkat setelah melalui proses

Fit and Proper Test.

Direksi menandatangani kontrak Manajemen pada saat

pengesahan Rencana Kerja dan Anggaran Perseroan

(RKAP). Anggota Direksi hadir pada setiap rapat Komisaris

dengan Direksi. Kegiatan Direksi telah didokumentasikan,

ditatausahakan, serta diadministrasikan dengan tertib.

In practice, the GMS is convened 2 (two) times a year, consisting

of the Annual General Meeting of Shareholders for the approval

of the Annual Report and Company Performance for the prior

Fiscal Year, and the General Meeting of Shareholders for the

approval of the Work & Budget Plan for the next Fiscal Year.

BOARDOFCOMMISSIONERS

The Board of Commissioners, which act on behalf of the

shareholders, has the duty of monitoring and supervising the

policies of the Board of Directors in the management of the

Company, and to make recommendations on the business

development plan and yearly budget of the Company, as well

as the execution of stipulations of the Article of Association and

resolutions of the General Meeting of Shareholders. The Board

of commissioners is also responsible to supervise the findings

of internal and external auditors, and to ensure proper follow-

up actions on those findings. In discharging its duties, the Board

of Commissioners is assisted by the Audit Committee to ensure

adherence to good corporate governance (GCG) practices.

As at year-end 2006, the Board of Commissioners of the

Company consists of 5 (five) persons comprising a President

Commissioner and � (four) Commissioners. The Board of

Commissioners has set up a detailed and balanced distribution

of duties as well as a mechanism for collective decision making

process.

The Board of Commissioners met at least � (one) time each

month with the Directors to discuss the Company’s performance,

in a meeting that met the required quorum. The Board of

Commissioners makes recommendations on the agenda of

meetings, which have been scheduled for �0 meetings in 2006,

as well as � meetings of the Board of Commissioners and the

Audit Committee.

BOARDOFDIRECTORS

In its operational activities, the Company is led by a Board of

Directors, consisting of a President Director and four Directors,

which were elected through a Fit and Proper Test process.

The Board of Directors has signed a Management Contract at

the approval of the annual Work and Budget Plan (RKAP). The

Directors have been in attendance at each meeting between

the Commissioners and Directors. The activities of the Board of

Directors have been properly documented and filed in good

order.


��

2006 Annual Report

Direksi telah mengadakan rapat rutin setiap minggu yang

dilaksanakan untuk membahas permasalahan dengan agenda

yang ditetapkan sebelumnya. Pengambilan keputusan rapat

dilakukan melalui suatu pembahasan yang dimaksudkan untuk

mengungkap pendapat masing-masing Direksi. Rapat Direksi

merupakan wahana sekaligus mekanisme bagi pengambilan

keputusan Direksi secara kolektif yang melibatkan jajaran

lain dalam PT Angkasa Pura II. Di dalam penyelenggaraannya,

rapat dilakukan melalui undangan secara tertulis dengan

mencantumkan agenda, acara, waktu dan tempat rapat yang

dihadiri seluruh Direksi dan dipimpin oleh Direktur Utama.

Pada tahun 2006, rapat dilaksanakan sebanyak 92 kali yang

risalahnya dibuat dan didokumentasikan oleh Sekretaris

Perusahaan.

KOMITEAUDIT

Komite Audit bertugas membantu Dewan Komisaris dengan

cara memberikan pendapat atas laporan maupun hal lain

yang disampaikan oleh Direksi, terutama dalam bidang

laporan keuangan, tata kelola perusahaan serta pengawasan

perusahaan, untuk memperoleh keyakinan yang memadai

bahwa pengelolaan perusahaan dilaksanakan secara efektif

dan efisien. Dalam pelaksanaan tugas tersebut, diadakan rapat

antara Dewan Komisaris dengan Komite Audit sebanyak � (tiga)

pertemuan.

Komite Audit PT Angkasa Pura II terdiri dari seorang Komisaris

sebagai ketua komite dan dua orang tenaga profesional

dari luar perusahaan. Anggota komite dari luar perusahaan

dimaksudkan agar dapat meberikan penilaan yang obyektif,

karena tidak mempunyai kaitan dengan Manajemen baik

dalam hal kepemilikan maupun kaitan dengan kegiatan usaha

PT Angkasa Pura II.

Sebagai pedoman pelaksanaan tugasnya, Komite Audit telah

dilengkapi dengan Piagam Komite Audit yang mengikat semua

pihak, antara lain memuat tujuan, tugas dan tanggung jawab

serta kewenangan Komite Audit. Komunikasi antara Komite

Audit dengan Satuan Pengawas Intern (SPI) ataupun Auditor

Independen telah dilaksanakan dengan baik. Komite Audit

juga telah melaporkan hasil kerjanya kepada Dewan Komisaris

secara berkala.

The Board of Directors held routine weekly meetings to discuss

various issues according to a previously established agenda.

In these meetings, decisions were reached through a process

that allows each Director to voice his opinions. Meetings of

the Directors thus provide a forum as well as a mechanism for

collective decision-making by the Directors that also involve

other personnel of the Company. Meetings of the Directors

are convened through a written invitation that includes the

agenda, event, time and venue of the meeting, attended by all

the Directors and presided by the President Director. In 2006, a

total of 92 meeting were held, the minutes of which were made

and documented by the Corporate Secretary.

AUDITCOMMITTEE

The Audit Committee assists the Commissioners by providing

its opinion on the reports and other information submitted

by the Board of Directors, particularly with regards to financial

reports, corporate governance, and internal control, in order to

ensure that the Company have been managed in an efficient

and effective manner. In the discharge of these functions,

meetings between the Board of Commissioners and the Audit

Committee were held � (three) times.

The Audit Committee of PT Angkasa Pura II consists of a

Commissioner that serves as Chairman of the committee

and two professional members external to the Company. The

external members are meant to ensure the objectivity of the

committee, as they are not related to the Management by way

of ownership or business relations with the Company.

As a guide to the discharge of its duties, the Audit Committee

has been equipped with a binding Audit Committee Charter,

which among other things sets out the objectives, duties,

responsibilities and authority of the Audit Committee.

Communication between the Audit Committee and the Internal

Audit Unit (SPI) as well as the Independent Auditors have been

performed properly. The Audit Committee has also submit

regular reports of its activities to the Board of Commissioners.

��


SEKRETARISPERUSAHAAN

Sekretaris Perusahaan merupakan penghubung antara Direksi

dengan Manajemen, Komisaris dan Pemegang Saham serta

berfungsi sebagai wakil PT Angkasa Pura II dalam berhubungan

dengan stakeholder PT Angkasa Pura II. Sekretaris Perusahaan

menangani jenis-jenis informasi yang relevan untuk

dipublikasikan atau diedarkan di internal maupun eksternal

PT Angkasa Pura II, sebagai salah satu perwujudan prinsip

transaparansi pelaksanaan GCG dan Corporate Social

Responsibility (CSR) di lingkungan PT Angkasa Pura II.

PENGENDALIANINTERN

Dalam struktur organisasi PT Angkasa Pura II terdapat

fungsi pengawasan dan pengendalian intern. Fungsi ini

ditandatangani oleh Satuan Pengawasan Intern (SPI) yang

bertanggung jawab langsung kepada kepada Direktur Utama.

Tugas SPI antara lain adalah melakukan pemeriksaan intern

keuangan dan pemeriksaan operasional PT Angkasa Pura II serta

menilai sistem pengendalian internal di bidang keuangan dan

operasional, pengelolaan pelaksanaannya serta memberikan

saran-saran perbaikannya. SPI juga berfungsi untuk membantu

tercapainya target PT Angkasa Pura II yang ditetapkan dalam

RKAP dan membantu pelaksanaan efesiensi operasional dan

likuiditas.

PENGELOLAANRISIKO

Pengelolaan risiko merupakan bagian yang tidak terpisahkan

dalam praktek manajemen di lingkungan PT Angkasa Pura II.

Proses pengelolaan risiko yang dijalankan secara sistematis

akan memungkinkan terciptanya proses pembuatan keputusan

secara efektif, baik pada tahap awal keputusan tersebut diambil

sampai saat keputusan tersebut dijalankan.

Guna kepentingan stakeholder terkait unsur keselamatan dan

risiko perusahaan lainnya, Angkasa Pura II menjalankan proses

pengelolaan risiko pada kondisi sebagai berikut:

a. Pada saat persiapan penerapan pengelolaan risiko

b. Pada saat mengubah kebijakan tertentu

c. Pada saat memperbaiki dan menerapkan strategi atau

prosedur operasional baru

d. Pada saat pengeksekusian proyek pekerjaan baru

e. Pada saat memutuskan pembiayaan yang memakan

ongkos besar

f. Pada saat menangani isu publik, politis, dan isu lainnya

yang sensitif.

CORPORATESECRETARY

The Corporate Secretary perform a liaison function between the

Board of Directors and the Management, Commissioners and

Shareholders, and represent the Company in its relations with

other stakeholders of the Company. The Corporate Secretary

also handles the dissemination of pertinent information for

internal use or external parties, as a form of the implementation

of transparency in the interest of Good Corporate Governance

and Corporate Social Responsibility of the Company.

INTERNALCONTROL

The organization structure of the Company provides for a

supervisory and internal control function, which is undertaken

by the Internal Audit Unit (SPI) directly responsible to the

President Director.

Among other things, the SPI is responsible to conduct internal

financial and operational audits, assessing the effectiveness

of internal control systems for financial and operational, and

providing recommendations for its improvements. The SPI is

also responsible to support the achievement of the Company’s

objectives as set in the RKAP, and to help maintain an efficient

operation and liquidity.

RISKMANAGEMENT

The management of risks constitutes an integral part of

management practices within PT Angkasa Pura II. The

application of proper and systematic risk management

processes will enable an effective decision making, from the

beginning of the decision making process and then throughout

its execution.

In the interest of its stakeholders with regard to safety issues and

other company risks, Angkasa Pura II applies risk management

processes in the following conditions:

a. Preparation of risk management implementation

b. Making changes to certain company policies

c. Improving or implementing new strategy or operating

procedure

d. Executing a new project

e. Decision for major financing

f. Handling public or political-related issues as well as other

issues of a sensitive nature.


�5

2006 Annual Report

Dalam operasional bisnis, aspek risiko harus diperhitungkan

dengan seksama. Seringkali kinerja bisnis mengalami tekanan

karena risiko tidak diperhatikan dan diperhitungkan dengan

baik. Oleh karena itu, pengelolaan risiko harus diperhitungkan

dan dipetakan jauh sebelum risiko berdampak negatif terhadap

output dan proses bisnis PT Angkasa Pura II. Risiko rugi harus

dikendalikan agar operasi bisnis berjalan menguntungkan.

Kerugian yang mungkin timbul dalam pengelolaan usaha

dapat bersumber dari internal maupun eksternal PT Angkasa

Pura II.

Secara khusus, pengelolaan risiko di lingkungan

PT Angkasa Pura II ditetapkan dalam pasal 58 dan 59

Surat Keputusan Direksi no: 0�.0�.0�/00/09/2006, dimana

terkonsentrasi pada masing-masing Sub Direktorat yang terkait

dengan tiga aspek risiko berikut ini:

1. RisikoTeknis

Meliputi risiko global (global risk) yaitu yang berkaitan

dengan perubahan lingkungan, perkembangan teknologi

dan pergeseran politik. Berikutnya adalah risiko produksi

yaitu ketika proyeksi pendapatan berpotensi tidak

terpenuhi akibat membesarnya biaya operasional.

In business operations, risk factors should be carefully

calculated. Often enough, business performance suffers due

to lack of proper consideration and calculation of risk factors.

Accordingly, the management of risks should be prepared and

mapped out long before the impact of risks can negatively

affect business output and processes. The risk of loss should be

mitigated as far as possible for the business to show a profit

from its operations. Risk of loss in a business may arise either

from internal as well as external conditions.

In particular, risk management at PT Angkasa Pura II has

been formally established through Art. 58 and 59 of Decision

Letter of the Board of Directors No. 0�.0�.0�/00/09/2006, the

responsibility resting with the respective sub-directorate

related to the following three risk aspects:

1. TechnicalRisk

This includes global risk, namely risk factors that are related

to environment changes, technological development, and

political shifts. Next is production risk, with the possibility

of failure to achieve the projected revenue due to the

escalation of operating costs.

�6


Berkaitan dengan ini, PT Angkasa Pura II dengan intensif

memperhitungkan dan melakukan riset komprehensif

yang tepat terhadap kemungkinan-kemungkinan setiap

perubahan lingkungan, politik, teknologi, dan kendala-

kendala yang berkaitan dengan operasional pemasaran

dan bisnis.

2. RisikoKeuangan

Naik turunnya nilai tukar Rupiah, tidak seimbangnya arus

dana (cash flow) antara yang masuk dan yang keluar,

tingkat suku bunga, tidak seimbangnya strukur modal,

dan kendala dalam pengendalian kerugian akibat investasi

adalah hal-hal yang harus diperhitungkan dengan cermat

oleh PT Angkasa Pura II.

Dalam hal ini, PT Angkasa Pura II senantiasa menyiapkan

untuk menghadapi kemungkinan-kemungkinan buruk

akibat meningkatnya risiko dalam berbagai hal tersebut.

Upaya-upaya yang dilakukan adalah dengan menjaga

ketat tingkat atau rasio-rasio keuangan PT Angkasa Pura

II. Menajemen menjaga agar PT Angkasa Pura II senatiasa

berada pada tingkat yang sehat dengan melakukan

pengelolaan usaha berdasarkan aturan yang ditetapkan

Menteri Keuangan mengenai kesehatan keuangan BUMN.

Disamping itu, PT Angkasa Pura II juga secara intensif

mencari alternatif-alternatif pengelolaan peluang dan

operasi bisnis yang lebih aman, cermat dan sehat.

3. RisikoHukum

Sebagai perusahaan lembaga berbadan hukum,

PT Angkasa Pura II tidak akan lepas dari persoalan-persoalan

hukum yang mungkin akan lebih merugikan PT Angkasa

Pura II. Kerugian hukum bisa berakibat fatal terhadap

pencapaian usaha PT Angkasa Pura II. Untuk itu, PT Angkasa

Pura II telah melindungi dirinya dengan ketentuan hukum

yang berlaku dan senantiasa menyesuaikan diri dengan

berbagai kemungkinan perubahan serta pergeseran dalam

sistem regulasi hukum yang berlaku.

With regard to these risks, the Company has calculated

and made a comprehensive research on the possible

impact of each changes in the environment, political and

technological aspects, as well as constraints related to

marketing and business operations.

2. FinancialRisk

The fluctuations in the Rupiah exchange rates, imbalances

between incoming cash flows and outgoing cash flows,

interest rate trend, unbalanced capital structure, and the

mitigation of loss due to imprudent investments; these are

just some of the issues that have to carefully considered by

the Company.

In this regards, the Company has prepared itself to face the

possible negative impact arising from those risk factors.

Toward that end, the Company keeps a close watch on

its financial ratios. The management strives to maintain

a healthy level of financial ratios, in accordance with the

financial health rating requirements for State-Owned

Enterprises established by the Minister of Finance. In

addition, the Company also seeks alternative business

opportunities and operations that are more secure,

meticulous and healthy.

3. LegalRisk

As a legal business entity, Angkasa Pura II may from time

to time engaged in lawsuits that present the potential

for further losses. A legal setback may have a significant

adverse impact on the Company’s business performance.

Accordingly, the Company strives to protect itself by

strict observance of prevailing laws, as well as adapting

to possible changes in the prevailing laws or regulation

systems.


�7

2006 Annual Report

MEDIAPENYEBARANINFORMASI

Akses informasi Pemegang Saham kepada semua kegiatan

PT Angkasa Pura II harus dibuka seluas mungkin. Upaya ini

ditujukan tidak saja demi membangun komunikasi dengan

PT Angkasa Pura II namun juga untuk menciptakan transparansi

dalam pengelolaan Perusahaan.

Informasi tentang PT Angkasa Pura II harus sampai kepada

Pemegang Saham dan masyarakat, karena mereka berhak

memperoleh informasi dan perkembangan apapun dari

PT Angkasa Pura II dimana mereka memiliki andil dan

bersentuhan kepentingannya.

Prinsip keterbukaan informasi ini diharapkan dapat menjaga

dan meningkatkan pengetahuan, pemahaman dan persepsi

positif Pemegang Saham terhadap kebijakan dan operasional

usaha yang dilakukan Angkasa Pura II.

Untuk itu, PT Angkasa Pura II membangun sistem penyajian

informasi on-line melalui website http://www.angkasapura2.

com dan BUMN online.

ETIKAPERUSAHAAN

Dari masa ke masa, peningkatan kualitas pelayanan PT Angkasa

Pura II terus ditingkatkan demi menjawab tuntutan dan

memuaskan pelayanan kepada pelanggan, dimana PT Angkasa

Pura II telah menetapkan moto “Honestly, Serving Our Best”.

Sesuai dengan sifat usaha yang bergerak di bidang pelayanan

jasa bandara dan jasa lalu lintas udara, PT Angkasa Pura II sangat

memperhatikan pelayanan yang terbaik kepada pelanggan

demi kenyamanan dan keamanan saat menggunakan jasa

kebandarudaraan dan keselamatan lalu lintas udara.

INFORMATIONDISCLOSURE

Shareholders should have as much access as possible to

information regarding the activities of the Company, thus

establishing a communication channel with the Company

as well as improving transparency in the management of the

Company.

Pertinent information about the Company should be freely

disclosed to all shareholders as well as the general public, which

as stakeholders of the Company have the right to be provided

with information on the developments of the Company.

By maintaining transparency in information disclosure, the

Company can expects better knowledge, understanding and

positive perception on the part of shareholders towards the

business policies and operations of PT Angkasa Pura II.

Accordingly, Angkasa Pura II has developed an online

information disclosure system through its website at http://

www.angkasapura2.com and the BUMN On-Line website.

CORPORATEETHICS

From time to time, the Company strives to continuously

improve the level of service quality to meet market demand

and achieve customer satisfaction, whereby PT Angkasa Pura II

has adopted the motto of “Honestly, Serving Our Best”.

In line with the nature of its business as a provider of airport

management and air traffic services, the Company is always

concerned to provide the best service to customers in terms

of their comfort and safety as users of the Company’s airport

management and air traffic services.

�8


PT Angkasa Pura II memandang pengelolaan faktor keselamatan

penerbangan dan risiko bisnis lainnya dalam aktivitasnya sebagai

suatu kebutuhan mendasar dalam proses bisnis Perusahaan,

sekaligus secara proporsional merupakan bentuk pemenuhan

kepentingan seluruh stakeholder perusahaan. Oleh karena itu,

pada September 2006, PT Angkasa Pura II telah membentuk satu

unit kerja tersendiri untuk menangani isu-isu tersebut. Secara

spesifik, unit kerja ini mempunyai tugas membantu Direksi

dalam penetapan, penyelenggaraan dan pengendalian program

pengelolaan keselamatan penerbangan dan risiko lainnya dalam

pelayanan operasi bandara, pelayanan lalu lintas udara, dan

fasilitas bandara, termasuk risiko kerja dan keamanan bandara

sebagai penunjang operasional.


PT Angkasa Pura II considers the management of flight safety

and other business risk factors inherent in its activities as a

basic requirement in the business processes of the Company,

and at the same time proportionally as a fulfillment of the

interest of all stakeholders. Accordingly, on September 2006,

PT Angkasa Pura II has established a separate work unit to

manage these issues. Specifically, this unit is responsible to

assist the Board of Directors in determining, executing and

controlling the various programs in the management of flight

safety and other risk factors related to aspects of airport

operations, air traffic service, and airport facilities, including

occupational risk and airport security as operational support

functions.

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2006 Annual Report

Membangun kultur organisasi yang memungkinkan pengelolaan risiko perusahaan secara efektif.

Building an organization culture that will enable the effective management of corporate risks.

PENGELOLAANKESELAMATANPENERBANGAN

Pada dasarnya, pengelolaan faktor keselamatan penerbangan

merupakan suatu keharusan yang tidak bisa ditawar dan harus

di utamakan oleh Perusahaan sebagaimana dipersyaratkan

oleh ICAO.

PT Angkasa Pura II memandang upaya pengelolaan keselamatan

penerbangan sebagai sinergi positif dari sumber daya manusia

dan seluruh sub-sistem lainnya dalam suatu rangkaian tindakan

yang ditujukan untuk menjaga keselamatan penerbangan dalam

rangka menjamin keselamatan dan kenyamanan penumpang,

awak pesawat, petugas di darat serta masyarakat, termasuk

instalasi bandar udara, dari ancaman kecelakaan.

Mengingat luasnya ruang lingkup yang terkait dengan aspek

keselamatan penerbangan, PT Angkasa Pura II melakukan upaya

peningkatan dan penyempurnaan pengelolaan keselamatan

penerbangan secara bertahap, berdasarkan tingkat kepentingan

serta hasil analisa risiko aktivitas operasional yang telah dilakukan

sebelumnya. Pada tahap awal, PT Angkasa Pura II memastikan

telah tersedianya sistem penanganan awal (contingency plan)

yang memadai untuk menjamin bahwa setiap kekurangan yang

ditemukan dapat ditangani dengan segera secara semestinya

sehingga tidak meluas dan berkembang menjadi persoalan

keselamatan yang melewati batas yang dapat ditolerir.

Pada tahap lanjutan, pengembangan sistem pengelolaan

keselamatan penerbangan di lingkungan PT Angkasa Pura II

dilakukan melalui pendekatan ‘as low as reasonably practicable’,

dengan mengupayakan keseimbangan yang optimal antara

kepentingan untuk menjaga kinerja keselamatan penerbangan

di satu sisi dan pertumbuhan usaha di sisi lainnya.

PT Angkasa Pura II telah melaksanakan sejumlah program

pendahuluan terkait dengan pengelolaan faktor keselamatan

penerbangan, antara lain sistem pelaporan keselamatan,

investigasi internal, audit keselamatan dan seminar/forum

keselamatan. Secara khusus, komitmen terhadap pengelolaan

faktor keselamatan penerbangan diwujudkan melalui proses

MANAGEMENTOFFLIGHTSAFETY

The management of flight safety is basically an essential

prerequisite that cannot be compromised and should become

the first priority of the Company as required by the ICAO.

PT Angkasa Pura II considers the management of flight safety as a

positive synergy between human resources and all the other sub-

systems in a series of activities designed to maintain flight safety

to ensure the safety and comfort of airplane passengers, airplane

crews, ground personnel and the surrounding communities

including airport facilities, from the risk of accidents.

In view of the broad scope of aspects related to flight safety,

PT Angkasa Pura II implements the improvement and

enhancement of flight safety management in stages, based

on the level of importance as well as results of previous risk

analysis on operating activities. In the preliminary stages,

PT Angkasa Pura strives to ensure the availability of adequate

contingency plans in order to make sure that every deficiencies

that have been identified can be handled promptly and

properly to prevent these issues from developing further into

serious safety problems above tolerable levels. In the latter

stages, the development of flight safety management system

within PT Angkasa Pura II is undertaken using the so-called

‘as low as reasonably practicable’ approach, which seeks an

optimum balance between the need to maintain a certain

level of flight safety performance on the one hand and the

interests of business growth on the other hand.

PT Angkasa Pura has already undertaken several preliminary

initiatives related to the management of flight safety, among

other things the establishment of a safety reporting system,

internal investigation, safety audit and seminars of safety.

Specifically, the commitment towards the management of

flight safety is implemented through continuous evaluations

and follow-up actions related to recognized defficiencies

that exist in the eight major aspect of business processes at

PT Angkasa Pura II.

50


evaluasi dan tindak lanjut terhadap kekurangan yang ada di

delapan aspek utama proses bisnis PT Angkasa Pura II.

Delapan wilayah utama tersebut mencakup: memastikan bahwa

proses bisnis telah memenuhi persyaratan yang ditetapkan oleh

regulator; memastikan adanya konsistensi dalam pelaksanaan

ketentuan dan prosedur kerja oleh setiap personil di lapangan;

memastikan adanya akuntabilitas terhadap keselamatan di

masing-masing unit kerja, memastikan bahwa proses bisnis

telah terdokumentasi secara efektif; memastikan bahwa budaya

kerja telah memungkinkan terbangunnya kesadaran terhadap

faktor keselamatan; memastikan adanya proses yang sistematis

untuk mengidentifikasi titik-titik lemah di setiap proses kerja

serta langkah antisipasi untuk pengelolaan risiko yang ada;

memastikan adanya mekanisme supervisi dan pengendalian

yang konsisten terhadap aktivitas sehari-hari; serta memastikan

bahwa pihak ketiga yang terlibat telah memenuhi dan secara

konsisten menjalankan ketentuan dan peraturan yang ada

menyangkut pengelolaan faktor keselamatan penerbangan.

Secara bersama-sama, keseluruhan agenda diatas beserta

rincian program kerjanya masing-masing diarahkan untuk

mencapai tujuan utama pengelolaan faktor keselamatan

(Safety Management System), yaitu menekan kontribusi

PT Angkasa Pura II terhadap timbulnya musibah berupa

kecelakaan organisasi dan kecelakaan individu di wilayah kerja

Perusahaan.

PENGELOLAANRISIKOPERUSAHAANLAINNYA

Penyelenggaraan bisnis kebandarudaraan dan pelayanan lalu

lintas udara merupakan proses yang kompleks, dilihat dari

perspektif ragam sumber daya yang terlibat, cakupan areal bisnis

berdasarkan geografis, elemen eksternal yang berkepentingan,

maupun pengaruh perkembangan teknologi. Kompleksitas

tersebut menuntut PT Angkasa Pura II untuk menjalankan

pengelolaan risiko secara terstruktur, komprehensif, terpadu dan

sistematis. Oleh karenanya, PT Angkasa Pura II secara bersungguh-

sungguh melakukan upaya-upaya untuk mengidentifikasi

situasi dan kondisi yang berpotensi menurunkan nilai manfaat

yang diperoleh secara finansial maupun non-finansial, untuk

mengembangkan dan menyusun langkah-langkah strategis dan

proaktif guna mengantisipasi timbul dan meluasnya implikasi

negatif dari aktifitas bisnis secara keseluruhan, serta untuk

mengoptimalkan potensi manfaat dari aktifitas bisnis yang ada.

Komitmen pada pengelolaan risiko di lingkungan PT Angkasa

Pura II tidak hanya terlihat dari pembentukan Komite Risiko


These eight major areas consist of: ensuring that the

business processes have complied with the requirements

as established by regualtors; ensuring the consistency in

the implementation of work regulations and procedures by

each field personnel; ensuring the accountability towards

safety in the respective work units; ensuring that business

processes have been documented effectively; ensuring

that the work environment and culture support increasing

awareness on safety factors; ensuring the availability of

systematic processes to identify weaknesses in each work

processes and the anticipatory steps to mitigate existing risk

factors; ensuring the availability of consistent supervisory

and control mechanism in daily activities; and ensuring

that any third-party involved have complied with and have

consistently implemented the prevailing requirements and

regulations related to the management of flight safety.

Altogether, the various main agenda as set out above, along

with their respective detailed work programs, are directed

towards the achievement of the main objective of the Safety

Management System, namely to minimize the contribution

made by PT Angkasa Pura II in disasters in the form of

organizational or individual accidents within the operating

areas of the Company.

MANAGEMENTOFOTHERRISKFACTORS

The business undertaking of airport management and air

traffic services provision represent a highly complex process,

seen from the perspective of the various resources involved,

the work areas in term of geographic coverage, the variety

of external elements involved, as well as the influence from

technological progress. This complexity demands that

PT Angkasa Pura II conducts its risk management undertaking

in a structured, comprehensive, integrated and systematic

manner. Accordingly, PT Angkasa Pura II engages in resolute

efforts to identify potential situation or condition that might

impact on the reduction of the financial or non-financial

benefits or values, to develop and formulate strategic and

proactive steps to anticipate the occurence and expansion of

negative implications from its business activities as a whole,

and to optimize the potential benefits from exisitng business

activities.

The commitment towards risk management within

PT Angkasa Pura II is not only shown by the establishment of

a Risk Committee or the implementation of internal control

mechanism, but also from efforts in riks sharing undertaken

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2006 Annual Report

ataupun pelaksanaan pengendalian risiko internal saja, namun

juga dari upaya risk sharing yang dilakukan dengan organisasi

lain, seperti misalnya pengadaan Airport Liability Insurance

yang dijalin dengan PT Jasindo dan PT Marsh Indonesia. Polis

Airport Liability Insurance ini merupakan upaya pengendalian

risiko dalam mengantisipasi dampak negatif yang timbul akibat

aktivitas yang berlangsung di berbagai bandara dan tempat lain

yang terkait dengan bisnis PT Angkasa Pura II sebagai operator

bandara, termasuk pergerakan pesawat di darat, pada saat

proses taxiing pesawat, pendaratan dan tinggal landas pesawat

sampai dengan 5 mil dari bandara.

Penetapan risiko di lingkungan PT Angkasa Pura II didasarkan

pada konsep bahwa proses bisnis yang dilakukan memiliki

dampak langsung pada dua komponen utama, yaitu dampak

kepada pengguna jasa yang berupa ketidak nyamanan,

rendahnya mutu pelayanan dan bahkan ancaman keselamatan;

serta dampak kepada perusahaan yang terwujud dalam

tingginya biaya usaha baik finansial maupun non-finansial dan/

atau rendahnya nilai perputaran usaha. Pada akhirnya, berbagai

faktor risiko tersebut dapat berpengaruh pada pengurangan

ataupun peningkatan manfaat material dan non-material yang

with external organization, such as the Airport Liability

Insurance coverage taken in cooperation with PT Jasindo and

PT Marsh Indonesia. The Airport Liability Insurance policy

represents a form of risk mitigation in anticipation of the

negative impact arising from the various activities at airports

and other areas related to the business of PT Angkasa Pura II as

an airport operator, including ground movement of aircrafts,

and during the process of aircraft taxiing, landing and take-

off up to a 5-mile radius from the respective airport.

The determination of risk factors within PT Angkasa Pura II

is based on the concept that the various business processes

of the Company have a direct impact on two major

components, namely the impact on service users in the form

of inconvenience, low service quality, or even safety hazards;

and the impact to the Company in terms of high operating

costs whether financially or non-financially, and/or low

business volume. Ultimately, the various risk factors may have

an impact on reducing or increasing the material and non-

material benefits that are proportionally received by all the

stakeholders of the Company. The following table illustrates

the relation of the two components within the context of

52


secara proporsional diterima oleh seluruh stakeholder yang

ada. Tabel berikut menggambarkan hubungan pengaruh dua

komponen tersebut sesuai dengan konteks bisnis kebandara

udaraan dan pelayanan lalu lintas udara di PT Angkasa Pura II:

Meskipun memiliki besaran dampak yang beragam, ke �7

faktor risiko di atas selalu menjadi dasar bagi analisis risiko guna

menetapkan pilihan pengendalian risiko yang paling tepat. Agar

pengelolaan risiko dapat berlangsung efektif, maka tahapan

penting yang perlu dilakukan adalah memberikan tanggapan

terhadap beberapa pertanyaan mendasar seperti berikut

ini: Secara bagaimana masing-masing faktor risiko tersebut

akan mempengaruhi tujuan Perusahaan? Bila pengaruh itu

ada, seberapa besar tingkat pengaruhnya? Apakah pengaruh

itu mengalami fluktuasi seiring dengan waktu? Perlukah

dilakukan langkah-langkah antisipasi? Sudah adakah elemen

pengendalian yang ditempatkan pada masing-masing faktor

risiko tersebut? Dari elemen pengendalian yang ada, mana yang

paling menguntungkan bagi Perusahaan? Apakah risk appetite

Perusahaan terhadap output dari masing-masing elemen

pengendalian telah sejalan dengan tujuan Perusahaan?

Sesuai dengan sifatnya, pengelolaan risiko di lingkungan

PT Angkasa Pura II dibagi dalam tiga tingkatan utama, yaitu pada

(i) tingkat strategik, (ii) tingkat makro, dan (iii) tingkat mikro.

Pada tingkat strategik, yang menjadi wilayah kewenangannya

mencakup penetapan arah strategis dan tingkat toleransi risiko,

serta evaluasi terhadap kecukupan pengendalian yang ada.

airport management and air traffic services provision by

PT Angkasa Pura II:

Although the magnitude of impact varies, the �7 risk factors

listed above are always form the basis of risk analysis processes

in order to determine the most suitable mode of risk control.

To ensure an effective risk management, an important stage

in the process is to search for answers to the following basic

questions: In what way each of the risk factors has an impact

on the Company’s objectives? If there is an impact, how big

is the impact? Does the impact fluctuate with the passage of

time? Is there a need for anticipatory measures? Is there any

risk control measures for each of the risk factors? Which risk

control measures provide the most benefit to the Company?

Is the Company’s risk appetite regarding the output of

the respective risk control measures consistent with The

Company’s objectives?

Based on the nature of the respective risks, the management

of risks within PT Angkasa Pura II is conducted at three

different major levels, namely (i) the strategic level, (ii) the

macro level, and (iii) the micro level. At the strategic level, the

scope of authority consists of the determination of strategic

direction and risk tolerance levels and the evaluation of

the adequacy of existing control mechanism. At the macro

level, the authority includes the formulation of technical

No FaktorRisiko DampakLangsungpadaPelanggan DampakLangsungpadaPerusahaan RiskFactors DirectInfluenceforCustomers DirectInfluenceforCompany

1 Regulasi Regulatory √ √

2 Lingkungan Environmental √ √

3 Politik Political √

4 Pasar Market √

5 “Force Majeure” “Act of God” √ √

6 Anggaran Budgetary √

7 Praktek Curang Fraud √

8 Investasi Investment √ √

9 Kewajiban Liability √

10 Kebijakan Perusahaan Corporate Policy √ √

11 Operasional Operational √ √

12 Informasi Information √

13 Reputasi Reputational √

14 Teknologi Technological √ √

15 Inovasi Innovation √ √

16 Personil Personnel √ √

17 Keselamatan & Kesehatan Health & Safety √ √


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2006 Annual Report

Pada tingkat makro, kewenangannya mencakup pendefinisian

teknis dari arah strategis ke dalam kebijakan pengelolaan

risiko Perusahaan, serta pembangunan kultur organisasi yang

memungkinkan pengelolaan risiko yang efektif. Pada tingkat

mikro, kewenangan telah memasuki wilayah teknis, melalui

penerapan pengendalian risiko dalam bentuk pendeteksian

dini, pemberian arahan teknis, pelaksanaan program preventif

dan langkah korektif.

Sistem pengelolaan risiko di lingkungan PT Angkasa Pura

II sebagaimana diuraikan di atas pada gilirannya tertuju

pada tercapainya misi Perusahaan, yaitu mengelola jasa

kebandarudaraan dan pelayanan lalu lintas udara yang

mengutamakan keselamatan penerbangan dan kepuasan

pelanggan, dalam upaya memberikan manfaat optimal kepada

pemegang saham, mitra kerja, pegawai, masyarakat dan

lingkungan, serta dengan memegang teguh etika bisnis.

definition of the strategic direction into formal company

policies, and the development of a company culture that

support an effective risk management process. At the micro

level, the authority has entered into technicalities, with the

implementation of risk control mechanisms in the form

of early warning system, technical guidance, preventive

programs and corrective actions.

Risk management systems as practiced within PT Angkasa

Pura II as described above are ultimately geared toward the

fulfillment of the Company’s mission statement, namely the

provision of airport management and air traffic services

with an emphasis on floght safety and the satisfaction of

service users, in the attempt to provide optimum benefit to

shareholders, work partners, employees, the general public

and the environment, while adhering to the highest business

ethics.

5�


5�

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2006 Annual Report

MANAGEMENT DISCUSSION & ANALYSISDISKUSI & ANALISIS MANAJEMEN MANAGEMENT DISCUSSION & ANALYSIS

INFORMASI PERUSAHAAN CORPORATE INFORMATION

55

56


DISKUSI & ANALISIS MANAJEMEN MANAGEMENT DISCUSSION & ANALYSIS

TINJAUANUMUM

Sebagai perusahaan yang mengelola bisnis kebandarudaraan

dan pelayanan lalu lintas udara, dalam menjalankan usahanya

PT Angkasa Pura II selain berpedoman pada prinsip-prinsip

bisnis secara umum, harus juga berpedoman pada berbagai

regulasi, baik yang diterbitkan oleh International Civil Aviation

Organization (ICAO) maupun regulator dalam hal ini Departemen

Perhubungan/Direktorat Jenderal Perhubungan Udara. Berbagai

regulasi tersebut dapat mempengaruhi keputusan bisnis dan

kinerja PT Angkasa Pura II.

Pertumbuhan lalu lintas merupakan faktor pendorong utama

dalam peningkatan kinerja PT Angkasa Pura II. Di sisi lain,

pertumbuhan lalu lintas juga menuntut peningkatan kapasitas

dan kualitas pelayanan. Untuk mempertahankan standar level

GENERALREVIEW

As a company that provides airport management and air

traffic services, the business practices of PT Angkasa Pura II are

guided not only by the normal business principles in general,

but also by various regulations, issued by the International

Civil Aviation Organization (ICAO) or the regulatory agency,

namely the Ministry of Transportation/Directorate General of

Air Transportation. The various regulations may affect business

decisions or the performance of the Company.

The increase in traffic constitutes the main driver of growth for the

Company’s financial performance. On the other hand, increased

traffic also demands corresponding improvement in capacity

and service quality. To maintain the established standards

of level of service may require increases in certain expense

57

2006 Annual Report

Pada tahun 2006, pendapatan usaha dan laba bersih meningkat sebesar masing-masing 9% dan 4% dibandingkan tahun sebelumnya.

In 2006, operating revenues and net income registered growth of 9% and 4%, respectively, over the previous year.

of service yang telah ditetapkan, maka sudah barang tentu akan

meningkatkan beberapa pos biaya. Manajemen PT Angkasa

Pura II bertekad untuk terus meningkatkan pelayanan prima

guna meningkatkan nilai PT Angkasa Pura II.

Pertumbuhan pergerakan pesawat domestik dalam 5 tahun

terakhir melambat bahkan menurun negatif pada 2006. Hal

ini didorong oleh telah jenuhnya fenomena ”Low Cost Carrier”

dan adanya tuntutan pengguna jasa bandara akan peningkatan

keselamatan dan keamanan penerbangan.

Hal lain yang menjadi perhatian adalah munculnya

kompetisi yang tajam dalam tarif angkutan udara, dan hal ini

mengakibatkan persaingan kurang sehat di antara perusahaan

penerbangan. Pemerintah (regulator) telah melakukan evaluasi

dan memperketat pemberian izin operator penerbangan baru.

Berbeda dengan pergerakan pesawat domestik, maka

pergerakan pesawat internasional mengalami pertumbuhan

yang lebih baik. Terdapat maskapai penerbangan baru yang

melayani penerbangan internasional.

PENDAPATANUSAHA

Pendapatan usaha dikelompokkan dalam pendapatan

aeronautika dan pendapatan non-aeronautika. Pendapatan

aeronautika terdiri dari: pendapatan jasa pendaratan,

pendapatan jasa penerbangan (route charges), pendapatan jasa

pelayanan penumpang, pendapatan pemakaian aviobridge,

serta pendapatan pemakaian konter. Pendapatan aeronautika

juga terdiri pendapatan domestik dan pendapatan internasional.

Pendapatan aeronautika domestik seluruhnya diterima dalam

mata uang Rupiah, sedang pendapatan aeronautika internasional

diterima dalam mata uang Dollar Amerika, kecuali pendapatan

jasa pelayanan penumpang. Pendapatan yang diterima dalam

mata uang Rupiah dipengaruhi oleh volume produksi/penjualan

dan tarif, sedang yang diterima dalam mata uang Dollar Amerika

dipengaruhi oleh volume produksi/penjualan, tarif, dan nilai

tukar Dollar Amerika terhadap Rupiah.

accounts. The Management of PT Angkasa Pura II is committed

to continual service improvement in order to increase value for

the Company.

The growth of domestic aircraft movement has been slowing

down in the last five years and even showed negative growth

in 2006. This mainly because the phenomenon of ’low cost

carrier’ having reached its saturation point, as well as increased

expectation from airport service users for improved flight safety

and security.

Another factor of influence is the fierce competition in air fares,

which have led to rather unhealthy competition between airlines.

The Government as regulator have evaluated the condition and

consequently restricted the issuance of licenses for new airline

operators.

Unlike the movement of domestic aircrafts, international

aircrafts movement recorded a better growth rate, with several

new airlines serving international routes.

OPERATINGREVENUES

Operating revenues are grouped into aeronautical revenues and

non-aeronautical revenues. Aeronautical revenues comprise

of aircraft landing charges, route charges, passenger service

charges, aviobridge charges and terminal counter charges.

Aeronautical revenues are also grouped into domestic and

international-based revenues. Domestic aeronautical revenues

are denominated in Rupiah currency, while international

aeronautical revenues are denominated in US Dollar currency,

except for revenues from passenger service charges. Revenues

denominated in Rupiah currency are affected solely by sales/

production volume and tariff level, while revenues in US Dollar

currency are affected by sales/production volume and tariff as

well as the prevailing US Dollar-Rupiah currency exchange rate.

58


Pendapatan non-aeronautika terdiri dari pendapatan sewa ruang,

pendapatan sewa tanah, pendapatan konsesi, pendapatan parkir

kendaraan dan pas bandara, pendapatan pemakaian listrik, air,

dan telepon, pendapatan sewa tempat reklame, dan pendapatan

non-aeronautika lain-lain yaitu antara lain pendapatan anjungan

pengantar (waving gallery), pemakaian kabel data, ground

handling, jasa pergudangan, marshalling, pemakaian CUTE, serta

fasilitas executive lounge di bandara.

Pada tahun 2006, pendapatan usaha tercatat sebesar Rp �.869,76

miliar, meningkat sebesar 9,�% dari Rp �.7�0,�8 miliar pada tahun

2005. Komponen pendapatan aeronautika dan pendapatan

non-aeronautika adalah masing-masing sebesar Rp �.�66,8�

miliar dan Rp �02,9� miliar pada tahun 2006, dibandingkan

Rp �.�6�,�9 miliar dan Rp ��8,99 miliar masing-masing pada

tahun 2005.

PENDAPATANDILUARUSAHA

Pendapatan di luar usaha antara lain terdiri dari pendapatan

bunga, laba anak perusahaan, pendapatan selisih kurs, dan

lain-lain. Pendapatan di luar usaha tahun 2006 adalah sebesar

Rp ��,76 miliar, meningkat sebesar ��,7% dari Rp �29,59 miliar

di tahun 2005.

KOMPOSISIPENDAPATAN

Sebagai mana diuraikan di atas, pendapatan PT Angkasa

Pura II dikelompokkan menjadi � (tiga) segmen utama, yaitu

pendapatan aeronautika, pendapatan non-aeronautika, dan

pendapatan di luar usaha. Pendapatan aeronautika dapat juga

dibedakan menjadi pendapatan aeronautika ATS yang terdiri dari

pendapatan jasa pendaratan dan pendapatan jasa penerbangan

(route charges) dan pendapatan aeronautika non-ATS yang

terdiri dari pendapatan pelayanan jasa penumpang, pemakaian

avio bridge dan pemakaian konter.

Komposisi pendapatan PT Angkasa Pura II dalam � (tiga) tahun

terakhir adalah sebagai berikut :

Non-aeronautical revenues consist of space rent revenue, land

rent revenue, business concession fees, vehicle parking and

airport pass, utility charges for electricity, water and telephone,

advertising space revenue, and other non-aeronautical revenues

such as revenues from waving gallery, cable data, ground

handling, warehousing services, marshalling fees, CUTE fees, and

airport executive lounge revenues.

In 2006, operating revenues amounted to Rp �,869.76 billion, an

increase of 9.�% from Rp �,7�0.�8 billion in 2005. The components

for aeronautical revenues and non-aeronautical revenues were

Rp �,�66.8� billion and Rp �02.9� billion, respectively, in 2006,

as compared with Rp �,�6�.�9 billion and Rp ��8.99 billion,

respectively, in 2005.

NON-OPERATINGINCOME

Non-operating income consists among others of interest

income, equity share in net profit of subsidiaries, gain from

foreign exchange translation, and others. Non-operating income

in 2006 amounted to Rp ��.76 billion, an increase of ��.7% from

Rp �29.59 billion in 2005.

REVENUECOMPOSITION

As had been mentioned above, the Company’s revenue stream

is grouped into � (three) main segments, namely aeronautical

revenues, non-aeronautical revenues, and non-operating

revenues. Aeronautical revenues are further grouped into ATS

revenues consisting of aircraft landing fees and route charges,

and non-ATS revenues comprising passenger service charges,

aviobridge charges and terminal counter charges.

The Company’s revenue composition for the last � (three) years

is as follows:

75%

�8%

7%

7�%

�9%

7%

7�%

20%

7%

AERONAUTIKA NON-AERONAUTIKA DI LUAR USAHAAERONAUTICAL NON-AERONAUTICAL NON - OPERATING

2004 2005 2006

DISKUSI & ANALISIS MANAJEMEN MANAGEMENT DISCUSSION & ANALYSIS

59

2006 Annual Report

Proporsi pendapatan aeronautika ATS cenderung menurun,

sedang pendapatan aeronautika non-ATS meningkat.

Berdasarkan trend tersebut di atas dapat disimpulkan bahwa

terdapat kecenderungan yang positif yakni membesarnya porsi

pendapatan aeronautika non-ATS, karena pada dasarnya aktivitas

tersebut bersifat komersial sedangkan ATS bersifat cost recovery.

Di lain sisi mengurangi ketergantungan PT Angkasa Pura II pada

pendapatan dari aktivitas ATS.

BEBANUSAHA

Beban usaha terdiri dari beban pegawai, beban pemeliharaan dan

persediaan, beban operasional, beban umum, penyisihan piutang

ragu-ragu, serta beban penyusutan dan amortisasi. Total beban

usaha pada tahun 2006 mencapai Rp �272,�� miliar, naik �9% dari

jumlah tahun 2005 sebesar Rp �.068,62 miliar.

Komponen yang mempengaruhi kenaikan secara signifikan adalah

beban penyusutan yang sangat tinggi pada 2006 disebabkan

karena adanya aset baru bandara Minangkabau Padang dan Sultan

Mahmud Badaruddin II Palembang yang berasal dari pemerintah.

Beban penyusutan ini bahkan lebih tinggi dari pendapatan kedua

bandara tersebut. Untuk selanjutnya PT Angkasa Pura II harus terlibat

aktif di dalam perencanaan pembangunan bandara dengan APBN

melalui masukan perhitungan kelayakan kepada pemerintah.

Komponen lainnya adalah beban operasional yang didominasi

oleh biaya listrik yang sangat tergantung pada penetapan

tarif oleh PLN. Pada saat ini PLN menetapkan tarif yang sangat

tinggi untuk pemakaian selama peak hours. PT Angkasa Pura

II akan menggunakan sistem baru untuk penambahan daya

dan penggunaan listrik antara lain dengan co-generation atau

cristophia.

Kenaikan beban pegawai di tahun 2006 dikarenakan adanya

penyesuaian Indeks Harga Konsumen yang berpengaruh pada

kenaikan tunjangan prestasi berdasarkan Perjanjian Kerja Bersama.

Manajemen telah melaksanakan kajian untuk mengaitkan

kenaikan penghasilan pegawai dengan produktivitasnya.

BEBANDILUARUSAHA

Beban di luar usaha tahun 2006 tercatat sebesar Rp 97,�5 miliar,

meningkat sebesar �59,0% dari Rp �7,50 miliar pada tahun 2005.

Beban di luar usaha pada tahun 2006 didominasi oleh beban

selisih kurs yang mencapai Rp 66,0 miliar.

PEROLEHANLABA

Laba usaha tahun 2006 tercatat sebesar Rp 59�,�� miliar,

dibandingkan Rp 6��,75 miliar di tahun 2005. Sementara itu,

laba bersih tercatat sebesar Rp ��5,�5 miliar di tahun 2006,

dibandingkan Rp ��7,82 miliar di tahun 2005.

The contribution of aeronautical ATS revenues tended to decline,

while aeronautical non-ATS revenues tended to grow. This trend

indicates a positive tendency, whereby the portion of non-ATS

aeronautical revenues is growing larger reflecting its basic nature

as a commercial activity, as compared with ATS revenues that are

basically in the nature of cost recovery. This trend has the positive

impact of reducing the Company’s dependency on revenues from

ATS services.

OPERATINGEXPENSES

Operating expenses consist of personnel expenses, maintenance

and inventory expenses, operational expenses, general expenses,

provision for doubtful accounts, and depreciation and amortization

expenses. Total operating expenses in 2006 amounted to Rp �,272.��

billion, an increase of �9% from Rp �,068.62 billion in 2005.

The component that contributed significantly to this increase was

the depreciation expense that rose sharply in 2006 due to new assets

at Minangkabau airport, Padang, and Sultan Mahmud Badaruddin

II airport, Palembang, newly received from the Government. The

depreciation expenses for these assets exceeded the revenues

generated by the respective airports. In the future, the Company

must be more proactive in the planning for airport development

funded by the State Budget, for example by preparing a feasibility

evaluation for input to the Government.

Another large component was the operational expenses that were

dominated by utility charges for electricity, which depended on the

tariff set by PLN. Currently, PLN charges a premium tariff for peak

hours electricity usage. The Company plans to explore new systems

in additional power and electricity usage, such as co-generation or

cristophia.

The increase in personnel expenses in 2006 was due to Consumer

Price Index adjustments resulting in increased performance

benefits as stipulated in the Collective Labor Agreement. The

Management has prepared a review to link employee remuneration

to productivity levels.

NON-OPERATINGEXPENSES

Non-operating expenses in 2006 amounted to Rp 97.�5 billion, an

increase of �59.0% compared with Rp �7.50 billion in 2005. The

largest contributor to non-operating expenses in 2006 was foreign

exchange translation loss that amounted to Rp 66.0 billion.

PROFITABILITY

Operating income in 2006 amounted to Rp 59�.�� billion, compared

with Rp 6��.75 billion in 2005. Meanwhile, net income amounted to

Rp ��5.�5 billion in 2006, compared with Rp ��7.82 billion in 2005.

60


KANTOR PUSAT HEAD OFFICE

PT Angkasa Pura IIJakarta International Airport Soekarno-HattaBuilding 600, PO Box �00�/BUSHJakarta �9�20, IndonesiaTel. : (62-2�) 550 5079, 550 502�Fax. : (62-2�) 550 2��Homepage: www.angkasapura2.co.id

Jakarta International Airport Soekarno-Hatta

Building 601, PO Box 1001/BUSH

Jakarta 19120

Tel. : (62-21) 550 7300

Fax. : (62-21) 550 6823

E-mail : [email protected]

Halim Perdanakusuma Airport

Terminal Building, 2nd Fl.

Jakarta 13610

Tel. : (62-21) 809 1108

Fax. : (62-21) 809 3351


Husein Sastranegara Airport

Husein Sastranegara Airport, Bandung 40001

Tel. : (62-22) 604 1222

Fax. : (62-22) 603 3971


Polonia Airport

Polonia Airport, Medan 20157

Tel. : (62-61) 456 5777

Fax. : (62-61) 456 1800


ALAMAT-ALAMAT KANTOR CABANG BRANCH OFFICE ADDRESSES

MITRA ALIANSI ALLIANCE PARTNERS

PTGAPURAANGKASAUsaha patungan PT Angkasa Pura II, PT Angkasa Pura I, dan PT Garuda Indonesia. Bergerak di bidang pelayanan ground handling pesawat udara (pre-flight dan post-flight), serta pergudangan.

Joint-venture between PT Angkasa Pura II, PT Angkasa Pura I, and PT Garuda Indonesia. Engaged in providing ground handling services (pre-flight and post-flight) for aircrafts and warehousing services.

PTANGKASAPURASCHIPHOL(PTAPS)Usaha patungan PT Angkasa Pura II dan Bandara Amsterdam Schiphol. Bergerak di bidang konsultansi jasa manajemen bandar udara, pendidikan/pelatihan teknis, perdagangan dan penyediaan barang, pengelolaan ruangan secara komersial, pengelolaan perbaikan bangunan dan pengadaan teknologi informasi.

Joint-venture between PT Angkasa Pura II with Amsterdam Schiphol Airport. Engaged in aviation airport consultancy, training and technical assistance, trading and supplier, airport commercial management, building maintenance management, and provision of information technology.

PTPURANTARAMITRAANGKASADUA(PTPMADUA)Usaha patungan PT Angkasa Pura II dan PT Purantara Mitra Angkasa. Bergerak di bidang layanan jasa boga pesawat udara (in-flight catering).

Joint-venture between PT Angkasa Pura II, and PT Purantara Mitra Angkasa. Engaged in providing in-flight catering services.

Sultan Iskandarmuda Airport

Sultan Iskandarmuda Airport, Banda Aceh 23372

Tel. : (62-651) 213 41

Fax. : (62-651) 635 352


Sultan Mahmud Badaruddin II Airport

Sultan Mahmud Badaruddin II Airport, Palembang 30761

Tel. : (62-711) 411 778

Fax. : (62-711) 411 840


Supadio Airport

Supadio Airport, Pontianak 78381

Tel. : (62-561) 721 560

Fax. : (62-561) 721 212


Sultan Syarif Kasim II Airport

Sultan Syarif Kasim II Airport, Pekanbaru 28284

Tel. : (62-761) 674 694

Fax. : (62-761) 674 827


Minangkabau Airport

Minangkabau Airport, Ketaping

Padang Pariaman 25171

Tel. : (62-751) 819123

Fax. : (62-751) 819040


Kijang Airport

Kijang Airport, Tanjung Pinang 29125

Tel. : (62-771) 442 434

Fax. : (62-771) 410 34


Sultan Thaha Airport

Sultan Thaha Airport, Jambi

Tel. : (62-741) 572 344

Fax. : (62-741) 572 244

Depati Amir Airport

Depati Amir Airport, Bangka

Pangkal Pinang

Tel. : (62-717) 421 041

Fax. : (62-717) 421 042

INFORMASI PERUSAHAAN CORPORATE INFORMATION

60


6�

2006 Annual Report

6�

FINANCIAL REPORT

62


6�

2006 Annual Report

PT (PERSERO) ANGKASA PURA II

LAPORAN KEUANGAN DANLAPORAN AUDITOR INDEPENDEN

31 DESEMBER 2006 DAN 2005

FINANCIAL STATEMENT ANDINDEPENDENT AUDITOR’S REPORT

DECEMBER 31, 2006 AND 2005

Grant Thornton Hendrawinata

6�


No. : APII-06/�.�/UGS/07

Dewan Komisaris dan Direksi


Kami telah mengaudit neraca PT (Persero) Angkasa Pura II tanggal ��

Desember 2006, laporan laba rugi, laporan perubahan ekuitas dan

laporan arus kas untuk tahun yang berakhir pada tanggal tersebut.

Kami juga melakukan pengujian atas kepatuhan Perusahaan terhadap

peraturan perundang-undangan dan pengendalian intern. Laporan

keuangan, kepatuhan terhadap peraturan perundang-undangan dan

pengendalian intern adalah tanggung jawab manajemen Perusahaan.

Tanggung jawab kami terletak pada pernyataan pendapat atas

laporan keuangan berdasarkan audit kami. Laporan keuangan

PT (Persero) Angkasa Pura II untuk tahun yang berakhir pada tanggal

�� Desember 2005 telah diaudit oleh auditor independen lain, yang

laporannya bertanggal 20 April 2006 dengan pendapat wajar tanpa

pengecualian, dengan paragraf penjelasan tambahan mengenai

kepatuhan terhadap perundang-undangan dan pengendalian intern

yang dilaporkan secara terpisah.

Kami melaksanakan audit berdasarkan standar auditing yang

ditetapkan Ikatan Akuntan Indonesia dan Standar Audit Pemerintahan

yang diterbitkan oleh Badan Pemeriksa Keuangan. Standar tersebut

mengharuskan kami merencanakan dan melaksanakan audit agar

memperoleh keyakinan memadai bahwa laporan keuangan bebas

dari salah saji material. Suatu audit meliputi pemeriksaan, atas

dasar pengujian, bukti-bukti yang mendukung jumlah-jumlah dan

pengungkapan dalam laporan keuangan. Audit juga meliputi penilaian

atas prinsip akuntansi yang digunakan dan estimasi signifikan yang

dibuat oleh manajemen, serta penilaian terhadap penyajian laporan

keuangan secara keseluruhan. Selain itu audit mencakup pengujian

atas kepatuhan Perusahaan terhadap kontrak, persyaratan bantuan

dan pasal-pasal tertentu peraturan perundang-undangan serta

kepatuhan terhadap pengendalian intern. Kami yakin bahwa audit

kami memberikan dasar memadai untuk menyatakan pendapat.

No. : APII-06/�.�/UGS/07

Boards of Commissioners and Directors


We have audited the accompanying balance sheets of PT (Persero)

Angkasa Pura II as of December ��, 2006, and the related statements

of income, changes in equity, and cash flows for the year then ended.

We have also tested the Company’s compliance to the existing laws

and internal control. These financial statements and the Company’s

compliance to the existing laws and internal control are the

responsibility of the Company’s management. Our responsibility is

to express an opinion on these financial statements and compliance

to the existing laws and internal control based on our audits. The

financial statements of PT (Persero) Angkasa Pura II for the year

ended December ��, 2005, were audited by other independent

auditors, whose report dated April 20, 2006, expressed an unqualified

opinion of those statements, and included an explanatory paragraph

on compliance to the existing laws and internal control that was

reported separately.

We conducted our audits in accordance with auditing standards

established by the Indonesian Institute of Accountants and

Government Auditing Standards established by the Supreme

Auditor Institution (BPK). Those standards require that we plan and

perform the audit to obtain reasonable assurance about whether

the financial statements are free of material misstatement. An

audit includes examining, on a test basis, evidence supporting the

amounts and disclosures in the financial statements. An audit also

includes assessing the accounting principles used and significant

estimates made by the management, as well as evaluating the overall

financial statements presentation. In addition, our audit also includes

examination of the Company’s compliance to existing contracts,

aid restrictions, certain articles of the laws, and internal control. We

believe that our audits provide a reasonable basis for our opinion.

Laporan Auditor IndependenIndependent Auditor’s Report


65

2006 Annual Report

Menurut pendapat kami, laporan keuangan yang kami sebut di atas

menyajikan secara wajar, dalam semua hal yang material, posisi

keuangan PT (Persero) Angkasa Pura II tanggal �� Desember 2006,

dan hasil usaha, serta arus kas untuk tahun yang berakhir pada

tanggal tersebut sesuai dengan prinsip akuntansi yang berlaku

umum di Indonesia.

Seperti yang dijelaskan pada catatan �� atas laporan keuangan,

pada tahun 2005 perusahaan telah melakukan penyesuaian pada

penyusutan aktiva tetap tertentu. Pernyataan Standar Akuntansi

Keuangan (PSAK) No 25 mensyaratkan perlakuan atas penyesuaian

penyusutan aktiva tetap tertentu tersebut harus diterapkan secara

retrospektif. Untuk tujuan komparatif, laporan keuangan tahun 2006

telah disajikan kembali sesuai dengan penerapan Standar Akuntansi

Keuangan tersebut di atas.

Kepatuhan terhadap perundang-undangan dan pengendalian

intern kami sampaikan secara terpisah kepada Dewan Komisaris dan

Direksi PT (Persero) Angkasa Pura II masing-masing dalam laporan

kami No APII-06/�.�B/UGS/07 dan APII-06/�.�C/UGS/07 tanggal 20

April 2007.

In our opinion, the financial statements referred to above present

fairly, in all material aspects, the financial position of PT (Persero)

Angkasa Pura II as of December ��, 2006, the results of its operations

and its cash flows for the year then ended, in conformity with

generally accepted accounting principles in Indonesia.

As discussed in Note �� to the financial statements, the Company

in 2006 have adjusted the depreciation for certain fixed assets. The

Statements of Financial Accounting Standard (PSAK) No. 25 requires

that adjustments to the depreciation for certain fixed assets should

be implemented retrospectively. For comparison purposes, the

financial statements for the year 2005 have been restated to reflect

the implementation of the above Financial Accounting Standard.

The Company’s compliance to the existing laws and internal control

are submitted to the management of PT (Persero) Angkasa Pura II

separately in our respective reports No. APII-06/�.�B/UGS/07 and

APII-06/�.�C/UGS/07, both dated April 20, 2007.

Drs. Achmad Hidayat Register Negara No. D-2�60

No. Ijin 98.�.0��State Registration No. : D-2�60

License Number 98.�.0��

20 April 2007

Laporan Auditor IndependenIndependent Auditor’s Report


66


PT (PERSERO) ANGKASA PURA IINERACA31 Desember 2006 dan 2005

PT (PERSERO) ANGKASA PURA IIBALANCE SHEETS

December 31, 2006 and 2005

A K T I V A ASSETS

AKTIVA LANCAR CURRENT ASSETS

Kas dan Setara Kas 2e, � �.0��.9��.9��.0�7 707.0�9.6�2.68� Cash and Cash Equivalents

Surat Berharga 2f, 2q, � 28�.��7.005.285 298.�20.��2.569 Marketable Securities

Piutang Usaha 2g, 2h, 5 280.�27.�0�.��8 257.0��.007.8�2 Accounts Receivable

Piutang Lain-lain 6 ��.809.6�8.250 27.8�2.69�.27� Other Receivable

Persediaan 2i, 7 �6.9�5.�89.�02 �6.2�9.7��.�99 Inventory

Uang Muka Kontrak 8 �.5�5.000.000 5.0�0.050.9�� Advance to Contractors

Biaya Dibayar Dimuka 9 2�.692.258.�0� �6.950.960.065 Prepaid Expenses

Pajak Dibayar Dimuka �0 �0�.905.700.70� 52.2�8.5��.9�� Prepaid Taxes

Pendapatan yang Masih Harus Diterima �� 8.978.��.887 ��7.�92.088.�� Accrued Revenue

Jumlah Aktiva Lancar 1.906.244.825.683 1.497.878.021.570 Total Current Assets

AKTIVA PAJAK TANGGUHAN �6 6.065.478.439 16.638.201.434 DEFERRED TAX ASSETS

PENYERTAAN 2f, 2q, �2 332.323.471.570 284.675.543.102 INVESTMENT

AKTIVA TETAP 2j, 2k, �� FIXED ASSETS

Harga Perolehan �.69�.�66.597.6�8 �.580.0�0.662.�92 Acquisition Costs

Akumulasi Penyusutan Aktiva Tetap (�.58�.058.�06.75�) (�.�9�.957.959.��5) Accumulated Depreciation

Nilai Buku �.��.�08.�90.867 �.�85.052.70�.077 Book Value

Aktiva dalam Konstruksi 97.80�.��6.857 9�.��5.280.5�5 Construction in Progress

Jumlah Aktiva Tetap 3.208.909.337.724 3.279.467.983.612 Total Fixed Assets

AKTIVA LAIN-LAIN OTHER ASSETS

Uang Jaminan �� 2.��2.79�.5�0 2.��2.79�.5�0 Security Deposits

Biaya Ditangguhkan 2m, �� 2.��0.�78.6�8 2�.258.86�.055 Deferred Charges

Aktiva Non Operasional �� 275.677.5��.29� 287.�25.6�5.�28 Non-Operating Assets

Jumlah Aktiva Lain-lain 310.150.814.439 312.727.270.913 Total Other Assets

JUMLAH AKTIVA 5.763.693.927.855 5.391.387.020.631 TOTAL ASSETS

Catatan 2006 2005 Notes (Disajikan kembali) (Restated) Rp Rp

Catatan atas laporan keuangan merupakan bagian yang tidak terpisahkan dari laporan keuanganThe accompanying notes are an integral part of these financial statements

67

2006 Annual Report

PT (PERSERO) ANGKASA PURA IINERACA (Lanjutan)31 Desember 2006 dan 2005

PT (PERSERO) ANGKASA PURA IIBALANCE SHEETS (Continued)

December 31, 2006 and 2005

KEWAJIBAN DAN EKUITAS LIABILITIES AND EQUITY

KEWAJIBAN JANGKA PENDEK CURRENT LIABILITIES

Biaya yang Masih Harus Dibayar �5 �28.752.�29.9�7 ��.525.627.0�9 Accrued Expenses

Hutang Pembelian Aktiva Tetap �6 2.8�0.89�.8�0 8.��.�26.�8� Fixed Asset Purchase Payable

Hutang Dana Pensiun �7 �.��7.765.7�6 �.5�6.8�0.�29 Payable to Pension Fund

Hutang Lain-lain �8 92.966.222.672 89.2�9.795.697 Other Payable

Pendapatan Diterima Dimuka �9 25.87�.�27.�87 �8.900.0�7.25� Revenue Collected in Advance

Hutang Pajak 20 ��.�6�.87�.�� .2�6.092.�� Taxes Payable

Pinjaman Jangka Panjang yang Current Portion of

Jatuh Tempo � Tahun 2� – 5.97�.�05.68� Long-Term Liabilities

Jumlah Kewajiban Jangka Pendek 288.213.410.486 290.753.894.836 Total Current Liabilities

KEWAJIBAN JANGKA PANJANG LONG-TERM DEBTS

Hutang Jaminan 22 8.�20.678.575 7.2��.696.578 Accountable Guarantee Payable

Jumlah Kewajiban Jangka Panjang 8.420.678.575 7.231.696.578 Total Long-Term Liabilities

DANA TITIPAN PROGRAM THT 2� 50.317.169.144 40.588.334.721 RETIREE WELFARE PROGRAM FUND

BANTUAN PEMERINTAH YANG BELUM UNSTIPULATED DITENTUKAN STATUSNYA 2� 1.599.101.043.666 1.599.101.043.666 GOVERNMENT’S CONTRIBUTION

EKUITAS EQUITY Modal Saham - modal dasar sebanyak Paid in Capital, �,900,000 shares

7.600.000 saham, ditempatkan dan out of authorized capital of

disetor penuh �.900.000 saham dengan 7,600,000 shares with par value

nilai nominal Rp �.000.000 per saham �, 25 �.900.000.000.000 �.900.000.000.000 of Rp �,000,000 per share

Modal Disetor Lainnya 8�.099.57�.6�� 8�.099.57�.6�� Additional Paid in Capital

Penyertaan Modal Pemerintah ��8.955.0�9.29� ��8.955.0�9.29� Government Contributed Capital

Jumlah Modal 2.100.054.612.937 2.100.054.612.937 Total Paid in Capital

Saldo Laba ��5.269.56�.7�0 �56.95�.286.22� Retained Earnings

Cadangan Umum �.282.��7.�5�.��7 896.70�.�5�.669 General Reserve

Jumlah Ekuitas 3.817.641.625.984 3.453.712.050.830 Total Equity

JUMLAH KEWAJIBAN DAN EKUITAS 5.763.693.927.855 5.391.387.020.631 TOTAL LIABILITIES AND EQUITY



68


PT (PERSERO) ANGKASA PURA IILAPORAN LABA RUGIUntuk tahun yang berakhir 31 Desember 2006 dan 2005

PT (PERSERO) ANGKASA PURA IISTATEMENTS OF INCOME

For the year ended December 31, 2006 and 2005

PENDAPATAN USAHA 2b, 26 OPERATING REVENUE

Pendapatan Aeronautika �.�66.828.790.962 �.�6�.�9�.0��.555 Aeronautic

Pendapatan Non Aeronautika �02.9��.977.�65 ��8.988.��6.�87 Non-Aeronautic

Jumlah Pendapatan Usaha 1.869.763.768.427 1.710.379.350.742 Total Operating Revenue

BEBAN USAHA OPERATING EXPENSE

Beban Pegawai 2b, 27 (55�.�92.8�8.005 ) (�60.86�.��9.878 ) Personnel Expense

Beban Pemeliharaan dan Persediaan 2b, 28 (��7.7�7.�6�.2�2 ) (��0.9�7.99�.8�8 ) Maintenance and Inventory Expense

Beban Sewa 2b, 29 (�82.�68.8��.9�9 ) (��5.2�5.�8�.06� ) Rent Expense

Beban Umum dan Aktiva Dibiayakan 2b, �0 (�79.6�6.�7�.056 ) (�65.7�6.8��.�� ) General Expense and Asset Expensed

Beban Piutang Ragu-ragu 2h, �� (2�.28�.26�.��0 ) (28.660.9�8.�68 ) Bad Debts

Beban Penyusutan dan Amortisasi 2h, �2 (2�9.82�.792.9�� ) (�57.20�.55�.�59 ) Depreciation and Amortization

Jumlah Beban Usaha (1.275.433.261.286 ) (1.068.627.158.798 ) Total Operating Expenses

LABA USAHA 594.330.507.141 641.752.191.944 OPERATING INCOME

PENDAPATAN (BEBAN) LAIN-LAIN NON-OPERATING INCOME (EXPENSE)

Pendapatan Lain-lain �� .76�.6��.6�6 �29.590.855.2�� Non-Operating Income

Beban Lain-lain �� (97.�50.6��.78� ) (�7.502.207.�20 ) Non-Operating Expense

Jumlah Pendapatan (Beban) Lain-lain 47.612.969.855 92.088.647.921 Total Non-Operating Income

LABA SEBELUM PROFIT BEFORE

POS LUAR BIASA 641.943.476.996 733.840.839.865 EXTRAORDINARY ITEMS

Pos-Pos Luar Biasa �5 (�.�08.9��.��0 ) (99.��9.��5.6�7 ) Extraordinary Items

LABA SEBELUM PAJAK 640.534.565.656 634.391.494.228 PROFIT BEFORE TAX

PENGHASILAN (BEBAN) PAJAK �6 INCOME TAX

Pajak Kini (�9�.8��.�86.265 ) (2��.202.2��.�9� ) Current Income Tax

Pajak Tangguhan (�0.572.722.995 ) (2.�6�.�9�.22� ) Deferred Income Tax

LABA BERSIH 435.148.456.396 417.825.856.610 NET PROFIT AFTER TAX



69

2006 Annual Report

PT (PERSERO) ANGKASA PURA IILAPORAN PERUBAHAN EKUITASUntuk tahun yang berakhir 31 Desember 2006 dan 2005

PT (PERSERO) ANGKASA PURA IISTATEMENTS OF CHANGES IN EQUITY


Saldo per Balance As of 31 Desember 2004 2.100.054.612.937 660.987.768.693 457.298.126.860 3.218.340.508.490 December 31, 2004

Pembagian Laba Perusahaan dari Laba Tahun 2004 Profit Distribution for 2004

Dividen - - (�67.765.000.000) (�67.765.000.000) Dividend

Pembinaan Usaha Kecil Small Scale dan Koperasi (PUKK) - - (�.�9�.��7.000) (�.�9�.��7.000) Business and Cooperations

Bina Lingkungan - - (8.�88.2�5.000) (8.�88.2�5.000) Environmental Development

Tantiem dan Jasa Produksi - - (�.��9.000.000) (�.��9.000.000) Bonus and Tantiem

Cadangan Umum - 2�5.7�5.�82.976 (2�5.7�5.�82.976) - General Reserve

Koreksi Laba Tahun Lalu - - �.2�2.0�7.7�2 �.2�2.0�7.7�2 Correction to Prior Years’ Profit

Laba Tahun Berjalan - - ��7.825.856.6�0 ��7.825.856.6�0 Current Year’s Profit

Saldo per Balance As of 31 Desember 2005 2.100.054.612.937 896.703.151.669 456.954.286.224 3.453.712.050.832 December 31, 2005

Pembagian Laba Perusahaan dari Laba Tahun 2005 Profit Distribution for 2005

Dividen - - (��.��2.6��.000) (��.��2.6��.000) Dividend

Pembinaan Usaha Kecil Small Scale dan Koperasi (PUKK) - - (�.��.26�.000) (�.��.26�.000) Business and Cooperations

Bina Lingkungan - - (�.��.26�.000) (�.��.26�.000) Environmental Development

Tantiem dan Jasa Produksi - - (�.�0�.000.000) (�.�0�.000.000) Bonus and Tantiem

Cadangan Umum - �85.6��.299.668 (�85.6��.299.668) - General Reserve

- �85.6��.299.668 (��.952.�70.668) (56.��8.�7�.000)

Koreksi Laba Tahun Lalu - - (��.880.7�0.2��) (��.880.7�0.2��) Correction to Prior Years’ Profit

Laba Tahun 2006 - - ��5.��8.�56.�96 ��5.��8.�56.�96 Current Year’s Profit 2006

Saldo per Balance As of 31 Desember 2006 2.100.054.612.937 1.282.317.451.337 435.269.561.710 3.817.641.625.984 December 31, 2006

Modal Cadangan Umum Saldo Laba Jumlah Ekuitas Paid in Capital General Reserve Net Profit Total Equity Rp Rp Rp Rp


70


PT (PERSERO) ANGKASA PURA IILAPORAN ARUS KASUntuk tahun yang berakhir 31 Desember 2006 dan 2005

PT (PERSERO) ANGKASA PURA IISTATEMENTS OF CASH FLOWS


2006 2005 (Disajikan kembali) (Restated) Rp Rp

ARUS KAS DARI KEGIATAN OPERASI CASH FLOWS FROM OPERATING ACTIVITIES

Laba Bersih ��5.��8.�56.�96 ��7.825.856.6�0 Net Profit

Ditambah (dikurangi) pos-pos yang tidak mempengaruhi kas : Add / (deduct) items no affecting cash flows :

Beban Penyusutan 209.800.65�.07� �57.20�.55�.�59 Depreciation

Beban Amortisasi �0.02�.��9.8�6 6.5�2.69�.922 Amortization

Pendapatan Bunga (78.928.296.��8 ) (27.�6�.6��.69� ) Interest Income

Beban Bunga �0�.2�2.5�9 9�0.566.895 Interest Expense

(Keuntungan) Kerugian Atas Penjualan Aktiva Tetap (�2�.500.000 ) 826.0�0.5�8 (Gain) / Loss on Sale of Fixed Assets

576.025.695.416 555.942.094.411

Penurunan Investasi Jangka Pendek ��.98�.�07.28� ��2.0�5.�89.569 Decrease of Marketable Securities

Kenaikan Piutang Usaha (2�.28�.�9�.�76 ) (28.67�.��.�99 ) Increase of Account Receivable

Penurunan (Kenaikan) Piutang Lain-lain (�.976.92�.976 ) 56.�20.�78.9�7 Decrease (Increase) of Other Receivable

Kenaikan Persediaan (695.757.90� ) (2.262.50�.076 ) Increase of Inventory

Penurunan Uang Muka Kontrak �85.050.9�� 2.�7�.275.6�� Decrease of Advance to Contractors

Kenaikan Biaya Dibayar Dimuka (6.7��.298.0�8 ) (6.288.62�.7�� ) Increase of Prepaid Expenses

Kenaikan Pajak Dibayar Dimuka (52.657.�56.788 ) (2�.29�.26�.��7 ) Increase of Prepaid Tax

Kenaikan Pendapatan yang Masih Harus Diterima (�.586.�5�.776 ) (�0.977.02�.5�7 ) Increase of Accrued Revenue

Penurunan/(Kenaikan) Aktiva Pajak Tangguhan �0.572.722.995 (�.67�.7�9.0�6 ) Decrease (Increase) of Deferred Tax Assets

(Penurunan)/Kenaikan Biaya yang Masih Harus Dibayar (2.77�.297.��2 ) �2.�2�.576.2�6 (Decrease) Increase of Accrued Expenses

Penurunan Hutang Pembelian Aktiva Tetap (5.520.5�2.6�� ) (909.90�.5�� ) Decrease of Payable for Fixed Assets Procurement

Penurunan Hutang Dana Pensiun (�89.0��.6�� ) (�0.85�.65�.598 ) Decrease of Payable to Pension Fund

Kenaikan Dana Titipan Program THT 9.728.8��.�2� 6.8��.��6.6�� Increase of Retire Welfare Program Fund

Kenaikan Hutang Lain-lain �.726.�26.975 �9.8�0.�66.9�� Increase of Other Payable

Kenaikan Pendapatan Diterima Dimuka 6.97�.289.9�6 �.978.�79.��8 Increase of Revenue Collected in Advance

Kenaikan Hutang Pajak �.2�8.778.79� �.�69.662.5�9 Increase of Tax Payable

Penurunan Hutang JK Panjang JT satu tahun (5.97�.�05.68� ) (5.��7.9�0.007 ) Decrease of Current Portion of Long-Term Debts

Kas yang Berasal Aktifitas Operasi Cash Generated from Operating Activities

Penerimaan Bunga 78.928.296.��8 27.�6�.6��.69� Interest Receipt

Pembayaran Bunga (�0�.2�2.5�9 ) (9�0.566.895 ) Interest Payment

Jumlah Arus Kas Bersih dari Kegiatan Operasi 599.138.296.624 723.841.028.675 Net Cash Provided by Operating Activities

ARUS KAS DARI KEGIATAN INVESTASI CASH FLOWS FROM INVESTING ACTIVITIES

Kenaikan Penyertaan (�7.6�7.928.�68 ) (�.8�6.808.�66 ) Increase of Investment

Kenaikan Aktiva Tetap (��5.7�2.6�0.86� ) (�.6�2.060.05�.��8 ) Increase of Fixed Assets

Kenaikan Aktiva Dalam Konstruksi (�.�85.866.�22 ) (60.�66.977.802 ) Increase of Construction in Progress

Kenaikan Jaminan Listrik - �0.685.�7� Decrease of Electricity Security Deposits

Kenaikan Biaya Ditangguhkan (8.87�.6�7.56� ) (7.9�6.5�9.296 ) Increase of Deferred Charges

Kenaikan Aktiva Non Operasional ��.��8.07�.0�7 9.779.0�5.�68 Decrease of Non-Operating Assets

Jumlah Arus Kas Bersih dari Kegiatan Investasi (184.189.979.179 ) (1.704.500.688.461 ) Net Cash Used in Investing Activities

ARUS KAS DARI KEGIATAN PENDANAAN CASH FLOWS FROM FINANCING ACTIVITIES

Kenaikan Hutang Jaminan yang Akan Diperhitungkan �.�88.98�.997 2.6�7.�88.299 Increase of Accountable Guarantee Payable

Penurunan Pinjaman Luar Negeri - (5.6�6.0�8.�95 ) Decrease of Off-Shore Loans

Penurunan Cadangan Umum (8�.2��.02�.088 ) (�8�.9�7.8�0.�68 ) Decrease of General Reserves

Kenaikan BPYBDS - �.528.06�.�00.5�� Increase of Unstipulated Government’s Contribution

Net Cash Flows Provided by/(used in)

Jumlah Arus Kas Bersih dari Kegiatan Pendanaan (80.054.039.091 ) 1.343.116.659.849 Financing Activities

NET INCREASE IN

KENAIKAN (PENURUNAN) KAS BERSIH 334.894.278.354 362.457.000.064 CASH AND CASH EQUIVALENTS

Saldo Kas dan Setara Kas Awal Tahun 707.0�9.6�2.68� ��.562.6�2.6�9 Cash and Cash Equivalents at Beginning of The Year

CASH AND CASH EQUIVALENTS

SALDO KAS DAN SETARA KAS AKHIR TAHUN 1.041.913.911.037 707.019.632.683 AT END OF YEAR

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PT ANGKASA PURA IIHead OfficeJakarta International AirportSoekarno - HattaBuilding 600, PO BOX 1001 / BUSHJakarta 19120 IndonesiaTelp. (62-21) 550 5079, 550 5021Fax. (62-21) 550 2141www.angkasapura2.co.id

laporan tahunan 2006 annual report continuing improvement · pajak tangguhan 10,5 4,7 (7,8 ) 6,0...

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