Pelaporan pelanggaran yang terkait gratiikasi dapat disampaikan kepada Unit Pengendali Gratiikasi (UPG). Pelaporan atas pelanggaran kepegawaian dapat disampaikan kepada Badan Pertimbangan Kepegawaian (BPK) dan/atau Panitia Pembinaan dan Pemeriksaan Pelanggaran Disiplin Pegawai (P4DP). Sedangkan, pelaporan pelanggaran dari eksternal dapat disampaikan kepada Corporate Secretary melalui email [email protected] atau Kantor Cabang terkait.
Laporan Whistleblowing System 2016
Pada tahun 2016 terdapat laporan pelanggaran sebanyak 20 (dua puluh), yang terdiri dari 8 (delapan) laporan penerimaan gratiikasi dan 12 (dua belas) laporan pelanggaran bidang
The Administer of whistleblowing system report
The report of violation related to gratuity can be submitted to the Gratuity Control Unit. The report of employment afairs violation may be submitted to BPK and/or P4DP. Whereas, the report of violation conducted by external parties may be submitted to the Corporate Secretary via email humas@ angkasapura1.co.id or the associated Branch Oice.whistleblowing system report of 2016
In 2016, there are 20 (twenty) violation reports that consist of 8 (eight) reports of receiving gratuity and 12 (twelve) reports of employment afairs violation. All of those reports
kepegawaian. Atas laporan tersebut telah ditindaklanjuti sepenuhnya. Laporan mengenai pelaporan pelanggaran juga telah disampaikan kepada pihak-pihak yang terkait. Sejalan dengan telah rampungnya pengembangan Sistem Pelaporan Pelanggaran berbasis website, seusai rencana, pada tahun 2016 telah dilakukan launching aplikasi web based dan pedoman Sistem Pelaporan Pelanggaran (Whistleblowing System) pada Desember 2016. Selanjutnya akan dilakukan sosialisasi Whistleblowing System di seluruh lingkungan PT Angkasa Pura I, baik internal maupun stakeholder PT Angkasa Pura I (Persero).
sIsTEm mANAJEmEN rIsIkO (g4-14)
Perkembangan industri penerbangan yang pesat menyebabkan risiko yang dihadapi Perseroan pada setiap proses bisnisnya menjadi semakin kompleks. Risiko-risiko pada Perseroan, baik dalam operasional sehari-hari maupun dalam pengembangan bisnis, dipengaruhi oleh berbagai faktor internal maupun eksternal. Untuk itu, Perseroan mengembangkan suatu kerangka pengelolaan risiko perusahaan yang menyeluruh, Enterprise Risk Management (ERM), guna meminimalkan potensi kerugian dan mengoptimalkan proitabilitas, menciptakan Nilai Perseroan dan meningkatkan kepercayaan pemangku kepentingan, mendorong standar praktik terbaik tata kelola Perusahaan, serta menjadikan budaya risiko sebagai bagian dari Budaya Perseroan.
Kebijakan dan strategi penerapan Manajemen Risiko Perseroan di tingkat korporasi dilaksanakan oleh Risk Management Committee yang terdiri atas Board of Directors serta didukung oleh jajaran pejabat satu tingkat dibawah Direksi sebagai anggota. Secara umum Fungsi Manajemen Risiko Kantor Pusat bertanggung jawab untuk mengembangkan dan melakukan tindak lanjut terhadap laporan manajemen risiko, melakukan pemantauan proil risiko Perseroan termasuk rencana penanganannya, memberikan rekomendasi kepada Risk Management Committee, mengevaluasi kebijakan strategis, memantau pelaksanaan manajemen risiko, serta bersama-sama dengan pengelola risiko di lingkungan Kantor Pusat untuk melaksanakan proses Manajemen Risiko.
Pada tingkat Kantor Cabang juga terdapat fungsi Manajemen Risiko yang bersama-sama dengan Pemilik Risiko (Risk Owner) Kantor Cabang melaksanakan proses Manajemen Risiko dengan tahapan melaksanakan identiikasi, evaluasi, analisis, menentukan penanganan risiko serta melakukan monitoring terhadap risiko-risiko yang telah teridentiikasi. Kebijakan dan pengelolaan risiko senantiasa diarahkan oleh Dewan Komisaris yang memiliki organ penunjang diantaranya Komite Risiko Usaha dan GCG. Komite Risiko Usaha dan GCG merupakan organ pendukung yang dimaksudkan untuk membantu Dewan Komisaris terkait permasalahan kebijakan Direksi yang berkaitan dengan pengelolaan risiko (risk management) dan kemungkinan terjadinya risiko usaha, serta pengelolaan perusahaan yang baik (GCG).
Komite Risiko Usaha dan GCG diketuai oleh seorang anggota Dewan Komisaris. Komite Risiko Usaha dan GCG diangkat dan diberhentikan oleh Dewan Komisaris dengan dilaporkan kepada RUPS.
have been fully followed up. The reports of the violations have also been delivered to the related parties.
In line with the completion of website-based Whistleblowing System development, the web-based application and guideline of Whistleblowing System have been launched according to the plan on December 2016. Following the occasion, the socialization of Whistleblowing System will be implemented in the entire environment of PT Angkasa Pura I, both in the internal or stakeholder circle of PT Angkasa Pura I (Persero).
rIsk mANAgEmENT sYsTEm (g4-14)
The rapid development of light industry results in more complex risks faced by the Company in each of its business process. Risks of the Company, both in operational or day- to-day basis or in its business development, are inluenced by so many internal and external factors. To deal with that, the Company develops a holistic frame of enterprise risk management (ERM) in order to reduce the potential loss to minimum and increase proits to maximum, establish the Value of the Company and gain the trust of the stakeholders, promote the best practice standard of Good Corporate Governance, and set the risk culture as a part of the Company Culture.
The policies and strategies of the implementation of Enterprise Risk Management in the corporate level are carried out by Risk Management Committee that consists of the Board of Directors and backed up by the oicials under it as the members. Generally, the Risk Management Function of the Head Oice is responsible in developing and follow up the report of risk management, monitoring the Company risk proile along with its handling plan, providing recommendation to the Risk Management Committee, evaluating strategic policies, monitoring the implementation of risk management, and together with the risk manager in the Head Oice environment implementing the process of Risk Management.
In the Head Oice, there is a function of Risk Management that, together with the Risk Owners of Head Oice, is responsible in conducting the process of Risk Management with the stages of identifying, evaluating, analyzing, determining the risk handling, and monitoring the identiied risks.
Risk policies and management is constantly organized by the Board of Commissioners that has supporting organs, among others is Business Risk and GCG Committee. Business Risk and GCG Committee is a supporting organ established to assist the Board of Commissioners concerning the policy of the Board of Directors related to the risk management and the likelihood of the business risks to occur, and the good corporate governance (GCG).
Business Risk and GCG Committee is chaired by a member of Board of Commissioners. Business Risk and GCG Committee is appointed and dismissed by the Board of Commissioners through the General Meeting of Shareholders (RUPS).