Peristiwa Penting 2006
Important Events 2006 Laporan Dewan KomisarisReport from the BoC Laporan DireksiReport from the BoD Jasa AeronautikaAeronautical Services Jasa Non-AeronautikaNon-Aeronautical Services
Pengembangan Usaha
Business Development Sumber Daya ManusiaHuman Resources Struktur OrganisasiOrganization Structure Tanggung Jawab Sosial PerusahaanCorporate Social Responsibility
22
40
Tata Kelola Perusahaan Good Corporate Governance
08
28
48
Manajemen Risiko Risk Management10
32
56
Diskusi & Analisis Manajemen Management Discussion & Analysis
14
34
60
Informasi Perusahaan Corporate Information20
36
61
Laporan Keuangan Financial ReportPT 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.
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.
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.
IKHTISAR KEUANGAN FINANCIAL HIGHLIGHTS
2006 2005 2004 2003 2002
Laporan Laba Rugi Statements of Income
Pendapatan 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 Items
Laba 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 Tax
Pajak 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 Balance Sheets
Aktiva Lancar 1.906,2 1.497,0 1.220,3 1.017,2 1.061,1 Current Assets
Aktiva Pajak Tangguhan 6,0 23,7 19,0 26,8 20,8 Deferred Tax Assets
Penyertaan 332,3 284,7 280,9 291,3 292,1 Investment
Aktiva Tetap 3.208,9 1.787,8 1.734,9 1.670,5 1.536,8 Fixed Assets
Aktiva Lain-lain 310,1 296,2 298,0 330,4 470,1 Other Assets
Jumlah 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 Liabilities
Kewajiban Jangka Panjang 8,4 7,2 10,3 19,3 31,0 Long-Term Debts
Dana Titipan Program THT 50,3 40,6 33,8 47,6 170,8 Retiree Welfare Program Fund
Bantuan Pemerintah yang Unstipulated Government’s
Belum ditentukan Statusnya 1.599,1 72,9 71,0 71,0 - Contribution
Ekuitas 3.817,6 3.477,8 3.218,3 2.978,2 2.936,3 Equity
Jumlah Kewajiban dan Ekuitas 5.763,6 3.889,3 3.553,1 3.336,2 3.380,9 Total Liabilities And Equity
Rasio Keuangan Financial Ratios
Pengembalian 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 Ratio
Rasio Lancar 661% 515% 555% 462% 437% Current Ratio
Collection Periods 55 days 55 days 55 days 51 days 37 days Collection Periods Perputaran Persediaan 3 days 3 days 3 days 4 days 4 days Inventory Turn Over
Perputaran Total Aktiva 36% 49% 46% 41% 42% Total Assets Turn Over
Rasio Modal Terhadap Jumlah Aktiva 79% 88% 78% 79% 62% Equity to Total Assets
PERBANDINGAN SELAMA LIMA TAHUN TERAKHIR 2002-2006
COMPARATIVE IN THE LAST FIVE YEARS 2002-2006
(DALAM MILIAR RUPIAH - IN BILLION RUPIAH)
.275
97
.67 0 5
USAHA DI LUAR USAHA
OPERATING NON - OPERATING AERONAUTIKA AERONAUTICAL NON-AERONAUTIKA NON-AERONAUTICAL DI LUAR USAHANON - OPERATING
BIAYA
EXPENSES
(Miliar - Billion)PENDAPATAN
REVENUES
(Miliar - Billion)Angka-angka pada seluruh tabel dan grafik menggunakan notasi Indonesia Numerical notations in all tables and graphics are in Indonesian
Bandar Udara Airport
Pergerakan Pesawat
Aircraft Movement PenumpangPassengers Freight (in Tonnes)Kargo (dalam Ton)
2006 2005 Change (%)Perubahan 2006 2005 Change (%)Perubahan 2006 2005 Change (%)Perubahan
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 2005/2006
COMPARATIVE AIR TRAFFIC TOTAL PRODUCTION 2005/2006
PERTUMBUHAN LALU LINTAS UDARA KONSOLIDASIAN DI 10 BANDARA SELAMA LIMA TAHUN TERAKHIR 2002-2006
AIR TRAFFIC GROWTH CONSOLIDATED OF 10 AIRPORTS IN THE LAST FIVE YEARS 2002-2006
Tahun Fiskal Fiscal Year
Pergerakan Pesawat
Aircraft Movement PenumpangPassengers Freight (in Tonnes)Kargo (dalam Ton) Internasional & Domestik International & Domestic Lokal Local Jumlah Keseluruhan Grand Total Perubahan Change (%) Internasional & Domestik International & Domestic Perubahan Change (%) Transit Langsung Direct Transit Jumlah Keseluruhan Grand Total Perubahan
Change (%) JumlahTotal Change (%)Perubahan 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 Pergerakan Pesawat Aircraft Movement 400.000 Internasional International Domestik Domestic 350.000 300.000 250.000 200.000 150.000 100.000 50.000 Pergerakan Penumpang Passengers Movement 35.000.000 Internasional International Domestik Domestic Transit Transit 30.000.000 25.000.000 20.000.000 15.000.000 10.000.000 5.000.000 Kargo Freight 300.000 Internasional International Domestik Domestic 250.000 200.000 150.000 100.000 50.000 penumpang passengers ton tonnes
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.
Sultan Iskandarmuda Airport Husein Sastranegara Airport Soekarno-Hatta Airport Halim Perdanakusuma Airport
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-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.
Kijang Airport Polonia Airport Sultan Mahmud Badaruddin II Airport Soepadio Airport Sultan Syarif Kasim II Airport Minangkabau Airport
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.
01
MARCH
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.
07
APRIL
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.
24
JANUARY
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- 04
FEBRUARY
Sumbangan kepedulian sosial bagi korban gempa bumi Yogyakarta.
Donation for the relief efforts to help victims of the Yogyakarta earthquake.
29
MAY
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.
26
SEPTEMBER
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.
28
SEPTEMBER
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.
16
OCTOBER
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.
22
NOVEMBER 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.
27-30
NOVEMBER
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.
27
JUNE
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.
16
AUGUST
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.
25
AUGUST
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.
29
AUGUST
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.
06
DECEMBER 16 AUGUST 26 SEPTEMBER 27-30 NOVEMBER 22 NOVEMBER 16 OCTOBER 06 DECEMBERPeletakan 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.
29
JUNE
PENGHARGAAN AWARD
BUMN & CEO BUMN Award The Best in Good Corporate Governance 2006
BUMN & CEO BUMN Award The Best in Logistic & Tourism 2006
29 AUGUST
LAPORAN DEWAN KOMISARIS REPORT FROM THE BOARD OF COMMISSIONERS
JANNES HUTAGALUNG
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
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.
dari kiri ke kanan from left to right SUDIRMAN Komisaris Commissioner SRI HARDINI Komisaris Commissioner JANNES HUTAGALUNG
Komisaris Utama President Commissioner
AMIR SEMBIRING
Komisaris Commissioner
SURATTO SISWODIHARDJO
Komisaris Commissioner
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 HARYOTO
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 02,95 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 02.95 billion.
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.
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
OUR SERVICES
JASA AERONAUTIKA AERONAUTICAL SERVICESJASA 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 (W6/G62 dan W5/G6), 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 (W6/ G62 and W5/G6), for example, have become more busy and
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.
JASA NON-AERONAUTIKA NON-AERONAUTICAL SERVICES
PELAYANAN JASA PENUMPANG
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,
PASSENGER SERVICES
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
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.
PELAYANAN PENERBANGAN HAJI
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) FLIGHT SERVICE
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.
PELAYANAN KARGO
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.
PELAYANAN PENGAMANAN BANDARA
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.
JASA NON-AERONAUTIKA NON-AERONAUTICAL SERVICES
CARGO SERVICES
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.
AIRPORT SAFETY SERVICE
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.
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 PEMADAM KEBAKARAN
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.
FLIGHT ACCIDENT AID AND AIRPORT FIREFIGHTER SERVICE
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.
OPERATIONAL REVIEW
PENGEMBANGAN USAHA BUSINESS DEVELOPMENTSUMBER DAYA MANUSIA HUMAN RESOURCES
PENGEMBANGAN USAHA BUSINESS DEVELOPMENT
PASAR DAN KAPASITAS PELAYANAN
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.
MARKET AND SERVICE CAPACITY
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.
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.
KAPABILITAS FINANSIAL DAN INVESTASI
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.
FINANCIAL AND INVESTMENT CAPABILITY
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.
EKSPANSI KE PASAR BARU
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.
RISIKO BISNIS
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
EXPANSION INTO NEW MARKETS
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.
BUSINESS RISK
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,
kedua alternatif tersebut harus didasarkan pada penilaian atas peningkatan pelayanan publik, prospek komersial bandara, serta rencana tata kawasan dari Pemerintah Daerah bersangkutan.
PROSES BISNIS
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
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.
BUSINESS PROCESSES
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
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.
