Pe Investor Relations | GMF AeroAsia

129 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia a e i g , merupakan pola pembentukan spesialis dan sub spesialis yang diharapkan dapat menguasai secara komprehensif sesuai perkembangan teknologi sehingga dapat mengatasi dan mengantisipasi technical problem dalam operasional. Program mastering difasilitasi dengan keikutsertaan engineer dalam training yang relevan sesuai kompetensinya serta beberapa kerja sama dengan manufaktur dalam p e l a k s a n a a n t e c h n i c a l a s s i s t a n c e troubleshooting; P ject assignment , merupakan instrumen pengembangan skill engineer baik dalam hal technical maupun managerial dan dibuat sebagai pola rewarding karir. Sampai Desember 2013 telah terbentuk 10 project manager dan PDCA fasilitator yang bertugas dalam beberapa bidang konsentrasi, yaitu financerevenue, fleet operation, research development, DOA, dan people development; Learning Center Program , merupakan fasilitator terselenggaranya transfer knowledge baik dalam lingkungan internal maupun eksternal yang bertujuan untuk mengakselerasi skill dan kompetensi engineer dalam menghadapi tantangan kerja yang semakin meningkat. Bentuk kegiatan Learning Center Program ini meliputi tetapi tidak terbatas pada sharing sessionevent, penulisan artikel, pemenuhan mandatory training, pemenuhan kompetensi training, seminarworkshop, on the job training, dan academic partnership dengan beberapa institusi pendidikan. 7. Terkait dengan Program Eco-Friendly Maintenance Beberapa hal yang telah dilakukan adalah evaluasi dan perbaikan yang berkelanjutan untuk menjaga harmonisasi antara kebutuhan alam, manusia dan bisnis dalam kegiatan perawatan pesawat terbang melalui: a. Penataan terhadap regulasi tentang lingkungan; b. Implementasi Sistem Manajemen Lingkungan yang mengacu pada ISO 14001; c. Pelaksanaan program efisiensi penggunaan energi dan sumber daya alam; d. Penggunaan material dan proses yang ramah lingkungan; e. Program paperless document. Mastering, a pattern formation specialists and sub-specialists expected to be comprehensive mastery in recent technology so that it can cope and anticipate technical problems in operations. The mastering program is facilitated by a engineers participation in relevant training according to their competencies as well as some cooperation with manufacturing in the implementation of technical assistance troubleshooting; Project assignment, an instrument of engineer skill development both in terms of technical and managerial and made as a pattern of rewarding engineer career. As of December 2013 it has been formed 10 project managers and PDCA facilitator serving in several areas of concentration, namely finance revenue, fleet operations, research development, DOA, and people development; Learning Center Program, a facilitator of the implementation of transfering knowledge both in internal and external environment that aims to accelerate skill and competence of engineers in the face of increased working challenges. Forms of Learning Center Program activities include but not limited to sharing sessions events, writing articles, mandatory compliance training, training competency compliance, seminars workshops, on the job training, and academic partnerships with several educational institutions. 7. Related to Eco-Friendly Maintenance Program Some of the things conducted are evaluation and sustainable improvement to maintain harmony between the needs of nature, people and businesses in aircraft maintenance activities through: a. Structuring the environment regulations; b. Implementation of the Environmental Management System based on ISO 14001; c. Implementation of energy efficiency programs and use of natural resources; d. The use of materials and environmentally friendly processes; e. Program of paperless document 130 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia u r s r s v w r t s r us ss t Line Maintenance Pelayanan Line Maintenance mencakup A-Check yang disediakan bagi pesawat, yang meliputi tetapi tidak terbatas pada pesawat B737s, B747s, A310s, A320s, A330s, DC10s, MD80s dan F28s. Unit Line Maintenance juga bersedia menangani pelayanan transit malam, dan situasi penanganan darurat Aircraft oh Ground, dan juga menyediakan staff yang siap membantu pelanggan setiap waktu. Selain itu, line maintenance unit memiliki fasilitas terbaru, GMF Aeroasia MCC Maintenance Control Center yang berperan penting dalam on-ground situation, yang berguna untuk memastikan bahwa operasional pesawat berjalan lancar dan untuk meminimalisasi dampak yang tidak diinginkan, ataupun penundaan yang bersifat teknis. Berpusat di Bandara Udara Soekarno-Hatta, Cengkareng, Jakarta, unit Line Maintenance memiliki beberapa kantor perwakilan di dalam dan luar negeri yang melaksanakan perawatan pesawat seperti Pre-Flight Check, Transit Check, Daily Check, A Check perawatan sampai dengan 600 jam terbang, serta berbagai jenis perawatan lainnya. Selain dapat melakukan perawatan ringan pada berbagai pesawat, unit Line Maintenance juga mampu menangani layanan overnight transit dan emergency AOG Aircraft on Ground. Fasilitas MCC Maintenance Control Center pada unit Line Maintenance juga bertujuan untuk mengurangi perawatan yang tidak terjadwal dan keterlambatan teknis. Pada tahun 2013, Line Maintenance membukukan pendapatan sebesar USD81.13 juta. Pencapaian ini meningkat 21 dibandingkan tahun 2012. Sesuai dengan sasaran perusahaan yang direncanakan di tahun 2013, Line Maintenance memiliki beberapa program utama sebagai berikut: Line Maintenance Line Maintenance services provides aircraft maintanence up to A-Check provided for aircraft, which includes but is not limited to aircraft B737s, B747s, A310s, A320s, A330s, DC10s, MD80s and F28s. Line Maintenance Unit is also ready to handle evening transit service, and handling emergency situations Aircraft on Ground, and also provides staff ready to assist customers at any time. In addition, line maintenance unit has the latest facilities, GMF Aeroasia MCC Maintenance Control Center that plays an important role in on-groud situation, which is useful for ensuring that the aircraft operational runs well and to minimize adverse effects, or a technical delay. Centered at Soekarno-Hatta Airport, Cengkareng, Jakarta, Line Maintenance unit has several offices in domestic and foreign countries which carry out aircraft maintenance such as Pre-Flight Check, Transit Check, Daily Check, A Check maintenance up to 600 hours of flying , as well as various other types of maintenance. Besides, it can handle light maintenance on various aircraft, Line Maintenance unit is also able to handle services of the overnight transit and emergency AOG Aircraft on Ground. MCC Facilities Maintenance Control Center on Line Maintenance unit also aims to reduce unscheduled maintenance and technical delays. In 2013, Line Maintenance posted revenue of USD81.13 million. This achievement increased 21 compared to the year 2012. According to the company target planned in the year 2013, Line Maintenance has several major programs as follows: PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 131 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia + , - . +. . 0. - 1 21 t . s 3. . 0 . s 1 t . s Untuk mendukung GA sebagai prime customer, Line Maintenance menjalankan program pengembangan kapabilitas kapasitas, yaitu Support Garuda Multi Base Operation, Capability on B-777 Line Maintenance, dan Dedicated Quick Action Recovery Team. Program Support Garuda Multi Base Operation direalisasikan dengan melakukan pengembangan kapabilitas dan kapasitas di 5 station besar di Indonesia, diantaranya Ujung Pandang, Surabaya, Denpasar, Medan, dan Balikpapan. Sesuai dengan targetnya, pengembangan ke-5 station ini sudah selesai di bulan Desember 2013. B777 merupakan salah satu pesawat tipe baru yang didatangkan oleh GA untuk dirawat oleh GMF. Tujuan dari program Capability on B777 Line Maintenance adalah untuk mengembangkan kapabilitas dan kapasitas Line Maintenance di station-station yang menjadi rute B777. Sesuai dengan targetnya, pengembangan kapabilitas dan kapasitas B777 di Line Maintenance sudah selesai di bulan Juli atau Q2 2013. Pelaksanaan program Dedicated Quick Action Recovery Team mengalami kendala dalam pelaksanaannya. Pencapaian program ini di akhir tahun 2013 adalah sebesar 50. 1 + 4. t . u . 21 t . s r 5 3 u 4 6 7. 8 ty Dalam pengembangan kualitas produk dan Safety perusahaan melakukan sejumlah upaya yaitu: Menekan jumlah first departure dan long delay; Perbaikan standard performance dan compliance; Perbaikan akurasi perencanaan khususnya daily resources preparation; Meningkatan kualitas monitoring kesehatan pesawat; Perbaikan ramphangar safety. + , - . +. 9 u , . :. 0 1 t . 2 Dalam pengembangan Human Capital perusahaan melakukan sejumlah upaya yaitu: Meningkatkan HCR dan OCR; Meningkatkan kemampuan teknisi dan engineer dengan light repair training; Mempercepat penerapan corporate culture. ; v 25 0 , t 5 8 :. 0. - 1 21 ty . 3 :. 0. 1 ty To support GA as a prime customer, Line Maintenance run capability capacity development program, namely Support Garuda Multi Base Operation , Capability on B-777 Line Maintenance , and Dedicated Quick Action Recovery Team . Program Support Garuda Multi Base Operation realized by developing the capability and capacity in 5 five major stations in Indonesia, including Ujung Pandang, Surabaya, Denpasar, Medan and Balikpapan. Accoding to its target, the development of the 5 stations has been completed in December 2013. B777 is a new type of aircraft procured by GA to be maintained by GMF. Objectiv of the program Capability on the B777 Line Maintenance is to develop the capability and capacity of Line Maintenance at the stations which became B777 route. According to the target, develoment of capability and capacity of B777 in Line Maintenance has been completed in July or Q2 2013. Implementation of the program Dedicated Quick Action Recovery Team experienced problems in its implementation. Achievement of this program at the end of 2013 is only to 50. = , 0 5 v , t 5 8 5 3 u ? u . 2 1 ty 6 7. 8 ty In the development of product quality and safety company carried out a number of efforts: Pressing number of the first departure and long delay; Improving performance standards and compliance; Improving accuracy of planning, especially the daily resources preparation; Improving the quality of health monitoring of aircraft; Improving ramp hangar safety Development of Human Capital In the development of Human Capital, Company made a number of efforts: Increasing the HCR and OCR; Improving the ability of technicians and engineers with training light repair; Accelerating the implementation of the corporate culture. 132 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia A B C DE u EC F G H r E s B G H r I H JK H C L s E M E NH v B H w OP F G H r E t B OC s G H r Q us B C H ss I H JK H C t Sedangkan indikator utama yang dijadikan ukuran kinerja Line Maintenance tahun 2013, yaitu: 1. Aircraft Availability sebesar 99,27 2. TAT A-Check sebesar 99 Pada tahun 2013, pencapaian Aircraft Availability GA sebesar 99,48 dan 99,68 untuk QG. Pencapaian TAT A-Check di tahun 2013 adalah sebesar 99 sudah mencapai target di tahun 2013. Berikut adalah production event di Line Maintenance selama tahun 2013: While the main indicators used as measures of performance of Line Maintenance in 2013, are: 1. Aircraft Availability by 99.27 2. TAT A-Check by 99 In 2013, the achievement of GA Aircraft Availability amounted to 99.48 and 99.68 for QG. Achievement of TAT A-Check in 2013 amounted to 99 has reached the target in 2013. Below is production event in Line Maintenance for the year of 2013: R ST U V W XYU ZSXY t UY S Y [U \ ] _ R S T V U W X Y U Z SXY t UYS Y [ U XY \] _ GARUDA Narrow Body B737 Series Transit Check Daily Check Preflight Check Bd Check weekly check A Check Narrow Body Crj Transit Check Service Check Preflight Check Bd Check Weekly Check A Check Wide Body A 330 B747-400 Transit Check Daily Check Service Check Preflight Check Weekly Check A Check Pertumbuhan Growth Realisasi 2012 Actual 2012 Maintenance Visit Maintenance Visit Anggaran 2013 Budget 2013 YTD 2013 YTD 2013 Pencapaian Achievement Pertumbuhan Growth Target 2014 Target 2014 105,403 21,877 22,239 362 1,054 210 210 28 8,006 3,155 5,245 598 89 104,783 23,207 23,485 231 19,944 489 3,324 59 8,830 6,170 7,277 956 138 105,654 22,116 22,456 316 18,450 486 3,063 365 34 10,095 3,535 5,860 654 99 101 95 96 137 93 99 92 58 114 57 81 68 72 1 1 -13 1.650 131 1.359 1.204 26 12 12 9 11 188,120 25,613 26,041 374 30,684 843 5,114 852 90 14,633 8,369 9,586 1,020 179 78 16 16 18 66 73 67 134 166 45 137 64 56 80 PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 133 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia CITILINK Narrow Body B737 Series Transit Check Daily Check Preflight Check Bd - Check weekly check A Check Narrow Body A320 Series Transit Check Daily Check Preflight Check Bd - Check Weekly Check A Check Total Garuda Citilink 9,311 1,646 1,669 23 10,129 1,822 1,845 221 18 195,160 168,476 26,684 11,641 2,211 2,249 32 39,676 3,168 7,402 972 91 266,335 198,893 67,442 3459 656 667 11 24526 2719 5628 642 58 231,549 193,183 38,366 30 30 30 34 62 86 76 66 64 87 97 57 -63 -60 -60 -52 142 49 205 190 222 19 15 44 45,362 3,779 9,926 1,025 85 371,694 311,518 60,176 -100 -100 -100 -100 85 39 76 60 46 61 61 57 Pertumbuhan Growth Realisasi 2012 Actual 2012 Maintenance Visit Maintenance Visit Anggaran 2013 Budget 2013 YTD 2013 YTD 2013 Pencapaian Achievement Pertumbuhan Growth Target 2014 Target 2014 Base Operation Base Maintenance Pada tahun 2013, Base Maintenance membukukan pendapatan sebesar USD61.23 juta. Pencapaian ini menurun 5,1 dibandingkan tahun 2012. Base Maintenance memiliki kapabilitas untuk melakukan pekerjaan pada rangka pesawat airframe meliputi structure repair, major modification, pengecatan eksterior pesawat, cabin refurbishment, serta pekerjaan perawatan mulai dari A-Check, C-Check, dan D-Check, untuk berbagai jenis pesawat berbadan sempit maupun berbadan lebar. Kapabilitas pengerjaan perawatan masing-masing tipe pesawat tersebut telah memperoleh sertifikasi dari FAA, EASA, DKU-PPU maupun otoritas-otoritas terkait lainnya di beberapa negara. Selain mengerjakan jobs letter check, dan major repair, Base Maintenance juga mengerjakan SR special request or squawk rectification. Hal ini dimaksudkan untuk lebih mengoptimalkan utilisasi resources manpower, space, dan equipment yang tersedia untuk menghasilkan pendapatan tambahan tanpa mengganggu maintenance yang telah terjadwal. Dengan fasilitas kerja yang meliputi dua hangar serta bengkel-bengkel untuk pekerjaan kabin dan pekerjaan sheet metal, Base Maintenance pada tahun 2013 didukung oleh sebanyak 680 direct manpower dan 52 indirect manpower. Jumlah ini menurun 46 dibanding tahun sebelumnya. Pada tahun 2013 ini terjadi beberapa penurunan aktivitas. Penurunan ini terjadi pada aktivitas GA pada Narrow Body B737, yaitu penurunan akitivitas daily check sebesar 40, aktivitas C-Check menurun sebesar 11, dan SR- Check menurun sebesar 6. Sedangkan untuk Wide Body, penurunan terjadi pada SR-Check sebesar 82. Secara keseluruhan Base Maintenance mengalami penurunan 23 untuk aktivitas GA. Penurunan ini dikarenakan aktivitas daily, A-Check, dan SR-Check pesawat GA pada tahun 2013 mayoritas ditangani oleh Line Maintenance dikarenakan Base Maintenance menangani Overhaul A330 dan 2 redelivery B737, kecuali ketika Line Maintenance sedang overload. Untuk Non Garuda, pencapaian di 2013 relatif signifikan terhadap target 2013 yaitu dua kali lipat. Hal ini disebabkan peningkatan pada A-Check dan SR-check. 134 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia ` a b cd u db e f g r d s a f g r h g ij g b k s d l d mg v a g w no e f g r d t a nb s f g r p us a b g ss h g ij g b t qrst u vt r rw xy z {| s } ~ | € t } €| €  } In 2013, Base Maintenance posted revenue of USD61,23million. This achievement decreased 5.1 compared to 2012. Base Maintenance has the capability to carry out work on the airframe includes structure repair, major modification, aircraft exterior painting, cabin refurbishment and maintenance work ranging from A- Check, C-Check, and D-Check, for various types of aircraft narrow and wide body. Maintenance processing capabilities of each type of aircraft have been certified by the FAA, EASA, DKU-PPU and other relevant authorities in several countries. In addition to conducting on jobs letter check, and major repair, Base Maintenance is also working on the SR special request or squawk rectification. It is intended to further optimize the utilization of resources manpower, space, and equipment are available to generate additional revenue without disrupting scheduled maintenance. With work facilities including two hangars and workshops for cabin work and sheet metal work, Base Maintenance in 2013 was supported by as many as 680 direct manpower and 52 indirect manpower. This number decreased 46 compared to the previous year. In 2013 there are some decreases in the activities. This decrease occurred in the activity of GA on Narrow Body B737, i.e., decrease of activity of daily checkby 40, activity of C-Check decreased by 11, and SR-Check decreased by 6. While the Wide Body, a decrease occurred in SR-check by 82. Overall Base Maintenance decreased 23 for GA activity. This decrease was due to daily activity, A-Check, and SR-check of GA aircraft in 2013 that majority was handled by Line Maintenance due to Base Maintenance handling Overhaul the A330 and 2 redelivery of B737, except when Line Maintenance is being overloaded. For Non Garuda, achievement in 2013 was relative significant toward target 2013, that is multiplied. This is due to the increase in A- Check and SR-check. PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT 135 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia ‚ ƒ „ …†‡ †ˆ † „ ‰ƒ ‰ ƒ r † ‡ † ‡ r Š ‹ r † Œ ut † Œ † Base Maintenance u „ tu  t † Ž u „   ‘ ’ s ƒ ‰† ‹ † ˆ ‰ ƒ r ˆ ut: 1. Melanjutkan TAT Improvement Tercatat pencapaian hingga Desember 2013 adalah 98,47, menurun dibanding 2012 sebesar 98,96. Hal ini disebabkan semakin tingginya beban di Base Maintenance dalam menangani maintenance event.

2. Melanjutkan Sustainable PIP Program

Hingga Desember 2013 pencapaian SPC sebesar 96,33. Terjadi peningkatan pada implementasi Standard Practice dan Supervisory, namun belum terjadi peningkatan terhadap implementasi Planning Gate.

3. Melanjutkan Product Quality Improvement

Pencapaian hingga Desember 2013 sebesar 0,103 ini terjadi karena peningkatan kontrol MSM terhadap para teknisi dan engineer dengan cara melakukan reminder safety pada setiap briefing harian.

4. Melanjutkan Pengembangan A330 Capacity up to Overhaul

Pencapaian hingga Desember 2013 sebesar 100 yaitu telah diselesaikanya modifikasi Tail Dock, pemenuhan terhadap Landing Gear Tool dan pelaksanaan Overhaul PK-GPA pada bulan Maret. Adapun yang menjadi rencana berikutnya adalah pemenuhan terhadap material dan komponen serta powered by Engine PW 4000 CF6-80.

5. Melanjutkan Pengembangan Kapabilitas B777

Pencapaian hingga Desember 2013 adalah 80. Sampai dengan saat ini, aircraft document dan manpower preparation sudah 100 dengan AMEL holder AP 10 personel dan EA 4 personel, dengan 8 personel sudah mendapat GA Authorization. Aktivitas yang masih progress adalah pengadaan Tools Equipments untuk kebutuhan C-Check yang masih 20.

6. Pengembangan Kapabilitas Sub 100 seater Achievement of several major programs of Base

Maintenance for the year of 2013 as follows:

1. Continuing TAT Improvement

Noted achievements up to December 2013 was 98.47, decreased compared in 2012 was 98.96. This is due to the higher expense on the Base Maintenance in handling maintenance events.

2. Continuing Sustainable PIP Program

As of December 2013, achievement of the SPC amounted to 96.33. There was an increase in the implementation of Standard Practice and Supervisory, but there was no increase yet in the implementation of the Planning Gate.

3. Continuing Product Quality Improvement

Achievement up to December 2013 amounted to 0.103 of this occurs because of the increased control of the MSM to the technicians and engineers with safety reminders on how to perform each daily briefing.

4. Continuing Development of A330 Capacity up to Overhaul

Achievement up to December 2013 was 100 i.e, it has been completed modification Tail Dock, compliance of implementation of the Landing Gear Tool and implementation of Overhaul PK-GPA in March. As for the next plan there is the fulfillment of the materials, components and powered by PW 4000 Engines CF6-80.

5. Continuing B777 Capability Development

Achievement up to December 2013 was 80. Up to this time, aircraft document and manpower preparation have been 100 with AMEL holders A P 10 personnel and the E A 4 personnel, with 8 personnel have got GA Authorization. Activity which is still progress is procuring Tools Equipments for the needs of the C-Check that is still 20 .

6. S u b - 1 0 0 s e a t e r C a p a b i l i t y D e v e l o p m e n t

7. Pencapaian hingga Desember 2013 adalah 51. OJT akan dilaksanakan di GMF saat C-Check pertama GA dengan bantuan expert dari Bombardier. Untuk pengajuan STE AMEL masih progress dalam pengisian Experience Log Book yang direncanakan akan diajukan pada Februari 2014 ke DGCA. Untuk kebutuhan Tools Equipments, sampai saat ini pembelian Tools C-Check CRJ masih belum terealisasi. Sedangkan, pengadaan dock facility dibatalkan. 8. Pengembangan IT dalam Maintenance Process Hingga Desember 2013, perkembangan SWIFT sudah sampai pada tahap key user training dan end user training untuk persiapan Go Live di 2014. 9. Sampai dengan bulan Desember 2013, pengerjaan konstruksi hangar 4 sudah mencapai 75,93 dari target 74,14. Pengerjaan ini akan terus dilanjutkan di tahun 2014. Pembangunan Hangar 4 ditargetkan selesai pada Juni 2014. Aktivitas Base Maintenance tahun 2013 terdiri atas perawatan pesawat Garuda Indonesia dan pesawat Non Garuda Indonesia, secara rinci dijelaskan sebagai berikut: 136 Laporan Tahunan 2013 Annual Report PT Garuda Maintenance Facility AeroAsia “ ” • –— u —• ˜ ™ š r — s ” ™ š r › š œ š • ž s — Ÿ — š v ” š w ¡¢ ˜ ™ š r — t ” ¡• s ™ š r £ us ” • š ss › š œ š • t 7. Achievement until December 2013 was 51. OJT will be implemented in the first GA C-Check in GMF with expert assistance from Bombardier. For filing STE AMEL is still in progress in filling Experience Log Book filling which is planned to be submitted in February 2014 to DGCA. For the needs of Tools Equipments, Up to now, the purchase of Tools C-Check CRJ has not been realized. Meanwhile, the procurement of dock facility was canceled. 8. Development of IT in the Maintenance Process As of December 2013, the development of SWIFT has reached the stage of key user training and end user training for the preparation for Go Live in 2014. 9. As of December 2013, construction of hangars 4 has reached 75.93 of the target of 74.14. This work will be done continued in 2014. Development of Hangar 4 is targeted for completion in June 2014. Base Maintenance activities in 2013 consisted of aircraft maintenance of Garuda Indonesia and Non Garuda Indonesia, in detail described as follows: ¤ ¥¦ § ¨ © ª t « v « t ¥¬ Base Maintenance GARUDA Narrow Body B 737 series Daily-Check A Check C Check D Check Major Modification SR Wide Body B 747; A 330 Daily-Check A Check C Check D Check Major Modification SR Maintenance Event Maintenance Event ­® ¯ ° ±² ¤ ³ ¯´ µ ¶ µ ´ ¤ Realisasi 2012 Actual 2012 Realisasi 2013 Actual 2013 Target RKAP 2013 Target CBP 2013 Pencapaian Achievement Pertumbuhan Growth 65 4 38 - - 31 - 1 6 2 - 33 24 10 30 - 5 52 - - 6 8 3 1 10 60 12 38 - - 1 - - 6 4 - 8 40 83 79 5200 133 75 125 -63 150 -21 68 500 33 50 70 ¤ ¥ ¦¨§ © · t « v « ty ¸ ¹ º¥¬§ »¥« ¼ t § ¼ ¥ ¼ · § PENDAHULUAN INTRODUCTION PROFIL PERUSAHAAN COMPANY PROFILE ANALISA DAN PEMBAHASAN MANAJEMEN MANAGEMENT DISCUSSION AND ANALYSIS TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY LAPORAN KEUANGAN FINANCIAL REPORT