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risiko risk treatment harus didasarkan atas analisis biaya penanganan risiko risk treatment costcost of
risk dibandingkan dengan manfaat yang diperoleh pada berbagai aspek terkait.
Alternaif atau pilihan penanganan risiko risk treatment adalah:
1. Menghindari risiko risk avoiding dengan idak
melakukan akivitas atau transaksi usaha tertentu; 2. Miigasi risiko risk miigaion, misalnya dengan
peningkatan keselamatan kerja, pemeliharaan, peningkatan kompetensi sumber daya manusia,
pemutakhiran sistem, dan prosedur; 3. Pembagian risiko risk transferrisk sharing dengan
pihak lain, misalnya asuransi, hedging, kerja sama dengan bentuk joint venture partnership
. Pembagian risiko risk transferrisk sharing
ini dapat dilakukan untuk eksposur exposure yang melampaui toleransi risiko risk tolerance
Perusahaan; 4. Menerima risiko risk acceptance dengan
melaksanakan akivitas atau transaksi usaha tertentu dengan tanpa usaha untuk mengurangi,
membagi ataupun memindahkan risiko risk transfer;
5. Kombinasi antara beberapa alternaif sebagaimana tersebut pada angka 1 sampai dengan angka 4 di
atas.
E. Pemantauan Monitoring dan Kaji Ulang Review
Pelaksanaan pemantauan monitoring melipui pemantauan monitoring secara berkelanjutan oleh para
pemilik risiko risk owner. Pengawasan pemantauan monitoring dilakukan oleh pimpinan pemilik risiko
risk owner yang dilaksanakan secara berkala dan pihak keiga melalui audit internal maupun eksternal
yang dilaksanakan sec ara periodik. Sedangkan, kaji ulang review merupakan peninjauan secara berkala
terhadap efekivitas sistem manajemen risiko yang diberlakukan dan efekivitas pelaksanaan penanganan
risiko risk treatment untuk disempurnakan secara berkesinambungan.
analysis of handling risks risk treatment costcost of risk compared with the beneits obtained.
Alternaive or choice of risk risk treatment are: 1. Avoiding risk risk avoiding by not doing certain
aciviies or business transacions; 2. Miigaion of risk risk miigaion for example: with
increased safety, maintenance, improvement of the competence of human resources, system updates and
procedures; 3. The division of risk risk transferrisk sharingwith other
paries, such as insurance, hedging, woking together in joint venturespartnerships. The risk transferrisk
sharingis chosen if the exposure exceeds the the risk tolerance of the Company;
4. Accept the risk risk acceptance to carry out certain aciviies or business transacions with no atempt to
reduce, share or transfer the risk;
5. The combinaion of several alternaives as menioned in item 1-4 above.
E. Monitoring and Review
The monitoring aciviies include monitoring on a coninual basis by the risk owners. Supervision monitoring is
conducted by the supervisor of the risk owner and is carried out regularly, meanwhile monitoring by third paries are
carried out by internal and external audits periodically. The review aciviies involves periodic reviews of the
efeciveness of the risk management risk treatment for further improvement.
Annual R eport 2014
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Proil Risiko
Risiko-risiko pada Angkasa Pura Airports dikelompokkan dalam 4 empat kategori dengan rincian sebagai berikut.
1. Strategy and Planning Risk yang melipui corporate
responsibility and sustainability, external factors, planning, project, dan strategy;
2. Financial Risk yang melipui accouning, credit, liquidity
and inance intelligence, inancial market, planning and
budgeing; 3. OperaionInfrastructure Risk yang melipui corporate
assets, human resources, informaion technology,
external events, legal, process management, product development dan
sales markeing and communicaion; 4. Hazard Risk yang melipui health, safety and
environment, force majeur dan natural disaster. Berdasarkan kegiatan pengelolaan risiko pada tahun 2014,
maka pada akhir tahun terdapat 1.249 seribu dua ratus empat puluh sembilan risiko Perusahaan, yang mencakup
risiko Kantor Pusat, risiko 13 iga belas Kantor Cabang, serta risiko Anak Perusahaan.
Rekapitulasi atas risiko-risiko tersebut sebagai berikut.
Rekapitulasi Risiko berdasarkan Status Risiko
235
Risiko
19
81
Risiko
6
576
Risiko
46
257
Risiko
29
Extreme Risk High Risk
Medium Risk Low Risk
Risk Proile
Risks at Angkasa Pura Airports are grouped into four categories with the following details:
1. Strategy and Planning Risk covering corporate responsibility and sustainability, external factors,
planning project and strategy; 2. Financial Risk which includes accouning, credit, liquidity
and inance intelligence, inancial markets, planning and budgeing;
3. Operaioninfrastructure Risk which includes corporate assets, human resources, informaion technology,
external events, legal, process management, product development and sales markeing and communicaion;
4. Hazard Risk covering health, safety and environment, force majure and natural disaster.
Based on risk management aciviies in 2014, at the end of the year there were 1,249 risks which included the risk of
the head oice, the risk of 13 branches, as well as the risk of the subsidiaries. Recapitulaion of these risks are presented
as follows: Risk Recapitulaion Based on Risk Status
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Adapun Proil Risiko Korporat yang bersifat strategis sebagai berikut.
No. Risiko |
Risks Penyebab |
Causes Dampak |
Impacts Penanganan Risiko |
Risk Handling
1 Turunnya Tingkat
Kepuasan Pengguna Jasa Bandara
1. Layanan Bandara belum opimal
2. Kurangnya kapasitas bandara
3. Struktur Organisasi belum berorientasi
pada konsumen 4. Kualitas infrastruktur
dan fasilitas bandara belum opimal
1. Komplain pengguna jasa bandara
2. Terganggunya reputasi Perusahaan
3. Tidak tercapainya sasaran strategis
Perusahaan 1. Peningkatan Service Level
2. Pengembangan program Customer Loyalty 3. Peningkatan supervisi bandara
4. Opimisasi Manajemen Slot Time 5. Ekspansi kapasitas bandara
6. Implementasi Lean Customer-Centric Organizaion
7. Pengganian dan perbaikan fasilitas infrastruktur bandara
Decrease in level of Airport Service
Customers Saisfacion. 1. Minimum Airport
Service 2. Inadequate Airport
Capacity 3. Organizaion
Structure that is not Customer Oriented
4. Inadequate Infrastructures and
Faciliies Quality 1. Customer
Complaints 2. Jeopardizing
Company Image 3. Failure to Achieve
Company’s Strategic Objecives
1. Services Level Improvement 2. Customer Loyalty Program Development
3. Maximizaion in Airport Supervision 4. Maximizaion in Time Slot Management
5. Airport Capacity Expansion 6. Implementaion of Lean and Customer-
Centric Organizaion 7. Airport Facility and Infrastructure
Replacement and Renovaion 2
Kegagalan Mencapai Target Pendapatan
Aero 1. Tidak opimalnya
program dan strategi pemasaran
2. Kondisi Perekonomian Dunia
Nasional yang idak mendukung
1. Target Pendapatan Operasional Rp8,8
Triliun pada tahun 2018 idak tercapai
1. Pemantauan yang ketat terhadap pelaksanaan program dan strategi
pemasaran untuk pendapatan Aero 2. Mempersiapkan Rencana Konijensi untuk
menganisipasi perubabahan Perekonomian
Failure to Achieve Aero Revenue Target
1. Inadequate Markeing Strategy
and Programs 2. Unhealthy Naional
and World Economic Situaion for the
Company 1. Operaional
Revenue Target of Rp. 8.8 Trillions in
2018 will not be achieved
1. Strict Monitoring on the Markeing Programs and Strategies Implementaion to
Increase Aero Revenue 2. Preparing Conigency Plans to Anicipate
Economic Rapid Changes 3
Kegagalan Mencapai Target Pendapatan Non
Aero 1. Tidak tercapainya
target kinerja anak perusahaan
2. Terhambatnya pengembangan
bisnis baru 1. Tidak tercapainya
target pendapatan operasional
2. Tidak tercapainya sasaran strategis
Perusahaan 1. Program Peningkatan laba anak perusahaan
2. Program Penerapan Parening model yang efekif
3. Pengembangan Parening Policy 4. Pengembangan sistem holding company
5. Opimalisasi Pengembangan bisnis baru dan pendirian anak perusahaan baru
6. Melakukan Kaji ulang posiioning bandara Failure to Achieve Non-
Aero Revenue Target 1. Subsidiaries
Perfomance Targets are not Achieved
2. Impeded New Business
Developments 1. Failure to Achieve
Operaional Revenue Target
2. Failure to Achieve Company’s Strategic
Objecives 1. Implementaion of Subsidiaries Revenue
Enhancement Program 2. Implementaion of Efecive Parening
Model Program 3. Parening Policy Development
4. Holding Company System Development 5. Maximizaion in New Business Development
and Establishment of New Subsidiaries 6. Reevaluate Airport Posiioning
The strategic corporate risk proile is presented as follows:
Annual R eport 2014
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No. Risiko |
Risks Penyebab |
Causes Dampak |
Impacts Penanganan Risiko |
Risk Handling
4 Rendahnya Sinergi
dengan Instansi Terkait 1. Kerjasama strategis
sinergis dengan instansi terkait terhambat
2. Belum efekifnya strategi komunikasi
eksternal 1. Pendapatan non-
aero idak opimal 2. Tidak tercapainya
sasaran strategis Perusahaan
1. Opimalisasi kerjasama strategis saat ini eksising
2. Peningkatan nilai kerjasama strategis baru 3. Peningkatan komunikasi dengan pihak
eksternal 4. Peningkatan efekivitas internaional afairs
Low Synergy between Company and other
Related Insituions 1. Impeded Strategic
Synergic Partnership with Related
Insituions. 2. Inefecive External
Communicaion Strategy.
1. Sub-Opimal Non- Aero Revenue.
2. Failure to Achieve Company’s Strategic
Objecives. 1. Maximizaion in Exising Strategic
Partnership 2. Value Improvement of New Strategic
Partnership 3. Communicaion in External Afairs
Improvement 4. Internaional Afairs Efeciveness
Improvement
5 Keidakcukupan Dana
untuk Pengembangan Kapasitas, Infrastuktur
dan Usaha 1. Likuiditas
perusahaan belum opimal
2. Biaya operasi belum efekif dan eisien
1. Pendapatan non- aero idak opimal
2. Tidak tercapainya sasaran strategis
Perusahaan 1. Opimalisasi likuiditas keuangan perusahaan
2. Penerapan strategi pendanaan yang tepat 3. Opimalisasi struktur modal
4. Peningkatan eisiensi dan efekivitas biaya 5. Peningkatan efekivitas manajemen budget
Lack of Capacity, Infrastructure and
Business Development Funds
1. Inadequate Company Liquidity
2. Ineicient and Inefecive Operaional
Costs 1. Minimum Non-Aero
Revenue 2. Failure to Achieve
Company’s Strategic Objecives
1. Company’s Financial Liquidity Improvement 2. On Target Funding Strategies
Implementaioin 3. Maximizaion in Capital Structure
4. Cost Eiciency and Efeciveness Improvement
5. Budget Management Efeciveness Improvement
6 Terhambatnya
Pencapaian Operaion Excellence
1. Manajemen perawatan fasilitas
infrastruktur bandara belum dilakukan secara
efekif dan eisien
2. Implementasi CMMS belum efekif
3. Implementasi program SHE belum
opimal 4. Sistem dan prosedur
bandara belum opimal 1. Komplain pengguna
jasa bandara 2. Terganggunya
reputasi Perusahaan 3. Tidak tercapainya
sasaran strategis Perusahaan
1. Peningkatan efekivitas dan eisiensi Manajemen Perawatan
2. Peningkatan Efekivitas implementasi CMMS Computer Maintenance Management System
3. Peningkatan implementasi Program SHE 4. Peningkatan Sistem dan Prosedur bandara
Berbasis ISO
Obstructed Achievement on
Operaion Excellence 1. Ineicient and
Inefecive Airport Faciliies and
Infrastructures Maintenance
Management. 2. Inefecive CMMS
Implementaion. 3. Sub-Opimal
She Program Implementaion.
4. Sub-Opimal Airport System and
Procedures. 1. Customer
Complaints 2. Jeopardizing
Company Image 3. Failure to Achieve
Company’s Strategic Objecives
1. Maintenance Management’s Eiciency and Efeciveness Improvement.
2. Computer Maintenance Management System Implementaion’s Efeciveness
Improvement. 3. SHE Program Implementaion Improvement.
4. Airport System and Procedures based on ISO Improvement.
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No. Risiko |
Risks Penyebab |
Causes Dampak |
Impacts Penanganan Risiko |
Risk Handling
7 Implementasi Best
Pracice Sistem dan Prosedur Keuangan
Belum Opimal 1. Sistem keuangan
belum terstandardisasi, terintegrasi
2. Sistem pelaporan keuangan belum
dimplementasikan dengan efekif
1. Keterlambatan penyusunan laporan
keuangan 2. Tidak tercapainya
sasaran strategis Perusahaan
1. Standarisasi dan integrasi laporan keuangan 2. Implementasi Sistem laporan keuangan
online secara efekif
The Implementaion of Best Pracice
System and Financial Procedures has not
been Opimized. 1. Financial System Has
not been Standardize and Intregated.
2. Inefecive Implementaion of
Financial Report System.
1. Delay on Obtaining Financial Report.
2. Failure to Achieve Company’s Strategic
Objecives. 1. Standardizing and Integraing Financial
Report 2. Implemening a more efecive Online
Financial Report System
8 Terhambatnya
Pengembangan dan Implementasi Sistem
Manajemen Kelas Dunia
1. Perencanaan strategis dan tahunan
perusahaan belum opimal
2. Belum efekifnya implementasi good
corporate governance 3. Belum efekifnya
Manajemen risiko 4. Hambatan dalam
budaya organisasi 1. Kesalahan
pengambilan keputusan strategis
2. Tidak tercapainya sasaran strategis
Perusahaan 1. Implementasi konsep “Airport city“
2. Peningkatan proses perencanaan strategis 3. Peningkatan efekivitas Riset Industri
4. Peningkatan efekivitas sistem audit internal 5. Pengawasan kepatuhan terhadap regulasi
bandara 6. Peningkatan meturitas penerapan
manajemen risiko
Obstructed World Class Management
Development and Implementaion System
1. Inadequate Company’s Strategic
and Annual Planning. 2. Inefecive
Implementaion of Good Corporate
Governance . 3. Inefecive
Implementaion of Risk Management.
4. Obstacles in Organizaional Culture.
1. Inaccurate Strategic Decision Making
2. Failure to Achieve Company’s Strategic
Objecives 1. Implementaion of “Airport city“ Concept.
2. Strategic Planning Process Improvement. 3. Industrial Research Efeciveness
Improvement. 4. Internal Audiing System Efeciveness
Improvement. 5. Obedience on Airport Regulaion
Monitoring. 6. Risk Management Implementaion Maturity
Improvement.
9 Kendala Budaya dalam
Pencapaian Organisasi Berkinerja Tinggi
1. Implementasi High Performing Culture
belum opimal 2. Sistem performance
management belum efekif
3. Sistem insenif berbasis kinerja belum
efekif 4. Belum opimalnya
pelaksanaan change management
1. Tidak tercapainya sasaran strategis
Perusahaan 1. Opimalisasi Implementasi High Performing
Culture 2. Peningkatan efekivitas sistem performance
management 3. Peningkatan efekivitas sistem insenif
berbasis kinerja 4. Peningkatan efekivitas change management
Annual R eport 2014
339
No. Risiko |
Risks Penyebab |
Causes Dampak |
Impacts Penanganan Risiko |
Risk Handling
Cultural Hazzards in Achieving High
Performance Organizaion.
1. Sub-opimal High Performing Culture
Implementaion. 2. Inefecive
Performance Management System.
3. Inefecive Incenif Based Performance
System. 4. Sub-Opimal
Change Management Implementaion .
1. Failure to Achieve Company’s Strategic
Objecives 1. High Performing Culture Implementaion
Opimalizaion. 2. Performance Management System
Efeciveness Improvement. 3. Incenive Based Performance Efeciveness
Improvement. 4. Change Management Efeciveness
Improvement.
10 Terhambatnya
Komunikasi internal 1. Belum efekifnya
strategi komunikasi internal
2. Belum efekifnya Sistem ICT
1. Terganggunya operasional
perusahaan 2. Tidak tercapainya
sasaran strategis Perusahaan
1. Peningkatan komunikasi dan koordinasi internal
2. Opimisasi sinergi antar-divisi atau unit 3. Peningkatan Service Level Agreement
Internal 4. Peningkatan efekivitas sistem ICT
Inefecive Internal Communicaion
1. Inefecive Internal Communicaion
Strategy. 2. Inefecive ICT
System in the Company 1. Disrupions in
Company’s Operaions 2. Failure to Achieve
Company Strategic Objecives
1. Internal Communicaion and Coordinaion Enhancement.
2. Inter Unit and Interdivision Synergy Enhancement.
3. Internal Service Level Agreement Enhancement.
4. ICT System Efeciveness Improvement. 11
Terhambatnya Kegiatan Pengadaan
1.Efekivitas manajemen supplier
belum opimal 1. Terganggunya
operasional Perusahaan
2. Mundurnya proyek investasi Perusahaan
3. Tidak tercapainya sasaran strategis
Perusahaan 1. Peningkatan efekivitas implementasi ERP
2. Peningkatan efekiitas sistem pengadaan
Inefecive Procurement Programs
1. Inefecive Supplies Management
1. Disrupions in Company’s Operaions
2. Delays in Company’s Investment Projects
3. Failure to Achieve Company Strategic
Objecives 1. Maximizing ERP Implementaion
2. Improving efecivity in Procurement System
12 Rendahnya Kapabilitas
dan Kapasitas SDM 1. Minimnya kualitas
pekerja 2. Minimnya kuanitas
pekerja 3. Komitmen dari
pekerja kurang 4. Best pracice HR
Management belum diterapkan dengan baik
1. Tidak tercapainya sasaran strategis
Perusahaan 2. Terganggunya
operasional Perusahaan
3. Terganggunya
pencapaian KPI 1. Pelaksanaan People Development Program
2. Peningkatkan Efekivitas Kepemimpinan 3. Peningkatan efekivitas Perencanaan Man
Power dan Sistem Rekrutmen 4. Peningkatan “Sense of Ownership” Pekerja
5. Peningkatan efekivitas career management system
6. Implementasi Talent Management System Kelas Dunia
7. Peningkatan efekivitas Knowledge Management System
8. Penerapan industrial Relaionship management
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No. Risiko |
Risks Penyebab |
Causes Dampak |
Impacts Penanganan Risiko |
Risk Handling
Low Human Resources Capability and Capacity
1. Minimum Employee Quality
2. Minimum Number of Employees
3. Minimum Employees’
Commitments 4. Best pracice HR
Management has not been implemented
efecively 1. Failure to Achieve
Company’s Strategic Objecives
2. Disrupions Company’s Operaions
3. Disrupted KPI Achievement Process
1. Implementaion of People Development Program
2. Leadership Efeciveness Improvement 3. Man Power Planning and Recruitment
System Efeciveness Improvement 4. Employees’ Sense of Ownership
Improvement 5. Career Management System Efeciveness
Improvement 6. Implementaion of World Class Talent
Management System 7. Knowledge Management System
Efeciveness Improvement 8. Implementaion of Industrial Relaionship
Management 13
Efekivitas Fungsi GA Belum Opimal
1. Efekivitas manajemen aset belum
opimal 2. Proses Pembebasan
tanah lamban 1. Tidak tercapainya
sasaran strategis Perusahaan
2. Terkendalanya proyek investasi
3. Temuan audit atas aset Perusahaan
1. Peningkatan efekivitas manajemen aset 2. Percepatan proses pembebasan tanah
Inefecive GA’s Funcions
1. Inefecive Asset Management
2. Time Consuming Land Acquisiions
Process 1. Failure to Achieve
Company’s Strategic Objecives
2. Impeded Investment Projects
3. Audit Findings on Company’s Assets
1. Asset Management Efeciveness Improvement
2. Acceleraion on Land Acquisiions Process
14 Rendahnya Respon
terhadap Deregulasi dan Socioeconomically
Responsible Green Corporaion
1. Terhambatnya pelaksanaan strategi
dan program kerja respon terhadap
deregulasi dan socioeconomically
responsible green corporaion
1. Tidak tercapainya sasaran strategis
Perusahaan 2. Mendapat teguran
dari regulator 1. Peningkatan efekivitas kerjasama dan
program PKBL 2. Implementasi konsep “Green Corporaion“
3. Implementasi sistem Eco-Airport
Low Responses on Deregulaion and
Socioeconomically Responsible Green
Corporaion 1. The constrained
implementaion of the strategy and the work
program in responding to the deregulaion
and socioeconomically responsible green
corporaion 1. Failure to Achieve
Company’s Strategic Objecives
2. Warning Received from Regulator
1. Partnership and CSR Program Efeciveness Improvement
2. Implementaion of “Green Corporaion“ Concept
3. Implemeniion of Eco-Airport System
Evaluasi Pelaksanaan Sistem Manajemen Risiko
Sebagai upaya Perusahaan dalam melakukan evaluasi penerapan manajemen risiko, maka pada akhir tahun 2014
dilaksanakan pengukuran ingkat maturitas manajemen risiko untuk mengetahui sejauh mana penerapan
Evaluaion Of Risk Management System
In line with the Company’s efort to evaluatethe implementaion of risk management, in the end of 2014, a
risk management maturity level measurement was carried out to determine the extent of the risk management
Annual R eport 2014
341
manajemen risiko yang telah dilakukan oleh Perusahaan. Model yang digunakan untuk melakukan pengukuran
terhadap ingkat maturitas manajemen risiko melingkupi 6 Atribut Pengukuran, yaitu budaya, pengalaman, proses,
apikasi, kepemimpinan dan prinsip. Adapun penilaian maturitas manajemen risiko dilakukan menggunakan skala
likert 1-5 yang terdiri atas 5 ingkatan, yaitu 1 Awal, 2
Pemula, 3 Kompeten, 4 Mahir, dan 5 Pemimpin. Secara umum Tingkat Maturitas Manajemen Risiko untuk
Angkasa Pura Airports berada pada ingkat KOMPETEN dengan nilai 3,52. Tingkatan ini menggambarkan bahwa
suatu organisasi mengakui persyaratan bagi manajemen
risiko, sudah terdapat budaya manajemen risiko dalam organisasi, sudah terdapat suatu proses manajemen
risiko untuk diaplikasikan, sudah terdapat pengalaman manajemen risiko dan sudah terdapat gaya kepemimpinan
dalam mengelola risiko. Rekapitulasi ingkat dan nilai Tingkat Maturitas Manajemen Risiko Angkasa Pura Airports untuk
seiap Kantor Cabang, Kantor Pusat dan keseluruhan dari Perusahaan sebagai berikut.
Tingkat Maturitas Terukur Per Desember 2014 | Measured Level Of Risk Maturity Per December 2014
Niak BIK 3,46
Kompeten | Competent
Level 3 Yogyakarta JOG
3,35 Kompeten |
Competent Level 3
Manado MDC 3,54
Kompeten | Competent
Level 3 Solo SOC
3,15 Kompeten |
Competent Level 3
Semarang SRG 3,89
Mahir | Advanced
Level 3 Ambon AMQ
3,55 Kompeten |
Competent Level 3
Denpasar DPS 3,31
Kompeten | Competent
Level 3 Lombok LOP
3,33 Kompeten |
Competent Level 3
Surabaya SUB 3,99
Mahir | Advanced
Level 3 Kupang KOE
3,53 Kompeten |
Competent Level 3
Banjarmasin BDJ 3,71
Kompeten | Competent
Level 3 Balikpapan BPN
3,50 Kompeten |
Competent Level 3
Makasar UPG 3,35
Kompeten | Competent
Level 3 Kantor Pusat
3,43 Kompeten |
Competent Level 3
ANGKASA PURA AIRPORTS 3,52
Kompeten | Competent
Level 3
praciced by the Company. The model that was used to measure the rate of risk management maturity covers 6
atributes of measurement namely, culture, experience, process, applicaion, leadership and principles. The risk
management maturity assessment was performed using a Likert scale 1-5 which consists of ive levels namely 1
Iniial, 2 Starter, 3 Competent, 4 Advanced, and 5 Leader.
In general the Risk Management Maturity level for Angkasa Pura Airports is at the COMPETENT level with a value of 3.52.
This illustrates the level of an organizaion that recognizes the requirements for risk management, which are indicated
by the evidence of a culture of risk management in the organizaion, a risk management process to be applied, risk
management experience and whether there are styles of leadership in managing risk. The recapitulaion level and the
value of Risk Management Maturity level of Angkasa Pura Airports for each Branch Oice, Headquarters and the enire
Company are presented as follows.
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Proil Head of Risk Management And Compliance
Berdasarkan Surat Keputusan Direksi Nomor: SKEP.1670 KP.07.032013 tanggal 20 September 2013, Head of Risk
Management and Compliance Angkasa Pura Airports dijabat oleh Eddy Triyanto.
Proil Head of Risk Management and Compliance sebagai berikut.
Eddy Triyanto
Warga Negara Indonesia, umur 55 tahun, lahir di Banyumas pada 9 Februari 1960. Memperoleh gelar Sarjana Ekonomi bidang Manajemen dari Universitas Diponegoro
pada tahun 1986 dan Master Manajemen dari Universitas Diponegoro pada tahun 2011. Mengawali karir di Perusahaan sejak 1998. Pernah menjabat sebagai Kepala Dinas
Keuangan dan Anggaran 2003-2004, Asisten Manager Perbendaharaan dan PKBL 2004- 2005, Asisten Manager Kemitraan dan Bina Lingkungan 2006, Manager Keuangan dan
Administrasi 2007-2010, dan Asisten Kepala Biro Bidang Manajemen Risiko 2010-2013. Menjabat sebagai Head of Risk Management and Compliance Perusahaan sejak 2013.
Indonesian, 55 years old, born in Banyumas on February 9, 1960. Received a bachelor degree in Economics majoring in Management from Diponegoro University in 1986 and a masters degree
majoring in Management from Diponegoro University in 2011. Started a career in the Company since 1998. Has served as a head of Finance and Budget in 2003-2004, Assistant Manager
Treasury and Partnership in 2004-2005, Assistant Manager of the Partnership and Community Development in 2006, Manager of Finance and Administraion in 2007-2010 and Assistant Chief
of Bureau of Field Risk Management in 2010-2013. Served as the Head of Risk Management and Compliance in the Company since 2013.
Pengembangan Kompetensi Pengelola Manajemen Risiko
Pada 2014, Unit Risk Management and Compliance sebagai pengelola manajemen risiko telah mengikui program
pengembangan kompetensi untuk mendukung pelaksanaan tugasnya. Pengembangan kompetensi yang diikui sebagai
berikut.
Nama Names
Jabatan Posiions
Program Pengembangan Kompetensi Competence Development Programs
Eddy Triyanto Head of Risk
Management and Compliance
• Workshop Perubahan Peraturan Barang
dan Jasa 19 Desember 2014 •
Change in Goods and Services Regulaion Workshop 19 December 2014
Head of Risk Management And Compliance Proile
Based on the Board of Directors Decree Number:SKEP.1670 KP.07.032013 on September 20, 2013, Head of Risk
Management and Compliance of Angkasa Pura Airports is chaired by Eddy Triyanto.
Head of Risk Management and Compliance proile is as follows.
Risk Management Competency Development
In 2014, Risk Management and Compliance Unit that is responsible for managing risks of the Company has
paricipated in competency development programs to support the their duies in risk management. The following
table shows the competency development programs provided to the Risk Managemenr and Compliance staf:
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343
Masjuki Risk Management
Department Head • Workshop
ISO 31000: ERM Fundamentals 24-28 Februari 2014
• Seriikasi Enterprise Risk Management
Associate Professional 7 Maret 2014 •
Pelaihan Business Process Mapping 10- 11 Maret 2014
• Workshop Risk Control Self Assessment 18-20 Juni 2014
• Workshop ISO 31000: Risk Assessment
Techniques IECISO 31010 13-17
Oktober 2014 •
Pelaihan Self Assesment GCG 22-24 Desember 2014
• Workshop ISO 31000: ERM
Fundamentals 24-28 February 2014 •
Enterprise Risk Management Associate Professional Ceriicaion 7 March
2014 •
Business Process Mapping Training 10- 11 March 2014
• Workshop Risk Control Self Assessment 18-20 June 2014
• Workshop ISO 31000: Risk Assessment
Techniques IECISO 31010 13-17 October 2014
• Self Assesment GCG Training 22-24
December 2014
Rinawan Wijaya Risk Management
Oicer • 2 Days Training Enterprise Risk
Management 23-24 September 2014
• Seriikasi Enterprise Risk Management
Associate Professional 7 Maret 2014 •
Pelaihan Self Assesment GCG 22-24 Desember 2014
• 2 Days Training Enterprise Risk
Management 23-24 September 2014 •
Enterprise Risk Management Associate Professional Ceriicaion 7 March
2014 •
Self Assesment GCG Training 22-24 Desember 2014
Restu Praiwi Risk Management
Oicer Workshop
Perubahan Peraturan Barang dan Jasa 19 Desember 2014
Change in Goods and Services Regulaion Workshop 19 December 2014
Seriikasi Manajemen Risiko
nit Risk Management and Compliance Angkasa Pura Airports telah mengikui seriikasi manajemen risiko sebagai berikut.
Nama Names
Jabatan Posiions
Tipe Seriikat Type of Ceriicaion
Nomor Seriikat Ceriicate Numbers
Eddy Triyanto Head of Risk Management and
Compliance Enterprise Risk Management Ceriied
Professional ERMCP-3110120
Masjuki Risk Management Department Head
Enterprise Risk Management Associate Professional
ERMAP-1120382 Rinawan Wijaya
Risk Management Oicer Enterprise Risk Management Associate
Professional ERMAP-1120322
Managing IT Risk GRC-ITGOV-150
Restu Praiwi Risk Management Oicer
Enterprise Risk Management Associate Professional
ERMAP-1120381
IT Governance
Angkasa Pura Airports sebagai pengelola 13 bandara dan 1 Strategic Business Unit di Indonesia menyadari bahwa IT
governance menjadi sebuah keharusan bagi Perusahaan.
Perusahaan senaniasa melakukan pengembangan teknologi informasi sesuai arahan, kebutuhan dan rencana
yang ditetapkan dengan memperhaikan penerapan best pracices bagi industri kebandarudaraan.
Risk Management Ceriicaion
Risk Management and Compliance Unit of Angkasa Pura Airports have followed the following risk management
ceriicaion.
IT Governance
Angkasa Pura Airports as the manager of 13 airports and one Strategic Business Unit in Indonesia is fully aware that
IT management is a must for the Company. The Company coninues to develop its informaion technology based on
the needs and plans and take into account the best pracices applied in the airport industry.
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Kebijakan Teknologi Informasi
Untuk menciptakan kualitas teknologi informasi TI yang terbaik, Perusahaan memiliki Kebijakan Tata
Kelola Teknologi Informasi. Kebijakan tersebut menjadi pedoman untuk menyelenggarakan TI secara konsisten
dan berkesinambungan. Kebijakan tersebut juga menjadi pedoman bagi terwujudnya pola standardisasi kerangka
pelaksanaan pengembangan, penerapan dan operasi TI, serta tersedianya mekanisme bagi Perusahaan untuk
meningkatkan efekivitas dan eisiensi proses bisnis, produkivitas dan tersedianya Informasi yang lengkap,
komprehensif, akurat dan tepat waktu. Dengan demikian, TI dapat mendukung proses pengambilan keputusan
menajemen, dalam rangka memenuhi kebutuhan
pelanggan, meningkatkan kinerja dan pertumbuhan Perusahaan, serta memenangkan persaingan bisnis.
Strategi Pengelolaan Teknologi Informasi
Strategi pengelolaan TI Perusahaan didasarkan pada Peraturan Menteri Badan Usaha Milik Negara Nomor: PER-
02MBU2013 tentang Panduan Penyusunan Pengelolaan Teknologi Informasi Badan Usaha Milik Negara. Berdasarkan
peraturan tersebut, telah disusun panduan pengelolaan TI di Angkasa Pura Airports dengan mengacu kepada framework
COBIT 4.1.
Program Kerja Informaion Technology Group
Program kerja Informaion Technology Group tahun 2014
untuk mendukung Visi dan Misi Perusahaan, yaitu: •
Implementasi ERP Tahap II di Kantor Pusat dan Seluruh Kantor Cabang untuk revenue safeguarding dan
pengelolaan aset dan peralatan pendukung operasional
Perusahaan; •
Perencanaan pengembangan sistem SIOPSKOM untuk revenue safeguarding dari sisi pengelolaan pendapatan
aeornauika;
• Perencanaan pengembangan Human Capital Informaion System HCIS sebagai alat bantu
peningkatan kinerja dari sisi human capital;
informaion technology policy
To establish high quality informaion technology IT, the Company applies a clear policy for Informaion Technology
management which serevs as a guideline in managing the IT of the Company consistently and coninuously. The
policy also serves as a guideline in establishing a framework for developing a standard, for IT operaions as well as a
mechanism for the Company to improve the efeciveness and eiciency of business processes, producivity and
availability of complete, comprehensive, accurate and imely informaion. Thus, IT can support the management
in the decision making process to meet the customer needs, improve performance and simulate the growth of the
Company, as well as to win the business compeiion.
Informaion Technology Management Strategy
Corporate IT management strategy is based on the Regulaion of the Minister of State-Owned Enterprises
No. PER-02MBU2013 on Guidelines for Developing Management Informaion Technology of State-Owned
Enterprises. Based on these regulaions, IT management guidelines have been prepared in Angkasa Pura Airports
with the reference to COBIT 4.1 framework.
Informaion Technology Group Work Program
The Informaion Technology Group work program in 2004 is to support the Vision and Mission of the Company, namely:
• ERP Implementaion Phase II at the Head Oice and
Branch Oices Worldwide for safeguarding revenue and asset management and equipment support the
Company’s operaions;
• Planning system development SIOPSKOM for
safeguarding revenue from the management of revenues aeornauika;
• Planning development of Human Capital Informaion
System HCIS as a tool for improving the performance of the human capital;
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• Pengembangan dan pembangunan Data Center sebagai sarana yang mendukung
business coninuity; • Penyediaan hardware untuk mendukung peningkatan
kinerja dan availabilitas sistem di Perusahaan; • Perencanaan pengembangan Document Management
System untuk pengelolaan dokumen Perusahaan; • Perencanaan pengembangan Airport Operaion Control
System AOCS sebagai alat pengelolaan operasional
bandara; • Implementasi sistem e-Procurement sebagai alat
peningkatan pengelolaan pengadaan dari sisi procurement.
Implementasi Teknologi Informasi
Berdasarkan program kerja yang telah disusun, telah diimplementasikan aplikasi atau sistem TI, antara lain:
• Implementasi ERP Tahap II di Kantor Pusat dan Seluruh
Kantor Cabang untuk revenue safeguarding dan pengelolaan aset dan peralatan pendukung operasional
Perusahaan; •
Perencanaan pengembangan sistem SIOPSKOM untuk revenue safeguarding dari sisi pengelolaan pendapatan
aeornauika;
• Perencanaan pengembangan Human Capital Informaion System HCIS sebagai alat bantu
peningkatan kinerja dari sisi human capital; • Pengembangan dan pembangunan Data Center sebagai
sarana yang mendukung business coninuity;
• Implementasi sistem e-Procurement sebagai alat peningkatan pengelolaan pengadaan dari sisi
procurement; • Penyediaan hardware untuk mendukung peningkatan
kinerja dan availabilitas sistem di Perusahaan; • Penyediaan jaringan untuk mendukung peningkatan
kinerja dan availabilitas sistem di Perusahaan.
Pengembangan Teknologi Informasi 2015
Untuk memenuhi kebutuhan terhadap TI yang handal, Perusahaan senaniasa melakukan pengembangan TI seiap
tahun. Pada tahun 2015, Perusahaan memiliki rencana pengembangan sistem arsitektur pengembangan teknologi
informasi dengan gambaran besar sebagai berikut. •
Development and construcion of Data Center as a means of supporing business coninuity;
• Provision of hardware to support increased system performance and availability of the Company;
• Planning the development of Document Management
System for the management of Company documents; •
Planning the development of Airport Operaion Control System AOCS as a means of managing airport
operaions;
• Implementaion of e-procurement system as a means of
enhancing the management of the procurement.
Implementaion Of Informaion Technology
Based on the work program that had been developed, the applicaion or TI system had been implemented:
• ERP Implementaion Phase II at the Head Oice and
Branch Oices Worldwide for safeguarding revenue and asset management and equipment support of the
Company’s operaions;
• Planning system development SIOPSKOM for
safeguarding revenue from the management for revenues aeornauika;
• Planning the development of Human Capital Informaion
System HCIS as a tool for improving the performance of the human capital;
• Development and construcion of Data Center as a
means of supporing business coninuity; •
Implementaion of e-procurement system as a means of enhancing the management of procurement;
• Provision of hardware to support increased system performance and availability of the Company;
• Provision of a network to support the increased system performance and availability of the Company.
Informaion Technology Development 2015
To keep up with the needs for a reliable IT, the Company coninues to develop its IT every year. For 2015, the Company
has prepared a development plan for its informaion technology system design with the following scheme:
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Execuive System
Airport Faciliies
Enterprise Development System Enterprise Administraion System
Enterprise IT Communicaion System Airport
Landside System
Airport Operaion
System Airport
Safety Security
Airport speciic ICT
System
Enterprise Wide ICT
System
Legend:
Berdasarkan sistem arsitektur pengembangan teknologi informasi tersebut, arah pengembangan TI diarahkan pada
2 dua bagian, yaitu Enterprise Wide ICT System dan Airport Spesiic ICT System.
Enterprise Wide ICT System merupakan arah pengembangan yang mengkhususkan integrasi sistem di sisi
back oice yang terdiri dari:
• Enterprise Development System; • Enterprise Administraion System; serta
• Enterprise IT and Communicaion System.
Sedangkan, Airport Spesiic ICT System merupakan arah
pengembangan yang mengkhususkan integrasi sistem di sisi operasional bandara yang terdiri dari:
• Airport Faciliies; • Airport Landside System;
• Airport Operaion System; serta • Airport Safety and Security.
Kedua arah pengembangan tersebut diintegrasikan dengan hasil output yang menjadi laporan bagi manajemen
eksekuif dalam pengambilan keputusan. In this development design for the informaion technology
system, the IT development is focused on two parts, namely the Enterprise Wide ICT System and the Airport Speciic ICT
System.
The Enterprise Wide ICT System specializes in the integraion of back oice systems consising of:
• Enterprise Development System
• Enterprise Administraion System
• Enterprise IT and Communicaion System
Meanwhile, the Airport Speciic ICT System specializes in systems integraion of airport operaions consising of:
• Airport Faciliies
• Airport Landside System
• Airport Operaion System
• Airport Safety and Security
Both developments are integrated with the results output and are reportedto the managementexecuives fordecision
making.
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Sistem Pengendalian Internal
Sistem pengendalian internal merupakan aspek pening dalam manajemen perusahaan yang sehat dan aman.
Sistem pengendalian internal dibangun untuk memenuhi
beberapa tujuan, antara lain menjamin semua kegiatan usaha Perusahaan sesuai ketentuan dan peraturan
perundang-undangan yang berlaku. Selain itu, sistem pengendalian internal yang efekif dapat membantu
Perusahaan menjaga aset yang dimiliki, menjamin
tersedianya pelaporan keuangan yang akurat, meningkatkan kepatuhan Perusahaan terhadap peraturan yang berlaku,
serta mengurangi risiko terjadinya kerugian, penyimpangan dan pelanggaran aspek kehai-haian.
Penerapan sistem pengendalian internal pada ingkat Dewan Komisaris adalah dengan melakukan pengawasan
dan pemberian nasehat terkait kecukupan dan kewajaran
dalam penyusunan laporan keuangan, serta pengelolaan risiko dengan dibantu oleh Komite-komite yang dimiliki
Dewan Komisaris. Sedangkan, penerapan sistem pengendalian internal pada ingkat Direksi adalah dengan
menerapkan kebijakan dan prosedur Perusahaan secara
konsisten dan memenuhi kepatuhan terhadap regulasi yang berlaku. Penerapan tersebut antara lain terkait dengan
kegiatan operasional, manajemen risiko, rencana strategis,
pembagian tugas, pendelegasian wewenang, serta kebijakan akuntansi yang memadai.
Selain itu, seluruh human capital Perusahaan menjadi bagian tak terpisahkan dari sistem pengendalian internal dan
dalam tugas fungsionalnya sehari-hari wajib mempelajari dan memahami kebijakan sistem pengendalian internal di
Perusahaan. Dengan pemahaman yang baik atas kebijakan tersebut, akan menciptakan kesamaan pemahaman
dan persepsi dalam implementasinya, serta tercapai keseimbangan yang baik antara kualitas layanan dengan
idak mengabaikan kualitas administrasi, terutama kegiatan yang mengandung risiko.
Dengan demikian, pengendalian internal menjadi bagian yang terintegrasi dalam sistem dan prosedur pada seiap
kegiatan di unit kerja sehingga seiap penyimpangan dapat
Internal Control System
Internal control system is an important aspect in managing a healthy and sound Company. The Internal control system is
estaablished to meet several objecives, namely, to ensure all business aciviies and the Company are in compliance with
the prevailing law. In addiion, an efecive internal control system can help the Company maintain its assets, ensure
the availability of accurate inancial reporing, improve the Company’s compliance with applicable regulaions, as well
as reduce the risk of losses, irregulariies and violaions of prudenial aspects.
The internal control system at the level of the Board of Commissioners is carried out by supervising and advising the
process of compiling fair and accurate inancial statements of the Company, and supervisingrisk management, assisted
by the Commitees under the BOC. Meanwhile, the implementaion of the internal control system at the level
of the Board of Directors is to execute Company policies and procedures consistently and ensure the compliance
with the applicable regulaions. In this context, the internal control system focuses onthe operaions, risk management,
strategic planning, division of duies, delegaion of authority, and accouning policies.
In addiion, all personnel of the Company are an integral part of the internal control system in their day-to-day
tasks and all personnel are required to understand the policies of the Company’s internal control system. Having
good understanding of the policy, all personnel will have a common understanding and percepion in implemening
and achieving a good balance between the quality of service and the quality of administraive requirements, especially in
aciviies that involve risks.
Thus, internal control becomes an integrated part of the system and procedures for each acivity in the work unit so
that any deviaion can be detected at an early stage so that
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diketahui secara dini sehingga dapat dilakukan langkah perbaikan oleh unit kerja yang bersangkutan. Perusahaan
memiliki Internal Audit yang berperan dalam mengevaluasi kecukupan dan efekivitas pengendalian internal yang
dilakukan oleh manajemen Perusahaan. Internal Audit senaniasa melakukan pengawasan internal dengan
melakukan pendekatan sistemais agar penerapan prinsip- prinsip GCG dapat berjalan sesuai secara baik dan benar.
Kesesuaian dengan Internal Control Integrated Framework
Angkasa Pura Airports telah menerapkan sistem pengendalian internal yang sesuai dengan Internal Control
Integrated Framework yang dikembangkan oleh The
Commitee of Sponsoring Organizaion of the Treadway Commission COSO di tahun 2013. Tujuan pengendalian
internal menurut COSO melipui tujuan operasional, tujuan pelaporan dan tujuan kepatuhan. Hal ini sesuai dengan
tujuan sistem pengendalian internal Angkasa Pura Airports yang telah diuraikan di atas.
Tujuan operasional berkaitan dengan efekivitas eisiensi operasi. Tujuan pelaporan berkaitan dengan kepeningan
pelaporan keuangan yang memenuhi kriteria andal, tepat
waktu, transparan dan persyaratan lain yang ditetapkan oleh regulator maupun Perusahaan. Sedangkan, tujuan
kepatuhan berkaitan dengan kepatuhan Perusahaan
terhadap peraturan perundang-undangan dan ketentuan yang berlaku.
Menurut COSO, unsur-unsur pengendalian intern melipui komponen-komponen sebagai berikut.
1. Lingkungan pengendalian; 2. Penilaian risiko;
3. Kegiatan pengendalian; 4. Informasi dan Komunikasi;
5. Kegiatan pemonitoran.
Kelima unsur pengendalian intern menurut COSO tersebut, juga telah sesuai dengan penerapan sistem pengendalian
internal yang dilakukan di Angkasa Pura Airports. correcive measures can be carried out by the unit concerned.
The Company has an Internal Audit that evaluates the adequacy and efeciveness of internal controls performed
by the Company’s management. The Internal Audit unit consistently monitors through a systemaic approach to
ensure that the principles of GCG will be upheld.
Compliance With Internal Control Integrated Framework
Angkasa Pura Airports adopts an internal control system that applies the Internal Control Integrated Framework
developed by the Commitee of Sponsoring Organizaions of the Treadway Commission COSO in 2013. The purpose of
the internal control following the COSO framework includes operaional objecives, the reporing and compliance
objecives. This is consistent with the objecives of the internal control system in Angkasa Pura Airports as described
above.
The operaional objecives is related to the efeciveness and eiciency of the operaions. The reporing objecives
is related to the inancial reporing that should meet the criteria of reliable, imely, transparent reports and other
requirements as sipulated by the regulator or set by the Company. Meanwhie, the compliance ojecives are related
to compliance with the prevailing law and regulaions.
Under the COSO framework, the elements of internal control include the following components:
1. Control environment 2. Assesment of risk
3. Control aciviies 4. Informaion and Communicaion
5. Monitoring aciviies
The ive elements of the COSO internal control are also in line with the internal control system applied by Angkasa
Pura Airports.
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Evaluasi Sistem Pengendalian Internal
Evaluasi pelaksanaan sistem pengendalian internal Perusahaan dilakukan oleh auditor eksternal dan auditor
internal. Hasil evaluasi auditor eksternal menunjukkan bahwa secara umum rancangan dan pelaksanaan
struktur pengendalian internal Perusahaan sudah baik. Perusahaan telah memiliki Unit Internal Audit yang bertugas
memasikan sistem pengendalian internal Perusahaan sudah berjalan dengan efekif. Internal Audit telah memiliki
dan melaksanakan program kerja yang mendukung
terciptanya suatu struktur pengendalian internal yang baik di Perusahaan. Perusahaan telah menindaklanjui temuan
dan rekomendasi dari auditor eksternal.
Unit Internal Audit senaniasa melakukan evaluasi atas pelaksanaan sistem pengendalian internal di Perusahaan dan
memberikan usulan perbaikan dalam mencapai peningkatan yang berkelanjutan dari proses lini yang ada. Segala sesuatu
yang terkait dengan permasalahan kecukupan pengendalian internal telah dilaporkan kepada Direksi. Langkah-langkah
indak lanjut telah dilakukan untuk meminimalkan risiko. Laporan juga telah disampaikan kepada Dewan Komisaris
melalui Komite Audit yang telah dibentuk.
Sebagai bentuk hasil evaluasi atas sistem pengendalian internal di Perusahaan, Unit Internal Audit telah
melaksanakan beberapa program kerja tambahan selama tahun 2014. Unit Internal Audit telah melakukan review
dan menyempurnakan Sistem dan Prosedur Internal Audit. Sistem dan prosedur tersebut disempurnakan
dengan bantuan konsultan eksternal dan berdasarkan hasil benchmarking ke beberapa BUMN lainnya.
Selain itu, Unit Internal Audit juga melakukan transformasi dalam pelaksanaan audit internal. Konsep paradigma
bahwa Internal Audit berperan sebagai pengendali kebijakan perusahaan compliance watchdog menjadi
sebagai pemberi jaminan assurance dan konsultan business partner dalam bisnis proses yang dilakukan
Evaluaion Of Internal Control System
Evaluaion on the internal control of the Company is conducted by an external auditor and by the internal
auditor. The results from the evaluaion by the external auditor shows that,in general, the design and structure of
the internal control has been implemented appropriately. The Internal Audit Unitof the Company is responsible to
ensure that the internal control of the Companyis carried out efecively. The Internal Audit has conducted its work
program that supports the structure of a strong internal control of the Company. The Company has responded to the
indings and recommendaions from the external auditor.
Angkasa Pura Airports through its Internal Audit Unit consistently conducts evaluaion on the internal control
system in the Company and propose improvements in achieving a sustainable improvement of the line processes.
All maters related to the adequacy of the internal control issues have been reported to the Board of Directors. Follow
up measures have been taken to minimize the risk. The report has also been submited to the Board through the
Audit Commitee that has been established.
In evaluaing the internal control system of the Company, the Internal Audit Unit has carried out some addiional
work programs for 2014. The Internal Audit Unit has conducted a review and enhance internal audit systems and
procedures. Systems and procedures are enhanced with the help of external consultants and based on the results of
benchmarking to some other state.
In addiion, the Internal Audit Unit also has transformed the concept of the former paradigm that regarded the
Internal Audit Unit as the controller of the Company’s policy compliance watchdog to become the guarantor providing
assurance and as consultants or business partner in business processes that are carried out by the auditee. The
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auditee. Pelaksanaan audit operasional yang sebelumnya memfokuskan pada kepatuhan terhadap peraturan,
kemudian dilakukan dengan berbasis risiko risk based audit.
Code of Conduct
Perusahaan memiliki Pedoman Eika Perusahaan Code of Conduct yang merupakan kumpulan komitmen yang
terdiri dari eika usaha dan eika kerja yang disusun untuk mempengaruhi, membentuk, mengatur dan melakukan
kesesuaian perilaku sehingga tercapai hasil yang konsisten yang sesuai dengan Budaya Perusahaan dalam mencapai
Visi dan Misi. Pedoman tersebut menjadi panduan yang berlaku bagi seiap insan Perusahaan pada seiap level
organisasi yang diharapkan akan memberikan kejelasan indakan yang harus dilakukan dan ditaai sesuai dengan
nilai-nilai korporasi yang telah dibangun. Adapun muatan dari Code of Conduct Angkasa Pura Airports
sebagai berikut. Bab I
Pendahuluan Memuat dasar pemikiran; sasaran Pedoman Eika
Perusahaan; tujuan Pedoman Eika Perusahaan, tanggung jawab pegawai Perusahaan terhadap
implementasi Pedoman Eika Perusahaan; dan tanggung jawab para pimpinan Perusahaan
terhadap
implementasi Pedoman
Eika Perusahaan.
Bab II Visi, Misi, Komitmen dan Budaya Kerja Perusahaan
Memuat Visi; Misi; komitmen Perusahaan; dan budaya kerja Perusahaan.
Bab III Pedoman Eika Kerja
Memuat eika dan perilaku Komisaris, Direksi, dan pegawai; keselamatan, kesehatan serta
lingkungan kerja; hak kekayaan intelektual; sistem teknologi informasi dan komunikasi; penyimpanan
dokumen; pencatatan dan pelaporan keuangan; pengamanan akiva Perusahaan; kerahasiaan
informasi; reputasi dan citra Perusahaan; benturan kepeningan; suap dan KKN; donasi,
jamuan dan hadiah; biaya perjalanan dinas; dan kontribusi akivitas poliik.
audit on operaions that was formerly focused on regulatory compliance is now oriented toawards risk-based audit.
Code of Conduct
The Code of Conduct of the Company is a set of commitments consising of business ethics and work ethics
that are arranged to inluence, shape, organize and carry out the conformity of behavior in order to achieve consistent
results in accordance with the Culture of the Company in achieving its Vision and Mission. These guidelines serve as
a guide applicable for every personnel at all levels of the organizaion and is aimed to provide clear guidance for
acions to be carried out and adhered to in accordance with the corporate values.
The content of the Code of Conduct of Angkasa Pura Airports are as follows:
Chapter I Introducion
Background raionale, Corporate Ethics Guidelines Targets, the Objecives of the Corporate Ethics
Guidelines, responsibility of the employees in implemening the Corporate Code of Ethics and
the responsibility of the leaders to implement the Company’s Code of Ethics.
Chapter II Vision, Mission, Commitment and Work Culture Company
Vision, Mission, Company commitments and the Company’s working culture.
Chapter III Guidelines Work Ethics Ethics and Conduct of Commissioners, Directors
and employees, safety, health and the working environment, intellectual property rights,
informaion technology and communicaions systems, document storage, record keeping and
inancial reporing, securing the Company’s assets, conideniality of informaion, the
reputaion and image of the Company, conlicts of interest, bribery and corrupion, donaions,
meals and gits, oicial travel expenses and the contribuion of poliical acivity.
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Bab IV Pedoman Eika Usaha Memuat kepatuhan terhadap hukum, peraturan
dan kebijakan; hubungan Perusahaan dengan pelanggan, pemerintah, mitra kerja, pemasok,
krediturinvestor, dan Anak Perusahaan perusahaan patunganperusahaan ailiasi; dan
tanggung jawab sosial kepada masyarakat.
Bab V Penerapan Pedoman Perilaku
Memuat sosialisi pedoman perilaku, arahan ringkas pelaksanaan pernyataan kepatuhan insan
Perusahaan, saluran pengaduan masalah; dan sanksi terhadap pelanggaran pedoman perilaku.
Bab VI Penutup
Sosialisasi Code of Conduct
Perusahaan senaniasa melakukan sosialisasi Code of Conduct
kepada seluruh insan Perusahaan pada seiap ingkatanjenjang organisasi. Sosialisasi tersebut dilakukan
melalui program orientasi insan baru Perusahaan, pembagian buku saku, website internal, serta melalui
kegiatan dan media lainnya yang dimiliki Perusahaan.
Penerapan dan Penegakan Code of Conduct
Seiap insan Perusahaan berkewajiban untuk melaporkan kecurigaan maupun pelanggaran terhadap Code of Conduct
kepada DireksiDewan Komisarispimpinan unit kerja yang membidangi masalah personalia. Perusahaan juga memiliki
Badan Perimbangan Kepegawaian BPK dan Paniia Pembinaan dan Pemeriksaan Pelanggaran Disiplin Pegawai
P4DP yang berfungsi untuk melakukan pemeriksaan terhadap pelanggaran disiplin human capital
Perusahaan. Perusahaan melindungi dan menjamin kerahasiaan pelapor.
Seiap pelanggaran atas Code of Conduct akan dikenakan sanksi sesuai dengan peraturan yang berlaku dan pengenaan
sanksi tersebut idak bersifat diskriminaif. Proses pengenaan sanksi dilakukan melalui proses yang obyekif, independen
dan berjenjang. Jenis sanksi yang dikenakan disesuaikan dengan ingkat kesalahan yang dilakukan.
Chapter IV Code of Business Ethics Compliance with laws, regulaions and policies,
Company’s relaionship with customers, governments, partners, suppliers, creditors
investors and subsidiariesjoint ventures ailiated Companies and social responsibility to
the Community.
Chapter V Implementaion of the Code of Conduct Disseminaion of the code of conduct, summary
of the implementaion direcives, statement of compliance, complaint channels and sancions on
violaions of the code of conduct.
Chapter VI Closing
Disseminaion of Code of Conduct
The Company coninues to disseminate the Code of Conduct to all human beings at every level of Company
organizaional level. Socializaion is done through the Company’s new human orientaion, distribuion of booklets,
internal website as well as through events and other media owned by the Company.
Implementaion and Enforcement of The Code of Conduct
All personnel of the Company are obliged to report suspicions or violaion of the Code of Conduct for Directors
BOCunit leader in charge of personnel maters. The Company also established a Personnel Advisory Board BPK
and the Commitee for Advocacy and Employee Discipline Violaions P4DP that has the duty to conduct a checking
process discipline violaions of human capital of the Company. Companies protect and ensure the conideniality
of the complainant.
Any violaion of the Code of Conduct will be penalized in accordance with applicable regulaions and the imposiion
of sancions is not discriminatory. The process of the imposiion of sancions is done through an objecive process,
independent and iered. The type of sancions imposed is adjusted to the levels of errors.
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Selama tahun 2014, Perusahaan telah memberikan sanksi atas pelanggaran Code of Conduct dengan rincian sebagai
berikut.
Kategori Pelanggaran | Violaion Category
Sanksi yang Diberikan | Sancions Imposed
Disiplin Ringan | Small Violaion
11 Disiplin Sedang |
Medium Violaion 6
Disiplin Berat | Serious Violaion
7
Jumlah | Total
24
Nilai Budaya Perusahaan
Dalam kaitan dengan Code of Conduct, Perusahaan telah menetapkan Nilai Budaya Perusahaan Core Values
sebagai dasar budaya Perusahaan corporate culture yang diharapkan dapat menjadi acuan utama bagi seluruh human
capital Perusahaan tanpa terkecuali. Adapun Nilai Budaya
Perusahaan yang disepakai dan dianut oleh seluruh human capital Perusahaan adalah
S-A-T-U, yaitu:
• Sinergi; •
Adapif; •
Terpercaya; dan •
Unggul.
Pelaporan Pelanggaran Whistleblowing System
Angkasa Pura Airports telah memiliki sistem pelaporan pelanggaran yang melekat pada unit-unit yang terkait dengan
pelanggaran. Pelaporan pelanggaran internal Perusahaan dapat disampaikan kepada Internal
Audit danatau President Director.
Pelaporan pelanggaran yang terkait graiikasi dapat disampaikan kepada Unit Pengendali Graiikasi
UPG. Pelaporan atas pelanggaran kepegawaian dapat disampaikan kepada
Badan Perimbangan Kepegawaian BPK danatau Paniia Pembinaan dan Pemeriksaan
Pelanggaran Disiplin Pegawai P4DP. Sedangkan, pelaporan pelanggaran dari eksternal dapat disampaikan kepada
Corporate Secretary melalui email humasangkasapura1.
co.id atau Kantor Cabang terkait. Atas seiap pelaporan During 2014, the Company has provided sancions for
violaions of the Code of Conduct with the following details.
Cultural Values Of The Company
In connecion with the Code of Conduct, the Company has established the Corporate Culture Values Core Values as
the basis of our corporate culture that is expected to be the main reference for all of the Company of human capital
without excepion. The Cultural Values Company agreed and adopted by the enire human capital is ONE Company,
namely: •
Synergy •
Adapive •
Reliable •
Superior
Reporing Violaions Whistleblowing System
Angkasa Pura Airports applies a system for reporing violaion whistleblowing that is atached to the units
associated with the violaion. The Company does not have a speciic unit to handle violaion reports. However, reports
on violaions can be submited to the Internal Audit Unit andor to the President Director. Reports on violaions
related to graiicaion can be submited to the Graiicaion Control Unit UPG. Reports on violaions of employment
maters can be submited to the Personnel Advisory Board BPK andor to the Commitee for the Commitee fro
Employee Development and Discipline ViolaionP4DP. Meanwhile, the violaion reports from external paries
can be submited to the Corporate Secretary by email at
Annual R eport 2014
353
yang diterima, Perusahaan melindungi dan menjamin kerahasiaan pelapor.
Laporan Penerapan Pelaporan Pelanggaran
Pada tahun 2014, antara lain terdapat 37 iga puluh tujuh laporan penerimaan graiikasi dan 24 dua puluh empat
pelanggaran bidang kepegawaian. Selain itu, terdapat 24 dua puluh empat laporan pelanggaran dari pihak eksternal.
Atas laporan tersebut telah diindaklanjui sepenuhnya. Laporan mengenai pelaporan pelanggaran juga telah
disampaikan kepada pihak-pihak yang terkait.
Pengembangan Sistem Pelaporan Pelanggaran
Angkasa Pura Airports di bawah Unit Pengendali Graiikasi juga sedang menyiapkan Sistem Pelaporan Pelanggaran
Whistleblowing System yang terpadu dan terpusat. Perusahaan sedang menyusun kebijakan dan prosedur
terkait whistleblowing system . Perusahaan telah melakukan
studi banding ke Komisi Pemberantasan Korupsi dan perusahaan lainnya untuk mendapatkan informasi mengenai
pelaksanaan pelaporan pelanggaran terbaik best pracices. Perusahaan juga sedang menyusun konsep proses bisnis
Whistleblowing System untuk aplikasi webbased yang akan dikembangkan pada tahun 2015.
Perkara Pening
Perkara Hukum yang dihadapi Angkasa Pura Airports
Beberapa perkara hukum yang dihadapi Perusahaan sebagai berikut.
humasangkasapura1.co.id or to a related branch oice. All reports received arekept conidenial and the idenity of
the reporter is is protected.
Report on Implementaion of Whistleblowing System
In 2014, there were 37 reports of graiicaion and 24 violaions of the ield personnel. In addiion, there were 24
reporton violaions from external paries. All reports have been fully addressed. Reports on the violaion reports have
also been submited to the relevant paries.
Whistleblowing System Development
Angkasa Pura Airports through its Graiicaion Control Unit is also preparing an integrated and centralizedViolaion
Reporing System Whistleblowing System. The Company is working on policies and procedures related
to whistleblowing system. The Company has conducted a study visit to the Corrupion Eradicaion Commission and
other companies to obtain informaion on best pracice in reporing violaions. The Company is also developing the
concept of Whistleblowing System for business processfor web-based applicaions that will be developed in 2015.
Important Cases
Legal Cases of Angkasa Pura Airports
Several lawsuits faced by the Company are as follows;
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No. Pokok Perkara
Main Cases Status Penyelesaian
Setlement Status Dampak Bagi
Perusahaan Consequences to The
Company Sanksi Administrasi
Bagi Perusahaan Administraion
Sancions Imposed 1.
Permasalahan dengan Komisi Pengawas Persaingan Usaha KPPU Lawsuits iled by Business Compeiion Monitoring Commission KPPU
a. Penyelidikan Nomor: 14Lid-I
III2014 tentang dugaan prakik monopoli Perusahaan pada pasar
jasa ground handling pesawat charter
di Bandara I Gusi Ngurah Rai Bali.
Telah diperoleh putusan KPPU agar Perusahaan melakukan
perubahan perilaku terkait pengelolaan GAT di bandara
terkait. Perusahaan perlu
melakukan perubahan renegosiasi dengan
mitra pengelola GAT di bandara terkait.
Perusahaan idak akan dikenakan sanksi
administrasi apabila sampai pada batas
waktu yang ditetapkan telah dilaksanakan hasil
putusan KPPU tersebut.
Invesigaion Number: 14 Lid-IIII2014 about Monopoly
Allegaion on Chartered Aiplane ground handling service at I Gusi
Ngurah Rai Airport Bali. KPPU has ordered the
Company to reconstruct management on GAT at the I
Gusi Ngurah Rai airport. Company needs
to restructure renegoiate partnership
for GAT management at the I Gusi Ngurah
Rai Airport. Company will not be
ined administraively if Company successfully
carries out KPPU’s order before the speciied
date. b.
Penyelidikan Nomor: 22Lid-I IV2014 tentang dugaan prakik
monopoli Perusahaan terkait passenger service charge atau
jasa pelayanan jasa penumpang pesawat udara PJP2U.
Perkara sedang dalam tahap penyelidikan.
Belum menimbulkan dampak bagi
Perusahaan. Belum ada.
Invesigaion Number: 22Lid-I IV2014 Monopoly Allegaion on
passenger service charge PJP2U. Sill under invesigaion.
None. None Decided.
2. Gugatan di Pengadilan Tata Usaha Negara PTUN |