Pemantauan Monitoring dan Kaji Ulang Review Monitoring and Review

334 Lapor an T ahunan 2014 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 335 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 336 Lapor an T ahunan 2014 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 337 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. 338 Lapor an T ahunan 2014 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 340 Lapor an T ahunan 2014 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. 342 Lapor an T ahunan 2014 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: Annual R eport 2014 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. 344 Lapor an T ahunan 2014 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; Annual R eport 2014 345 • 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: 346 Lapor an T ahunan 2014 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. Annual R eport 2014 347 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 348 Lapor an T ahunan 2014 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. Annual R eport 2014 349 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 350 Lapor an T ahunan 2014 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. Annual R eport 2014 351 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. 352 Lapor an T ahunan 2014 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

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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; 354 Lapor an T ahunan 2014 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 |