RUPS Tahunan tanggal 24 Desember 2013 Pelaksanaan RUPS Gugatan di Pengadilan Tata Usaha Negara PTUN |

Annual R eport 2014 237 Arahan RUPS GMS Direcives Realisasi RUPS GMS Realizaion Buku Laporan Keuangan, Laporan Evaluasi Kinerja, dan Laporan Kepatuhan terhadap Peraturan Perundang-undangan dan Pengendalian Internal PT Angkasa Pura I Persero yang berakhir pada tanggal 31 Desember 2013, Laporan Pelaksanaan Program Kemitraan dan Bina Lingkungan Tahun Buku 2013, tanggapan Dewan Komisaris, dan risalah PKBL merupakan bagian yang idak terpisahkan dari Risalah Rapat Umum Pemegang Saham RUPS ini. Sudah dilaksanakan oleh Perusahaan. Financial Statement Book, Performance Evaluaion Report, and Compliance with Laws and Regulaions Report and Internal Control of PT Angkasa Pura I Persero ended on 31 December 2013, Partnership and Community Development Program’s Implementaion Report for Fiscal Year 2013, Board of Commissioners response, and minutes of PKBL are inseparable part of the Minutes of General Meeing of Shareholders Implemented by the Company Dalam rangka Program Kemitraan BUMN dengan Usaha Kecil dan Bina Lingkungan Direksi diminta: a. Untuk Program Kemitraan tahun 2013 menyesuaikan dengan kebijakan Kementerian BUMN; b. Untuk Program Bina Lingkungan akan dibebankan menjadi biaya Perusahaan dan jumlahnya ditentukan oleh RUPS sesuai dengan kemampuan Perusahaan; c. Untuk melaksanakan audit atas Program Bina Lingkungan BUMN Peduli Tahun 2012 yang selambat-lambatnya telah selesai pada tanggal 28 Juni 2013. Sudah dilaksanakan oleh Perusahaan. In the context of Partnership Program of SOE with Small Business and Community Development, Board of Directors have to: a. Partnership Program on 2013 adjusted the policy of the Ministry of SOE b. Community Development Program will be charged into the Company’s cost and the numbers will be sipulate by GMS that meet the Company’s ability. c. Conducing an audit on “SOE’s Cares” Community Development Program on 2012 which completed not later on 28 June 2013. Implemented by the Company.

2. RUPS Tahunan tanggal 24 Desember 2013 Pelaksanaan RUPS

Waktu : 10.00 – 11.00 WIB Tempat : Ruang Rapat Lantai 12A Kantor Kementerian BUMN Jalan Medan Merdeka Selatan No. 13, Jakarta Pusat Agenda RUPS • Persetujuan Rencana Kerja dan Anggaran Perusahaan Tahun 2014 serta Rencana Kerja dan Anggaran Program Kemitraan dan Bina Lingkungan Tahun 2014. • Persetujuan Key Performance Indicators KPI yang tertuang dalam Kontrak Manajemen Tahun 2014 antara Direksi dan Dewan Komsiaris dengan Pemegang Saham.

2. Annual GMS dated December 24, 2013 GMS Implementaion

Time : 10.00 to 11.00 Western Indonesian Time Place : Meeing Room on 12th Floor, Ministry of State-Owned Enterprise Oice Jl. Medan Merdeka Selatan No. 13, Central Jakarta GSM Agenda • Approval of Work Plan and Company Budget RKAP on 2014 as well as Work Plan and Partnership Program Budget and Community Development RKA PKBL on 2014. • Approval of Key Performance Indicators KPI which embodied in Management Contract 2014 between Board of Directors and Board of Commissioners with Shareholders. 238 Lapor an T ahunan 2014 Keputusan RUPS • Menyetujui RKAP dan RKA PKBL Tahun 2014. • Menyetujui KPI yang disusun sesuai dengan Kriteria Penilaian Kinerja Unggul KPKU dan tertuang dalam Kontrak Manajemen Tahun 2014 antara Pemegang Saham, Direksi dan Dewan Komisaris Perusahaan. Arahan dan Realisasi RUPS Arahan RUPS GSM Direcives Realisasi RUPS GMS Realizaion Terhadap rencana penambahan modal disetor Anak Perusahaan, yaitu PT Angkasa Pura Property, sebesar Rp126 miliar, Direksi agar mengajukan usulan secara tersendiri yang dilengkapi dengan data dan dokumen pendukung yang diperlukan, antara lain kajian kelayakan, tanggapan Dewan Komisaris, Pakta Integritas, dan lainnya. Telah disetujui oleh Menteri Negara BUMN melalui surat Nomor: S-642MBU102014 tanggal 16 Oktober 2014 dan realisasi pencairannya disesuaikan dengan kebutuhan dari PT Angkasa Pura Property. Over the Subsidiary increasing paid-up capital plan, namely PT Angkasa Pura Property, at Rp126 billion, Board of Directors also to submit separate proposal completed with supported data and documents needed, among others are the feasibility study, Board of Commissioners response, a Pact of Integrity, and others. Approved by Minister of SOEs of leter Number: S-642 MBU102014 dated Oktober 16, 2014 and the realizaion of disbursement adjusted to PT Angkasa Pura Property’s necessity Dalam rangka kelancaran proses serah terima aset kenavigasian Perusahaan kepada Perum LPPNPI, Direksi agar berkoordinasi secara intensif dengan instansi terkait, termasuk dalam penentuan nilai deiniif aset yang dialihkan. Laporan perkembangan atas pelaksanaan hal tersebut agar disampaikan secara periodik kepada Kementerian BUMN. Telah diserahterimakan aset kenavigasian dengan nilai buku sebesar Rp270,8 miliar melalui Berita Acara Nomor: 656 KU.212013PD-B tanggal 30 Desember 2013. Namun, belum mengurangi modal karena masih menunggu keputusan Peraturan Pemerintah. In order to smoothen the handover process of the Company’s navigaion asset to Perum LPPNPI The Indonesian Air Navigaion Service Provider Insituion, Board of Directors to coordinate intensively with related insituions, included in adjustment of transferred deiniive value. The Development report of that implementaion to be submited periodically to Ministry of SOEs Navigaion asset have been transferred with the book value equal Rp270, 8 Billion through the MoU Number: 656KU.212013 PD-B dated Desember 30, 2013, before reduced the capital due the government regulaion’s decision. Direksi agar meningkatkan kontribusi pendapatan non aeronauika dan fokus untuk meningkatkan kinejra bandara yang masih merugi. Direksi agar meningkatkan monitoring dan pembinaan terhadap kinerja Anak Perusahaan, khususnya yang saat ini dalam kondisi merugi. Anak Perusahaan tersebut pada dasarnya harus meningkatkan nilai BUMN serta kegiatan bisnisnya menunjang kinerja induk sehingga idak menjadi beban induk. Pendapatan non aeronauika tahun 2013 sebesar Rp1,1 triliun, sedangkan realisasi tahun 2014 adalah Rp1,96 triliun atau meningkat sebesar 78. Dalam upaya peningkatan kinerja 2014, manajemen telah melakukan eisiensi biaya pegawai dan umum sehingga dapat menekan kerugian pada bandara yang masih merugi. Peningkatan kinerja Anak Perusahaan juga terus dilakukan. PT Angkasa Pura Hotel yang target rugi sebesar Rp45,0 miliar dapat diminimalkan realisasinya menjadi Rp11,7 miliar. GSM Decision • Approving the Work Plan and Company Budget RKAP 2014 as well as Work Plan and Partnership Program Budget and Community Development RKA PKBL 2014. • Approving Key Performance Indicators KPI formulated according to Superior Performance Assessment Criteria KPKU and embodied in Management Contract 2014 between Shareholders, Board of Directors and Board of Commissioners. GSM Direcives and Realizaion Annual R eport 2014 239 Arahan RUPS GSM Direcives Realisasi RUPS GMS Realizaion Board of Directors to improve the contribuion of non aeronauical revenue and focus to improve the loss airport’s performance, and improve the supervision and development of Subsidiary‘s performance as well, especially those in loss proit condiion. Basically, those Subsidiary must improve SOE’s value so the business’ acivity support the Parent Company that will not overload the Parent Company. Non aeronauical revenue on 2013 is at amount of Rp1,1 trillion, while the realizaion on 2014 is at amount of Rp1,96 trillion or up by 78. In atempt of performance increasing of 2014, the management has performed cost eiciency of employees and public so it can suppressed the losses on the airport that sufered a loss. The increasing performance on the Subsidiary Is coninued. The Hotel of Angkasa Pura that sufered a loss at Rp45 billion can be minimized at Rp 11.7 billion Direksi diminta meningkatkan pengaturan dan penataan slot penerbangan sehingga traik bendara dapat lebih opimal, khususnya terhadap bandara yang sudah sangat padat. Direksi agar melakukan koordinasi dengan maskapai penerbangan dalam rangka promosi desinasike kota tertentu yang memiliki prospek pengembangan wisata. Pengaturan slot untuk 4 bandara besar dilaksanakan IDSC, serta dilaksanakan rapat dengan seluruh airline yang beroperasi di Indonesia seiap 2 kali dalam 1 tahun, serta rapat ruin di iap cabang untuk membahas slot serta permasalahan operasional lainnya. Kerja sama dengan airline internasional juga dilakukan dengan ruin mengikui event Asia Routes pada bulan Maret 2014 di Kuching, Serawak, Malaysia dan World Routes bulan Oktober 2014 di Chicago, USA. Kerja sama dengan airlines domesik juga dilakukan dengan mengadakan airlines gathering di Surabaya. Board of Directors were requested to improve the arrangement and administraion of light slots, so that the airport traics can be more opimize, especially the most crowded airports. Board of Directors to coordinate with the airlines in order to promote certain city desinaions which has travel development prospect. Slots arrangement for 4 four big airports implemented by Indonesia Slot Coordinator IDSC, also the meeing with the enire airlines operates in Indonesia twice a year was held, as well as rouine meeing on every branch to discuss slots and other operaional maters. Cooperaion with internaional airlines was also done regularly join the Asia Routes Event on March 2014 at Kuching, Serawak, Malaysia and World Routes on October 2014 at Chicago, USA. Cooperaion with domesic airlines was also done by holding airlines gathering in Surabaya Direksi agar menyampaikan Laporan Keuangan Tahun Buku 2013 yang telah diaudit oleh KAP selambat-lambatnya pada akhir bulan Februari 2014. Sudah dilakukan oleh Perusahaan. Board of Directors to submit Financial Statement for Fiscal Year 2013 which has been audited by Public Accountant Firm not later than end of February 2014. Been implemented by the Company. Untuk mendukung pelaksanaan tugas Kementerian BUMN serta meningkatkan kualitas pengawasan dan pembinaan BUMN, Direksi agar melakukan monitoring dan updaing dara pada 5 lima portal BUMN, yakni Portal Financial Informaion System, Portal Aset, Portal SDM, Portal PKBL, dan Portal Publik Konsistensi pengisian 5 lima portal BUMN, dengan target peringkat 10 dan terealisasi peringkat 3. To support the implementaion of Ministry of SOEs duies as well as improving the quality of SOEs supervision and development, Board of Directors to conduct data monitoring ad updaing on 5 ive SOEs portal, namely Financial Informaion System Portal, Asset Portal, HR Portal, PKBL portal, and Public portal. The Consistency of 5 ive SOEs portal illing, with the target of tenth place and were realized at third place. 240 Lapor an T ahunan 2014 Arahan RUPS GSM Direcives Realisasi RUPS GMS Realizaion Kondisi ekonomi dan bisnis pada tahun 2014 akan banyak dipengaruhi oleh dinamika perpoliikan dalam negeri terkait dengan Pemilu serta adanya luktuasi kurs Rupiah terhadap US Dolar yang cukup inggi. Oleh sebab itu, Direksi perlu memiliki rencana serta langkah anisipasi coningency plan sehingga apabila terjadi perubahan asumsi dan kondisi bisnis, target RKAP 2014 tetap dapat tercapai. Sudah dilakukan oleh Perusahaan. Hal ini ditunjukkan dengan pencapaian target terhadap Laba Operasional sebesar 128,47 dan Laba Bersih Tahun Berjalan sebesar 164,89. The condiion of economy and business will be much inluenced by the dynamics of domesic poliics associated with the elecion as well as the quite high foreign exchange luctuaion from Rupiah against US Dollar. Therefore, the Board of Directors need to have coningency plan so that if there is any change in the assumpion and business condiion occurred, Work Plan and Company Budget RKAP 2014 target can sill be achieved Been implemented by the Company. It is shown by target achievement against operaing income at 128,47 and the Net Income For The Current Year at 164,89 Sebagai indak lanjut Kontrak Manajemen yang didalamnya terdapat KPI dan telah disepakai, agar disusun KPI secara berjenjang untuk seiap level manajemen dan Anak Perusahaan. Untuk KPI berjenjang seiap level telah dilaksanakan dengan Performance Management System PMS. Sedangkan anak perusahaan yang telah mengimplementasikan KPI adalah PT Angkasa Pura Logisik dan yang lainnya masih dalam proses. As a Management Contract follow up in which has the Key Performance Indicator KPI agreed upon, a gradually KPI must be formulated on every management level and Subsidiary. In the context of gradually KPI, it has been implemented with Performance Management System PMS. Whereas Subsidiary thas has implemented the KPI is PT Angkasa Pura Logisik and others are sill in the process. RKAP yang disahkan merupakan pedoman bagi Direksi dalam menjalankan kegiatan usaha tahun 2014, dan Dewan Komisaris diminta untuk melakukan evaluasi dan pengawasan atas pelaksanaan RKAP dengan selalu berpegang pada prinsip disiplin anggaran dan melaporkanya secara berkala kepada Pemegang Saham. Sudah dilakukan oleh Perusahaan. The raifying RKAP is a guidelines to the Board of Directors in operaing the business acivity in 2014, and Board of Commissioners were requested to conduct an evaluaion and supervision of RKAP implementaion by always referring to the budget discipline and regularly reported them to the Shareholders. Implemented by the Company Dewan Komisaris Dewan Komisaris adalah Organ Perusahaan yang berfungsi dalam melakukan pengawasan secara umum danatau khusus sesuai dengan Anggaran Dasar, memberikan nasihat kepada Direksi, serta memasikan bahwa Perusahaan melaksanakan prinsip-prinsip GCG. Kedudukan masing- masing anggota Dewan Komisaris, termasuk Komisaris Board Of Commissioners Board of Commissioners is a Company’s Organ that funcions in supervisingin general andor speciically in compliance with Aricles of Associaion, provides advice to the Board of Directors, and ensuring the Company implements GCG’s principles. Each member of the Board of Commissioners, including the President Commissioner, has equal standing. Annual R eport 2014 241 Utama, adalah setara. Koordinasi kegiatan Dewan Komisaris menjadi tugas Komisaris Utama sebagai primus inter pares. Tugas dan Tanggung Jawab Dewan Komisaris Dewan Komisaris bertanggung jawab dan berwenang untuk mengawasi Direksi dalam menjalankan kepengurusan Perusahaan dan memberikan nasehat kepada Direksi. Dalam melakukan pengawasan, Dewan Komisaris berindak secara kolegial dan idak dapat berindak sendiri-sendiri. Pengawasan yang dilakukan Dewan Komisaris idak dapat berubah menjadi pelaksanaan tugas-tugas eksekuif dan pengambilan keputusan operasional yang menjadi tugas Direksi, kecuali dalam hal Perusahaan idak mempunyai Direksi, dengan kewajiban dalam waktu selambat-lambatnya 30 iga puluh hari setelah idak ada Direksi harus memanggil RUPS untuk mengangkat Direksi. Seiap anggota Dewan Komisaris ikut bertanggung jawab secara pribadi dan secara tanggung renteng atas kerugian Perusahaan apabila yang bersangkutan bersalah atau lalai menjalankan tugas dan tanggung jawabnya. Namun, anggota Dewan Komisaris idak bertanggung jawab atas kerugian Perusahaan apabila dapat membukikan bahwa telah melakukan pengawasan dengan iikad baik dan kehai-haian untuk kepeningan Perusahaan dan sesuai dengan maksud dan tujuan Perusahaan; idak mempunyai kepeningan pribadi, baik langsung maupun idak langsung, atas indakan pengurusan Direksi yang mengakibatkan kerugian; serta telah memberikan nasihat kepada Direksi untuk mencegah imbul atau berlanjutnya kerugian tersebut. Untuk mengefekikan peran Dewan Komisaris, dilakukan pembagian tugas diantara anggota Dewan Komisaris dengan memperimbangkan pembagian tugas Direksi. Pembagian tugas diantara anggota Dewan Komisaris ditujukan agar pelaksanaan tugas masing-masing anggota Dewan Komisaris secara teknis pada aspek yang dibidangi dapat berjalan lancar, efekif dan eisien, sesuai tanggung jawab dan wewenang masing-masing sehingga terdapat kejelasan tentang peran anggota Dewan Komisaris, baik secara kolekif maupun individual. Coordinaion of the Board of Commissioners’ aciviies becomes a prime duty of President Commissioner as primus inter pares. Duies and Responsibiliies of The Board Of Commissioners The Board of Commissioners is responsible and authorized to oversee the Board of Directors in performing the company’s management and to provide advice to the Board of Directors. In supervising, the Board of Commissioners act collegially and must not act individually. The Supervision conducted by Board of Commissioners cannot be converted to conduct the execuive duies and the operaional decision making of which are the main duies of the Board of Directors, with the excepion if the Company is vacant of the Board of Directors, therefore within 30 thirty days maximum, the Board of Commissioners must hold a GSM to appoint the Board of Directors. Each member of the Board of Commissioners individually or jointly holds responsibility over the loss of the Company if the member is guilty or negligent in performing hisher duies and responsibiliies. However, the member of the Board of the Commissioners is unaccountable over the loss when they can prove that they have performed supervision In good faith and prudent principle for the Company’s interest and in accordance with the purpose and objecive of the Company; have no personal interest, either directly or indirectly, over the mismanagement of the Board of Directors that caused losses; also provide advice to the Board of Directors to prevent any occurrence or coninuity of such loss. To ensure efecive role of the Board of Commissioners, the duies are distributed amongst the members of the Board of Commissioners by taking into consideraion the division of duies of the Board of Directors. The duies of the members of the Board of Commissioners is distributed amongst the members so that the each member of the Board of Commissioners shall be able to perform their duies in the relevant ield efecively, eiciently, in accordance with the responsibiliies and authority of each members to allow clear division of the role of the members of the Board of Commissioners either collecively or individually. 242 Lapor an T ahunan 2014 Berdasarkan Surat Keputusan Dewan Komisaris PT Angkasa Pura I Persero Nomor: KEP.03DK.AP.I2014 tentang Pembagian Fungsi, Tugas dan Tanggung Jawab Dewan Komisaris Perusahaan Perseroan Persero PT Angkasa Pura I, telah dilakukan pembagian tugas dan tanggung jawab masing-masing Dewan Komisaris Perusahaan sebagai berikut. Nama Jabatan Tugas dan Tanggung Jawab Surato Siswodihardjo Komisaris Utama Komisaris Independen President Commissioner Independent Commissioner Melakukan fungsi koordinasi atas fungsi pengawasan dan penasehatan oleh semua bidang yang ada pada Dewan Komisaris terhadap kebijakan dan jalannya pengurusan Perusahaan maupun usaha Perusahaan Conducing coordinaion funcion on supervision and advisory funcion by all over the sector that were on the Board of Commissioners for the policy and management operaions as well as the Company’s business Hakamuddin Djamal Komisaris Commissioner Bidang human capital dan umum, hukum, organisasi, remunerasi dan nominasi Human Capital and General Afairs, Legal, Organizaion, Remuneraion and Nominaion Sector Tundjung Inderawan Komisaris Commissioner Bidang teknik Engineering Sector Hermanto Dwiatmoko Askolani Komisaris Commissioner Bidang operasi Operaions Sector Boy Syahril Qamar Bernadus Didik Prasetyo Komisaris Commissioner Bidang komersial dan pengembangan usaha, serta merangkap Keuta Komite Risiko Usaha dan GCG Commercial and Business Development, and Chairperson of Business Risk and GCG Sector Anandy Wai Eddy Mulyadi Soepardi Komisaris Commissioner Bidang akuntansi, pengadaan barang dan jasa, keuangan, dan teknologi informasi, serta merangkap Ketua Komite Audit Accouning, Goods and Service Procurement, Financial and Informaion Technology, and Chairman of Audit Commitee Sector Dwi Ary Purnomo Uraian tentang tugas masing-masing Dewan Komisaris sebagai berikut. a. Bidang Human Capital dan Umum, Hukum, Organisasi, Remunerasi dan Nominasi • Bertanggung jawab terhadap segala aspek yang berkaitan dengan pengawasan sistem dan prosedur penyiapan human capital; Pursuant to the Board of Commissioners Decision Leter of PT Angkasa Pura I Persero Number: KEP.03 DK.AP.I2014 regarding the Distribuion of Funcion, Duies and Responsibility of the Board of Commissioners of a Limited Liability Company Persero PT Angkasa Pura I, the distribuion of duies and responsibility of each member of the Board of Commissioners of the Company have been implemented as follows: Descripion of each dutyof the Board of Commissioners is as follows: a. Human Capital and General Afairs, Legal, Organizaion, Remuneraion and Nominaion Sector • Responsible for all aspect related to system supervisory and human capital preparaion; Annual R eport 2014 243 • Memantau dan mengawasi kebijakan dan implementasi strategi dan kebijakan Direktur bidang human capital personalia dan umum, mulai dari sistem rekrutmen, penegakan disiplin, sistem penggajian dan pemberian insenif, diklat pegawai, organisasi perusahaan dan aspek hukum, serta legalitas lainnya; • Melakukan pengawasan terhadap kinerja pegawai dan harmonisasi hubungan antar pegawai dengan kegiatan pertemuan dengan Direksi dan pejabat kunci secara periodik bulanan dalam rangka ideniikasi pegawai-pegawai dengan kinerja bagus dan kurang bagus, terjadinya disharmonisasi hubungan antar pegawai, serta rapat internal Dewan Komisaris untuk memecahkan permasalahan yang ada. b. Bidang Teknik • Bertanggung jawab terhadap segala aspek teknis termasuk master plan dan sistem operasional kebandarudaraan; • Memantau dan mengawasi kebijakan Direktur Teknis terkait airport faciliies readiness dan airport equipment readiness; • Bertanggung jawab terhadap aspek teknis yang berhubungan dengan mutu pelayanan dan fasilitas keselamatan penerbangan; • Melakukan pengawasan terhadap usaha peningkatan CSI, pengembangan customer loyalty programme dan penerapan konsep eco airport dengan kegiatan pertemuan dan kunjungan secara periodik untuk melihat upaya-upaya yan telah dilakukan oleh Direktur Teknik dalam rangka meningkatkan pelayanan yang diberikan penumpang dan mitra usaha, serta melakukan penilaian dan reward bandara terbaik; • Melakukan pengawasan terhadap uilitas alat produksi sesuai dengan standar dan kesinambungan dengan kegiatan observasi secara periodik ke bandara untuk melihat opimalisasi pemanfaatan alat produksi tersebut. • Observe and supervise the policy and strategy implementaion and the policy of the Director of Human Capital and General Afairs, staring from recruitment system, discipline enforcement, remuneraion system and provision of incenives, employee educaion and training, Company’s organizaion and legal aspect, as well as other legaliies; • Oversees the employee’s performance and relaionship harmonizaion among employees with meeing aciviies with the Board of Directors and key oicials periodically monthly in order to ideniicaion of good performance and lack performance employees, the occurrence of disharmony among employees, as well as the Board of Commissioners internal meeing to solve problems. b. Technical Sector • Responsible for all technical aspect including master plan and airports operaional system; • Observe and supervise the Technical Director policies related airport faciliies readiness and airport equipment readiness; • Responsible for technical aspect related service quality and light safety facility; • Oversees the CSI improvement efort, customer loyalty program development and implementaion of eco airport concept with regular meeing and visit to see eforts done by Technical Director in order to improve the service given by the passengers and partners, as well as evaluate and give reward to the best airports; • Oversees the producion tools usage according to the standard and coninuity with periodically observaion aciviies to the airports to see the opimizaion of that producion tools usage. 244 Lapor an T ahunan 2014 c. Bidang Operasi • Bertanggung jawab terhadap segala aspek operasi termasuk master plan dan sistem operasional kebandarudaraan; • Memantau dan mengawasi kebijakan Direktur Operasi terkait airport operaion, safety environment, dan aviaion security penambahan pengembangan; • Bertanggung jawab terhadap aspek operasi bandara yang berhubungan mutu pelayanan dan fasilitas keselamatan penerbangan; • Melakukan pengawasan terhadap usaha peningkatan CSI, pengembangan customer loyalty programme dan penerapan konsep eco airport dengan kegiatan pertemuan dan kunjungan secara periodik untuk meningkatkan pelayanan yang diberikan kepada penumpang dan mitra usaha serta melakukan penilaian dan reward bandara terbaik; • Melakukan pengawasan terhadap standar operasional prosedur dan kesinambungan dengan kegiatan observasi secara periodik ke bandara untuk melihat opimalisasi kegiatan operasional bandara. d. Bidang Komersial dan Pengembangan Usaha GCG • Bertanggung jawab terhadap aspek yang berkaitan dengan sistem dan prosedur pemasaran dan pengembangan usaha, perencanaan strategis Perusahaan, serta pemantauan maupun evaluasi atas penerapan GCG terhadap peningkatan nilai atau skor GCG; • Memantau dan mengawasi kebijakan peningkatan pendapatan non aeronauika; • Memantau dan mengawasi penetapan dan implementasi kebijakan di bidang pemasaran dan pengembangan usaha untuk mendukung pencapaian Visi dan Misi berdasarkan RJPP dan RKAP; • Memantau dan mengawasi kebijakan dan proses bisnis agar berlangsung melalui proses manajemen risiko; • Melakukan pengawasan dan penasehatan terhadap pengendalian risiko; c. Operaional Sector • Responsible for all aspect of operaional including master plan and airplane operaional system; • Observe and supervise Operaional Director policy related to airport operaion, safety environment, and aviaion security addiiondevelopment; • Responsible for airports operaional aspect related to service quality and light safety facility; • Oversee to the CSI improvement efort, customer loyalty program development and implementaion of eco-airport concept with regular meeing and visit to improve service quality given to the customers and partners as well as evaluate and give reward to the best airport; • Oversee to the procedure operaional standard and coninuity with observaion acion to the airports periodically to see the opimizaion of airports operaional acivity. d. Commercial and GCG Business Development Sector • Responsible for aspects related to markeing system and procedure and business development, Company’s strategic planning, and observaion as well as evaluaion on GCG implementaion toward the value implementaion and GCG scoring; • Observe and supervise the non-aeronauical income improvement policy; • Observe and supervise the sipulaion and implementaion of markeing ield and business development policy to support the Vision and Mission achievement based on RJPP and RKAP; • Observe and supervise business process and policy to the ongoing through risk management process; • Conduct supervision and advisory to the risk control; Annual R eport 2014 245 • Mengawasi kebijakan Perusahaan agar sesuai dengan prinsip GCG; • Mengkoordinir kegiatan Komite Risiko Usaha dan GCG sebagai Ketua Komite Risiko Usaha dan GCG; • Mengevaluasi pencapaian KPI Perusahaan. e. Bidang Akuntansi, Pengadaan Barang dan Jasa, Keuangan dan Teknologi Informasi • Melakukan pengawasan terhadap program PKBL dan dilaporkan kepada Pemegang Saham dengan kegiatan kunjungan ke bandara secara periodik untuk memasikan bahwa penyaluran dana PKBL telah memenuhi asas tepat jumlah, tepat waktu dan tepat sasaran, serta pengembalian pinjaman idak macet; • Melakukan evaluasi KAP yang akan mengaudit Laporan Keuangan Perusahaan; • Melakukan pengawasan dan memantau serta melakukan monitoring atas segala aspek yang berkaitan dengan pengadaan barang dan jasa; • Mengkoordinir kegiatan Komite Audit sebagai Ketua Komite Audit; • Melakukan pengawasan terhadap sistem dan prosedur bidang akuntansi keuangan dan penyempurnaan implementasi ERP-SAP dengan kegiatan pertemuan secara periodik dalam rangka inventarisasi permasalahan dalam implementasi ERP-SAP dan solusi pemecahannya, serta obeservasi secara periodik untuk memasikan implementasi ERP-SAP telah valid; • Bertanggung jawab terhadap segala aspek yang berkaitan dengan sistem prosedur pembuatan rencana kerja dan anggaran RJPP dan RKAP, termasuk anggaran eksploitasi, investasi, pengadaan barang dan jasa, pertanggungjawaban serta pelaporan keuangan; • Memantau dan mengawasi penetapan dan implementasi kebijakan dan strategi bidang keuangan dan teknologi informasi. • Supervise the Company’s policy to comply with GCG principles; • Coordinate the acivity of GCG and Business Risk Commitee as the Chairman of GCG and Business Risk Commitee • Evaluate the Company’s KPI achievement. e. Accouning, Goods and Service Procurement, Financial and Informaion Technology Sector • Conduct supervision to PKBL program and report to the shareholders by visiing the airports periodically to ensure that the PKBL distribuion of funds imely and accurate, as well as smoothly return of loans; • Evaluate Public Accountant Firm that will audit the Company’s Financial Statement; • Observe, supervise and monitor on all aspect related to goods and service procurement; • Coordinate the acivity of Audit Commitee as the Chairman of Audit Commitee; • Supervise the system and procedure of inancial accouning ield and perfecing the implementaion of ERP-SAP with regular meeing in order to ensure the implementaion of ERP-SAP has been valid • Responsible for all aspect related to the system and procedure of making the Work Plan and Company Budget RJPP and RKAP, including exploitaion budget, investment, goods and service procurement, accountability as well as inancial statement • Observe and supervise the sipulaion and implementaion of policy and strategy of inancial ield and informaion technology 246 Lapor an T ahunan 2014 Pedoman Kerja Dewan Komisaris Dalam melaksanakan tugas dan tanggung jawabnya, Dewan Komisaris memiliki pedoman kerja yang diatur dalam Board Manual. Board Manual antara lain berisi tentang petunjuk tata laksana kerja Dewan Komisaris, menjelaskan tahapan akivitas secara terstruktur, sistemais, mudah dipahami dan dapat dijalankan dengan konsisten, serta dapat menjadi acuan bagi Dewan Komisaris dalam melaksanakan tugas masing-masing untuk mencapai Visi dan Misi Perusahaan. Dengan adanya Board Manual, diharapkan akan tercapai standar kerja yang inggi, selaras dengan prinsip-prinsip GCG. Beberapa pokok pedoman kerja Dewan Komisaris yang diatur dalam Board Manual sebagai berikut. Wewenang Dewan Komisaris Dalam melaksanakan tugasnya, Dewan Komisaris berwenang untuk: a. Melihat buku-buku, surat-surat, serta dokumen- dokumen lainnya, memeriksa kas untuk keperluan veriikasi dan lain-lain surat berharga dan memeriksa kekayaan Perusahaan; b. Memasuki pekarangan, gedung, dan kantor yang dipergunakan oleh Perusahaan; c. Meminta penjelasan dari Direksi danatau pejabat lainnya mengenai segala persoalan yang menyangkut pengelolaan Perusahaan; d. Mengetahui segala kebijakan dan indakan yang telah dan akan dijalankan oleh Direksi; e. Meminta Direksi danatau pejabat lainnya di bawah Direksi dengan sepengetahuan Direksi untuk menghadiri rapat Dewan Komisaris; f. Mengangkat dan memberhenikan Sekretaris Dewan Komisaris, jika dianggap perlu; g. Memberhenikan sementara anggota Direksi sesuai dengan ketentuan Anggaran Dasar; Board Of Commissioners Manual In performing their the duies and responsibility, the Board of Commissioners refers to the Board Manual that consists of the work guidelines, descripion of acivity phases in a structured, systemaic, comprehensible, and consistent method to be carried out, and can be a reference for the Board of Commissioners in implemening each duies to achieve the Company’s Vision and Mission. With the Board Manual, high performance work standard hopefully can be reached, aligned with the GCG principles. Some of the main guidelines for the Board of Commissioners in the Board of Manual are as follows: Authority Of The Board Of Commissioners In implemening the tasks, the members of the Board of Commissioners are authorized to: a. Read books, leters and other documents, check cash for the purposes of veriicaion and others securiies and the Company’s asset; b. Enter the yard, building and oice used by the Company; c. Request for the explanaion from the Board of Directors andor other oicials related all issues concerning the management of the Company; d. Learn all policies and acion which has or will be implemented by the Board of Directors e. Request the Board of Directors or other oicials under the Board of Directors with the knowledge of the Board of Directors to atend the Board of Commissioners meeing; f. Appoint and dismiss the Secretary of the Board of Commissioners, If deemed necessary; g. Temporarily dismiss a member of the Board of Directors in compliance with Aricle of Associaions: Annual R eport 2014 247 h. Membentuk Komite-komite lain selain Komite Audit, jika dianggap perlu dengan memperhaikan kemampuan Perusahaan; i. Menggunakan tenaga ahli untuk hal tertentu dan dalam jangka waktu tertentu atas beban Perusahaan, jika dianggap perlu; j. Melakukan indakan pengurusan Perusahaan dalam keadaan tertentu untuk jangka waktu tertentu sesuai dengan ketentuan Anggaran Dasar; k. Menghadiri rapat Direksi dan memberikan pandangan- pandangan terhadap hal-hal yang dibicarakan; l. Melaksanakan kewenangan pengawasan lainnya sepanjang idak bertentangan dengan peraturan perundang-undangan, Anggaran Dasar, danatau keputusan Rapat Umum Pemegang Saham. Eika Jabatan Dewan Komisaris Dalam melaksanakan tugas dan fungsinya, Dewan Komisaris harus selalu melandasi diri dengan eika jabatan berikut. a. Anggota Dewan Komisaris dilarang melakukan indakan yang mempunyai benturan kepeningan conlict of interest dan mengambil keuntungan pribadi, dari pengambilan keputusan danatau pelaksanaan kegiatan Perusahaan, selain penghasilan yang sah; b. Anggota Dewan Komisaris wajib melaporkan kepada Sekretaris Perusahaan mengenai kepemilikan sahamnya danatau keluarganya pada perusahaan tersebut dan perusahaan lain, termasuk seiap perubahannya; c. Anggota Dewan Komisaris wajib melakukan pengungkapan dalam hal terjadi benturan kepeningan, dan anggota Dewan Komisaris yang bersangkutan idak boleh melibatkan diri dalam proses pengambilan keputusan Dewan Komisaris yang berkaitan dengan hal tersebut; d. Dalam melaksanakan tugas dan fungsinya, seiap anggota Dewan Komisaris harus: h. Establish other commitees besides the Audit Commitee, if deemed necessary with noicing the Company’s ability; i. Use experts for the paricular maters and within a certain period at the Company’s expense, if deemed necessary; j. Performed act of management to the Company within certain condiion and period in compliance to the provision of Aricles of Associaions; k. Atend the Board of Directors meeing and provide insights into maters discussed; l. Conduct other supervisory authorizaion insofar not conlicted with law and regulaions, Aricle of Associaions, andor General Meeing of Shareholder’s decision. Oice Ethics Of The Board Of Commissioners In implemening the tasks and funcions, the Board of Commissioners must always underpin themselves with oice ethics as follows. a. Members of the Board o f Commissioners are prohibited to perform act that has conlict of interest and take personal advantage from decision making andor the Company’s operaional, other than the legiimate income; b. Members of the Board of Commissioners are obliged to submit report to the Secretary of the Company on their andor their families share owners on that company and other companies, including the amendment; c. Members of the Board of Commissioners are obliged to disclose any conlict of interests, and the relevant members are not allowed to engage themselves in any decision making process related with such maters; d. In implemening the tasks and funcions, every members of the Board of Commissioners are obliged to: 248 Lapor an T ahunan 2014 o Mematuhi Anggaran Dasar dan peraturan perundang-undangan serta prinsip-prinsip profesionalisme, eisiensi, transparansi, kemandirian, akuntabilitas, pertanggungjawaban, serta kewajaran; o Beriikad baik, penuh kehai-haian dan bertanggung jawab dalam menjalankan tugas pengawasan dan pemberian nasihat kepada Direksi untuk kepeningan Perusahaan dan sesuai dengan maksud dan tujuan Perusahaan; o Melampirkan Pakta Integritas dalam usulan Direksi yang harus mendapat rekomendasi dari Dewan Komisaris dan persetujuan Pemegang Saham; o Memperbarui surat pernyataan idak memiliki benturan kepeningan secara berkalapada seiap awal tahun. Kebijakan Keberagaman Komposisi Dewan Komisaris Kebijakan keberagaman komposisi Dewan Komisaris pada Angkasa Pura Airports dilakukan berdasarkan Peraturan Menteri Negara BUMN Nomor: PER-19MBU102014 dan perubahannya Nomor: PER-21MBU112014 tentang Persyaratan dan Tata Cara Pengangkatan dan Pemberhenian Anggota Dewan Komisaris dan Dewan Pengawas BUMN. Berdasarkan peraturan tersebut, anggota Dewan Komisaris antara lain harus memenuhi persyaratan materiil sebagai berikut. Anggota Dewan Komisaris harus memiliki: a. Integritas; b. Dedikasi; c. Memahami masalah-masalah manajemen Perusahaan yang berkaitan dengan salah satu fungsi manajemen; d. Memiliki pengetahuan yang memadai di bidang usaha Perusahaan; serta e. Dapat menyediakan waktu yang cukup untuk melaksanakan tugasnya. o Comply the Aricles of Associaions and law and regulaions as well as professionalism principles, eiciency, transparency, independency, accountability, responsibility, and fairness; o Good faith, full of prudence, and responsible for performing supervisory duies and advisory to the Board of Directors for the Company’s interest and compaible with the intenion and objecives of the Company; o Atach the Pact of Integrity in the Board of Directors proposal that must get recommendaions from the Board of Commissioners and approval from the Shareholders; o Renew the Statement Leter of having no personal interest regularlyin every beginning of the year. The Policy of Diversity In The Composiion of The Board of Commissioner The policy of diversity in the composiion of the Board of Commissioner at PT Angkasa Pura Airports is applied pursuant to the Regulaion of Minister of State-Owned Enterprise Number: PER-19MBU102014 and the amendment Number: PER-21MBU112014 concerning the Requirements and Procedure of Appointment and Terminaion Member of the Board of Commissioners and Supervisory Board of the State-Owned Enterprise. Based on that regulaions, the member of the Board of Commissioners must comply the material requirements among other as follows. The member of The Board of Commissioners must have: a. Integrity; b. Dedicaion c. Comprehend the management issues of the Company related to one of management funcion; d. Have adequate knowledge on the Company’s business ield; e. Provide enough ime to perform the tasks. Annual R eport 2014 249 Kriteria dan Dasar Pengangkatan Dewan Komisaris Dewan Komisaris Angkasa Pura Airports terdiri dari 6 enam orang yang diketuai oleh seorang Komisaris Utama yang merangkap Komisaris Independen. Seluruh anggota Dewan Komisaris telah memenuhi kriteria yang ditentukan, antara lain: a. Kriteria formal, yaitu: o Cakap melakukan perbuatan hukum; o Tidak pernah dinyatakan pailit, idak pernah menjadi anggota Direksi atau Dewan Komisaris yang dinyatakan bersalah menyebabkan suatu perusahaan dinyatakan pailit, dan idak pernah dihukum karena melakukan indak pidana yang merugikan keuangan negara dalam jangka waktu 5 lima tahun sebelum pengangkatannya; o Tidak mempunyai hubungan keluarga sedarah atau hubungan karena perkawinan sampai dengan derajat keiga, baik menurut garis lurus maupun garis ke samping atau hubungan semenda menantu atau ipar dengan anggota Dewan Komisaris dan atau anggota Direksi lain; o Tidak memangku jabatan rangkap sebagai anggota Direksi pada BUMN, BUMD, BUMS, dan jabatan lainnya sesuai dengan ketentuan peraturan perundang-undangan, pengurus partai poliik danatau calonanggota legislaif danatau calon anggota Kepala DaerahWakil Kepala Daerah, serta jabatan lain yang dapat menimbulkan benturan kepeningan; o Memiliki komitmen untuk menyediakan waktu yang memadai dalam rangka menjalankan fungsinya; b. Kriteria material, yaitu: o Memiliki integritas, yaitu idak pernah secara langsung maupun idak langsung terlibat dalam perbuatan rekayasa dan prakik-prakik menyimpang, cedera janji, serta perbuatan lain yang merugikan perusahaan di mana yang bersangkutan bekerja atau pernah bekerja; Criteria and Appointment Basis Of The Board Of Commissioners The Board of Commissioners of Angkasa Pura Airports consist of 6 six people chaired by the President Commissioner who also serves as the Independent Commissioner. All of the members of the Board of Commissioners have fulilled the speciic criteria, among others: a. Formal criteria, namely: o Capable to perform legal acion; o Never been declared bankrupt, never been a member of the Board of Directors or Board of Commissioners of a companythat was declared bankrupt, and never been sentenced for a criminal act that caused a monetary loss for the state within 5 ive years before the assignment as Board member; o Noblood or marital relaionship up to the third degree, either verically or horizontally with other members of the Board of Commissioner andor members of Board of Directors; o Not hold concurrent posiions as a member of the Board of Directors of other State-Owned Enterprise, Regional-Owned Enterprise, Private-Owned Enterprise, and other posiion in compliance with the provision of law and regulaion, poliic party commitee andor candidatelegislaive member andor candidateRegional Head member, as well as other posiion that can cause conlict of interest; o Commited to provide adequate ime to perform their funcions; b. Material Criteria, namely: o Posses integrity, and has never been directly or indirectly involved any manipulaive act and mal- pracices, defaults, and other act that caused the company to sufer loss 250 Lapor an T ahunan 2014 o Memahami masalah-masalah manajemen Perusahaan yang berkaitan dengan salah satu fungsi manajemen; o Memiliki pengetahuan yang memadai di bidang usaha Perusahaan. Dasar pengangkatan Dewan Komisaris Angkasa Pura Airports sebagai berikut. Nama Jabatan Dasar Pengangkatan Surato Siswodihardjo Komisaris Utama Komisaris Independen President Commissioner Independent Commissioner SK Menteri Negara BUMN Nomor: KEP-133MBU2010 tanggal 21 Juli 2010 Decision Leter of Minister of State-Owned Enterprise Number: KEP-133MBU2010 dated July 21, 2010 Hakamuddin Djamal Komisaris Commissioner • SK Menteri Negara BUMN Nomor: KEP-255 MBU2007 tanggal 8 November 2007 • SK Menteri Negara BUMN Nomor: SK-423 MBU2012, tanggal 8 November 2012 • Decision Leter of Minister of State-Owned Enterprise Number: KEP-255MBU2007 dated November 8, 2007 • Decision Leter of Minister of State-Owned Enterprise Number: SK-423MBU2012 dated November 8, 2012 Tundjung Inderawan Komisaris Commissioner SK Menteri Negara BUMN Nomor: KEP-240MBU2011 tanggal 24 November 2011 Hermanto Dwiatmoko SK Menteri Negara BUMN Nomor: SK-216MBU102014 tanggal 17 Oktober 2014 Decision Leter of Minister of State-Owned Enterprise Number: KEP-240MBU2011 dated November 2011 Decision Leter of Minister of State-Owned Enterprise Number: SK-216MBU102014 dated October 17, 2014 Askolani Komisaris Commissioner SK Menteri Negara BUMN Nomor: SK-304MBU2013 tanggal 2 Juli 2013 Boy Syahril Qamar SK Menteri Negara BUMN Nomor: SK-75MBU2014 tanggal 7 April 2014 Decision Leter of Minister of State-Owned Enterprise Number: SK-304MBU2013 dated July 2, 2013 Decision Leter of Minister of State-Owned Enterprise Number: SK-75MBU2014 dated April 7, 2014 o Understand the Company’s management issues related to one of the management funcion; o Have adequate knowledge in the ield of Company’s business The Appointment Basis of the Board of Commissioners of Angkasa Pura Airports is as follows. Annual R eport 2014 251 Nama Jabatan Dasar Pengangkatan Bernadus Didik Prasetyo Komisaris Commissioner SK Menteri Negara BUMN Nomor: SK-423MBU2012, tanggal 8 November 2012 Anandy Wai SK Menteri Negara BUMN Nomor: SK-75MBU2014 tanggal 7 April 2014 Decision Leter of Minister of State-Owned Enterprise Number: SK-423MBU2012, dated November8, 2012 Decision Leter of Minister of State-Owned Enterprise Number:SK-75MBU2014 dated April 7, 2014 Eddy Mulyadi Soepardi Komisaris Commissioner SK Menteri Negara BUMN Nomor: SK-423MBU2012, tanggal 8 November 2012 Dwi Ary Purnomo SK Menteri Negara BUMN Nomor: SK-75MBU2014 tanggal 7 April 2014 Decision Leter of Minister of State-Owned Enterprise Number: SK-423MBU2012 dated November 8, 2012 Decision Leter of Minister of State-Owned Enterprise Number: SK-75MBU2014 dated April 7, 2014 Independensi Dewan Komisaris Dewan Komisaris Angkasa Pura Airports menjalankan peran secara independen dan idak menerimamelakukan intervensi darikepada pihak lainnya. Selain Komisaris Independen, seluruh Dewan Komisaris juga idak memiliki hubungan keuangan, kepengurusan, kepemilikan saham danatau hubungan keluarga sampai dengan derajat kedua dengan anggota Dewan Komisaris, anggota Direksi dan atau Pemegang Saham atau hubungan dengan BUMN yang bersangkutan, yang dapat mempengaruhi kemampuannya untuk berindak independen. Independensi Dewan Komisaris tersebut sebagai berikut: Independence of The Board of Commissioners The Board of Commissioners of Angkasa Pura Airports is independent and doesnot acceptintervene fromto other paries. Besides the Independent Commissioner, all the Board of Commissioners have no inancial, management, shares ownership as well andor family relaions up to the second degree with the member of the Board of Commissioners, member of the Board of Directors andor Shareholders or connecion with State-Owned Enterprise that can afect the ability to act independently. The independency of the Board of Commissioners as follows: 252 Lapor an T ahunan 2014 Tabel Hubungan Keluarga Dewan Komisaris Table of Family Relaionship among members of the Board of Commissioners Nama Name Jabatan Posiion Hubungan Keluarga Dengan | Family Connecion To Keterangan Remarks Direksi Directors Dewan Komisaris Board of Commissioners Pemegang Saham Shareholders Ya Yes Tidak No Ya Yes Tidak No Ya Yes Tidak No Surato Siswodihardjo Komisaris Utama Komisaris Independen President Commissioner Independent Commissioner - √ - √ - √ Independen Independent Hakamuddin Djamal Komisaris Commissioner - √ - √ - √ Independen Independent Tundjung Inderawan Komisaris Commissioner - √ - √ - √ Independen Independent Hermanto Dwiatmoko - √ - √ - √ Independen Independent Askolani Komisaris Commissioner - √ - √ - √ Independen Independent Boy Syahril Qamar - √ - √ - √ Independen Independent Bernadus Didik Prasetyo Komisaris Commissioner - √ - √ - √ Independen Independent Anandy Wai - √ - √ - √ Independen Independent Eddy Mulyadi Soepardi Komisaris Commissioner - √ - √ - √ Independen Independent Dwi Ary Purnomo - √ - √ - √ Independen Independent Annual R eport 2014 253 Tabel Hubungan Keuangan Dewan Komisaris Table of Financial Connecions among Board of Commissioners Nama Name Jabatan Posiion Hubungan Keuangan Dengan | Financial Connecion To Keterangan Remarks Direksi Directors Dewan Komisaris Board of Commissioners Pemegang Saham Shareholders Ya Yes Tidak No Ya Yes Tidak No Ya Yes Tidak No Surato Siswodihardjo Komisaris Utama Komisaris Independen President Commissioner Komisaris Independent - √ - √ - √ Independen Independent Hakamuddin Djamal Komisaris Commissioner - √ - √ - √ Independen Independent Tundjung Inderawan Komisaris Commissioner - √ - √ - √ Independen Independent Hermanto Dwiatmoko - √ - √ - √ Independen Independent Askolani Komisaris Commissioner - √ - √ - √ Independen Independent Boy Syahril Qamar - √ - √ - √ Independen Independent Bernadus Didik Prasetyo Komisaris Commissioner - √ - √ - √ Independen Independent Anandy Wai - √ - √ - √ Independen Independent Eddy Mulyadi Soepardi Komisaris Commissioner - √ - √ - √ Independen Independent Dwi Ary Purnomo - √ - √ - √ Independen Independent Kepemilikan Saham Dewan Komisaris Angkasa Pura Airports menyelenggarakan Datar Khusus bagi seluruh anggota Dewan Komisaris sebagai salah satu bentuk komitmen dalam menghindari akivitas yang berpotensi menimbulkan benturan kepeningan. Datar Khusus tersebut berisi informasi kepemilikan saham anggota Dewan Komisaris dan keluarga di Perusahaan dan perusahaan lain. Adapun informasi kepemilikan saham anggota Dewan Komisaris sebagai berikut. Board of Commissioners Shareholdings Angkasa Pura Airports has prepared a Special Register to be illed in by all members ofBoard of Commissionersas a commitment to prevent aciviies that could potenially lead to conlicts of interest. The Special Register contains informaion on the Board of Commissioners’and their families’shareholdings in the Company and other companies. The shareholdings informaion of Board of Commissionersare as follows: 254 Lapor an T ahunan 2014 Nama Name Kepemilikan Saham Dewan Komisaris Pada Board of Commissioners’ Shareholdings in Kepemilikan Saham Keluarga Dewan Komisaris Pada Board of Commissioners Families’ Shareholdings in Angkasa Pura Airports Perusahaan Lain Other Companies Angkasa Pura Airports Perusahaan Lain Other Companies Surato Siswodihardjo Nihil | None Nihil | None Nihil | None Nihil | None Hakamuddin Djamal Nihil | None Nihil | None Nihil | None Nihil | None Tundjung Inderawan Nihil | None Nihil | None Nihil | None Nihil | None Hermanto Dwiatmoko Nihil | None Nihil | None Nihil | None Nihil | None Askolani Nihil | None Nihil | None Nihil | None Nihil | None Boy Syahril Qamar Nihil | None Nihil | None Nihil | None Nihil | None Bernadus Didik Prasetyo Nihil | None Nihil | None Nihil | None Nihil | None Anandy Wai Nihil | None Nihil | None Nihil | None Nihil | None Eddy Mulyadi Soepardi Nihil | None Nihil | None Nihil | None Nihil | None Dwi Ary Purnomo Nihil | None Nihil | None Nihil | None Nihil | None Komisaris Independen Angkasa Pura Airports memiliki seorang Komisaris Independen. Hal ini sesuai dengan ketentuan Undang- undang Perseroan Terbatas, Peraturan Menteri Negara BUMN Nomor: PER-01MBU2011 tentang Penerapan Tata Kelola Perusahaan yang Baik Pada BUMN, dan Anggaran Dasar Perusahaan. Komisaris Independen Perusahaan telah memenuhi kriteria yang ditetapkan, yaitu idak memiliki hubungan keuangan, kepengurusan, kepemilikan saham danatau hubungan keluarga dengan anggota Dewan Komisaris lainnya, anggota Direksi danatau Pemegang Saham Pengendali atau hubungan dengan BUMN yang bersangkutan, yang dapat mempengaruhi kemampuannya untuk berindak independen. Selain itu, Komisaris Independen harus memenuhi ketentuan: Independent Commissioner Angkasa Pura Airports has one Independent Commissioner that is appointed in accordance with the provisions of the Law on Limited Liability Companies and under the Regulaion of the Minister of State-owned Enterprises Number: PER- 01MBU2011 on the Implementaion of Good Corporate Governance in State Owned Enterprises and based on the Aricles of Associaion of the Company. The Independent Commissioner of the Company has fulilled the criteria of having no inciancial relaionship, no relaionship with the management, no relaionship with the shareholders andor family relaionship or no ailiated relaionship with members of the Board of Directors nor with other members of the Board of Commissioners, or with the controlling shareholders or any relaionship with the Company that may afect the capacity of the Board of Commissioners to act independently. In addiion the Independent Commissioner must fulill the following requirements: Annual R eport 2014 255 a. Tidak menjabat sebagai Direksi di perusahaan yang terailiasi dengan Perusahaan; b. Tidak bekerja pada pemerintah termasuk departemen, lembaga dan kemiliteran dalam kurun waktu 3 iga tahun terakhir; c. Tidak bekerja di Perusahaan atau ailiasinya dalam kurun waktu 3 iga tahun terakhir; d. Tidak mempunyai keterkaitan inansial, baik langsung maupun idak langsung, dengan Perusahaan atau perusahaan yang menyediakan jasa dan produk kepada Perusahaan dan ailiasinya; e. Bebas dari kepeningan dan akivitas bisnis atau hubungan lain yang dapat menghalangi atau mengganggu kemampuan Dewan Komisaris untuk berindak atau berpikir secara bebas di lingkup Perusahaan. Komisaris Independen Angkasa Pura Airports idak memiliki hubungan keuangan, kepengurusan, kepemilikan saham danatau hubungan keluarga sampai dengan derajat kedua dengan anggota Dewan Komisaris, anggota Direksi dan atau Pemegang Saham atau hubungan dengan BUMN yang bersangkutan. Penilaian Kemampuan dan Kepatutan Dewan Komisaris Seluruh anggota Dewan Komisaris Angkasa Pura Airports telah memenuhi kriteria dan ketentuan yang dipersyaratkan dalam uji kepatutan dan kelayakan it and proper test berdasarkan Undang-undang Perseroan Terbatas, Anggaran Dasar Perusahaan, peraturan terkait tata kelola perusahaan yang baik, serta peraturan dan ketentuan lain yang terkait, termasuk ketentuan tentang Komisaris Independen. Seluruh anggota Dewan Komisaris memiliki integritas, kompetensi, dan reputasi yang memadai. Hal tersebut dibukikan dengan diperolehnya persetujuan lulus it and proper test sebagai berikut. a. Not holding the posiion as Director at any ailliated Company; b. Has not worked for the government, including ministries, insituions or military posiions in the past three years; c. Has not worked for the Company or any other ailiated Company for the past three years; d. Does not have any inancial relaionship, neither directly nor indirectly, with the Company or with the vendor companies and its ailiates; e. Independent from any business interest or acivity or from any relaionship that may hamper or disturb the capacity of the Board of Commissioners to act or to the deliberate freely within the Company. The Independent Commissioner of Angkasa Pura Airports shall have no inancial relaionship, management relaionship, or relaionship with the shareholders andor family relaionship up to the second level with the Boaard of Commissioners, or memebers of the Board of Directors andor Shareholders or any relaionship said State-owned Company. Fit and Proper Test for The Board of Commissioners All members of Board of Commissioners of Angkasa Pura Airports have fulilled the criteria and condiions required in a it and proper test according to the Laws regarding Limited Liability Company, Company’s Aricle of Associaion, regulaions related to Good Corporate Governance, as well as other relevant rules and provisions, including provisions about Independent Commissioner. All members of Board of Commissioners have adequate integrity, competency, and reputaion. This is proved by them passing the it and proper test as follows: 256 Lapor an T ahunan 2014 Nama Name Jabatan Posiion Hasil Fit and Proper Test Fit Proper Test Result Surato Siswodihardjo President Commissioner Independent Commissioner LULUS | PASS Hakamuddin Djamal Commissioner LULUS | PASS Tundjung Inderawan Commissioner LULUS | PASS Hermanto Dwiatmoko LULUS | PASS Askolani Commissioner LULUS | PASS Boy Syahril Qamar LULUS | PASS Bernadus Didik Prasetyo Commissioner LULUS | PASS Anandy Wai LULUS | PASS Eddy Mulyadi Soepardi Commissioner LULUS | PASS Dwi Ary Purnomo LULUS | PASS Rangkap Jabatan Dewan Komisaris Selain menjabat sebagai Dewan Komisaris Angkasa Pura Airports, beberapa anggota Dewan Komisaris juga merangkap jabatan pada perusahaan atau instansi lainnya dalam lingkup yang diperbolehkan sesuai peraturan perundang-undangan dan ketentuan lainnya yang terkait. Rangkap jabatan anggota Dewan Komisaris Angkasa Pura Airports sebagai berikut. Nama Name Jabatan Posiion Jabatan Pada PerusahaanInstansi Lain Posiion in Other CompanyAgency Surato Siswodihardjo Komisaris Utama Komisaris Independen President Commissioner Independent Commissioner • Komite Audit Bank Bukopin • Komisaris PT Prosys Engineers Internaional • Audit Commitee of Bank Bukopin • Commissioner of PT Prosys Engineers Internaional Hakamuddin Djamal Komisaris Commissioner - Tundjung Inderawan Komisaris Commissioner - Hermanto Dwiatmoko Direktur Jenderal Perkeretaapian, Kementerian Perhubungan RI Director General of Railway Services, Ministry of Transportaion of Republic of Indonesia Board Of Commissioners Concurrent Posiions In addiion to serving asa member of the Board of Commissioners of Angkasa Pura Airports, several members othe Board of Commissionersare also serving in other companies or agencies within scopes permited by the legislaion and other relevant provisions. Angkasa Pura Airports Board of Commissioners Concurrent Services are as follows: Annual R eport 2014 257 Askolani Komisaris Commissioner Plt Direktur Jenderal Anggaran Acing Director General of Budget Boy Syahril Qamar - Bernadus Didik Prasetyo Komisaris Commissioner Asisten Depui Bidang Usaha Industri Primer, Kementerian Negara BUMN RI Assistant Deputy of Primary Industries, Ministry of State Enterprises of Republic of Indonesia Anandy Wai Direktur Pendapatan Negara Bukan Pajak PNBP, Direktorat Anggaran, Kementerian Keuangan RI Director of State Non-Tax Revenue PNBP, Directorateof Budget, Ministry of Finance of Republic of Indonesia Eddy Mulyadi Soepardi Komisaris Commissioner Depui Kepala BPKP Bidang Invesigasi Deputy Head ofDevelopment Finance Comptroller BPKP Invesigaion Secion Dwi Ary Purnomo Kepala Bidang Usaha dan Jasa, Kementerian Negara BUMN RI Head of Business and Services, Ministry of State Enterprises of Republic of Indonesia Untuk meminimalisir terjadinya benturan kepeningan yang disebabkan adanya rangkap jabatan, seiap anggota Dewan Komisaris diwajibkan untuk menandatangani Pakta Integritas yang berisikan keterangan bahwa dalam melaksanakan tugasnya, anggota Dewan Komisaris idak akan melakukan hal-hal yang dapat menimbulkan konlik kepeningan. Pakta Integritas tersebut disimpan dan diadministrasikan oleh Sekretaris Dewan Komisaris. Pelaksanaan Tugas Dewan Komisaris Selama tahun 2104, Dewan Komisaris telah melaksanakan tugas dan tanggung jawabnya sebagai berikut. a. Dewan Komisaris telah melaksanakan rapat koordinasi Dewan Komisaris sebanyak 13 iga belas kali dan rapat koordinasi Dewan Komisaris dengan Direksi sebanyak 10 sepuluh kali; b. Dewan Komisaris telah melaksanakan rapat Komite Audit serta Komite Risiko Usaha dan GCG; c. Dewan Komisaris telah mengikui RUPS sebanyak 2 dua kali; d. Dewan Komisaris telah memberikan tanggapan atas Laporan Tahunan Perusahaan Tahun Buku 2013, RJPP Tahun 2014-2018, dan RKAP Tahun Buku 2015, serta perkara pening lainnya yang memerlukan tanggapan persetujuan Dewan Komisaris; To minimize conlict of interest caused by concurrent posiions, each member othe Board of Commissionersis required to sign an Integrity Pact, containing informaion which states that the members ofBoard of Commissionerswill not do anything that could cause conlict of interest. The Integrity Pact is held and administrated by the Secretary of the Board of Commissioners. The Duies of The Board of Commissioners In 2014, the Board of Commissionershave performed their duies andresponsibiliies as follows: a. Conduct 13 thirteen coordinaing meeings of the Board of Commissioners and facilitate 10 ten Board of Commissioners coordinaing meeing with Directors; b. Hold meeings for Audit Commitee as well asBusiness Risk Commitee and GCG; c. Paricipate in General Meeing of Shareholders GMS twice; d. Provide feedback on the Company Annual Report for Fiscal Year 2013, the Company Long-Term PlanYear 2014- 2018, and the Company Work Plan and BudgetFiscal Year 2015, as well as other important afairs that require feedback or approval from Board of Commissioners; 258 Lapor an T ahunan 2014 e. Dewan Komisaris telah mengikui program pengenalan Dewan Komisaris baru dan program pengembangan kompetensi Dewan Komisaris; f. Dewan Komisaris telah melaksanakan kunjungan dan monitoring ke bandara yang menjadi tanggung jawab Perusahaan; g. Dewan Komisaris telah melakukan pengawasan dan pemantauan terhadap program penilaian bandara terbaik tahun 2014; h. Dewan Komisaris telah melakukan pengawasan dan pemantauan terhadap pengembangan usaha Perusahaan, serta permasalahan strategis yang dihadapi; i. Dewan Komisaris telah melakukan pengawasan dan pemantauan terhadap pelaksanaan internal kontrol dan GCG di Perusahaan. Rapat Dewan Komisaris Rapat Dewan Komisaris Angkasa Pura Airports dilaksanakan sekurang-kurangnya sekali dalam sebulan. Rapat Dewan Komisaris tersebut dapat berupa rapat internal Dewan Komisaris, maupun Dewan Komisaris yang mengundang Direksi. Selama tahun 2014, terdapat 13 iga belas kali rapat internal Dewan Komisaris dan 10 sepuluh kali rapat gabungan Dewan Komisaris dengan Direksi. Tingkat kehadiran Dewan Komisaris dalam rapat tersebut sebagai berikut. Nama Name Jabatan Posiion Rapat Internal Dewan Komisaris Board of Commissioner Internal Meeing Rapat Gabungan Dewan Komisaris dengan Direksi Joint Meeing Jumlah Rapat Number of meeing Frekuensi Kehadiran Atendance Frequency Jumlah Rapat Number of meeing Frekuensi Kehadiran Atendance Frequency Surato Siswodihardjo Komisaris Utama Komisaris Independen President Commissioner Independent Commissioner 13 13 10 10 e. Paricipate in new Board of Commissioners acquaintanceship program and Board of Commissioners competency development program; f. Visit and monitor airports under the Company’s management; g. Supervise and monitor the assessment on the “Best Airport of Year 2014” program; h. Superviseand monitor Company’s business development and current strategic issues; i. Supervised and monitored the implementaion of Company’s internal control and GCG. Meeings of The Board of Commissioners The meeings of the Board of Commissionersof Angkasa Pura Airports are held at least once a month. TheBoard of Commissioners meeing can be the Board’s internal meeing or the Board’s meeing atended by the Board of Directors. In 2014, there were 13 thirteen Board of Commissioners internal meeingsand 10 ten Board of Commissionersjoint meeings with Board of Directors. The Board of Commissioners atendance rate in those meeings are as follows: Annual R eport 2014 259 Hakamuddin Djamal Komisaris Commissioner 13 12 10 8 Tundjung Inderawan Komisaris Commissioner 13 10 10 8 Hermanto Dwiatmoko 1 1 Askolani Komisaris Commissioner 13 1 10 1 Boy Syahril Qamar 7 10 Bernadus Didik Prasetyo Komisaris Commissioner 13 1 10 1 Anandy Wai 5 7 Eddy Mulyadi Soepardi Komisaris Commissioner 13 1 10 - Dwi Ary Purnomo 7 5 Adapun agenda rapat Dewan Komisaris sebagai berikut. Tanggal Rapat Date of Meeing Agenda Rapat Meeing Agenda Rapat Internal Dewan Komisaris | Board of Commissioners Internal Meeing 17 Januari 2014 17 January 2014 Hasil penilaian bandara 2013 dan pedoman kebijakan pengawasan Dewan Komisaris 2013 airport assessment results and Board of Commissioners Supervisory Code 28 Maret 2014 28 March 2014 Tindak lanjut keputusan RUPS tahun buku 2013 Follow-Up Acion on the Decision of the GMS for Fiscal Year 2013 20 April 2014 20 April 2014 Pembagian tugas-tugas Dewan Komisaris dan surat-surat masuk Dewan Komisaris The division of tasks and the distribuion of incoming leters for the Board of Commissioners 12 Mei 2014 12 May 2014 RJPP Tahun 2014-2018 Company Long-Term Planfor Year 2014-2018 4 Juli 2014 4 July 2014 Usulan mutasi pejabat satu ingkat di bawah Direksi Proposed transfer of duty for oicers directly under the Directors 21 Juli 2014 21 July 2014 Rencana pembentukan PT Bandar Udara Jogjakarta Baru untuk pembangunan bandara Jogjakarta baru Plan for Establishment of PT Bandar Udara Jogjakarta Baru for the development of new airport in Jogjakarta 19 Agustus 2014 19 August 2014 Laporan manajemen Perusahaan semester I tahun 2014 Company management report irst half of 2014 25 Agustus 2014 25 August 2014 Konsep Keputusan Direksi tentang organisasi proyek pengembangan Bandara Ahmad Yani dan proyek pembangunan Bandara Adisutjipto The Concept of Board of Directors’ Decision on the organizaion of Ahmad Yani Airport Development Project and Adisutjipto Airport Development Project 26 September 2014 26 September 2014 Jadwal penilaian bandara tahun 2014 Airport assessment schedule for Year 2014 30 September 2014 30 September 2014 Perkembangan usaha Anak Perusahaan tahun 2014 Subsidiaries Business Development for Year 2014 4 November 2014 4 November 2014 Perkenalan Dewan Komisaris baru dan surat Direksi usulan pemanfaatan aset pemerintah provinsi NTB The new Board of Commissioners introducion and Leter of the Board of Directors on the proposed use of assets NTB provincial government. The agenda of the Board of Commissioners meeings are as follows: 260 Lapor an T ahunan 2014 Tanggal Rapat Date of Meeing Agenda Rapat Meeing Agenda 6 November 2014 6 November 2014 RKAP Tahun 2015 Company Work Plan and Budget for Year 2015 5 Desember 2014 5 Desember 2014 Persiapan RUPS RKAP tahun 2015 Preparaion for GMS Year 2015 Rapat Gabungan Dewan Komisaris dengan Direksi | Joint Meeings ofBoard of Commissionersand Board of Directors 28 Januari 2014 28 January 2014 Surat Dewan Komisaris perihal pengisian jabatan satu ingkat di bawah Direksi dan peningkatan kapasitas manajemen Perusahaan di Makassar, usulan pengganian General Manager Bandara Juanda Surabaya, serta hadiah untuk pemenang peringkat bandara terbaik tahun 2013 Board of Commissioners leter concerning the illing of the posiion directly below Directors and Company management capacity building in Makassar, proposal for replacingthe General Managerof Juanda Airport Surabaya, as well as prize for the winner of Best Airport in 2013 19 Februari 2014 19 Februari 2014 Rapat evaluasi dan peninjauan lapangan proyek pengembangan Bandara Sepinggan Balikpapan Evaluaion and ield review meeing for the Sepinggan Balikpapan development project 28 Februari 2014 28 February 2014 Kerja sama pengoperasian Bandara Bintan dan program pengenalan Dewan Komisaris baru Operaing cooperaion on Bintan Airport and new Board of Commissioners acquaintanceship program 21 Maret 2014 21 Maret 2014 Pembahasan Laporan Tahunan Perusahaan Tahun Buku 2013 persiapan RUPS Discussion of the Company’s Annual Report for Fiscal Year 2013 preparaion for GMS 24 Maret 2014 24 March 2014 RUPS Laporan Manajemen Tahun 2013 Perusahaan Company GMS Management Reporfor Year 2013 19 Mei 2014 19 May 2014 Usulan divestasi saham PT Gapura Angkasa, usulan kerja sama Bandara Juanda sebagai airport city dan pembahasan RJPP Tahun 2014-2018 Divestment proposiion of PT Gapura Angkasa stocks, proposiion of cooperaion on Juanda Airport as an airport city and discussion for Company Long-Term Plan for Year 2014-2018 4 Juli 2014 4 July 2014 Usulan mutasi pejabat satu ingkat di bawah Direksi Proposed transfer of duty for oicers directly under Directors 26 Agustus 2014 26 August 2014 Laporan Manajemen Perusahaan semester I tahun 2014 Company management report irst half of 2014 9 September 2014 9 September 2014 Penilaian bandara tahun 2014 yang terdiri dari pelayanan, kinerja unit, dan organisasi cabang Airport assessment for 2014 which includes services, unit performance, and branch organizaion 11 September 2014 11 September 2014 Program kerja dan progress report Direktorat Human Capital General Afair sampai dengan semester I tahun 2014 dan progress report Direktorat Komersial Work program and progress report from the Directorate of Human Capital and General Afairs up unil the irst half of 2014 and progress report from the Directorate of Commercial Keputusan Dewan Komisaris Sebagai bagian dari pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris terus mendorong pelaksanaan keputusan pengawasan dan penasehatan yang semakin efekif. Selama tahun 2014, Dewan Komisaris mengeluarkan 10 keputusan yang dituangkan dalam Surat Keputusan Dewan Komisaris. Keputusan tersebut antara lain mengatur Decisions of The Board of Commissioners As part of their duies and responsibiliies, Board of Commissioners coninue to encourage the implementaion of supervisory and advisory code which becomes increasingly efecive.In 2014, the Board of Commissioners issued 10 decisions as outlined in the Board of Commissioners Decision Leters. The decisions, among other include, Annual R eport 2014 261 tentang kebijakanpedoman Dewan Komisaris terkait pemenuhan GCG, pembagian fungsi, tugas dan tanggung jawab Dewan Komisaris, pemberhenian dan pengangkatan anggota Komite Audit serta Komite Risiko Usaha dan GCG, pemberhenian dan pengangkatan staf sekretariat Dewan Komisaris, serta pembentukan im penilai bandar udara yang keempat. Program Orientasi Dewan Komisaris Baru Angkasa Pura Airports melaksanakan program orientasi pengenalan bagi anggota Dewan Komisaris yang baru diangkat sesuai ketentuan pedoman kerja Dewan Komisaris Board Manual. Selama tahun 2014, program orientasi Dewan Komisaris baru dilaksanakan melalui rapat internal Dewan Komisaris pada tanggal 4 November 2014 dan melalui rapat gabungan Dewan Komisaris dan Direksi pada tanggal 28 Februari 2014. Pengembangan Kompetensi Dewan Komisaris Untuk menunjang pelaksanaan tugas dan tanggung jawabnya, Dewan Komisaris mengikui serangkaian program pengembangan kompetensi. Selama tahun 2014, program pengembangan kompetensi yang telah dilakukan Dewan Komisaris Angkasa Pura Airports sebagai berikut. Nama Name Jabatan Posiion Program Pengembangan Kompetensi Competency Development Program Surato Siswodihardjo Komisaris Utama Komisaris Independen President Commissioner Independent Commissioner TFWA The Duty Free and Travel Retail Asia Paciic Summit 2014 di Singapura 13-16 Mei 2014 TFWA The Duty Free and Travel Retail Asia Paciic Summit 2014 in Singapore 13-16 May 2014 Hakamuddin Djamal Komisaris Commissioner TFWA The Duty Free and Travel Retail Asia Paciic Summit 2014 di Singapura 13-16 Mei 2014 TFWA The Duty Free and Travel Retail Asia Paciic Summit 2014 in Singapore 13-16 May 2014 the policies or guidelines for Board of Commissioners regarding the compliance to GCG, division of funcions, duies and responsibiliies of Board of Commissioners, dismissal and appointment of members of Audit Commitee as well as Business Risk Commitee and GCG, dismissal and appointment of Secretariate Staf of Board of Commissioners, as well as the establishment of the fourth airport assessment team. Orientaion Program For New Members of The Board of Commissioners Angkasa Pura Airports conducted an orientaion introducion program for newly appointed members of the Board of Commissioners pursuant to the Board Manual of the Board of Commissioners. In 2014, the orientaion program for the new members of the Board of Commissioners was held in Board of Commissioners internal meeing on 4 November 2014 and in the Joint Meeing of the Board of Commissioners and Board of Directors on 28 February 2014. Capacity Development for The Board of Commissioners To support the duies and responsibiliies, the Board of Commissioners paricipated in a series of capacity development programs. In 2014, the competency development program conducted by the Board of Commissioners of Angkasa Pura Airports are as follows: 262 Lapor an T ahunan 2014 Nama Name Jabatan Posiion Program Pengembangan Kompetensi Competency Development Program Tundjung Inderawan Komisaris Commissioner Forum Dialog Integrasi Airport People Movers System APMS Untuk Airport Terminal dan Airport Link Railway Innotrans di Berlin 23-26 September 2014 Dialogue Forum on Integraion of Airport People Movers System APMS for Airport Terminal and Airport Link Railway Innotrans in Berlin 23-26 September 2014 Hermanto Dwiatmoko - Askolani Komisaris Commissioner - Boy Syahril Qamar - Bernadus Didik Prasetyo Komisaris Commissioner - Anandy Wai - Eddy Mulyadi Soepardi Komisaris Commissioner - Dwi Ary Purnomo - Penilaian Kinerja Dewan Komisaris Dewan Komisaris berkomitmen untuk senaniasa meningkatkan pencapaian kinerjanya. Untuk mendukung hal tersebut, telah dilakukan penilaian kinerja Dewan Komisaris melalui assessment GCG. Pada 2014, penilaian kinerja Dewan Komisaris melalui assessment GCG dilakukan dengan bantuan konsultan independen, Pusat Pengembangan Akuntansi dan Keuangan, dan mencapai skor 31,84 dengan capaian 91,00 dan predikat SANGAT BAIK. Kriteria penilaian kinerja Dewan Komisaris tersebut melipui: 1. Pelaksanaan program pelaihanpembelajaran Dewan Komisaris; 2. Pembagian tugas dan penetapan faktor-faktor yang dibutuhkan untuk mendukung pelaksanaan tugas Dewan Komisaris; 3. Pemberian persetujuan atas rancangan RJPP dan RKAP yang disampaikan oleh Direksi; Performance Assessment of The Board Of Commissioners The Board of Commissioners are commited to coninuously improve their performance and to support this, theirperformance are assessed under the GCG assessment. In 2014, the Board of Commissioners performance assessment was conducted with assistance from an independent consultant, Pusat Pengembangan Akuntansi dan Keuangan Center for Development of Accouning and Finance, and the results of the assessment reached the scoreof 31.84 with 91.00 achievement and received a “ VERY GOOD” recogniion. Performance assessment for the Board of Commissioners includes the following criteria: 1. The implementaion of a traininglearning program for the Board of Commissioners; 2. The division of tasks and determinaion of the factors required to support the the Board of Commissioners duies implementaion; 3. The approval of the drats of Company Long-Term Plan and Company Work Plan and Budget submited by the Board of Directors; Annual R eport 2014 263 4. Pemberian arahan dan pengawasan kepada Direksi atas implementasi rencana dan kebijakan perusahaan; 5. Pelaksanaan pengawasan terhadap pelaksanaan kebijakan pengelolaan anak perusahaanperusahaan patungan; 6. Peran dalam pencalonan anggota Direksi, penilaian kinerja Direksi individu dan kolegial dan pengusulan taniem insenif kinerja Direksi; 7. Pelaksanaan indakan terhadap potensi benturan kepeningan yang menyangkut Dewan Komisaris; 8. Pemantauan penerapan prinsip-prinsip Tata Kelola Perusahaan yang Baik; 9. Penyelenggaraan rapat Dewan Komisaris dan ingkat kehadirannya dalam rapat tersebut; 10. Terdapatnya Sekretaris Dewan Komisaris dan Komite- Komite yang mendukung pelaksanaan tugas Direksi. Kebijakan Remunerasi Dewan Komisaris Dalam menjalankan tugas dan tanggung jawabnya, Dewan Komisaris mendapat sejumlah remunerasi dan fasilitas lainnya. Kebijakan pemberian remunerasi dan fasilitas lainnya bagi Dewan Komisaris didasarkan pada Keputusan Pemegang Saham Perusahaan yang mengacu kepada Peraturan Menteri Negara BUMN Nomor: PER- 04MBU2014 tentang Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris, dan Dewan Pengawas Badan Usaha Milik Negara. Berdasarkan Keputusan Rapat Umum Pemegang Saham Nomor: AP.I.1348KU.01.042014 tanggal 24 Maret 2014, remunerasi dan fasilitas lainnya yang diterima Dewan Komisaris Angkasa Pura Airports sebagai berikut. 4. The guidance and supervision for the Board of Directors on the implementaion of the plan and Company policies; 5. The supervision on the management policies in subsidiariesjoint ventures; 6. Taking the role in selecing the candidatesfor members of the Board of Directors, the Board of Directors performance assessment individual and collegial and proposing bonusesincenives on the performance of the Board of Directors; 7. The measures taken against potenial conlicts of interest concerning the Board of Commissioners; 8. The monitoring of the applicaion of the principles of Good Corporate Governance; 9. The Board of Commissioners meeings and the rate of atendance at those meeings; 10. The presence of the Secretary of the Board of Commissioners and Commitees that support the implementaion of the duies of the Board of Directors. Remuneraion Policy Of The Board Of Commissioners During the implementaion of duies and responsibiliies, Board of Commissioners have received various remuneraions and other faciliies. Policies on remuneraion and other faciliies for the Board of Commissioners are in accordance with Company Shareholders Decisions which complies with the Regulaion of the Minister of State Enterprises Number: PER-04MBU2014 regarding Guidance on Determining the Salary of the Board of Directors, the Board of Commissioners, and the Board of Supervisors of State-Owned Enterprises. Pursuant to the Decision of the General Shareholders Meeing Number: AP.I.1348KU.01.042014 on 24 March 2014, remuneraion and other faciliies received by the Board of Commissioners of Angkasa Pura Airports are as follows: 264 Lapor an T ahunan 2014 Tabel Keputusan RUPS Tentang Struktur Remunerasi Dewan Komisaris Jenis Penghasilan Type of Income Keputusan RUPS GMS Decision Keterangan Remarks Honorarium | Honorarium Rp41.900.000,-bulan Rp41,900,000month • Komisaris Utama: 100 • Komisaris: 90 dari Komisaris Utama • President Commissioner: 100 • Commissioner: 90 ofPresident Commissioner Tunjangan | Allowance • Tunjangan Hari Raya Holiday Allowance Diberikan sebesar 1 satu bulan honararium Giving by 1 one month honorarium • Tunjangan Transportasi Transportaion Allowance Diberikan sebesar 20 dari honorarium Giving by 20 of the honorarium • Asuransi Purna Jabatan Directors and Oicers Liability Insurance DO Premi asuransi paling banyak 25 dari honorarium Insurance premiums at most 25 of the honorarium Fasilitas | Facility • Fasilitas Kesehatan Health Facility Asuransi kesehatan Health Insurance • Fasilitas Bantuan Hukum Legal Aid Facility Untuk pembiayaan jasa kantor pengacarakonsultan hukum yang melipui proses pemeriksaan sebagai saksi, tersangka, dan terdakwa di lembaga peradilan To pay for atorneylegal counsel services which covers the inspecion process as witnesses, suspects, and the defendant in the judiciary TaniemInsenif Kinerja Performance BonusesIncenives • TaniemInsenif Kinerja Performance Bonuses Incenives Memberikan taniem sebesar Rp16.000.000,- untuk Direksi dan Dewan Komisaris Giving Rp16,000,000.00 to the Board of Directors and Board of Commissioners • Komisaris Utama: 40 dari taniem Direktur Utama • Komisaris: 36 dari taniem Direktur Utama Diberikan secara proporsional sesuai masa kerja akif yang bersangkutan dan pajak atas taniem ditanggung pribadi bukan Perusahaan • President Commissioner: 40 of bonus received by President Director • Commissioner: 36 of bonus received byPresident Director Granted proporionally to the period of acive work and the tax on personal graiicaion is not borne by the Company • Long Term Incenive Long Term Incenive Tidak diberikan Not given Table of GSM Decisionson Board of Commissioners’ Remuneraion Structure Annual R eport 2014 265 Tabel Struktur Remunerasi Dewan Komisaris Nama Name Jabatan Posiion Honor Honorarium Rp Tunjangan Allowance Rp Fasilitas Facility Rp Taniem Bonus Rp Total per Tahun Total per Year Rp Surato Siswodihardjo Komisaris Utama Komisaris Independen President Commissioner Independent Commissioner 502.200.000 167.400.000 125.550.000 855.556.228 1.650.706.228 Hakamuddin Djamal Komisaris Commissioner 451.980.000 150.660.000 112.995.000 770.000.606 1.485.635.606 Tundjung Inderawan Komisaris Commissioner 414.315.000 141.243.750 103.578.750 770.000.606 1.429.138.106 Hermanto Dwiatmoko 37.665.000 9.416.250 9.416.250 - 56.497.500 Askolani Komisaris Commissioner 150.660.000 37.665.000 37.665.000 276.255.568 502.245.568 Boy Syahril Qamar 301.320.000 112.995.000 75.330.000 - 489.645.000 Bernadus Didik Prasetyo Komisaris Commissioner 150.660.000 37.665.000 37.665.000 - 225.990.000 Anandy Wai 301.320.000 112.995.000 75.330.000 - 489.645.000 Eddy Mulyadi Soepardi Komisaris Commissioner 150.660.000 37.665.000 37.665.000 - 225.990.000 Dwi Ary Purnomo 301.320.000 112.995.000 75.330.000 - 489.645.000 TOTAL 2.762.100.000 920.700.000 690.525.000 2.671.813.008 7.045.138.008 Direksi Direksi adalah Organ Perusahaan yang berwenang dan bertanggung jawab penuh atas pengurusan Perusahaan untuk kepeningan Perusahaan sesuai dengan maksud dan tujuan Perusahaan, serta mewakili Perusahaan, baik di dalam maupun di luar pengadilan sesuai dengan ketentuan Anggaran Dasar. Direksi bertugas dan bertanggung jawab secara kolekif dalam mengelola Perusahaan agar dapat menghasilkan nilai tambah dan memasikan kesinambungan usaha. Tugas dan Tanggung Jawab Direksi Dalam melaksanakan tugas dan tanggung jawabnya, Direksi bertanggung jawab kepada Dewan Komisaris dan RUPS. Secara umum, Direksi bertugas dan bertanggung jawab untuk: Table of Board of Commissioners’ Remuneraion Structure Board of Directors The Board of Directors is one of the Company’s Organ that has fully authority and is responsible for the management of the Company for the beneit of the Company in accordance with the purposes and objecives of the Company, as well as represening the Company, both in and out of court in accordance with the provisions of the Aricles of Associaion. The Board of Directors are in charge and responsible for managing the Company collecively in order to generate added value and ensure business coninuity. Duies and Responsibiliies of The Board of Directors In carrying out their duies and responsibiliies, Board of Directorsare responsible to the Board of Commissionersand GMS. In general, Board of Directorsduies and responsibiliies are as follows: 266 Lapor an T ahunan 2014 a. Seiap anggota Direksi wajib dengan iikad baik dan penuh tanggung jawab melaksanakan tugas untuk kepeningan dan usaha Perusahaan; b. Memasikan seluruh akivitas Perusahaan telah dilaksanakan sesuai dengan ketentuan dan peraturan perundang-undangan yang berlaku, Anggaran Dasar dan keputusan RUPS c. Mengorganisasikan, melaksanakan dan mengevaluasi kegiatan pengelolaan hubungan baik dengan Pemegang Saham dan pemangku kepeningan; d. Menjalankan segala indakan yang berkaitan dengan pengurusan Perusahaan untuk kepeningan Perusahaan dan sesuai dengan maksud dan tujuan Perusahaan; e. Mewakili Perusahaan, baik di dalam maupun di luar pengadilan; f. Menerapkan GCG secara konsisten dan berkelanjutan; g. Menyelenggarakan dan menyimpan Datar Khusus sesuai ketentuan peraturan perundang-undangan; h. Bertanggung jawab secara pribadi atas kesalahan dan kelalaiannya dalam menjalankan tugas; i. Menyusun datar calon manajemen satu ingkat di bawah Direksi untuk disampaikan kepada Dewan Komisaris, jika diperlukan; j. Melaksanakan tugas-tugas lainnya yang antara lain melipui: o Mengorganisasikan, melaksanakan dan mengevaluasi hubungan dengan Pemegang Saham dan pemangku kepeningan; o Mengorganisasikan, melaksanakan dan mengevaluasi strategi dan rencana kerja Perusahaan; o Mengorganisasikan, melaksanakan dan mengevaluasi manajemen risiko, sistem pengendalian internal, sistem akuntansi dan pembukuan, serta keterbukaan dan kerahasiaan informasi; o Melaksanakan eika berusaha dan budaya ani korupsi. Dalam melaksanakan tugas dan tanggung jawab pengurusan Perusahaan, telah dilakukan pembagian tugas dan tanggung jawab terhadap masing-masing anggota Direksi berdasarkan a. Each member of the Board of Directorsshall in good faith and full responsibility to fulill their duies for the beneit of the Company’s business; b. Ensure all Company aciviiesalready implemented are pursuant to the applicable rules and regulaions, Aricles of Associaion,and GSM Decision. c. Organize, implement, and evaluate the aciviies of the management of relaionships with Shareholders and Stakeholders; d. Take all measures related to the management of the Company for the beneit of the Company in accordance with the purposes and objecives of the Company; e. Represening the Company, both in and out of court; f. Implement GCG consistently and sustainably; g. Organize and keep the Special Register pursuant to the Law; h. Personally responsible for errors and negligence in their line of duty; i. Compile a list of prospecive management directly under the Board of Directors to be submited to the Board of Commissioners, if necessary; j. Carry out other tasks that include the following: o Organize, implement, and evaluate relaionship with Shareholders and stakeholders; o Organize, implement, and evaluate work plan and strategies; o Organize, implement, and evaluate the risk management, internal control systems, accouning systems and bookkeeping, as well as transparency and conideniality of informaion; o Implement business ethics and ani-corrupion culture. In carrying out their duies and responsibiliies inmanaging the Company, the division of tasks and responsibiliies have been conducted towards each member of the Board Annual R eport 2014 267 keputusan RUPS. Tugas dan tanggung jawab masing-masing anggota Direksi sebagai berikut. Nama | Name Jabatan | Posiion Tugas dan Tanggung Jawab | Duies and Responsibiliies Tommy Soetomo President Director ฀ Melakukan koordinasi kegiatan dan pelaksanaan tugas seluruh Direktur dalam merencanakan, mengembangkan dan menetapkan kebijakan umum Perusahaan berdasarkan prinsip eisiensi, efekivitas dan sejalan dengan visi, misi dan tujuan Perusahaan; ฀ Mengarahkan, mengembangkan dan menetapkan strategi pengelolaan Perusahaan secara menyeluruh, mengendalikan dan mengevaluasi seluruh kegiatan bisnis Perusahaan, menyiapkan dan menyampaikan Rencana Jangka Panjang yang telah ditandatangani bersama dengan Dewan Komisaris kepada RUPS untuk mendapat pengesahan, menyiapkan Rencana Kerja Dan Anggaran Perusahaan yang merupakan penjabaran tahunan dari Rencana Jangka Panjang Perusahaan, serta menyampaikan Laporan Tahunan kepada RUPS untuk memperoleh pengesahan dalam waktu 6 bulan setelah tahun buku Perusahaan ditutup; ฀ Menyiapkan kebijakan umum satuan pengendalian internal, memperhaikan dan mengambil langkah-langkah yang diperlukan atas segala sesuatu yang dikemukakan dalam seiap laporan hasil pemeriksaan yang dibuat oleh Internal Audit, memimpin kegiatan yang bersifat strategis dalam pengembangan Perusahaan, serta melaksanakan tugas-tugas lain yang ditetapkan oleh RUPS. ฀ To coordinate aciviies and tasks execuion of all members of Board of Directors in planning, developing, and establishing the Company’s general policy based on the principles of eiciency, efeciveness and in line with the vision, mission, and objecives of the Company; ฀ To direct, develop, and determine overall Company management strategy, to control and evaluate all the business aciviies of the Company, to prepare and deliver the Long-Term Plan, which was jointly signed with the Board of Commissioners, in the GMS to obtain approval, to prepare the Company Work Plan and Budget which is an annual elaboraion of the Company Long-Term Plan, and to deliver the Annual Report to the General Meeing of Shareholders to obtain approval within 6 months ater the Company’s iscal year is closed; ฀ To prepare the general policy of Internal Control Units, to pay atenion to and take the steps necessary for everything that was stated in each examinaion report prepared by Internal Audit unit, to lead aciviies that are strategic in the development of the Company, and to carry out other tasks assigned by the General Meeing of Shareholders. Gunawan Agus Subrata Finance and IT Director Direksi yang membidangi keuangan dan teknologi informasi dengan tugas serta tanggung jawab: ฀ Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian kegiatan Perusahaan di bidang akuntansi, perbendaharaan, anggaran dan program kemitraan dan bina lingkungan, perpajakan, pengelolaan dana sesuai dengan ketentuan dan kebijakan Perusahaan; ฀ Merencanakan, mencari dan memasikan penyediaan dana pengembangan Perusahaan sesuai dengan rencana strategis Perusahaan, menyusun Rencana Jangka Panjang Perusahaan dan memasikan ketersediaan informasi yang terkait dengan keuangan untuk disampaikan kepada Dewan Komisaris. of Directors pursuant to the GMS Decision. Duies and responsibiliies of each member of the Board of Directors are as follows: 268 Lapor an T ahunan 2014 Director in charge of inance and informaion technology with the following duies and responsibiliies: ฀ To formulate policies, development, implementaion and control of Company aciviies in the ield of accouning, treasury, budget, and partnerships program and community development, taxaion, management of funds in accordance with the provisions and policies of the Company; ฀ To plan, seek and ensure funding of the Company development pursuant to the Company’s strategic plan, to prepare Company Long- Term Plan and to ensure the availability of informaion related to inance to be submited to the Board of Commissioners. Robert Daniel Waloni Markeing and Business Development Director Direksi yang membidangi Komersial dan Pengembangan Usaha dengan tugas serta tanggung jawab: ฀ Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian kegiatan Perusahaan di bidang bisnis aviasi dan tarif, pemasaran, kegiatan komersial dan pengembangan usaha sesuai dengan ketentuan dan kebijakan Perusahaan; ฀ Menyusun perencanaan jangka panjang dan jangka pendek yang berkaitan dengan pengembangan bisnis Perusahaan. Director in charge of Commercial and Business Development with the following duies and responsibiliies: ฀ To formulate policies, development, implementaion and control of Company aciviies in the ield of aviaion business and tarifs, markeing, commercial aciviies, and business development pursuant to the Company provisions and policies; ฀ To develop long-term and short-term plans relaing to the Company business development. Yushan Sayui Operaion Director Direksi yang membidangi operasional dengan tugas serta tanggung jawab: ฀ Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian kegiatan bisnis Perusahaan di bidang operasi pelayanan lalu lintas penerbangan, serta pelayanan operasi kebandarudaraan. Director in charge of the operaions with the following duies and responsibiliies: ฀ To formulate policies, development, implementaion and control of the Company business aciviies in the ield of air traic service operaions, as well as the operaion of airport services. Daan Achmad Human Capital and General Afair Director Direksi yang membidangi personalia dan umum dengan tugas serta tanggung jawab: ฀ Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian kegiatan Perusahaan di bidang administrasi personalia, perencanaan dan pengembangan human capital dan organisasi, tata kerja dan umum sesuai dengan ketentuan dan kebijakan Perusahaan; ฀ Menyusun rencana jangka panjang dan jangka pendek yang berkaitan dengan human capital dan umum. Annual R eport 2014 269 Director in charge of personnel and general afair with the following duies and responsibiliies: ฀ To formulate policies, development, implementaion and control of Company aciviies in the ield of personnel administraion, planning and development of human capital and organizaion, working procedure, and general afair pursuant to the Company provisions and policies; ฀ To develop long-term and short-term plans relaing to human capital and general afair. Polana Banguningsih Pramesi Technical Director Direksi yang membidangi teknik dengan tugas serta tanggung jawab: ฀ Merencanakan sarana dan prasarana, teknik pengawasan dan jaminan kualitas, serta sarana dan prasarana lainnya pada Perusahaan sesuai dengan ketentuan dan kebijakan Perusahaan; ฀ Menyusun rencana jangka panjang dan jangka pendek yang berkaitan dengan ketersediaan dan kehandalan fasilitas dan peningkatan pelayanan. Director in charge of technical aciviies with the following duies and responsibiliies: ฀ To plan for infrastructure, supervision technique, and quality assurance, as well as other faciliies in the Company pursuant to the Company provisions and policies; ฀ To develop long-term and short-term plans relaing to the availability and reliability of faciliies and service improvement. Pedoman Kerja Direksi Dalam melaksanakan tugas dan tanggung jawabnya, Direksi memiliki pedoman kerja yang diatur dalam Board Manual. Board Manual antara lain berisi tentang petunjuk tata laksana kerja Direksi, menjelaskan tahapan akivitas secara terstruktur, sistemais, mudah dipahami dan dapat dijalankan dengan konsisten, serta dapat menjadi acuan bagi Direksi dalam melaksanakan tugas masing-masing untuk mencapai Visi dan Misi Perusahaan. Dengan adanya Board Manual, diharapkan akan tercapai standar kerja yang inggi, selaras dengan prinsip-prinsip GCG. Beberapa pokok pedoman kerja Direksi yang diatur dalam Board Manual sebagai berikut. Wewenang Direksi Dalam melaksanakan tugasnya, Direksi berwenang untuk: a. Menetapkan kebijakan kepengurusan Perusahaan; Board of Directors Manual In carrying out their duies and responsibiliies, Board of Directors have guidelines set out in the Board Manual. Board Manual, among other things, contains the Work Manual for Board of Directors, explaining the acivity phases in a structured, systemaic, easy to follow manner and can be implemented consistently, and can be a reference to the Board of Directors in carrying out their respecive duies to achieve Company Vision and Mission. With the Board Manual, it is expected that the high standards of work will be achieved, in line with the principles of GCG. Some basic work guidelines for the Board of Directors set forth in the Board Manual are as follows: Authoriies of The Board 0f Directors In carrying out their duies, Board of Directors are authorized to: a. To establish policies in managing the Company; 270 Lapor an T ahunan 2014 b. Mengatur penyerahan kekuasaan Direksi kepada seorang atau beberapa orang anggota Direksi atau kepada seorang atau beberapa orang pekerja Perusahaan untuk mengambil keputusan atas nama Direksi atau mewakili Perusahaan di dalam atau di luar pengadilan; c. Menetapkan pedoman pengadaan barangjasa oleh Perusahaan yang menguntungkan bagi Perusahaan, baik harga maupun kualitas barangjasa tersebut; d. Menetapkan ketentuan-ketentuan dan melakukan pengaturan tentang kepegawaian Perusahaan; e. Mengangkat dan memberhenikan pekerja Perusahaan berdasarkan peraturan kepegawaian Perusahaan dan peraturan perundang-undangan yang berlaku; f. Menetapkan target kinerja dan pedomansistem penilaian kinerja untuk unit dan jabatan dalam organisasi yang ditetapkan secara obyekif dan transparan; g. Melakukan analisis dan evaluasi terhadap capaian kinerja untuk jabatanunit di bawah Direksi dan ingkat Perusahaan; h. Mengangkat dan memberhenikan Sekretaris Perusahaan; i. Melakukan segala indakan dan perbuatan lainnya mengenai pengurusan dan pemilikan kekayaan Perusahaan, mengikat Perusahaan dengan pihak lain, serta mewakili Perusahaan di dalam dan di luar pengadilan tentang segala hal dan segala kejadian, dengan pembatasan-pembatasan sebagaimana diatur dalam peraturan perundang-undangan, Anggaran Dasar, dan Keputusan RUPS; j. Kewenangan lainnya dengan persetujuan Dewan Komisaris danatau RUPS. Eika Jabatan Direksi Dalam melaksanakan tugas dan fungsinya, Direksi harus selalu melandasi diri dengan eika jabatan berikut. a. Anggota Direksi dilarang melakukan indakan yang mempunyai benturan kepeningan dan mengambil b. To arrange the delegaion of Directors authority to one or several members of the Board of Directors or to one or several employees to make decisions on behalf of the Board of Directors or to represent the Company in or out of court; c. To establish guidelines for the procurement of goods services by the Company that would beneit the Company, both the price and quality of goodsservices; d. To establish provisions on and to regulate the Company personnel afair; e. To appoint and dismiss employees in accordance with the applicable Company personnel regulaions and legislaion; f. To set the performance targets and performance appraisal guidelinessystem for units and posiions within the organizaion speciied in an objecive and transparent manner; g. To conduct analysis and evaluaion of the performance achievement for oicesunits under the Board of Directors and on a Company level; h. To appoint and dismiss Company Secretary; i. To take all measures and other acions concerning the management and ownership of the Company assets, to bind the Company with other paries, and to represent the Company in and out of court on all maters and events, with restricions as set forth in the legislaion, Aricles of Associaion, and the decisions of the GMS; j. To perform other acions authorized by the Board of Commissioners andor GMS. Oice Ethics of The Board of Directors In carrying out their duies and funcions, Board of Directors shall consistently abide by the oice ethics: a. Members of Board of Directors are prohibited from doing any acions that would lead to conlicts of interest Annual R eport 2014 271 keuntungan pribadi, baik secara langsung maupun idak langsung dari pengambilan keputusan dan kegiatan Perusahaan, selain penghasilan yang sah; b. Anggota Direksi wajib mengisi Datar Khusus yang berisikan kepemilikan sahamnya danatau keluarganya pada perusahaan lain. Kebijakan Keberagaman Komposisi Direksi Kebijakan keberagaman komposisi Direksi pada Angkasa Pura Airports dilakukan berdasarkan Peraturan Menteri Negara BUMN Nomor: PER-01MBU2012 tentang Persyaratan dan Tata Cara Pengangkatan dan Pemberhenian Anggota Direksi BUMN. Berdasarkan peraturan tersebut, anggota Direksi harus memenuhi persyaratan materiil sebagai berikut. a. Pengalaman, dalam ari yang bersangkutan memiliki rekam jejak track record yang menunjukkan keberhasilan dalam pengurusan BUMNperusahaan lembaga tempat yang bersangkutan bekerja sebelum pencalonan. b. Keahlian, dalam ari yang bersangkutan memiliki : • Pengetahuan yang memadai di bidang usaha BUMN yang bersangkutan; • Pemahaman terhadap manajemen dan tata kelola perusahaan; • Kemampuan untuk merumuskan dan melaksanakan kebijakan strategis dalam rangka pengembangan BUMN. c. Integritas, dalam ari yang bersangkutan idak pernah terlibat: • Perbuatan rekayasa dan prakik-prakik menyimpang, dalam pengurusan BUMN perusahaanlembaga tempat yang bersangkutan bekerja sebelum pencalonan berbuat idak jujur; • Perbuatan cidera janji yang dapat dikategorikan idak memenuhi komitmen yang telah disepakai dengan BUMNperusahaanlembaga tempat yang bersangkutan bekerja sebelum pencalonan berperilaku idak baik; • Perbuatan yang dikategorikan dapat memberikan keuntungan secara melawan hukum kepada pribadi and personal beneit, either directly or indirectly from the decision-making and aciviies of the Company, other than the legiimate source of income; b. Members of the Board of Directors shall ill in the Special List to specify their andor their families’ shareholdings in other companies. Diversity Policy On The Composiion of Board of Directors Diversity policy of Board of Directors composiion in Angkasa Pura Airports is implemented in accordance withthe Minister of State Enterprises Regulaion Number: PER-01 MBU2012 regarding the Requirements and Procedures for Appointment and Dismissal of Members of the Board of Directors of State-Owned Enterprises SOEs. To follow the regulaion, members of the Board of Directors shall fulill the following requirements. a. Experience, meaning that candidates have a track record that exhibits their success in the management of SOE CompanyInsituion where they previously worked before the candidacy. b. Experise, meaning that candidates have: • Adequate knowledge in the respecive SOE business ield; • Comprehension of the management and corporate governance; • Ability to formulate and implement strategic policies in the development of SOE. c. Integrity, meaning that candidates never involved in: • Manipulaive acions and deviant pracicesin the management of SOECompanyInsituion where candidates worked before the candidacy deceiving; • Breach of contract that can be categorized as not fulilling commitments made with the SOE CompanyInsituion where candidates worked before the candidacy misconduct; • Acions that can be categorized as unlawful deeds for personal gains of candidates of Board of 272 Lapor an T ahunan 2014 calon anggota Direksi, pegawai BUMNperusahan lembaga tempat yang bersangkutan bekerja, atau golongan tertentu sebelum pencalonan berperilaku idak baik; • Perbuatan yang dapat dikategorikan sebagai pelanggaran terhadap ketentuan yang berkaitan dengan prinsip-prinsip pengurusan perusahaan yang sehat perilaku idak baik. d. Kepemimpinan, dalam ari yang bersangkutan memiliki kemampuan untuk: • Memformulasikan dan mengarikulasikan Visi Perusahaan; • Mengarahkan pejabat dan karyawan Perusahaan agar mampu melakukan sesuatu untuk mewujudkan tujuan Perusahaan; • Membangkitkan semangat memberi energi baru dan memberikan moivasi kepada pejabat dan karyawan Perusahaan untuk mampu mewujudkan tujuan Perusahaan; e. Memiliki kemauan yang kuat antusias dan dedikasi yang inggi untuk memajukan dan mengembangkan BUMN yang bersangkutan. Kriteria dan Dasar Pengangkatan Direksi Direksi Angkasa Pura Airports terdiri dari 6 enam orang yang diketuai oleh seorang President Director. Seluruh anggota Direksi telah memenuhi kriteria yang ditentukan, antara lain: a. Kriteria formal, yaitu: o Cakap melakukan perbuatan hukum; o Tidak pernah dinyatakan pailit oleh pengadilan; o Tidak pernah menjadi anggota Direksi atau Dewan Komisaris yang dinyatakan bersalah menyebabkan suatu perusahaan dinyatakan pailit dan idak pernah dihukum karena melakukan indak pidana yang merugikan keuangan negara dalam jangka waktu 5 lima tahun sebelum pengangkatannya; o Tidak mempunyai hubungan keluarga sedarah atau hubungan karena perkawinan sampai dengan derajat keiga, baik menurut garis lurus maupun Directors, employees of SOECompanyInsituion where they worked with, or certain facion before the candidacy misconduct; • Acions that can be categorized as a violaion of the provisions relaing to the principles of management of a healthy Company misconduct. d. Leadership, meaning that candidates have abiliies to: • Formulate and ariculate the Company’s Vision; • Direct oicers and employees of the Company so that they able to realize the Company objecives; • Be upliting giving new energy and provide moivaion to oicers and employees of the Company so that they able to realize the Company objecives; e. Has a strong will enthusiasm and high dedicaion in promoing and developing the respecive SOE. Criteria and Basis for Appointment of Board of Directors Board of Directors of Angkasa Pura Airports consist of 6 six people headed by a President Director. All members of the Board of Directors have met the required criteria, such as: a. Formal criteria, which are: o Legally competent; o Never been declared bankrupt by a court; o Never been members of Board of Directors or Board of Commissioners that have been pronounced guilty in causing bankruptcy to a Company and never been punished for a crime that cause state inancial loss within 5 ive year period before the candidacy; o Have no family relaionships either by blood or by marriage up to the third degree, either verically or horizontally or in-law relaionships with members of Annual R eport 2014 273 garis ke samping atau hubungan semenda menantu atau ipar dengan anggota Dewan Komisaris dan atau anggota Direksi lain; o Tidak memangku jabatan rangkap sebagai anggota Direksi pada BUMN, BUMD, BUMS, dan jabatan lain sebagai pejabat dalam jabatan struktural dan fungsional pada instansilembaga pemerintah pusat danatau daerah, serta jabatan lain yang dapat menimbulkan benturan kepeningan secara langsung atau idak langsung dengan Perusahaan danatau yang bertentangan dengan ketentuan peraturan perundang-undangan yang berlaku; b. Kriteria material, yaitu: o Memiliki integritas dan moral, bahwasanya yang bersangkutan berperilaku baik, yaitu idak pernah terlibat dalam perbuatan rekayasa dan prakik- prakik menyimpang, cedera janji, serta perbuatan lain yang dapat dikategorikan memberikan keuntungan pribadi dan pelanggaran terhadap ketentuan yang berkaitan dengan prinsip-prinsip pengurusan Perusahaan yang sehat; o Memiliki kompetensi tekniskeahlian, bahwasanya yang bersangkutan memiliki pengetahuan, pengalaman dan keahlian yang memadai di bidang usaha Perusahaan, memiliki kemampuan untuk melakukan pengelolaan strategis dalam rangka pengembangan Perushaaan, memahami masalah- masalah manajemen Perusahaan yang berkaitan dengan salah satu fungsi manajemen, serta memiliki dedikasi dan menyediakan waktu sepenuhnya untuk melakukan tugasnya; o Memiliki psikologis yang baik, bahwasanya yang bersangkutan memiliki ingkat intelegensia dan ingkat emosional yang memadai untuk melaksanakan tugasnya sebagai anggota Direksi Perusahaan. Dasar pengangkatan Direksi Angkasa Pura Airports sebagai berikut. the Board of Commissioners andor other members of the Board of Directors; o Not holding another posiion as a member of Board of Directors in State-Owned Enterprises, Locally- Owned Enterprises, Private-Owned Enterprises, and other posiions as oicers in structural and funcional posiions at insituionsagencies of the central andor local government, as well as other posiions that could lead to a conlict of interest directly or indirectly within the Company andor that which contrary to the the legislaion in force; b. Material criteria, which are: o Have integrity and moral, meaning that all members have good behavior, that they never involved in manipulaive acions and deviant pracices, breach of contracts, as well as other acions that can be categorized as unlawful deeds for personal beneits and violaion of the provisions relaing to the principles of management of a healthy Company; o Have technical competenceexperise, meaning that all members have adequate knowledge, experience, and experise in the ield of business of the Company, have the ability to perform strategic management for developing the Company, understand management problems of the Company that related to one of the management funcions, and also dedicated and fully available to carry out their duies.; o Have a good psychological well-being, meaning that all members have adequate levels of intelligence and emoional to carry out their duies as members of the Board of Directors of the Company. The basis for appoining the Board of Directors of Angkasa Pura Airports are as follows: 274 Lapor an T ahunan 2014 Nama | Name Jabatan | Posiion Dasar Pengangkatan | Basis for Appointment Tommy Soetomo President Director SK Menteri Negara BUMN Nomor: KEP-138 MBU2010 tanggal 23 Juli 2010 Decree of the Minister of State Enterprises Nomor:KEP-138MBU2010 on 23 July 2010 Gunawan Agus Subrata Finance and IT Director SK Menteri Negara BUMN Nomor: KEP-134 MBU2010 tanggal 21 Juli 2010 Decree of the Minister of State Enterprises Nomor: KEP-134MBU2010 on 21 July 2010 Robert Daniel Waloni Markeing and Business Development Director SK Menteri Negara BUMN Nomor: KEP-134 MBU2010 tanggal 21 Juli 2010 Decree of the Minister of State Enterprises Nomor: KEP-134MBU2010 on 21 July 2010 Yushan Sayui Operaion Director SK Menteri Negara BUMN Nomor: KEP-134 MBU2010 tanggal 21 Juli 2010 Decree of the Minister of State Enterprises Nomor: KEP-134MBU2010 on 21 July 2010 Daan Achmad Human Capital and General Afair Director SK Menteri Negara BUMN Nomor: SK-208 MBU2013 tanggal 10 April 2013 Decree of the Minister of State Enterprises Nomor: SK-208MBU2013 on 10 April 2013 Polana Banguningsih Pramesi Technical Director SK Menteri Negara BUMN Nomor: SK-208 MBU2013 tanggal 10 April 2013 Decree of the Minister of State Enterprises Nomor: SK-208MBU2013 on 10 April 2013 Independensi Direksi Direksi menjalankan peran secara independen dan idak menerimamelakukan intervensi darikepada pihak lainnya. Direksi idak memiliki hubungan keuangan, kepengurusan, kepemilikan saham danatau hubungan keluarga sampai dengan derajat kedua dengan anggota Dewan Komisaris, anggota Direksi danatau Pemegang Saham atau hubungan dengan BUMN yang bersangkutan, yang dapat mempengaruhi kemampuannya untuk berindak independen. Board of Directors Independency The Board of Directors are independent and can not intervene or be inluenced by other paries. The members of the Board of Directors do not have any inancial relaions, management relaions, nor relaions with shareholders andor family relaions up to the second degree, nor with any member of the Board of Commissioners, nor members of the Board of Directors andor Shareholders nor any relaionships with the respecive State Enterprise, which could afect their ability to act independently. Annual R eport 2014 275 Tabel Hubungan Keluarga Direksi Nama Name Hubungan Keluarga Dengan | Family Connecion to Keterangan Remarks Direksi | Board of Directors Dewan Komisaris | Board of Commisioners Pemegang Saham | Shareholders Yes No Yes No Yes No Tommy Soetomo - √ - √ - √ Independent Gunawan Agus Subrata - √ - √ - √ Independent Robert Daniel Waloni - √ - √ - √ Independent Yushan Sayui - √ - √ - √ Independent Daan Achmad - √ - √ - √ Independent Polana Banguningsih Pramesi - √ - √ - √ Independent Tabel Hubungan Keuangan Direksi Nama | Name Hubungan Keluarga Dengan | Family Connecion to Keterangan | Remarks Direksi | Board of Directors Dewan Komisaris | Board of Commisioners Pemegang Saham | Shareholders Yes No Yes No Yes No Tommy Soetomo - √ - √ - √ Independent Gunawan Agus Subrata - √ - √ - √ Independent Robert Daniel Waloni - √ - √ - √ Independent Yushan Sayui - √ - √ - √ Independent Daan Achmad - √ - √ - √ Independent Polana Banguningsih Pramesi - √ - √ - √ Independent Kepemilikan Saham Direksi Angkasa Pura Airports menyelenggarakan Datar Khusus bagi seluruh anggota Direksi sebagai salah satu bentuk komitmen dalam menghindari akivitas yang berpotensi menimbulkan benturan kepeningan. Datar Khusus tersebut berisi informasi kepemilikan saham anggota Direksi dan keluarga di Perusahaan dan perusahaan lain. Adapun informasi kepemilikan saham anggota Direksi sebagai berikut. Table of Family Relaions among Board of Directors Table of Financial Relaions among Board of Directors Board of Directors Shareholdings Angkasa Pura Airports has prepared a Special Register to be illed-in by all members of Board of Commissioners as a form of commitment to prevent aciviies that could potenially lead to conlicts of interest. The Special Register contains informaion about Board of Directors’ and their families’ shareholdings in the Company and other companies. The shareholdings informaion of Board of Directors are as follows: 276 Lapor an T ahunan 2014 Nama | Name Kepemilikan Saham Direksi Pada Board of Directors’ Shareholdings in Kepemilikan Saham Keluarga Direksi Pada Board of Directors Families’ Shareholdings in Angkasa Pura Airports Perusahaan Lain Other Company Angkasa Pura Airports Perusahaan Lain Other Company Tommy Soetomo Nihil | None Nihil | None Nihil | None Nihil | None Gunawan Agus Subrata Nihil | None Nihil | None Nihil | None Nihil | None Robert Daniel Waloni Nihil | None Nihil | None Nihil | None Nihil | None Yushan Sayui Nihil | None Nihil | None Nihil | None Nihil | None Daan Achmad Nihil | None Nihil | None Nihil | None Nihil | None Polana Banguningsih Pramesi Nihil | None Nihil | None Nihil | None Nihil | None Penilaian Kemampuan dan Kepatutan Direksi Seluruh anggota Direksi Angkasa Pura Airports telah memenuhi kriteria dan ketentuan yang dipersyaratkan dalam uji kepatutan dan kelayakan it and proper test berdasarkan Undang-undang Perseroan Terbatas, Anggaran Dasar Perusahaan, peraturan terkait tata kelola perusahaan yang baik, serta peraturan dan ketentuan lain yang terkait. Seluruh anggota Direksi memiliki integritas, kompetensi, dan reputasi yang memadai. Hal tersebut dibukikan dengan diperolehnya persetujuan lulus it and proper test sebagai berikut. Nama Name Jabatan Posiion Hasil Fit and Proper Test Fit and Proper Test Result Tommy Soetomo President Director Lulus | Pass Gunawan Agus Subrata Finance and IT Director Lulus | Pass Robert Daniel Waloni Markeing and Business Development Director Lulus | Pass Yushan Sayui Operaion Director Lulus | Pass Daan Achmad Human Capital and General Afair Director Lulus | Pass Polana Banguningsih Pramesi Technical Director Lulus | Pass Rangkap Jabatan Direksi Selain menjabat sebagai Direksi Angkasa Pura Airports, beberapa anggota Direksi juga merangkap jabatan pada perusahaan atau instansi lainnya dalam lingkup yang diperbolehkan sesuai peraturan perundang-undangan dan ketentuan lainnya yang terkait, antara lain Peraturan Menteri Negara BUMN Nomor: PER-01MBU2012 tentang Persyaratan dan Tata Cara Pengangkatan dan Pemberhenian Fit and Proper Test for The Board of Directors All members of the Board of Directors of Angkasa Pura Airports have fulilled the criteria and condiions required in a it and proper test according to the Laws regarding Limited Liability Companies, and based on the Company’s Aricles of Associaion, and regulaions related to Good Corporate Governance, as well as other relevant rules and provisions. All members of Board of Directors have adequate integrity, competency, and reputaion. This is proven by theircompetence in passing the it andproper testas listed in the following table: Concurrent Posiions of The Board of Directors In addiion to serving as Board of Directors of Angkasa Pura Airports, several members of the Board of Directors are also serving other companies or agencies within the allowable scope and in accordance with the law and other relevant provisions, such as the Regulaion of the Minister of State Enterprises Number: PER-01MBU2012 regarding Requirements and Procedures for Appoining and Dismissing Annual R eport 2014 277 Anggota Direksi BUMN. Rangkap jabatan anggota Direksi Angkasa Pura Airports sebagai berikut. Nama | Name Jabatan | Posiion Jabatan Pada PerusahaanInstansi Lain Tommy Soetomo President Director - Gunawan Agus Subrata Finance and IT Director Komisaris Utama PT Angkasa Pura Properi Anak Perusahaan PT Angkasa Pura I President Commissioner of PT Angkasa Pura Properi Subsidiary of PT Angkasa Pura I Robert Daniel Waloni Markeing and Business Development Director Komisaris PT Jasa Marga Bali Tol Perusahaan Ailiasi PT Angkasa Pura I dengan perusahaan lainnya Commissioner of PT Jasa Marga Bali Tol Ailiated Company of PT Angkasa Pura I and other companies Yushan Sayui Operaion Director Komisaris Utama PT Angkasa Pura Suport Anak Perusahaan PT Angkasa Pura I President Commissioner of PT Angkasa Pura Suport Subsidiary of PT Angkasa Pura I Daan Achmad Human Capital and General Afair Director Komisaris Utama PT Angkasa Pura Logisik Anak Perusahaan PT Angkasa Pura I President Commissioner of PT Angkasa Pura Logisik Subsidiary of PT Angkasa Pura I Polana Banguningsih Pramesi Technical Director - Pelaksanaan Tugas Direksi Selama tahun 2104, Direksi telah melaksanakan tugas dan tanggung jawabnya sebagai berikut. a. Penyusunan perencanaan Perusahaan, antara lain RKAP 2015 dan revisi RKAP 2014, serta RJPP 2014-2018; b. Pemenuhan target kinerja Perusahaan berdasarkan aspek keuangan, operasional, dan administrasi; c. Pengembangan usaha Perusahaan, antara lain melalui pengembangan beberapa bandara di wilayah Bali, Balikpapan, Surabaya, Banjarmasin, Semarang, dan Yogyakarta, serta pembentukan PT Angkasa Pura Parking dan PT Angkasa Pura Retail; d. Pengelolaan aset dan keuangan Perusahaan, termasuk penghapusan aset tetap idak produkif dan serah terima aset kenavigasian terkait dibentuknya Perum LPPNPI; Members of the Board of Directors of SOEs. The concurrent posiion of the Board of Directors of Angkasa Pura Airports are as follows: The Duies of Board of Directors In 2014, Board of Directors have executed their duies and responsibiliies as follows: a. Developed Company plans, such as Company Work Plan and Budget 2015 and the revision of Company Work Plan and Budget 2014, as well as the Company’s Long- Term Plan 2014-2018; b. Fulilled Company performance targets based on the inancial, operaional, and administraive aspects; c. Developed Company business, some of which are through the development of several airports in the region of Bali, Balikpapan, Surabaya, Banjarmasin, Semarang and Yogyakarta, as well as the establishment of PT Angkasa Pura Parking and PT Angkasa Pura Retail; d. Managed Company’s assets and inances, some of which are byeliminaing the non-earning ixed assets and by handing over the navigaional assets related to the establishment of Perum LPPNPI; 278 Lapor an T ahunan 2014 e. Pelaksanaan kegiatan operasional Perusahaan, khususnya melalui kinerja PJP4U, PJP, PJP2U, counter dan garbarata, baik domesik maupun internasional ; f. Penyelenggaraan rapat Direksi, menghadiri rapat Dewan Komisaris dan Rapat Umum Pemegang Saham; g. Pengawasan dan perbaikan proses bisnis internal, termasuk menindaklanjui temuan Internal Audit dan auditor eksternal; h. Penyelesaian permasalahan Perusahaan, khususnya permasalahan hukum yang sedang dihadapi Perusahaan; i. Pengawasan kinerja dan permasalahan Anak Perusahaan; serta j. Pelaksanaan tugas lainnya terkait kepengurusan perusahaan. Rapat Direksi Direksi Angkasa Pura Airports melaksanakan rapat ruin internal Direksi seiap minggu, yaitu seiap hari Selasa. Selain itu, Direksi juga menghadiri rapat Dewan Komisaris yang mengundang Direksi. Selama tahun 2014, terdapat 31 iga puluh satu kali rapat internal Direksi dan 10 sepuluh kali rapat gabungan Dewan Komisaris yang mengundang Direksi. Tingkat kehadiran Direksi dalam rapat tersebut sebagai berikut. Nama Name Jabatan Posiion Rapat Internal Direksi Board of Directors Internal Meeing Rapat Gabungan Dewan Komisaris dengan Direksi Board of DirectorsJoint Meeing with Board of Commissioners Jumlah Rapat No. of Meeings Frekuensi Kehadiran Atendance Frequency Jumlah Rapat No. of Meeings Frekuensi Kehadiran Atendance Frequency Tommy Soetomo President Director 31 25 10 10 Gunawan Agus Subrata Finance and IT Director 31 30 10 9 Robert Daniel Waloni Markeing and Business Development Director 31 29 10 10 Yushan Sayui Operaion Director 31 29 10 9 Daan Achmad Human Capital and General Afair Director 31 29 10 9 Polana Banguningsih Pramesi Technical Director 31 25 10 9 e. Performed Company operaions, paricularly through the performance of PJP4U, PJP, PJP2U, counters and garbarata, both domesically and internaionally; f. Held Board of Directors meeings, and atended joint meeings with the Board of Commissioners and the General Meeing of Shareholders; g. Supervised and improved the internal business process, including following up on indings of Internal Audit Unit and external auditors; h. Solved Company problems, paricularly legal issues being faced by the Company; i. Monitored the performance and problems of Subsidiaries; as well as j. Performed other tasks related to the management of the company. Board of Directors Meeings The Board of Directors of Angkasa Pura Airports holds Board of Directors internal meeing weekly on Tuesday. In addiion, Board of Directors also atends joint meeings with the Board of Commissioners. In 2014, there were 31 thirty one Board of Directors internal meeings and 10 ten joint meeing with the Board of Commissioners. The Board of Directors atendance rate on those meeings are as follows: Annual R eport 2014 279 Adapun agenda rapat dan kehadiran Direksi dalam rapat internal Direksi sebagai berikut. Tanggal Date Agenda Kehadiran | Atendance Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni Yushan Sayui Daan Achmad Polana Banguningsih Pramesi 7 Januari January 2014 • Pemaparan GM Surabaya tentang persiapan operasi boyong Terminal 2; • Pemaparan Procurement Group Head terkait ketentuan proses pengadaan yang baru; • Lain-lain. • Surabaya GM presentaion concerning the operaional preparaion of the Boyong Terminal 2; • Procurement Group Head presentaion concerning the provisions for the new procurement process; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 21 Januari January 2014 • Evaluasi indak lanjut rapat Direksi sebelumnya; • Persiapan RKAP 2014; • Expose hasil CSI 2013 oleh INACA; • Lain-lain. • Evaluaion of the follow-up on the previous Board of Directors meeing; • Preparaion for theCompany Work Plan and Budget 2014; • Disclosure of CSI results 2013 by INACA; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 28 Januari January 2014 • Evaluasi indak lanjut rapat Direksi sebelumnya; • Perihal undangan rapat oleh Dewan Komisaris; • Penambahan anggaran untuk pekerjaan overlay runway di Bandara Juanda Surabaya; • Permasalahan cabang Solo, Yogyakarta, Semarang, Kupang, Banjarmasin; • Lain-lain. • Evaluaion of the follow-up on the previous Board of Directors meeing; • Regarding the meeing invitaion by the Board of Commissioners; • Budget increase for the runway overlay job at Juanda Airport Surabaya; • Issues on branch oices in Solo, Yogyakarta, Semarang, Kupang, Banjarmasin; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 4 Februari February 2014 • Evaluasi indak lanjut rapat Direksi sebelumnya; • Laporan hasil rapat di Yogyakarta; • Rencana ground breaking Semarang; • Permasalahan persiapan terminal 2 Bandara Juanda; • Permohonan peninjauan tarif general aviaion; • Hak dan tanggung jawab antara Perusahaan dengan LPPNPI; • Laporan keuangan; • PSC on icket Citylink; • Permasalahan lahan di Makassar yang akan dimanfaaatkan oleh Kantor Kesehatan Pelabuhan; • Lain-lain. • Evaluaion of the follow-up on the previous Board of Directors meeing; • Report on the results of the meeing in Yogyakarta; • Ground breaking ceremony plan in Semarang; • Preparaion issues of Terminal 2 at Juanda Airport; • Request for review of general aviaion tarif; • Rights and responsibiliies between the Company and LPPNPI; • Financial report; • Ciilink PSC on icket; • Issue on land in Makassar regarding its plan of usage by Port Health Oice; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 7 Februari February 2014 • Progres pembahasan PKBPKS; • Crucial point; • Sikap Direksi; • Jadwal penyelesaian; • PKS untuk di luar PKB; • Lain-lain. • Progress on Collecive Employment Agreement Cooperaion Agreement; • Crucial point; • Board of Directors responses; • Compleion schedule; • Cooperaion Agreement for non-Collecive Employment Agreement; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present The agenda and atendance of Board of Directors on the Board of Directors internal meeing are as follows: 280 Lapor an T ahunan 2014 Tanggal Date Agenda Kehadiran | Atendance Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni Yushan Sayui Daan Achmad Polana Banguningsih Pramesi 18 Februari February 2014 • Evaluasi indak lanjut rapat Direksi sebelumnya; • Rencana ground breaking Bandara Syamsudin Noor Banjarmasin; • Proposal business plan AP Parking; • Penyampaian data terkait masalah hukum di Perusahaan; • Pemisahan struktur operasi dan teknik di cabang bandara sedang dan kecil; • Kerja sama lahan karanina di lahan milik TNI-AU Kupang; • Rencana peresmian Bandara Sepinggan Balikpapan; • Rencana kunjungan kerja Komisi VI DPR RI ke Jawa Tengah; • Lain-lain. • Evaluaion of the follow-up on the previous Board of Directors meeing; • Ground breaking ceremony plan at Bandara Syamsudin Noor Banjarmasin; • AP Parking business plan proposal; • Submission of data due to legal issues in Company; • Divisions of operaions and engineering structures in branches of medium and small airports; • Cooperaion on the quaranine area of land owned by the TNI-AU Indonesian Air Force Kupang; • Plan for inauguraion of Sepinggan Airport Balikpapan; • Plan for a work visit by the House of Representaives Commission VI to Central Java; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 25 Februari February 2014 • Evaluasi indak lanjut rapat Direksi sebelumnya; • Rencana ground breaking Bandara Ahmad Yani Semarang; • Pengalihan aset Bandara Juanda Surabaya; • Legal CAE rusunami; • Partnership gathering untuk CIP Lounge; • Permohonan ruang transit VIP TNI-AL; • Permohonan pinjam pakai tanah dan bangunan hibah kantor Polres kawasan Bandara I Gusi Ngurah Rai Bali; • Jadwal one day workshop untuk Direksi dan Dewan Komisaris; • Lain-lain. • Evaluaion of the follow-up on the previous Board of Directors meeing; • Ground breakingceremony plan at Ahmad Yani Airport Semarang; • Transfer of Juanda Airport assets Surabaya; • Rusunami Legal CAE; • Partnership gathering for CIP Lounge; • Transit lounge request for VIP TNI-AL Indonesian Navy; • Request for leasing of land and building owned by the regional police staion for I Gusi Ngurah Rai Airport Bali; • One day workshopschedule forBoard of DirectorsandBoard of Commissioners; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 4 Maret March 2014 • Evaluasi indak lanjut rapat Direksi sebelumnya; • Persiapan rapat dengan Gubernur DIY tentang New Yogyakarta Internaional Airport; • Pemanfaatan lahan yang digunakan oleh DJU; • Anggota delegasi konvensi ICAO di Montreal; • Penyusunan MOU dan beban biaya kalibrasi; • Lain-lain. • Evaluaion of the follow-up on the previous Board of Directors meeing; • Preparaion for meeing with Yogyakarta Governor regarding the New Yogyakarta Internaional Airport; • Uilizaion of land used by DJU; • Delegaion for ICAO convenion in Montreal; • Development of MOU and calibraion costs; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Annual R eport 2014 281 Tanggal Date Agenda Kehadiran | Atendance Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni Yushan Sayui Daan Achmad Polana Banguningsih Pramesi 18 Maret March 2014 • Persiapan pengoperasian Bandara Sepinggan Balikpapan; • Surat dari Gubernur Jawa Tengah terkait kerja sama Diklat Batujajar; • Keraguan para GM untuk tunjuk langsung Anak Perusahaan; • Pengoperasian Bandara Selaparang NTB; • Kalibrasi PAPI; • Persiapan bahan presentasi President Director untuk RUPS tanggal 24 Maret 2014; • Kesiapan IT dalam mendukung bisnis Perusahaan; • Permasalahan New Yogyakarta Internaional Airport; • Laporan konsolidasi dengan Anak Perusahaan; • Pejabat seingkat di bawah Direksi; • Lain-lain. • Preparaion for Sepinggan Airport operaion Balikpapan; • Leter from the Governor of Central Java regarding the cooperaion on Training Batujajar; • Doubts of the GM in appoining subsidiaries directly; • Operaions of Selaparang Airport NTB; • PAPI calibraion; • Preparaion for presentaion concerning the materials of the President Director for GMS on 24 March 2014; • IT readiness to support our business; • Issues of the New Yogyakarta Internaional Airport; • Consolidated report to the Subsidiary; • Oicers directly below the Board of Directors; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 25 Maret March 2014 • Penyesuaian tarif PJP2U; • Surat terkait tuduhan bahwa Perusahaan melakukan monopoli ground handling; • Remunerasi. • Adjustment of PJP2U tarif; • Leter regarding charges that the Company performs ground handling monopoly; • Remuneraion. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 1 April 2014 • Kondisi terminal Bandara I Gusi Ngurah Rai Bali; • Pengoperasian kembali Bandara Selaparang NTB; • Laporan kunjungan kerja di Bali; • Penarikan anggaran taman dari Kantor Cabang Bali ke Pusat; • Penyelesaian permasalahan di Bandara Juanda Surabaya; • Penyelesaian permasalahan dengan LPPNPI; • Lain-lain. • I Gusi Ngurah Rai Airport Bali terminal condiion; • Reoperaions of Selaparang Airport NTB; • Report on a work visit in Bali; • Withdrawal of fundings for a park from Bali Branch to Center Oice; • Penyelesaian permasalahan di Bandara Juanda Surabaya; • Penyelesaian permasalahan dengan LPPNPI; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 8 April 2014 • Permasalahan terkait ruang komersial di Balikpapan; • Surat dari Sekretariat Negara; • Pengoperasian Bandara Selaparang NTB; • Surat dari INACA; • Perkembangan penyelesaian Semarang; • Laporan penggunaan kredit dan perkembangan kesiapan IT; • Tindak lanjut PKS dengan TNI- AL perihal pembuatan apron; • Pembahasan pengisian formasi jabatan; • Lain-lain. • Issues related to commercial space in Balikpapan; • Leter from State Secretariat; • Operaions of Selaparang Airport NTB; • Leter from INACA; • Development of compleion in Semarang; • Report on the use of credit and the progress on IT readiness; • Follow-up on the Cooperaion Agreement with TNI-AL regarding the manufacture of apron; • Discussion about the illing of several posiions; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 282 Lapor an T ahunan 2014 Tanggal Date Agenda Kehadiran | Atendance Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni Yushan Sayui Daan Achmad Polana Banguningsih Pramesi 15 April 2014 • Kerja sama pemanfaatan lahan di Bandara Ahmad Yani Semarang; • Surat dari KPPU; • Laporan perjalan dinas ke Bali; • PKS dengan TNI-AL; • Usulan lokasi kantor Polres khusus bandara di Bali; • Hasil rapat koordinasi terkait permasalahan Balikpapan; • Undangan rapat koordinasi Sekretaris Wakil Presiden. • Cooperaion on land use in Ahmad Yani Airport Semarang; • Leter from KPPU Indonesia business compeiion supervisory commission; • Report on duty travel to Bali; • Cooperaion Agreement with TNI-AL; • Proposed locaion for airport regional police staion in Bali; • The results of the coordinaion meeing related to issues in Balikpapan; • Coordinaion meeing invitaion by Secretary of the Vice President. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 29 April 2014 • Rencana pembangunan Bandara Ahmad Yani Semarang; • Tindak lanjut penyelesaian PKS dengan TNI-AL; • Surat penawaran pembelian saham Gapura; • Bonus karyawan; • Laporan pemeriksaan oleh KPPU terkait GAT dan PSC; • Kondisi toilet di temporary terminal GAT; • Laporan progres tender di Bali; • Permohonan MPP karyawan; • Asset hydrant Makassar; • Surat P2B2; • Lain-lain. • Ahmad Yani Airport Semarang development plan; • Follow-up on the terminaion of the Cooperaion Agreement with TNI-AL; • Gapura share ofering leter; • Employee bonuses; • Inspecion report by KPPU regarding GAT and PSC; • Toilet condiion at the GAT temporary terminal; • Progress report on tender in Bali; • Request for employee MPP pre reirement period; • Makassar Asset hydrant; • Leter for P2B2; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 6 Mei May 2014 • Surat dari GVK Mr. Hary Dalal; • Undangan Duta Besar Inggris; • RUPS Gapura Angkasa; • Katalog di GAT Bandara I Gusi Ngurah Rai – Bali; • Pemriksaan lanjutan oleh penyidik KPPU terkait PSC; • Pengisian formasi jabatan. • Leter from GVK Mr. Hary Dalal; • Invitaion from the Briish ambassador; • Gapura Angkasa GMS; • Catalog at the GAT I Gusi Ngurah Rai Airport – Bali; • Further examinaion by KPPU invesigator regarding PSC; • Filling of several posiions. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 3 Juni June 2014 • Surat dari Periplus; • Penyelesaian terminal internasional Bali menjadi terminal domesik; • Kunjungan kerja Komisi VI DPR RI ke Bali; • Laporan kendala Komersial Area; • Pengisian formasi jabatanl • Pemaparan teknologi informasi dan komunikasi. • Leter from Periplus; • The compleion of the project for reforming internaional terminal in Bali into domesic terminal; • Work Visit bythe House of Representaive Commission VI of the RI to Bali; • Report on issues regarding Commercial Area; • Filling of several posiions • Presentaion concerning the informaion and communicaion technology. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Annual R eport 2014 283 Tanggal Date Agenda Kehadiran | Atendance Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni Yushan Sayui Daan Achmad Polana Banguningsih Pramesi 1 Juli July 2014 • Penerapan silent airport; • Pemberian sanksi atas kejadian PK-WGK; • Laporan persiapan ACI Asia Pasiic Small and Emerging Airport Seminar di Bali; • Laporan perjalanan dinas studi banding transformasi ICT ke Incheon Internaional Airport Corporaion Korea; • Pemaparan pembangunan Bandara Ahmad Yani Semarang; • Pemaparan pembangunan Bandara Syamsudin Noor Banjarmasin. • Implementaion of silent airport; • Sancions for the PK-WGK incident; • Laporan perReport on the preparaion of ACI Asia Paciic Small and Emerging Airport Seminar in Bali; • Report on duty travel for comparaive study of ICT transformaion to Incheon Internaional Airport Corporaion Korea; • Presentaion concerning the Development of Ahmad Yani Airport Semarang; • Presentaion concerning Development of Syamsudin Noor Airport Banjarmasin. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 8 Juli July 2014 • Laporan realisasi RKAP Eksploitasi semester I tahun 2014; • Insenif untuk airline; • Laporan kunjungan spesiik Komisi XI DPR RI ke Yogyakarta; • Lain-lain. • Company Work Plan and Budget Exploitaion realizaion report irst half 2014; • Incenives for airlines; • Report on speciic visit by House of RepresentaiveCommission XI of the RI to Yogyakarta; • Etc. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 15 Juli July 2014 • Laporan hasil pertemuan di Yogyakarta; • Penanggung jawab penanganan DLKR; • Pelaksanaan HUT Perusahaan ke 50; • Kontrak dengan maskapai; • Pengoperasian terminal domesik Bali; • Kegiatan halal bi halal dan penyerahan penghargaan bandara; • Surat dari Komisaris Utama; • Laporan terkait CIQ di Bandara Juanda Surabaya • Evaluasi program Performance Manegement System . • Report on the results of the meeing in Yogyakarta; • Person responsible for managing DLKR; • Implementaion of the Company’s 50 th Anniversary; • Contract with airlines; • Operaions of domesic terminal in Bali; • Gathering and awards giving to airports; • Leter fromPresident Commissioner; • Report on CIQ at Juanda Airport Surabaya • Evaluaionon Performance Manegement Systemprogram. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 22 Juli July 2014 • Evaluasi indak lanjut rapat Direksi sebelumnya; • Tender mitra usaha di terminal1 Bandara Juanda Surabaya dan perkembangan tenant di terminal baru; • Laporan progres proyek Yogyakarta; • Tindak lanjut PKS lahan terminal 2 Bandara Juanda Surabaya. • Evaluaion of the follow-up on the previous Board of Directors meeing; • Tender for business partnership in Terminal 1 at Juanda Airport Surabaya and the development of tenants in the new terminal; • Progress report on project in Yogyakarta; • Follow up on Cooperaion Agreement for Terminal 2 landat Juanda Airport Surabaya. Cui Leave Hadir Present Hadir Present Hadir Present Cui Leave Hadir Present 284 Lapor an T ahunan 2014 Tanggal Date Agenda Kehadiran | Atendance Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni Yushan Sayui Daan Achmad Polana Banguningsih Pramesi 5 Agustus August 2014 • Rencana Air Asia membuka rute Jakarta – Denpasar – Perth; • Surat dari Direktorat Jenderal Bea dan Cukai Tipe Madya Pabean C Mataram; • Insenif untuk airline; • Keluhan mitra usaha di Bandara Juanda Surabaya dan Bandara Sepinggan Balikpapan; • Rencana jadwal peresmian Bandara Sepinggan Balikpapan; • Kondisi toilet Bandara Paimura Ambon; • Proses penyelesaian tender di Makassar dan terminal 1 Bandara Juanda Surabaya, serta pemasangan point of sales; • Rencana ground breaking Bandara Syamsudin Noor Banjarmasin. • Air Asia’s plan onopening Jakarta – Denpasar – Perth route; • Leter from the Directorate General of Customs and Excise Type Madya Pabean C Mataram; • Incenives for airlines; • Complaints from business partners at Juanda Airport Surabaya and Sepinggan Airport Balikpapan; • Plan for Sepinggan Airport inauguraion schedule Balikpapan; • Toilet condiion at Paimura Airport Ambon; • The compleion of tender process in Makassar and Terminal 1 at Juanda Airport Surabaya, as well as the installaion of point of sales; • Plan for Ground breaking ceremony at Syamsudin Noor Airport Banjarmasin. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 12 Agustus August 2014 • Surat jawaban ke KSAL; • Pemaparan materi persiapan sosialisasi proyek Yogyakarta; • Penyesuaian pemberlakuan tarif baru PSC di Bandara I Gusi Ngurah Rai Bali dengan pengoperasian terminal domesik; • Presentasi konsep adverising yang baru oleh SBU Commercial Bali. • Response leter for KSAL; • Presentaion concerning the project socializaion preparaion material in Yogyakarta; • The implementaion of the new PSC tarif adjustment at I Gusi Ngurah Rai Airport Bali with the operaions of the domesic terminal; • Presentaion concerning the new adverising concept by SBU Commercial Bali. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 2 September 2014 • Presentasi konsultan IT XYBASE; • Presentasi konsep rencana pembangunan Sepinggan Business Centre; • Presentasi rencana pembangunan Bandara Ahmad Yani Semarang dan Bandara Syamsudin Noor Banjarmasin; • Rencana pembelian lahan Gapura Angkasa. • Presentaion by IT consultant XYBASE; • Presentaion concerning the Sepinggan Business Centre development plan concept; • Presentaion concerning the plan for developing Ahmad Yani Airport Semarang and Syamsudin Noor Airport Banjarmasin; • Plan for purchasement of Gapura Angkasa land. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Annual R eport 2014 285 Tanggal Date Agenda Kehadiran | Atendance Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni Yushan Sayui Daan Achmad Polana Banguningsih Pramesi 9 September 2014 • Arahan President Director; • Laporan hasil rapat koordinasi terkait rencana penggunaan Bandara Juanda Surabaya dalam HUT TNI, baggage handling system, serta kesiapan operasional terminal domesik dan GAT Bali; • Laporan indak lanjut hasil rapat dengan Menteri BUMN, hasil rapat Perusahaan dengan TNI-AL di Surabaya, insenif untuk airline, dan tanggapan ke KPPU; • Laporan indak lanjut program konsultan IT XYBASE; • Laporan kesiapan operasional terminal domesik dan GAT Bali, serta inventarisir aset tanah idle; • Laporan program e-payment; • Laporan persiapan ACI Asia Pasiic Small and Emerging Airport Seminar di Bali. • Direcion from President Director; • Report on the results of the coordinaion meeing regarding the plan for using Juanda Airport Surabaya for the Anniversary of TNI Indonesian Armed Forces, baggage handling system, as well as the operaional readiness of the domesic terminal and GAT in Bali; • Follow up report on the results of the meeing with the Minister of State Enterprises, the results of the meeing with TNI-AL in Surabaya, the incenive for airlines, and response to KPPU; • Follow-up report on IT consultant program XYBASE; • Report on the operaional readiness of the domesic terminal and GAT in Bali, as well as the inventory of idle land assets; • Report one-payment program; • Report on the preparaion of ACI Asia Paciic Small and Emerging Airport Seminar in Bali. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 23 September 2014 • Arahan President Director tentang rencana peresmian terminal baru Bandara I Gusi Ngurah Rai Bali, rencana keberangkatan President Director dan Operaion Director ke Belanda, surat dari GVK, persiapan ACI di Bali, kondisi dan kualitas GAT Bali, serta rencana pengembangan Bandara Juanda Surabaya; • Laporan kesiapan operasional Bandara Selaparang NTB dan permohonan ijin dari para GM; • Permasalahan komersial dan kesiapan area komersial di Bali, terminal 1 Bandara Juanda Surabaya dan Bandara Sultan Hasanuddin Makassar; • Laporan persoalan PPNPI; • Laporan koordinasi dan sinergi antara unit markeing dan unit teknis dalam pencapaian target Perusahaan, pembenahan dan penyempurnaan aturan yang terkait pengadaan dan kontrak pekerjaan pengadaan di Perusahaan. • Direcion from the President Director regarding the inauguraion of the new terminal plan at I Gusi Ngurah Rai Airport Bali, plan for the departure of President Director and Operaion Director to Netherlands, leter from GVK, preparaion of ACI in Bali, condiion and quality of GAT in Bali, as well as the development plan for Juanda Airport Surabaya ; • Report on operaional readiness of Selaparang Airport NTB and permission request from the GM; • Commercial issues and readiness of the commercial area in Bali, terminal 1 at Juanda Airport Surabaya and Sultan Hasanuddin Airport Makassar; • Report on PPNPI issues; • Report on coordinaion and synergy between markeing unit and technical unit in the achievement of Company target, improvement and reinement of rules related to the procurement and procurement contracts in the Company. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 286 Lapor an T ahunan 2014 Tanggal Date Agenda Kehadiran | Atendance Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni Yushan Sayui Daan Achmad Polana Banguningsih Pramesi 7 Oktober October 2014 • Informasi dan arahan President Director tentang HUT TNI di Bandara Juanda Surabaya, komentar Menteri Negara BUMN terhadap Bandara I Gusi Ngurah Rai Bali, surat persetujuan revisi anggaran dari Kementerian Negara BUMN, kompeisi Indonesia Best Pracices in Corporate Transformaion 2014, dan persiapan penyusunan anggaran; • Laporan program pengembangan IT bersama konsultan XYBASE; • Laporan penyelesaian lahan parkir yang ada di bandara enclave sipil Surabaya, Yogyakarta, dan Kupang. • Informaion and direcion from the President Director regarding TNI anniversary at Juanda Airport Surabaya, comments from Minister of State Enterprises regarding I Gusi Ngurah Rai Airport Bali, budget revision approval leter from the Ministry of State Enterprises, the Indonesia Best Pracices in Corporate Transformaion in 2014 compeiion, and the budgeing preparaion; • Report on IT development programwith consultant XYBASE; • Report on the compleion of the parking area at civil enclave airportsSurabaya, Yogyakarta, and Kupang. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 14 Oktober October 2014 • Arahan dan informasi Finance and IT Director tentang pelaihan PKD dan avsec exercise Dirja ke 78 di Bandara Juanda Surabaya, surat dari Depui Bidang Usaha Energi, Logisik dan Perhubungan, Kementerian Negara BUMN revisi anggaran dan surat dari Dewan Komisaris; • Kondisi terminal domesik di Bali; • Laporan kondisi Gate 1A dan 1B terminal domesik di Bali, laporan kondisi runway di Surabaya, dan penempatan jabatan GM; • Laporan target pendapatan Perusahaan, sidang lanjutan KPPU perihal GAT Bali dan kursus dasar penerbangan; • Laporan pengembalian investasi yang telah dilakukan Pemda NTB, kerja sama Perusahaan dengan AP Hotel terkait pemanfaatan aset JAB dan laporan progres ERP tahap II. • Direcion and informaion from Finance and IT Director regarding the 78th Dirja PKD training and avsec exercise at Juanda Airport Surabaya; leter from the Deputy of Energy, Logisics, and Transportaion Business of the Ministry of State Enterprises revised budget; and leter from the Board of Commissioners; • Condiion of domesic terminal in Bali; • Report on the condiion of domesic terminals Gate 1A and 1B in Bali, report on Surabaya runway condiion, and illing of the GM posiion; • Report on Company revenue target, the KPPU further hearing regarding GAT in Bali and basic course of light; • Return on investment report delivered by NTB government, cooperaion with AP Hotel related to JAB asset uilizaion and progress reports of ERP phase II. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 21 Oktober October 2014 • Presentasi Mr. Karthi Gajendran perihal Perusahaan dan strategic partnership “Creaing Value”. • Mr. Karthi Gajendran presentaion concerning the Company and “Creaing Value” strategic partnership Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Dinas On duty Annual R eport 2014 287 Tanggal Date Agenda Kehadiran | Atendance Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni Yushan Sayui Daan Achmad Polana Banguningsih Pramesi 21 Oktober October 2014 • Proyeksi pertumbuhan penumpang tahun 2015; • Evaluasi terhadap Anak Perusahaan; • Presentasi Master Plan IT 2014-2018; • Rapat bersama Gubernur Jawa Timur; • Rencana undangan Mr. Karthi Gajendran. • Projecions of passenger growth in 2015; • Evaluaion of the Subsidiaries; • Presentaion concerningITMaster Plan 2014-2018; • Meeing with the Governor of East Java; • Plan for inviing Mr. Karthi Gajendran. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 4 November 2014 • Informasi dan arahan President Director; • Pembahasan usulan RKAP tahun 2015; • Laporan GM Surabaya tentang kejadian Citylink amblas di taxiway NP12, rubber deposit dan rencana penerbangan umroh; • Laporan terkait proyek; • Laporan pengelolaan pas oleh Perusahaan. • Informaionand direcion from thePresident Director; • Discussion on the proposal of Company Work Plan and Budget 2015; • Surabaya GM reports regarding the Citylink incident of falling down at taxiway NP12, rubber deposits, and Umrah light plan; • Report on projects; • Report on the management of pass by Company. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present 11 November 2014 • Informasi dan arahan President Director terkait PSC on icket; • Pelayanan penerbangan umroh di terminal 1 Bandara Juanda Surabaya; • Laporan hasil inspeksi di Makassar; • Tanggapan tentang PSC on icket, RJPB, pengadaan barang dan jasa, serta Sispro. • Informaion and direcion from President Director concerning the PSC on icket; • Umrah light service on the Terminal 1 of Juanda Airport Surabaya; • Report on Makassar inspecion results; • Feedback on the PSC on icket, Airport Long-Term Plan, procurement of goods and services, as well as Sispro. Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Hadir Present Adapun agenda rapat gabungan Dewan Komisaris dengan Direksi dapat dilihat pada bagian Rapat Dewan Komisaris. Keputusan Direksi Sebagai bagian dari pelaksanaan tugas dan tanggung jawabnya, Direksi mengeluarkan berbagai keputusan, baik di bidang pengelolaan operasional bisnis, keuangan, sumber daya manusia, maupun aspek strategis. Selama tahun 2014, Direksi telah mengeluarkan 51 keputusan yang dituangkan dalam Keputusan Direksi, antara lain mengatur sebagai berikut. To see the agenda of joint meeing of Board of Commissioners and Board of Directors, please refer to the Board of Commissioners Meeings secion. Board Of Directors Decisions As part of the implementaion of duies and responsibiliies, the Board of Directors issued a number of decisions in the management of business operaions, inance, human resources, and strategic aspects. In 2014, the Board of Directors have issued 51 decisions set forth in the Decision of the Board of Directors, some of which are as follows: 288 Lapor an T ahunan 2014 Bidang | Sector Jumlah | Ammount Pokok Perusahaan | Core of Company 16 Bidang Pemasaran dan Pengembangan Usaha | Markeing and Business Development 15 Bidang Keuangan dan Teknologi Informasi | Finance and Informaion Technology 1 Bidang Operasi | Operaions 1 Bidang Personalia dan Umum | Human Capital and General Afairs 18 Selain Keputusan Direksi, juga terdapat Surat Keputusan Personil, Surat Perintah Direksi, Surat Edaran, Instruksi dan Pengumuman dengan rincian sebagai berikut. Jenis | Type Jumlah | Ammount Surat Keputusan Personil | Decrees on Personnel 2546 Surat Perintah Direksi | Board of Directors Writen Resoluions 484 Surat Edaran | Circular Resoluions 36 Instruksi | Instrucions 45 Pengumuman | Announcements

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Program Orientasi Direksi Baru Angkasa Pura Airports melaksanakan program orientasi pengenalan bagi anggota Direksi yang baru diangkat sesuai ketentuan pedoman kerja Direksi Board Manual. Namun selama tahun 2014, idak terdapat pengangkatan Direksi baru sehingga idak dilaksanakan progragram orientasi bagi Direksi baru. Pengembangan Kompetensi Direksi Untuk menunjang pelaksanaan tugas dan tanggung jawabnya, Direksi mengikui serangkaian program pengembangan kompetensi. Selama tahun 2014, program pengembangan kompetensi yang telah dilakukan Direksi Angkasa Pura Airports sebagai berikut. In addiion to the decisions of Board of Directors, there are also Decrees on Personnel, Board of Directors Writen Resoluions, Circular Resoluions, Instrucions and Announcements with details as follows: Orientaion Program For New Members of The Board of Directors Angkasa Pura Airports implement the orientaion acquaintanceship program for new members of Board of Directors pursuant to the Work Manual of Board of Directors Board Manual. However, in 2014, there was no appointment of new Board of Directors, therefore no orientaion program for new Board of Directors. Capacity Development of The Board of Directors To support their duies and responsibiliies, the Board of Directors paricipated in a series of capacity development programsto enhance their competency. In 2014, the competency development program conducted by the Board of Directors of Angkasa Pura Airports are as follows: Annual R eport 2014 289 Nama | Name Jabatan | Posiion Program Pengembangan Kompetensi | Competency Development Program Tommy Soetomo President Director ACI Small and Emerging Airports Seminar, Bali 20–22 Oktober 2014 Gunawan Agus Subrata Finance and IT Director Workshop Formulaing Holding Company Management 27 Maret 2014 Robert Daniel Waloni Markeing and Business Development Director ACI Small and Emerging Airports Seminar, Bali 20–22 Oktober 2014 Yushan Sayui Operaion Director - Daan Achmad Human Capital and General Afair Director • Workshop Tatanan Beneit Kesehatan Untuk BUMN di Era BPJS 14–15 Februari 2014 • Workshop Formulaing Holding Company Management 27 Maret 2014 • ACI Small and Emerging Airports Seminar, Bali 20–22 Oktober 2014 Polana Banguningsih Pramesi Technical Director • One Day Seminar The Future Plan and Design For Airport City and Aerotropolis 13 Februari 2014 • ACI Small and Emerging Airports Seminar, Bali 20–22 Oktober 2014 Penilaian Kinerja Direksi Direksi Angkasa Pura Airports berkomitmen untuk senaniasa meningkatkan pencapaian kinerjanya. Untuk mendukung hal tersebut, dilakukan penilaian kinerja Direksi melalui assessment GCG. Pada 2014, penilaian kinerja Direksi melalui assessment GCG dilakukan dengan bantuan konsultan independen, Pusat Pengembangan Akuntansi dan Keuangan, dan mencapai skor 32,54 dengan capaian 93,00 dan predikat SANGAT BAIK. Kriteria yang digunakan dalam penilaian kinerja Direksi tersebut melipui: 1. Pelaksanaan program pelaihanpembelajaran Direksi; 2. Pembagian tugasfungsi, wewenang dan tanggung jawab Direksi yang jelas; 3. Penyusunan perencanaan perusahaan; 4. Pemenuhan target kinerja perusahaan; 5. Pelaksanaan pengendalian operasional dan keuangan terhadap implementasi rencana dan kebijakan perusahaan; 6. Pelaksanaan pengurusan perusahaan sesuai dengan peraturan perundang-undangan yang berlaku dan Anggaran Dasar; Assessment On The Performance of The Board of Directors The Board Directors of Angkasa Pura Airports are commited to consistently improve their performance. To support this objecive, the assessment on GCG was conducted in 2014, by an independent consultant, Accountant and Finance Development Centre, the Company scored 32.54 reaching 93 of the target and was categorized as EXCELLENT. The criteria used to assess the Directors’ performance include: 1. Implementaion of training program for Directors; 2. Distribuion of the Directors duiesfuncion, authority and responsibility as clear as possible; 3. Plans for the Company; 4. Achievement in the Company program; 5. Implementaion of the Company’s operaions and inancial plansin accordance with the Company’s plan and regulaion; 6. Conformity between business pracice and the current regulaions and the charter; 290 Lapor an T ahunan 2014 7. Pelaksanaan hubungan yang bernilai tambah bagi perusahaan dan pemangku kepeningan; 8. Memonitor dan mengelola potensi benturan kepeningan anggota Direksi dan manajemen di bawah Direksi; 9. Pelaksanaan keterbukaan informasi dan komunikasi, serta penyampaian informasi kepada Dewan Komisaris dan Pemegang Saham secara tepat waktu; 10. Penyelenggaraan rapat Direksi dan kehadiran pada rapat Dewan Komisaris; 11. Penyelenggaraan pengawasan intern yang berkualitas dan efekif; 12. Penyelenggaraan fungsi Sekretaris Perusahaan yang berkualitas dan efekif; 13. Penyelenggaraan RUPS Tahunan dan RUPS lainnya sesuai peraturan perundang-undangan. Selain melalui assessment GCG, penilaian kinerja Direksi juga diukur melalui pencapaian Key Performance Indicator KPI yang tertuang dalam Kontrak Manajemen PT Angkasa Pura I Persero tahun 2014. Berdasarkan hasil capaian KPI tersebut, kinerja Direksi beserta jajarannya telah sangat baik. Pencapaian KPI mampu melebihi target yang ditetapkan. Rekapitulasi hasil capaian KPI Perusahaan tahun 2014 sebagai berikut: No. Perspekif | Perspecive Bobot | Weight Capaian | Achievement 1. Keuangan dan Pasar | Finance and Market 20,00 21,96 2. Fokus Pelanggan | Customer Focus 24,00 24,38 3. Efekivitas Produk dan Proses | Product and Process Efeciveness 18,00 18,03 4. Fokus Tenaga Kerja | Labor Focus 20,00 20,66 5. Kepemimpinan, Tata Kelola dan Tanggung Jawab Kemasyarakatan | Leadership, Company Governance, and CSR 18,00 18,76 Jumlah | Ammount 100,00 103,79 Kebijakan Remunerasi Direksi Dalam menjalankan tugas dan tanggung jawabnya, Direksi mendapat sejumlah remunerasi dan fasilitas lainnya. Kebijakan pemberian remunerasi dan fasilitas lainnya bagi Direksi didasarkan pada Keputusan Pemegang Saham Perusahaan yang mengacu kepada Peraturan Menteri Negara BUMN Nomor: PER-04MBU2014 tentang 7. Relaionships that add value for the Company and the Stakeholders; 8. Ability to monitor and manage in all potenial conlict of interest and circumstances under the Director’s leadership; 9. Transparency on the informaion and communicaion and punctual delivery of informaion to the Board of Commissioners and the Stockholders; 10. Meeing of the Directors and the members atendance; 11. Qualiied and efecive internal supervision; 12. Qualiied and efecive funcion of the Corporate Secretary; 13. Conduct annual meeing and other GSM that are in compliance with the regulaions. In addiion to assessment on GCG, the assessment on the Director’s performance also applies the Key Performance Indicator KPI measurement as stated in Management Contract of PT Angkasa Pura I Persero 2014. Based on the measurement, the Directors and the stafs’ performance is excellent. The achievement of KPI measurement is higher than the target. The results of KPI measurement are as follow: Remuneraion Policy of The Board of Directors In carrying out their duies, the Directorsreceive a certain remuneraion and facilitaies. The policy on the remuneraion and facilitaies for the Directors are based on the Shareholders decision which refers to Regulaion of the Minister of State-owned Enterprises Number: PER-04 MBU2014 regarding the Guidelines to set the remuneraion Annual R eport 2014 291 Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris, dan Dewan Pengawas Badan Usaha Milik Negara. Berdasarkan Keputusan Rapat Umum Pemegang Saham Nomor: AP.I.1348KU.01.042014 tanggal 24 Maret 2014, remunerasi dan fasilitas lainnya yang diterima Direksi Angkasa Pura Airports sebagai berikut. Tabel Keputusan RUPS Tentang Struktur Remunerasi Direksi Jenis Penghasilan | Type of Income Keputusan RUPS | Decision in RUPS Keterangan | Remarks Honorarium | Honorarium Rp93.000.000,-bulan Rp93,000,000,-month • Direktur Utama: 100 • Direktur: 90 dari Direktur Utama • President Director: 100 • Director: 90 of the President Director Tunjangan | Allowance • Tunjangan Hari Raya • Holiday Allowance Diberikan sebesar 1 satu bulan gaji In the amount of one mount salary • Tunjangan Perumahan • Housing Allowance Diberikan secara bulanan termasuk biaya uilitas sebesar 40 dari gaji, dengan ketentuan paling banyak sebesar: a. Rp27.500.000,- untuk ibu kota negara b. Rp25.000.000,- untuk ibu kota provinsi c. Rp22.500.000,- untuk wilayah kabupatenkota Receive monthly, including uility cost in the amount of 40 of the salary under condiion the maximum: a. Rp27,500,000,- in the naional capital city b. Rp25,000,000,- in the province capital c. Rp22,500,000,- in the regency Dalam hal telah memiliki rumah jabatan, maka Direksi wajib mempergunakan rumah jabatan tersebut sampai dengan masa jabatannya berakhir, serta yang bersangkutan idak diberikan tunjangan perumahan If company housing is available, the Director shall reside in the company housing and therefore is not enitle to not receive the housing allowance • Asuransi Purna Jabatan Premi asuransi paling banyak 25 dari gaji The maximum insurance premium is 25 of the salary Fasilitas | Facility • Fasilitas Kendaraan Dinas • Oicial Vehicle 1 satu unit mobil 1 one car Maksimum kapasitas 3.000 cc Maximum capacity 3,000 cc • Fasilitas Kesehatan • Health Asuransi kesehatan Health insurance Penggunaannya mengacu ketentuan PER-04MBU20I4 Referring to regulaion PER-04MBU20I4 • Fasilitas Bantuan Hukum • Legal aid Untuk pembiayaan jasa kantor pengacara konsultan hukum yang melipui proses pemeriksaan sebagai saksi, tersangka, dan terdakwa di lembaga peradilan To cover lawyerlaw consultant cost in which including invesigaing process as a witness, a suspect and a defendant Penggunaannya mengacu ketentuan PER-04MBU20I4 Referring to regulaion PER-04MBU20I4 for Directors, for the Board of Commissioners and for the Supervisory Board of the State-owned enterprises. Based on the Decision in General Meeing of the Shareholders Number: AP.I.1348KU.01.042014 on 24 March 2014, the remuneraion and facilitaion to be received by the Directors of Angkasa Pura Airports are as follow: Table of GMS on Directors Remuneraion Structure 292 Lapor an T ahunan 2014 TaniemInsenif Kinerja TaniemPerformance Incenive • TaniemInsenif Kinerja • TaniemPerformance Incenive Memberikan taniem sebesar Rp16.000.000,- untuk Direksi dan Dewan Komisaris Receive taniem in the aount of Rp16,000,000,- for the Directors and the Board of Commissioners • Direktur Utama: 100 • Direktur: 90 dari taniem Direktur Utama Diberikan secara proporsional sesuai masa kerja akif yang bersangkutan dan pajak atas taniem ditanggung pribadi bukan Perusahaan • President Director: 100 • Director: 90 of the President Director taniem Receive in accordance to the tenure and tax of the taiem is paid personally, not by the Company • Long Term Incenive Tidak diberikan Not received Tabel Struktur Remunerasi Direksi Nama Name Jabatan Posiion Honor Main Salary Rp Tunjangan Allowance Rp Fasilitas Facility Rp Taniem Taniem Rp Total per Tahun Sum of the Annual Salary Rp Tommy Soetomo President Director 1.116.000.000 423.000.000 279.000.000 1.483.485.044 3.301.485.044 Gunawan Agus Subrata Finance and IT Director 1.004.400.000 413.700.000 251.100.000 1.335.136.540 3.004.336.540 Robert Daniel Waloni Markeing and Business Development Director 1.004.400.000 413.700.000 251.100.000 1.335.136.540 3.004.336.540 Yushan Sayui Operaion Director 1.004.400.000 413.700.000 251.100.000 1.335.136.540 3.004.336.540 Daan Achmad Human Capital and General Afair Director 1.004.400.000 413.700.000 251.100.000 930.955.414 2.600.155.414 Polana Banguningsih Pramesi Technical Director 1.004.400.000 413.700.000 251.100.000 930.955.414 2.600.155.414 TOTAL 6.138.000.000 2.491.500.000 1.534.500.000 7.350.805.492 17.514.805.492 Annual R eport 2014 293 Organ dan Komite Di Bawah Dewan Komisaris Dalam melaksanakan tugasnya, Dewan Komisaris dibantu oleh Sekretaris Dewan Komisaris dan Komite Penunjang, yaitu Komite Audit serta Komite Risiko Usaha dan GCG. Dewan Komisaris idak memiliki Komite Nominasi dan Remunerasi, namun memiliki fungsi yang melaksanakan tugas di bidang nominasi dan remunerasi. Organ dan Komite di bawah Dewan Komisaris tersebut diuraikan sebagai berikut. Sekretaris Dewan Komisaris Untuk menunjang kelancaran pelaksanaan tugas, Dewan Komisaris dibantu oleh Sekretaris Dewan Komisaris. Sekretaris Dewan Komisaris diangkat dan diberhenikan oleh Dewan Komisaris sehingga Sekretaris Dewan Komisaris bertanggung jawab secara langsung kepada Dewan Komisaris dalam melaporkan pelaksanaan tugasnya. Tugas dan Tanggung Jawab Sekretaris Dewan Komisaris Sekretaris Dewan Komisaris menjalankan tugas administrasi dan kesekretariatan yang berkaitan dengan seluruh kegiatan Dewan Komisaris, yaitu: • Mempersiapkan rapat, termasuk bahan rapat Dewan Komisaris; • Membuat risalah rapat Dewan Komisaris sesuai Anggaran Dasar Perusahaan; • Mengadministrasikaan dokumen Dewan Komisaris, baik surat masuk maupun surat keluar, serta risalah rapat maupun dokumen lainnya; • Menyusun rancangan rencana kerja dan anggaran Dewan Komisaris; • Menyusun rancangan laporan-laporan Dewan Komisaris; • Memasikan bahwa Dewan Komisaris mematuhi peraturan perundang-undangan serta menerapkan prinsip-prinsip GCG; • Memberikan informasi yang dibutuhkan oleh Dewan Komisaris secara berkala danatau sewaktu-waktu apablia diminta; Organs and Commitees Under The Board of Commissioners In performing their duies, the board of commissioners is assisted by Secretary of the board of commissioners and the Supporing Commitees, i.e. the Audit commitee and the Risk Management and GCG Commitee. Even the board of commissioners do not have Nominaion and Remuneraion Commitee, but it has nominaion and remuneraion funcion. Detail informaion regarding the organs and the commitees is as follow. Secretary of The Board of Commissioners To support the performance, the Board of the Commissioners is assisted by a secretary. The Secretary is appointed and dismissed by the Board then any report related to its duty and responsibility is given directly to the Boards. Dutyies and Responsibiliies of The Secretary of The Board of Commissioners Secretary of the Boards runs any administraion and secretariat task related to the whole the board of commissioners’ aciviies, i.e.: • Prepare the meeing, including its material; • Make minutes of the meeing in accordance with the Company’s Statute • Administer documents related o the Boards’ task, incoming and outgoing mails, treaise, etc; • Drat the Boards’ working plan and budgeing; • Drat of the Boards’ report; • Ensure all members of the Boards obey the regulaions and GCG’s principle; • Provide periodical andor anyime any informaion needed by the Board, if asked; 294 Lapor an T ahunan 2014 • Mengkoordinasikan anggota Komite, jika diperlukan, dalam rangka memperlancar tugas Dewan Komisaris; • Mengumpulkan data-data teknis yang berasal dari Komite-komite di lingkungan Dewan Komisaris dan tenaga ahli Dewan Komisaris untuk kepeningan Dewan Komisaris; • Sebagai penghubung liason oicer Dewan Komisaris dengan pihak lain; • Melaksanakan tugas lain Dewan Komisaris. Proil Sekretaris Dewan Komisaris Berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP. 14DK.AP.I2013 tanggal 25 Nopember 2013, Sekretaris Dewan Komisaris Angkasa Pura Airports dijabat oleh Faturohman. Proil Sekretaris Dewan Komisaris sebagai berikut. Warga Negara Indonesia, umur 38 tahun, lahir di Jakarta pada tanggal 26 Juni 1976. Memperoleh gelar Sarjana Ekonomi dari Universitas Indonesia, Jakarta pada tahun 2001. Pernah menjabat sebagai Sekretarsi Dewan Komisaris PT Kertas Krat Aceh 2002-2007, Sekretaris Dewan Komisaris PT Perkebunan Nusantara V 2008-2012, dan Sekretaris Dewan Komisaris PT Pupuk Kalim 2012. Menjabat sebagai Sekretaris Dewan Komisaris Perusahaan sejak 2013. Faturohman An Indonesian ciizen, 38 years old, born in Jakarta on 26 June 1976. Receive Bachelor degree of Economics from Indonesia University, Jakarta in 2001. Have experienced as Secretary of the Board of Commissioners of PT Kertas Krat Aceh 2002-2007, Secretary of the Board of Commissioners of PT Perkebunan Nusantara 2008-2012, and Secretary of the Board of Commissioners of PT Pupuk Kalim 2012. Now occupy posiion as Secretary of the Board of Commissioners since 2013 Pengembangan Kompetensi Sekretaris Dewan Komisaris Pada 2014, Sekretaris Dewan Komisaris idak mengikui program pengembangan kompetensi. • Work together with the Commitees, if needed, to ease the Board’ duies; • Collect technical data which derive from the Commitees and the Experts in the interest of the Board; • Actas the liaison oicer of the Board to other paries; • Perform other duies of the Board. Proile Of The Secretary Of The Board Of Commissioners Based on the Decree of the Board of Commissioners Number:KEP.14DK.AP.I2013 on November 25th 2013, the Secretary of the Board of Commissioners is Faturohman. The proile of the Secretary of the Board of Commissioners is as follow. Competency Development Of Secretary Of The Board Of Commissioners In 2014, the Secretary did take part in any competency development program. Annual R eport 2014 295 Komite Audit Komite Audit merupakan perangkat Dewan Komisaris dalam melakukan pengawasan dan pemberian nasehat atau saran kepada Direksi dalam melaksanakan strategi dan pengelolaan Perusahaan. Ketua Komite Audit adalah anggota Dewan Komisaris, sedangkan anggota Komite Audit merupakan pihak dari luar Perusahaan yang idak mempunyai kaitan dengan manajemen, kaitan kepemilikan saham danatau kaitan dengan kegiatan usaha Perusahaan. Anggota Komite Audit diangkat dan diberhenikan oleh Dewan Komisaris dengan dilaporkan kepada RUPS. Dasar Pembentukan Komite Audit Dasar pembentukan Komite Audit Angkasa Pura Airports, antara lain: a. Undang-undang Nomor 19 tahun 2003 tentang BUMN; b. Pera turan Menteri Negara BUMN Nomor: PER-05 MBU2006 tentang Komite Audit pada BUMN; c. Peraturan Bapepam Nomor: IX.I.5 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit; d. Peraturan Menteri Negara BUMN Nomor: PER-09 MBU2012 tentang Penerapan Tata Kelola Perusahaan yang Baik pada BUMN; e. Peraturan Menteri Negara BUMN Nomor: PER-12 MBU2012 tentang Organ Pendukung Dewan Komisaris. Piagam Komite Audit Dalam melaksanakan tugas dan tanggung jawabnya, Komite Audit berpedoman pada Piagam Komite Audit PT Angkasa Pura I Persero. Piagam tersebut merupakan acuan dan pedoman kerja bagi Komite Audit agar dapat bekerja secara independen, obyekif, mandiri dan transparan, serta dapat dipertanggungjawabkan. Piagam tersebut telah disahkan oleh Dewan Komisaris Perusahaan. Adapun Piagam Komite Audit tersebut memuat hal-hal sebagai berikut. The Audit Commitee The audit commitee is a part of the board of commissioners whose duies are to supervise and give advice to the Directors in implemening strategies and managing the Company. The Chairman of the Audit commitee is a member of the Boards, whereas the members of the Audit commitee are a person that does not have any connecion to the Company management, to the shareholders, andor to the business acivity of the Company. Members of the Audit commitee are appointed and dismissed by the Boards with RUPS consent. Basis Of The Audit Commitee Formaion Basis of the Audit commitee formaion, i.e: a. Regulaions Number 19 year 2003 regarding to State- owned Enterprises; b. Regulaion of the Minister of State-owned enterprises Number: PER-05MBU2006 regarding to the Audit commitee in the State-owned Enterprises; c. Regulaion of Bapepam Number : IX.I.5 regarding to Formaion and Guidance to Implement the Audit Commitee Work; d. Regulaion of the Minister of State-owned Enterprises Number: PER-09MBU2012 regarding to Applicaion Good Corporate Governance at the State-owned Enterprises; e. Regulaion of the Minister of State-owned enterprises Number: PER-12MBU2012 regarding to Supporing Organs for the Board of Commissioners. The Audit Commitee Charter In performing its duies and responsibiliies, the Audit Commitee is guided by the Audit Commitee Charter of PT Angkasa Pura I Persero. The charter is a work guidance for the Audit Commitee so they are able to perform their duty independently, objecively, transparently, and accountably. The charter is endorsed by the Board of Commissioners of the Company. The charter contains. 296 Lapor an T ahunan 2014 Bagian I Pendahuluan Berisi latar belakang, visi dan misi, serta maksud dan tujuan. Bagian II Pembentukan dan Keanggotaan Komite Audit Berisi pengerian, struktur Komite Audit, keanggotaan, pembentukan dan pengangkatan anggota, persyaratan keanggotaan, serta masa tugas anggota Komite Audit. Bagian III Fungsi, Tugas, Kewenangan dan Tanggung Jawab Berisi fungsi, tugas, kewenangan, dan tanggung jawab. Bagian IV Lingkup Pekerjaan Berisi laporan keuangan, pengendalian internal, ketaatan pada peraturan, serta tugas khusus dari Komisaris. Bagian V Kode Eik dan Mekanisme Rapat Berisi kode eik, rapat Komite Audit, serta pendanaan. Bagian VI Penutup Beberapa pokok pedoman kerja Komite Audit yang diatur dalam Piagam Komite Audit dijabarkan sebagai berikut. Tugas Komite Audit Komite Audit bertugas untuk: a. Membantu Komisaris dalam memasikan efekivitas sistem pengendalian interen dan efekivitas pelaksanaan tugas eksternal auditor dan internal auditor; b. Menilai pelaksanaan kegiatan serta hasil audit yang dilaksanakan oleh Internal Audit maupun eksternal auditor; c. Memberikan rekomendasi mengenai penyempurnaan sistem pengendalian manajemen serta pelaksanaannya; d. Memasikan telah terdapat prosedur review yang memuaskan terhadap segala informasi yang dikeluarkan Perusahaan; e. Melakukan ideniikasi hal-hal yang memerlukan perhaian Komisaris serta tugas-tugas Komisaris lainnya. Part I Introducion Consist of the background, vision and mission, then purpose and objecives Part II Formaion and Members of the Audit commitee Consist of deiniion, structure of the Audit commitee, members, formaion and appointment the members, requirement for the members, tenure of the members. Part III Funcion, Duty, Authority and Responsibility Consist of funcion, duty, authority and responsibility. Part IV Scope of Work Consist of inancial report, internal control, regulatory compliance, and special duies from the Board of Commissioner. Part V Code of Ethics and Meeing Mechanism Code of Ethics, Audit commitee meing, and funding. Part VI Closing A number of work guidance for the Audit commitee that is stated in the Audit Commitee Charter is explained as follow. Duies Of The Audit Commitee The duiies of the Audit Commitee are: a. Assist the Commissioners to ensure the internal control system and the task implementaion of internal and external auditor work efecively; b. Assess the task implementaion and audit result conducted by the internal or external auditor; c. Give recommendaion regarding to improvement in management control system and its implementaion; d. Ensure all informaion made by the Company have saisfying review procedure; e. Idenify all maters that need atenion from the Commissaries and their work. Annual R eport 2014 297 Tanggung Jawab Komite Audit a. Komite Audit bertanggung jawab kepada Komisaris. b. Pertanggungjawaban Komite Audit kepada Komisaris disampaikan dalam laporan triwulanan dan tahunan pelaksanaan tugas Komite Audit, serta dalam laporan pelaksanaan tugas khusus Komite Audit. c. Komite Audit bertanggung jawab menjaga kerahasiaan dokumen, data dan informasi Perusahaan. Kewenangan Komite Audit a. Komite Audit berwenang untuk mendapatkan informasi secara penuh dan bebas tentang karyawan, dana, aset, serta sumber daya Perusahaan lainnya yang berkaitan dengan pelaksanaan tugasnya. b. Dalam melaksanakan kewenangan tersebut, Komite Audit wajib bekerja sama dengan Internal Audit. c. Apabila diperlukan, dengan persetujuan tertulis Komisaris, Komite Audit dapat meminta bantuan tenaga ahli danatau konsultan untuk membantu Komite Audit. KUALIFIKASI PENDIDIKAN DAN KEAHLIAN KOMITE AUDIT Komite Audit Angkasa Pura Airports diketuai oleh seorang anggota Dewan Komisaris dan memiliki 2 dua orang anggota Komite. Masing-masing anggota Komite Audit memiliki kualiikasi pendidikan dan keahlian yang sesuai di bidang audit. Hal ini dapat dilihat dari proil Komite Audit sebagai berikut. Dwi Ary Purnomo Proil dapat dilihat pada proil Dewan Komisaris. Menjabat sebagai Ketua Komite Audit sejak 8 April 2014 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP-04DK.API2014. The proile is able to check in the proile of the Board of Commissionners. Occupied posiion as the Chairman of the Audit Commitee since 8 April 2008 based on Decree of the Board of Commissioners Number: KEP-04DK.API2014. Responsibiliies Othe Audit Commitee a. The Audit Commitee reports to the Commissioner. b. The responsibility report prepared by the Audit Commitee are submited to the Commissioner in the quarter and annual report, and in the special report. c. The Audit Commitee shall maintain the conideniality of all documents, data and informaion of the Company. Authority Of The Audit Commitee a. The Audit Commitee is authorized to receive all informaion related to the employees, inance, assets and sources which have relaion to its task. b. In performing its duty, the Audit Commitee has to work together with the Internal Audit Unit c. If needed, the Audit Commitee is allowed to be assisted by an expert andor a consultant provided that it has writen permit from the Commissioner. EDUCATIONAL QUALIFICATION AND EXPERTISE OF THE AUDIT COMMITTEE The Audit Commitee of Angkasa Pura Airports is chaired by a member of the Board of Commissaries and has two members. Members of the Audit Commitee have audiing educaional background and experise. Proile of the members is as follow. 298 Lapor an T ahunan 2014 Ilham Budiono Warga Negara Indonesia, umur 63 tahun, lahir di Kendal, Jawa Tengah pada tanggal 6 Maret 1952. Memperoleh gelar Sarjana Ilmu Keuangan dari Universitas Gadjah Mada, Yogyakarta pada tahun 1980 dan Master Manajemen dari STIE IPWI, Jakarta pada tahun 2001. Mengawali karir tahun 1980 di Badan Pengawasan Keuangan Pembangunan BPKP sebagai auditor dengan jabatan terakhir sebagai Pengendali Mutu Audit . Menjabat sebagai anggota Komite Audit Perusahaan sejak 9 November 2010 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP.06DK.AP.I2010 dan diangkat kembali pada 1 November 2013 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP.12DK.AP.I2013. An Indonesian ciizen, 63 years old, born in Kendal, Central Java on 6 March 1952. Receive Bachelor degree of Finances form Gajah Mada University, Yogyakarta in 1980 and Master degree of Management from STIE IPWI, Jakarta in 2001. Staring his career in 1980 as the auditor, and occupied posiion as Audit Quality Control as the latest posiion, of BPKP. Occupied posiin as a member of Audit Commitee of the Company since 9 November 2010 based on Decree of the Board of Commissioners Number: KEP.06DK.AP.I2010 and reappointed on 1 November 2013 based on Decree of the Board of Commissioners Number: KEP.12DK.AP.I2013. Ida Bagus Sudarsana Warga Negara Indonesia, umur 61 tahun, lahir di Gianyar, Bali pada tanggal 19 Agustus 1954. Memperoleh gelar Sarjana Ekonomi bidang Akuntansi dari Universitas Airlangga, Surabaya pada tahun 1981 dan Master Akuntansi dari STIE IPWI, Jakarta pada tahun 2000. Mengawali karir tahun 1981 di Badan Pengawasan Keuangan Pembangunan BPKP sebagai auditor dengan jabatan terakhir sebagai Pengendali Mutu Bidang Pengawasan Pengeluaran. Menjabat sebagai anggota Komite Audit Perusahaan sejak 20 November 2012 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP.17DK.AP.I2012 dan diangkat kembali pada 11 November 2013 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP.13 DK.AP.I2013. An Indonesian ciizen, 61 years old, born in Gianyar, Bali on 19 August 1954. Receive Bachelor degree of Economics in Accouning from Airlangga University, Surabaya in 1981 and Master degree of Accounings from STIE IPWI, Jakarta in 2000. Staring his career in 1981 as the auditor, and occupied posiion as Audit Quality Control in Control Spending, of BPKP. Occupied posiion as the Audit Commitee of the Company since 20 November 2012 based on Decree of the Board of the Commissionners Number: KEP.17DK.AP.I2012 and reappointed on 11 November 2013 based on Decree of the Board of Commissionners Number: KEP.13DK.AP.I2013. Independensi Komite Audit Komite Audit menjalankan peran secara profesional dan independen, serta idak menerimamelakukan intervensi darikepada pihak lainnya. Komite Audit idak memiliki kaitan dengan Pemegang Saham, Dewan Komisaris, maupun Direksi. Komite Audit idak memiliki kepeningan keterkaitan pribadi yang dapat menimbulkan dampak negaif dan benturan kepeningan conlict of interest dengan Perusahaan. Independensi Komite Audit sebagai berikut. The Audit Commitee’s Independence The Audit Commitee is independent and professional and shall not accept any intervenion fromto other paries. The Audit Commitee does not have any relaion with the Shareholders, the Board of Commissioner, norwith the Directors. The Audit Commitee does not have any personal interestrelaion that would pose a negaive impact and conlict of interest to the Company. The Audit Commitee independency is as follow. Annual R eport 2014 299 Aspek Indepensi Aspect of Independence Dwi Ary Purnomo Ilham Budiono Ida Bagus Sudarsana Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi No inancial relaions with the Board of Commissioners and the Directors Tidak No Tidak No Tidak No Tidak memiliki hubungan kepengurusan di Perusahaan, Anak Perusahaan, maupun perusahaan ailiasi No relaion with the Company, the Subsidiaries or the Ailiaion Companies management. Tidak No Tidak No Tidak No Tidak memiliki hubungan kepemilikan saham di Perusahaan No relaion with Stockholders of the Company Tidak No Tidak No Tidak No Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan atau sesama anggota Komite Audit No family relaionship with the Board of Commissioners, the Directors, andor the Audit Commitee Tidak No Tidak No Tidak No Tidak menjabat sebagai pengurus partai poliik, pejabat dan pemerintah Do not occupy any posiion in a poliical party and a government oice Tidak No Tidak No Tidak No Pelaksanaan Tugas Komite Audit Selama tahun 2014, Komite Audit telah melaksanakan tugas antara lain: a. Memberikan rekomendasi terkait penunjukan Kantor Akuntan Publik KAP dan melakukan evaluasi kinerja KAP; b. Bersama dengan Sekretaris Dewan Komisaris dan staf, menyusun beberapa kebijakan Dewan Komisaris terkait assessment GCG, inalisasi RKA Dewan Komisaris dan penilaian bandara terbaik tahun 2014; c. Mengikui sosialisasi dari Direksi dan GM dengan materi pencapaian RKA masing-masing bandara dengan tema “Tahun Opimalisasi Potensi Bisnis Secara Penuh”; d. Menghadiri rapat pembahasan BUMN Bersih dengan BPKP; e. Melakukan penelaahan atas RJPP Tahun 2014-2018 dan RKAP 2015; f. Membuat usulan atas kegiatan Direksi untuk melakukan divestasi saham pada Gapura Angkasa; g. Melakukan review atas konsep Pedoman Audit Berbasis Risiko dari SPI; h. Melakukan penelaahan atas perkembangan Anak Perusahaan dikaitkan dengan business plan; Duies Of The Audit Commitee During 2014, the Audit Commitee has executed the following duies: a. Give recommendaion regarding the selecion of the Public Accouning Firm KAP and evaluate the KAP performance; b. Together with the Secretary of the Board and its stafs, develop several policies of the Board of Commissioners regardingthe assessment on GCG, inailizing the budget and work plan of the Board of Commissioners and assessing airports to be awarded as the best for 2014; c. Take part in socializaion, with a theme ‘the Year of Opimizing Business Potency to the Highest’, held by the Directors and GM regarding to RKA achievement in all airports d. Atend meeings to discuss Clean State-owned Enterprises by BPKP; e. Analyze the Long term Development plan RJPP for the period of 2014-2018 and RKAP 2015 f. Propose to the Directors to conduct divesiture on Gapura Angkasa; g. Review the concept of Risk-based Audit Guidance proposed by SPI; h. Analyze development of the Subsidiary for business plan 300 Lapor an T ahunan 2014 i. Turut serta dalam pelaksanaan penilaian bandara terbaik tahun 2014; j, Melakukan pemantauan indak lanjut temuan hasil audit BPK RI. Rapat Komite Audit Dalam melaksanakan tugas, Komite Audit mengadakan pertemuan secara berkala dan bekerja sama dengan Internal Audit untuk menjamin kesiapan, ketersediaan data dan informasi, sehingga kondisi Perusahaan dapat diketahui dengan baik oleh Dewan Komisaris. Dalam pelaksanaan rapat, Komite Audit dapat mengundang manajemen melalui Internal Audit untuk memberikan informasi yang diperlukan. Selama tahun 2014, Komite Audit telah melaksanakan 10 sepuluh kali rapat dengan Internal Audit sebagai berikut. Nama Name Jabatan Posiion Rapat Komite Audit dengan Internal Audit Meeing of the Audit Commitee and the Internal Audit Jumlah Rapat Frequency of Meeing Frekuensi Kehadiran Number of the Atendance Dwi Ary Purnomo Ketua | Chairman 10 10 Ilham Budiono Anggota | Member 10 10 Ida Bagus Sudarsana Anggota | Member 10 10 Adapun agenda rapat Komite Audit sebagai berikut. Tanggal Rapat Date of the Meeing Agenda Rapat Agenda of the Meeing Rapat Komite Audit dengan Internal Audit | Meeing of the Audit Commitee with the Internal Audit 6 Januari 2014 6 JanuarY 2014 Piagam Internal Audit Internal Audit Charter Work plan of the Audit Commitee and the Internal Audit Unit 5 Februari 2014 5 FebruarY 2014 Program kerja Komite Audit dan Internal Audit KAP indings, achievement, and performance 3 Maret 2014 3 March 2014 Temuan KAP, capaian KPI dan kinerja KAP Preparaion to make Term of References TOR of KAP Audit 4 April 2014 4 April 2014 Persiapan menyusun Term of References TOR Audit KAP Compiling Audit RAB 2014 Calculaing producive days and auditor needs in the Internal Audit Unit 7 Mei 2014 7 May 2014 Menyusun RAB Audit tahun 2014 Compleing TOR of KAP Audit 6 Juni 2014 6 June 2014 Menghitung hari produkif dan kebutuhan auditor di Internal Audit Technical assessment KAP on aucion paricipants and personal price esimaion edit i. Paricipate in the assessment of the best airports in 2014; j. Following up the indings from the auditresults by BPK RI Audit Commitee Meeing In performing its duty, the Audit Commitee holds meeing on a regular basis and collaborates with the Internal Audit Unit to provide available data and informaion on the Company’s condiion to be known by the Board of Commissioners. For meeing, the Audit Commitee is allowed to invite the management via the Internal Audit Unit to provide the necessary informaion. During 2014, the Audit Commitee held 10 meeings with the Internal Audit. The agenda is as follow. Annual R eport 2014 301 5 Agustus 2014 5 August 2014 Finalisasi TOR Audit KAP Compleing TOR of KAP Audit 15 September 2014 15 September 2014 Penilaian teknis KAP peserta lelang dan edit harga perkiraan sendiri Technical assessment KAP on aucion paricipants and personal price esimaion edit 15 Oktober 2014 15 October 2014 Tindak lanjut temuan BPK Following up the BPK indings 4 Desember 2014 4 December 2014 Program kerja Internal Audit tahun 2015 dan evaluasi pelaksanaan program kerja 2014 Work plan of the Internal Audit Unit in 2015 and evaluaion of Work Plan in 2014 PENGEMBANGAN KOMPETENSI KOMITE AUDIT Untuk menunjang pelaksanaan tugas, Komite Audit memiliki kesempatan untuk mengikui dan berparisipasi dalam berbagai pelaihan dan seminar untuk mengembangkan kompetensi. Namun, pada tahun 2014, Komite Audit Angkasa Pura Airports idak mengikui program pengembangan kompetensi. Kebijakan Remunerasi Komite Audit Kebijakan remunerasi Komite Audit mengacu kepada Peraturan Menteri Negara BUMN Nomor: PER-12 MBU2012 tanggal 24 Agustus 2012 tentang Organ Pendukung Dewan KomisarisDewan Pengawas BUMN. Berdasarkan keputusan tersebut, Komite Audit menerima remunerasi berupa honorarium maksimal sebesar 20 dua puluh persen dari gaji Direktur Utama dengan ketentuan pajak ditanggung Perusahaan, serta idak diperkenankan menerima penghasilan lain selain honorarium tersebut. Sedangkan, Ketua Komite Audit yang berasal dari anggota Dewan Komisaris idak diberikan penghasilan tambahan dari jabatan tersebut selain penghasilan sebagai anggota Dewan Komisaris. Pada tahun 2014, besarnya remunerasi yang diterima Komite Audit sebagai berikut. Nama Name Jabatan Posiion Honor Salary Rp Tunjangan Hari Raya Holiday Allowance Rp Total Rp Dwi Ary Purnomo Ketua | Chairman - - - Ilham Budiono Anggota | Member 223.200.000 18.600.000 241.800.000 Ida Bagus Sudarsana Anggota | Member 223.200.000 18.600.000 241.800.000 TOTAL 446.400.000 37.200.000 483.600.000 CAPACITY DEVELOPMENT OF THE AUDIT COMMITTEE To support its performance, the Audit Commitee has the opportunity to paricipate in various training and seminars for capacity development. However in 2014, the Audit Commitee did not paricipate in any capacity development program. Remuneraion Policy Of The Audit Commitee Remuneraion policy of the Audit Commitee refers to Regulaion of the Minister of State-owned Enterprises Number: PER-12MBU2012 on 24 August 2012 regarding the Supporing Organ of the Board of Commissioners Supervisory Board of State-owned Enterprises. According to the policy, the Audit Commitee receives a remuneraion in the form of honorarium in maximum amount of 20 twenty percent of the President Director’s salary with the provision of the tax paid by the Company, other than that it is not allowed to receive any honorarium. Whereas the chairman that is also a member of the Board of Commissioners is not allowed to receive other honorarium other than his honorarium as a member of the Board of Commissioners. In 2014, the amount of remuneraion received by the Audit Commitee is as follow. 302 Lapor an T ahunan 2014 Komite Risiko Usaha dan GCG Komite Risiko Usaha dan GCG merupakan organ pendukung yang dimaksudkan untuk membantu Dewan Komisaris terkait permasalahan kebijakan Direksi yang berkaitan dengan pengelolaan risiko risk management dan kemungkinan terjadinya risiko usaha, serta pengelolaan perusahaan yang baik GCG. Komite Risiko Usaha dan GCG diketuai oleh seorang anggota Dewan Komisaris. Komite Risiko Usaha dan GCG diangkat dan diberhenikan oleh Dewan Komisaris dengan dilaporkan kepada RUPS. Dasar Pembentukan Komite Risiko Usaha dan GCG Komite Risiko Usaha dan GCG dibentuk berdasarkan a. Undang-undang Nomor 19 tahun 2003 tentang BUMN; b. Peraturan Menteri Negara BUMN Nomor: PER-09 MBU2012 tentang Penerapan Tata Kelola Perusahaan yang Baik pada BUMN; c. Peraturan Menteri Negara BUMN Nomor: PER-12 MBU2012 tentang Organ Pendukung Dewan Komisaris. PIAGAM KOMITE RISIKO USAHA DAN GCG Dalam melaksanakan tugas dan tanggung jawabnya, Komite Risiko Usaha dan GCG berpedoman pada Piagam Komite Risiko Usaha dan Good Corporate Governance GCG. Piagam tersebut merupakan pedoman agar Komite Risiko Usaha dan GCG dapat melaksanakan tugas dan tanggung jawabnya secara eisien, efekif, transparan, kompeten, independen, dan dapat dipertanggungjawabkan, serta sesuai dengan peraturan perundang-undangan yang berlaku. Muatan dari Piagam Komite Risiko Usaha dan GCG tersebut sebagai berikut. Bab I Pendahuluan Memuat latar belakang, visi dan misi, serta maksud dan tujuan. Bab II Pembentukan, Organisasi dan Masa Kerja Memuat tentang pembentukan dan organisasi. The Risk Management and GCG Commitee The Risk Management and GCG Commitee is a supporing organ whose duies are to assist the Board of Commissioners in its policy related to risk management, business risk possibility, and GCG. The Risk Management and GCG Commitee is chaired by a member of the Board of Commissioners. Members of the Risk Management and GCG Commitee are appointed and dismissed by the Board of Commissioners and known by the GSM. Legal Basis For The Establishment Of The Business Risk And GCG Commitee The establishment of the Business Risk and GCG Commitee is based on: a. Regulaions Number 19 of 2003 regarding to State- owned Enterprises b. Regulaion of the Minister of State-owned Enterprises Number : PER-09MBU2012 regarding Implementaion of GCG on State-owned Enterprises c. Regulaion of the Minister of State-owned Enterprises Number: PER-12MBU2012 regarding Supporing Organ for the Board of Commissioners THE CHARTER OF THE BUSINESS RISK AND GCG COMMITTEE In performing its duty and task, the Risk Management and GCG Commitee is guided by the Business Risk and GCG Charter. The charter is a guidance to ensure that the duies are peformed eiciently, efecively, transparently, in a competent manner, independently, and accountably, and in line with the current regulaions. The content of the charter is as follow: Part I Introducion Background, vision and mission, then purpose and objecives Part II Formaion, Organizaion, and Working Period Formaion and organizaion Annual R eport 2014 303 Bab III Tugas, Tanggung Jawab dan Kewenangan Memuat tugas dan tanggung jawab, wewenang dan mekanisme kerja, kode eik kerahasiaan, serta pertanggungjawaban. Bab IV Rapat, Pelaporan, dan Anggaran Memuat rapat Komite, pelaporan, serta anggaran. Bab V Penutup Beberapa pokok pedoman kerja Komite Audit yang diatur dalam Piagam Komite Audit dijabarkan sebagai berikut. Tugas Dan Tanggung Jawab Komite Risiko Usaha Dan GCG Tugas Pokok Berkaitan Risiko Usaha a. Melakukan review dan memberikan rekomendasi atas efekivitas pelaksanaan manajemen risiko Perusahaan yang dilakukan oleh Unit Risk Management and Compliance, melalui pertemuan secara berkala maupun cara lainnya untuk membahas progres dari tahapan- tahapan tugas dan tanggung jawab yang dilakukan oleh Risk Management and Compliance Group; b. Melakukan review atas penilaian risiko oleh Risk Management and Compliance Group terhadap rencana investasi Perusahaan yang material; c. Melakukan pengawasan atas kegiatan Risk Management and Compliance group dalam memantau pelaksanaan miigasi resiko oleh unit-unit kerja terkait; d. Melakukan pengawasan atas pelaksanaan rekomendasi Komite Risiko Usaha oleh Risk Management and Compliance Group; e. Melakukan analisis dan evaluasi atas usulan RKAP dan review tahunan atas RJPP yang diajukan oleh Direksi; f. Melakukan penelaahan atas informasi risiko dan manajemen risiko Perusahaan dalam laporan-laporan yang akan dipublikasikan, melalui proses: • Diskusi bersama dengan manajemen; • Review atas drat dari laporan yang akan dipublikasikan; g. Melakukan pembahasan atas risiko-risiko pening pada unit-unit di lingkungan Perusahaan, sesuai kebutuhan. Part III Task, Duty and Authority Duty and obligaion, authority and working mechanism, ethical code of conideniality and accountability Part IV Meeing, Reporing, and Budgeing Meeing of Commitees, reporing and budgeing Part V Closing Several main guidelines of the Audit Commitee is arranged in the Audit Commitee Charter as explained below: Duies And Responsibiliies Of The Business Risk and GCG Commitee Main duies related to Business Risk a. Review and provide recommendaion for efecive business risk management by the Risk Management and Compliance Unit, through regular meeings or other forums to disscuss the progress of the duies and responsibiliies of the Risk Management and Compliance Group; b. Review the risk assessment conducted by the Risk Management and Compliance Group related to the Company’s material investment; c. Supervise the aciviies of the Risk Management and Compliance group in monitoring the risk miigaion implemented by the related work units; d. Supervise the implementaion of the recommendaion from the Business Risk Commitee carried out by the Risk Management and Compliance Group; e. Analyze and evaluate the proposed budget and conduct annual review on the Long term development plan proposed by the Board of Directors; f. Conduct a study on risk informaion and risk management of the Company in the published reports through: • Discussions with the management; • Reviewdrat reports to be published; g. Discuss the crucial risks at the units in the Company. 304 Lapor an T ahunan 2014 h. Dalam hal Direksi menganggap perlu menggunakan konsultan manajemen risiko independen untuk melakukan penelaahan kembali atas proses manajemen risiko yang telah diterapkan Perusahaan, maka tugas Komite Risiko Usaha dan GCG adalah: • Memberikan masukan tentang kriteria dan kompetensi konsultan; • Melakukan monitoring pekerjaan konsultan melalui Risk Management and Compliance Group. Tugas Pokok Berkaitan GCG a. Memasikan kelengkapan dan validitas dari Corporate Governance Policy CGP, Management Policy MP dan Standard Operaing Procedure SOP sesuai dengan kegiatan Perusahaan; b. Memasikan manajemen melaksanakan kegiatan usaha mengikui ketentuan dalam CGP, MP dan SOP; c. Memasikan pengawasan telah dilakukan terhadap penerapan CGP, MP dan SOP; d. Mengevaluasi kebijakan tentang GCG dan Standar Eika serta indak lanjut hasil assessment yang dilakukan oleh eksternal konsultan; e. Melakukan penyelidikan dan veriikasi berdasarkan hasil temuan di lapangan berkaitan dengan pelanggaran eika dan pelanggaran prakik GCG yang terjadi di Perusahaan; f. Mengevaluasi dan melakukan penyempurnaan terhadap pedoman-pedoman yang berkaitan dengan pelaksanaan GCG sekurang-kurangnya 1 satu tahun sekali atau disesuaikan dengan kebutuhan Perusahaan; g. Memberikan nasehat, masukan, dan rekomendasi kepada Direksi mengenai standar-standar prakik terbaik penerapan GCG di Perusahaan; h. Membantu Direksi dalam merencanakan, melaksanakan, mengevaluasi dan mengembangkan secara berkesinambungan penerapan Eika Kerja dan Bisnis serta prakik GCG di seluruh wilayah kerja Perusahaan; i. Membantu tugas Direksi dalam pembinaan dan pengawasan efekiitas penerapan prakik GCG di Perusahaan sebagai upaya meningkatkan nilai Pemegang Saham, termasuk sosialisasi dan internalisasi; h. In the event, the Board of Directors deem necessary to appoint an independent risk management consultant to a review on the risk management process of the Company, then the duty of the Business Risk and GCG Commitee shall be: • Provide input on the criteria and competence of the consultant; • Monitor the work of the consultant by the Risk Management and Compliance Group. GCG -related Main Duies a. Ensuring the comprehensiveness and validity from Corporate Governance Policy CGP, Management Policy MP and Standard Operaing Procedure SOP according to the Company’s acivity; b. Ensuring the management conduct the business acivity following the provisions in CGP, MP and SOP; c. Ensuring the supervision has been conducted on the implementaion of CGP, MP and SOP d. Evaluaing policies on GCG and Ethical Standard and the follow up of assessment result conducted by external consultant; e. Conducing an invesigaion and veriicaion based on inding result in the ield related to the collision of ethics and GCG pracice occurred in the Company; f. Evaluaing and perfecing the guidelines related to the GCG implementaion at least 1 once a year or adjusted to the Company’s need; g. Giving advices, input, and recommendaion to the Board of Directors concerning the best pracice standards of GCG implementaion in the Company; h. Assising the Board of Directors in planning, execuing, evaluaing, and developing coninuously the Work Ethics and Business implementaion as well as GCG pracice in all work area of the Company; i. Assising the Boards of Directors duies in development and supervision of efeciveness of implementaion of GCG pracice in the Company as an atempt to increase the Shareholder value, including socializaion and internalizaion; Annual R eport 2014 305 j. Melakukan evaluasi terhadap efekivitas penerapan GCG oleh Organ Utama dan Organ Pendukung serta memberikan masukan penyempurnaan serta upaya- upaya pemantapannya; k. Menyusun mekanisme reward and punishment secara konsisten terkait penerapan prakik GCG di Perusahaan. Pelaksanaan Tugas Khusus a. Pemberian tugas khusus kepada Komite Risiko Usaha dan GCG oleh Dewan Komisaris dilakukan melalui perintah tertulis yang antara lain menerangkan: • Nama anggota Komite Risiko Usaha dan GCG yang diberi tugas; • Sifat dan lingkup pekerjaan; • Tujuan dan sasaran pekerjaan; • Waktu penugasan; serta • Hal-hal administraif yang berkaitan dengan tugas khusus dimaksud. b. Tugas khusus dapat mencakup tetapi idak terbatas pada pemeriksaan terhadap dugaan adanya kesalahan dalam keputusan rapat Direksi atau adanya penyimpangan dalam pelaksanaan dari suatu hasil keputusan rapat Direksi dalam kaitannya dengan tugas dan tanggung jawabnya. c. Komite Risiko Usaha dan GCG harus menyampaikan laporan pelaksanaan tugas khusus dengan ingkat kerahasiaan maksimal terbatas pada anggota Komite Risiko Usaha dan GCG dan anggota Dewan Komisaris. Melakukan Self Assesment Pelaksanaan Tugas Komite Risiko Usaha dan GCG Komite Risiko Usaha dan GCG melakukan self assessment terhadap efekivitas pelaksanaan tugasnya, dan memutakhirkan secara periodik pedoman kerjanya Piagam Komite Risiko Usaha dan GCG. KUALIFIKASI PENDIDIKAN DAN KEAHLIAN KOMITE RISIKO USAHA DAN GCG Komite Risiko Usaha dan GCG Angkasa Pura Airports diketuai oleh seorang anggota Dewan Komisaris dan memiliki 2 dua orang anggota Komite. Masing-masing anggota Komite j. Conducing an evaluaion on the efeciveness of the GCG implementaion by Main Organ and Supporing Organ and to give input for improvement and stabilizaion eforts. k. Compiling reward and punishment mechanism consistently related to the GCG pracice implementaion in the Company. Performing Special Task a. The special tasks for the GCG and Business Risk Commitee is assigned in a writen instrucion by the Board of Commissioners that includes: • The name of the member of GCG and Business Risk Commitee that is assigned the task; • The nature and scope of Work; • Objecives and goals; • Assignment ime; and • Administraive maters related to the intended special task. b. Special task can include but not limited to the audit on allegaions of some oversightsin the decision of the meeing of the Board of Directors or any errors in conducing the meeing decision related to the duies and responsibiliies c. The GCG and Business Risk Commitee should submit the report on the implementaion of the special task with maximum conideniality level andlimited access by GCG and Business Risk Commitee and the member of the Board of Commissioners. Self-Assessment in implemening the duies of the Business Risk and GCG Commitee Business Risk and GCG Commitee conducts self-assessment on the efeciveness of its task implementaions, and periodically renews its work guidelines Business Risk and GCG Commitee Charter EDUCATIONQUALIFICATIONS AND EXPERTISE OF THE BUSINESS RISK AND GCG COMMITTEE Business Risk and GCG Commitee of Angkasa Pura Airports is chaired by a member of the Board of Commissioners and has 2 two Commitee members. Each member of the 306 Lapor an T ahunan 2014 Risiko Usaha dan GCG memiliki kualiikasi pendidikan dan keahlian yang sesuai. Hal ini dapat dilihat dari proil Komite Risiko Usaha dan GCG sebagai berikut. Anandy Wai Proil dapat dilihat pada proil Dewan Komisaris. Menjabat sebagai Ketua Komite Risiko Usaha dan GCG sejak 20 April 2014 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP-06DK.API2014. Her proile can be found in the Proile of the Board of Comissioners secion. She has been holding the posiion as the Chairperson of Business Risk and GCG Commitee since April 20, 2014 based on the Decision Leter of Board of Commisioners Number : KEP- 06DK.API2014. Joko Subagyo Warga Negara Indonesia, umur 58 tahun, lahir di Klaten pada tanggal 19 Desember 1956. Memperoleh gelar Sarjana Hukum dari Universitas Islam Indonesia pada tahun 1981 dan Master Manajemen dari Universitas Mercu Buana pada tahun 2002. Pernah menjabat sebagai Kepala Seksi Pengaturan dan OTL Perusahaan 1993-2008 dan Pengawas Bidang PUM Satuan Pengawas Internal SPI Perusahaan 2008-2012. Menjabat sebagai anggota Komite Risiko Usaha dan GCG Perusahaan sejak 25 Februari 2013 berdasarkan Surat Keputusan Dewan Komisaris Nomor KEP.03DK.API2013 dan diangkat kembali pada 25 Februari 2014 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP-02 DK.API2014. Indonesian ciizen, age 58, born in Klaten on 19 December 1956. He obtained Bachelor of Law degree from Islam University of Indonesia on 1981 and Master of Management degree from Mercu Buana University on 2002. He held the posiion of Administraion, Organizaion and Governance Secion Head at PT Angkasa Pura I 1993 – 2008 and Supervisor of General Administraion of Internal Supervision Unit at PT Angkasa Pura I 2008-2012. He has been holding the posiion of a member of Company’s Business Risk and GCG Commitee since February 25, 2013 based on the Decision Leter of the Board of Commissioners Number: KEP.03DK.API2013 and is subsequently reappointed on February 25, 2014 by virtue of Decision Leter of the Board of Commissioners Number: KEP-02DK.API2014 Fahrul Ismaeni Warga Negara Indonesia, umur 35 tahun, lahir di Surabaya pada tanggal 22 Mei 1980. Memperoleh gelar Sarjana Ekonomi dari Universitas Indonesia pada tahun 2003 dan Master Hukum dari Universitas Indonesia pada tahun 2006. Bekerja pada Universitas Indonesia sebagai dosen 2003-sekarang serta Deputy of Plantaion, Rofestery and Agrobusiness di PT Agape Bumi Mandiri dan PT Agro Wahana Bumi 2009-sekarang. Menjabat sebagai anggota Komite Risiko Usaha dan GCG Perusahaan sejak 28 Juni 2013 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP.08DK.API2013 dan diangkat kembali pada 30 Juni 2014 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP-07DK.API2014. Indonesian Ciizen, age 35, born in Surabaya on 22 May 1980. He obtained a Bachelor of Economics degree from the University of Indonesia on 2003 and Master of Law degree from the University of Indonesia on 2006. He works in the University of Indonesia as a lecturer 2003–currently, Deputy of Plantaion, Forestry and Agribusiness at PT Agape Bumi Mandiri and PT Agro Wahana Bumi 2009-currently. He held the posiion of a member of Company’s Business Risk and GCG Commitee since June 28, 2013 by virtue of Decision Leter of the Board of Commissioners Number: KEP.08DK.API2013 and is subsequently reappointed on June 30, 2014 by virtue of the Decision Leter of the Board of Commissioners Number: KEP-07DK.API2014. Business Risk and GCG Commitee holds the appropriate educaional qualiicaions and experise. This can be found on the Business Risk and GCG Commitee proile as follows. Annual R eport 2014 307 Ishak Soebeki Warga Negara Indonesia, umur 63 tahun, lahir di Klaten pada tanggal 12 Mei 1952. Memperoleh gelar Sarjana Ekonomi bidang Akuntansi dari Universitas Diponegoro, Semarang pada tahun 1995 dan Master Akuntansi dari Universitas Diponegoro, Semarang pada tahun 2002. Mengawali karir tahun 1985 di Badan Pengawasan Keuangan Pembangunan BPKP sebagai auditor dengan jabatan terakhir sebagai Auditor Ahli Madya Gol VIC. Menjabat sebagai anggota Komite Risiko Usaha dan GCG Perusahaan sejak 1 Oktober 2014 berdasarkan Surat Keputusan Dewan Komisaris Nomor: KEP-09DK.API2014. Indonesian Ciizen, age 63, born in Klaten on May 12, 1952. He obtained Bachelor of Economics Degree majoring in Accouning from Diponegoro University, Semarang on 1995 and Master of Accouning degree from Diponegoro University, Semarang on 2002. He started his career on 1985 at the Financial and Development Supervisory Board BPKP as auditor with last held posiion of Audit Associate Gol VIC. He holds the posiion of a member of Business Risk and GCG Commitee since October 1st, 2014 by virtue of Decision Leter of the Board of Commissioners Number: KEP-09DK.API2014. Independensi Komite Risiko Usaha Dan GCG Komite Risiko Usaha dan GCG menjalankan peran secara profesional dan independen, serta idak menerima melakukan intervensi darikepada pihak lainnya. Komite Risiko Usaha dan GCG idak memiliki kaitan dengan Pemegang Saham, Dewan Komisaris, maupun Direksi. Komite Risiko Usaha dan GCG idak memiliki kepeningan keterkaitan pribadi yang dapat menimbulkan dampak negaif dan benturan kepeningan conlict of interest dengan Perusahaan. Ketua Komite Risiko Usaha dan GCG idak dapat merangkap jabatan sebagai ketua pada Komite lain, demikian pula anggotanya idak dapat merangkap jabatan sebagai anggota pada Komite lain. Independensi Komite Risiko Usaha dan GCG sebagai berikut. Aspek Indepensi Independence Aspect Anandy Wai Joko Subagyo Fahrul Ismaeni Ishak Soebeki Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi Has no inancial relaionship with the Board of Commissioners and Board of Directors. Tidak No Tidak No Tidak No Tidak No Tidak memiliki hubungan kepengurusan di Perusahaan, Anak Perusahaan, maupun perusahaan ailiasi Has no management relaionship with the Company, Subsidiaries, or ailiated Companies. Tidak No Tidak No Tidak No Tidak No Business Risk and GCG Commitee Independence Business Risk and GCG Commitee runs the role independently and in a professional manner, as well as not accepingcommiing intervenion tofrom other paries. Business Risk and GCG Commitee has no connecion with the Shareholders, Board of Commissioners, or even Board of Directors. Business Risk and GCG Commitee has no interestspersonal interconnecions that may cause negaive impacts and conlicts of interest. The chairperson of the Business Risk and GCG Commitee may not concurrently hold the posiion of a chairperson in another Commitee, and the members as well may not concurrently hold posiion of members in another Commitee. Independence of Business Risk and GCG Commitee is as follows. 308 Lapor an T ahunan 2014 Tidak memiliki hubungan kepemilikan saham di Perusahaan Has no shareholding relaionship with the Company. Tidak No Tidak No Tidak No Tidak No Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, danatau sesama anggota Komite Audit Has no family relaionship with the Board of Commissioners, Board of Directors, andor fellow members of Business Risk and GCG Commitee . Tidak No Tidak No Tidak No Tidak No Tidak menjabat sebagai pengurus partai poliik, pejabat dan pemerintah Does not hold the posiion of member of management board of a poliical party or regional government oicial. Tidak No Tidak No Tidak No Tidak No Pelaksanaan Tugas Komite Risiko Usaha dan GCG Selama tahun 2014, Komite Risiko Usaha dan GCG telah melaksanakan tugas antara lain: a. Melakukan penelaahan dan jawaban atas surat manajemen yang berhubungan dengan risiko usaha dan GCG, terkait: o Pengembangan Bandara Juanda Surabaya menuju konsep airport city; o Usulan divestasi saham pada PT Gapura Angkasa; o Permohonan persetujuan pembentukan PT Angkasa Pura Parking dan PT Angkasa Pura Retail; o Rencana pembentukan PT Bandar Udara Jogjakarta Baru yang akan bekerja sama dengan GVK Power and Infrastructure; o Keputusan Direksi tentang Organisasi dan Tata Kerja Proyek Pengembangan Bandara Ahmad Yani Semarang dan Proyek Pembangunan Bandara Adisutjipto Yogyakarta; o Keputusan Direksi tentang Organisasi dan Tata Kerja Proyek Pengembangan Bandara Syamsudin Noor Banjarmasin; b. Mengadakan rapatpertemuan berkala dengan Unit Risk Management and Compliance seiap akhir triwulan untuk membahas realisasi program kerja triwulan yang berkaitan dengan risiko usaha; Business Risk And GCG Commitee Duty In 2014, Business Risk and GCG Commitee has implemented tasks as follows: a. Conducing review and making response on the management leter in connecion with business risk and GCG, with relevance to: o The development of Juanda Airports Surabaya to arrive to the concept of airport city; o Stock divestment proposal on PT Gapura Angkasa; o Applicaion for approval of the formaion of PT Angkasa Pura Parking and PT Angkasa Pura Retail; o Plan for the establishment of new PT Bandar Udara Jogjakarta Baru in collaboraion with GVK Power and Infrastructure; o Board of Directors’ Decision concerning Organizaion and Governance on the Development Project of Ahmad Yani Airports Semarang and Construcion Project of Adisucipto Airports Yogyakarta; o Board of Directors’ Decision concerning Organizaion and Governance on the Development Project of Syamsudin Noor Airports Banjarmasin; b. Holding meeingsperiodical meeings with the Risk Management and Compliance Unit by the end of each quarter to discuss about the realizaion of quarterly work programs in relaion with business risk; Annual R eport 2014 309 c. Mengadakan rapat pertemuan berkala dengan Corporate Secretary seiap akhir triwulan untuk membahas realisasi program kerja triwulan yang berkaitan dengan GCG; d. Mengawasi dan memberi masukan atas pelaksanaan program risk awareness yang dilaksanakan oleh manajemen; e. Melakukan pengawasan dan pemberian nasehat untuk pelaksanaan risk based audit . Rapat Komite Komite Risiko Usaha dan GCG Dalam melaksanakan tugas, Komite Risiko Usaha dan GCG mengadakan pertemuan secara berkala dan bekerja sama dengan Unit Risk Management and Compliance dan Corporate Secretary untuk menjamin kesiapan, ketersediaan data dan informasi, sehingga kondisi Perusahaan dapat diketahui dengan baik oleh Dewan Komisaris. Selama tahun 2014, Komite Risiko Usaha dan GCG telah melaksanakan beberapa kali pertemuan yang terdiri dari 4 empat kali rapat dengan Unit Risk Management and Compliance dan Corporate Secretary sebagai berikut. Nama Name Jabatan Posiion Rapat Internal Komite Risiko Usaha dan GCG dengan Unit Risk Management and Compliance dan Corporate Secretary Business Risk Commitee Internal Meeing with Risk Management and Compliance and Corporate Secretary Unit Jumlah Rapat Meeings Number Frekuensi Kehadiran Frequency of Atendance Anandy Wai Ketua | Chairperson 4 3 Joko Subagyo Anggota | Member 4 4 Fahrul Ismaeni Anggota | Member 4 2 Ishak Soebeki Anggota | Member 4 2 c. Holding periodical meeings with the Corporate Secretary by the end of each quarter to discuss about the realizaion of quarterly work programs in relaion with GCG; d. Supervising and providing inputs on the implementaion of risk awareness program that is carried out by the management; e. Conducing supervision and providing advice on the implementaion of risk-based audit. Business Risk and GCG Commitee Meeing In execuing its tasks, Business Risk and GCG Commitee holds periodical meeings and cooperates with Risk Management and Compliance Unit and Corporate Secretary to guarantee readiness and availability of data and informaion, so that the Company’s condiion can be properly understood by the Board of Commissioners. In 2014, Business Risk and GCG Commitee has held several meeings which comprise of 4 four meeings with the Risk Management and Compliance Unit and Corporate Secretary as follows. 310 Lapor an T ahunan 2014 Adapun agenda rapat Komite Audit sebagai berikut. Tanggal Rapat Meeing Date Agenda Rapat Meeing Agenda Rapat Internal Komite Risiko Usaha dan GCG dengan Unit Risk Management and Compliance dan Corporate Secretary Business Risk Commitee Internal Meeing withRisk Management and Compliance and Corporate Secretary Unit 5 Februari 2014 February 5, 2014 • Proses perubahan ERM framework dari COSO menjadi ISO; • Pembangunan ERM tahap II; • Sosialisasi Pedoman Risk Management and Compliance, pemantauan dan updaing proil risiko, peningkatan pengetahuan, dan risk campaign. • ERM framework transformaion from COSO to ISO; • Stage II ERM Development; • Socializaion of Risk Management and Compliance guidelines, monitoring and updaing of risk proile, knowledge improvement, and risk campaign. 8 Juli 2014 July 8, 2014 • Pembuatan Pedoman Manajemen Risiko Berbasis ISO 31000, pembangunan aplikasi sistem manajemen risiko berbasis web, penyusunan Pedoman Risk Based Internal Audit, risk campaign dalam bentuk buku saku, Pedoman Graiikasi, serta Pedoman Compliance Management; • Sosialisasi Board Manual GCG dan Code of Conduct ke semua Kantor Cabang; • Penyusunan whisteblowing system. • The making of ISO 31000-based Risk Management Guidelines, building of web- based risk management system, compiling of Risk-based Internal Audit Manual, the making of risk campaign in pocket book version, Graiicaion Manual, and Compliance Management Manual • Socializaion of GCG Board Manual and Code of Conduct to all Branch Oices; • Drating of whistleblowing system. 7 Oktober 2014 October 7, 2014 • Tindak lanjut program kerja dan realisasi semester I tahun 2014 dan program kerja semester II tahun 2014 Unit Risk Management and Compliance; • Tindak lanjut program kerja dan realisasi semester I tahun 2014 dan program kerja semester II tahun 2014 Corporate Secretary. • Risk Management and Compliance Unit work programs follow-up and realisaion for semester I 2014 and semester II 2014 work programs. • Corporate Secretary work programs follow-up and realisaion for semester I 2014 and semester II 2014 work programs. 19 Desember 2014 December 19, 2014 • Program kerja dan realisasi semester II tahun 2014 Unit Risk Management and Compliance; • Program kerja dan realisasi semester II tahun 2014 Corporate Secretary. • Risk Management and Compliance Unit work programs follow-up and realisaion for semester II; • Corporate Secretary work programs follow-up and realisaion for semester II 2014. Pengembangan Kompetensi Komite Risiko Usaha dan GCG Untuk menunjang pelaksanaan tugas, Komite Risiko Usaha dan GCG memiliki kesempatan untuk mengikui dan berparisipasi dalam berbagai pelaihan dan seminar untuk Business Risk Commitee meeing agenda is as follows. Business Risk and GCG Commitee Competence Development To support tasks implementaion, Business Risk and GCG Commitee has a chance to atend and paricipate in various trainings and seminars to develop competence. However, Annual R eport 2014 311 mengembangkan kompetensi. Namun, selama tahun 2014 Komite Risiko Usaha dan GCG Angkasa Pura Airports idak mengikui program pengembangan kompetensi. Kebijakan Remunerasi Komite Risiko Usaha dan GCG Kebijakan remunerasi Komite Risiko Usaha dan GCG mengacu kepada Peraturan Menteri Negara BUMN Nomor: PER-12MBU2012 tanggal 24 Agustus 2012 tentang Organ Pendukung Dewan KomisarisDewan Pengawas BUMN. Berdasarkan keputusan tersebut, Komite Risiko Usaha dan GCG menerima remunerasi berupa honorarium maksimal sebesar 20 dua puluh persen dari gaji Direktur Utama dengan ketentuan pajak ditanggung Perusahaan, serta idak diperkenankan menerima penghasilan lain selain honorarium tersebut. Sedangkan, Ketua Komite Risiko Usaha dan GCG yang berasal dari anggota Dewan Komisaris idak diberikan penghasilan tambahan dari jabatan tersebut selain penghasilan sebagai anggota Dewan Komisaris. Pada tahun 2014, besarnya remunerasi yang diterima Komite Risiko Usaha dan GCG sebagai berikut. Nama Name Jabatan Posiion Honor Honorarium Rp Tunjangan Hari Raya Religious Holiday Allowances Rp Total Rp Anandy Wai Ketua | Chairperson - - - Joko Subagyo Anggota | Member 223.200.000 18.600.000 241.800.000 Fahrul Ismaeni Anggota | Member 111.600.000 - 111.600.000 Ishak Soebeki Anggota | Member 55.800.000 18.600.000 74.400.000 TOTAL 390.600.000 37.200.000 427.800.000 Fungsi Nominasi dan Remunerasi Angkasa Pura Airports idak memiliki Komite Nominasi dan Remunerasi. Namun, Dewan Komisaris secara kolegial memiliki fungsi terkait nominasi dan remunerasi. Berdasarkan Pedoman Kerja Dewan Komisaris Board Manual , fungsi nominasi dan remunerasi Dewan Komisaris dijabarkan sebagai berikut: in 2014 the Business Risk and GCG Commitee of Angkasa Pura Airports does not follow any competence development programs. Remuneraion Policy Of GCG and Business Risk Commitee Remuneraion policy of GCG and Business Risk Commitee refers to the State-Owned Enterprise Regulaion Number: PER-12MBU2012 dated August 24, 2012 concerning the State-Owned Enterprise Supporing Organs of the Board of CommissionersSupervisory Board. Based on this Decree, the GCG and Business Risk Commitee receives a remuneraion in the form of a honorarium at a maximum of 20 twenty percent from the President Director’s salary with tax borne by the Company, and the Commitee is not allowed to accept any income other than the honorarium aforemenioned. Meanwhile, the Chairperson of GCG and Business Risk Commitee that is also a member of the Board of Commissioners is not provided with any addiional income other that the remuneraion as a member of the Board of Commissioners. In 2014, the total remuneraion received by the GCG and Business Risk Commitee is as follows. Nominaion and Remuneraion Funcions Angkasa Pura Airports has no Nominaion and Remuneraion Commitee. However, the Board of Commissioners collegially may nominate and set the remuneraion. Based on the Board Manual, the nominaion and remuneraion funcions of the Board of Commissioners are deined as follows: 312 Lapor an T ahunan 2014 Tugas dalam Nominasi Direksi Tugas Dewan Komisaris terkait nominasi Direksi, yaitu: a. Menetapkan kebijakan dan kriteria seleksi bagi calon Direksi; b. Melakukan telaah danatau penilaianpemeriksaan terhadao calon-calon Direksi yang diusulkan oleh Direksi sebelum disampaikan ke Pemegang Saham; c. Mengusulkan calon-calon anggota Direksi yang baru kepada RUPS. Tugas Dalam Remunerasi Dewan Komisaris Dan Direksi Tugas Dewan Komisaris terkait remunerasi Dewan Komisaris dan Direksi, yaitu: a. Menetapkan kebijakan Dewan Komisaris mengenai pengusulan remunerasi Direksi; b. Menyusun rencana Dewan Komisaris melakukan penelaahan atas pengusulan remunerasi Direksi; c. Dewan Komisaris dapat mengusulkan kepada RUPS mengenai sistem pemberian uang jasa dan tunjangan purna jabatan bagi Dewan Komisaris; d. Memberikan penjelasan lengkap kepada RUPS mengenai sistem pemberian uang jasa dan tunjangan bagi Dewan Komisaris, serta rincian uang jasa dan tunjangan purna jabatan yang diterima oleh Dewan Komisaris yang sedang menjabat; e. Dewan Komisaris dapat mengusulkan kepada RUPS mengenai sistem penggajian, fasilitas, dan ataupemberian tunjangan bagi Direksi; f. Memberikan penjelasan lengkap kepada RUPS mengenai sistem penggajian, fasilitas, danataupemberian tunjangan bagi Direksi, serta rincian gaji, fasilitas, dan atau tunjangan yang diterima oleh Direksi yang sedang menjabat; Duies in Nominaing The Board Of Directors The tasks of Board of Commissioners related to the nominaion of Board of Directors: a. Sipulate policies and selecion criteria for Directors’ candidates; b. Conduct reviews andor evaluaionassessments to Directors’ candidates as proposed as by Board of Directors before submiing the nominaions to the Shareholders; c. Propose candidates for new Directors to the General Meeing of Shareholders The Duies Related To The Remuneraion Of Board Of Commissioners and Board Of Directors The duies of Board of Commissioners related to the remuneraion of the Board of Commissioners and the Board of Directors are as follows: a. Sipulate the Board of Commissioners’ policies concerning the remuneraion of the Board of Directors; b. Drat the plans of the Board of Commissioners on conducing review on the Board of Directors’ remuneraion proposal; c. Board of Commissioners may submit proposal to the General Meeing of Shareholders concerning bonus awarding system and reirement allowance for the Board of Commissioners; d. Provide full report to the General Meeing of Shareholders concerning bonus awarding system and beneits for the Board of Commissioners, and also the details of bonus and reired allowance received by acing Board of Commissioners; e. Board of Commissioners may submit proposal to the General Meeing of Shareholders concerning, pay system, faciliies, andor beneits received by Board of Directors in oice; f. Provide full report on the General Meeings of Shareholders concerning, pay system, faciliies, andor beneits received by Board of Directors in oice, as well as salary details, faciliies andor beneits received by the Board of Directors in oice; Annual R eport 2014 313 g. Dewan Komisaris dapat merekomendasikan kepada RUPS mengenai sistem kompensasi serta manfaat lainnya dalam hal pengurangan karyawan. Kebijakan Suksesi Direksi Kebijakan suksesi Direksi Angkasa Pura Airports dilakukan berdasarkan Peraturan Menteri Negara BUMN Nomor: PER-01MBU2012 tentang Persyaratan dan Tata Cara Pengangkatan dan Pemberhenian Anggota Direksi BUMN yang mengatur sebagai berikut. 1. Persyaratan Calon anggota Direksi harus memenuhi persyaratan formal dan materiil, serta persyaratan lain yang ditetapkan. 2. Persiapan UKK dan Evaluasi • Penyusunan datar anggota Direksi yang habis masa jabatannya; • Penjaringan bakal calon anggota Direksi; • Pembentukan im untuk melakukan UKK dan evaluasi. 3. Proses UKK dan Evaluasi • UKK dilakukan oleh im danatau lembaga profesional; • Hasil UKK dievaluasi oleh im dan disampaikan kepada Menteri untuk mendapat keputusan. 4. Pengangkatan anggota Direksi • Menteri dapat melakukan wawancara terhadao hasil UKK dan evaluasi yang dilakukan oleh im dan atau lembaga profesional; • Menteri mengangkat calon anggota Direksi terpilih berdasarkan Keputusan MenteriRUPS. Pelaksanaan Fungsi Nominasi dan Remunerasi Selama tahun 2014, Dewan Komisaris idak melaksanakan fungsi nominasi. Hal ini disebabkan belum adanya rencana perganian Direksi di tahun tersebut. Sedangkan, fungsi remunerasi dilaksanakan dengan akif melakukan telaah dan memberikan tanggapan atas usulan remunerasi Dewan g. Board of Commissioners may recommend to the General Meeing of Shareholders concerning compensaion systems as well as other beneits regarding employee reducion. Succession Policy Of The Board Of Directors Angkasa Pura Airports Board of Directors’ succession policy is performed based on the Regulaion of the Minister of State- Owned Enterprise Number: PER-01MBU2012 concerning Procedures of Appointment and Dismissal of the Directors of State-Owned Enterprises that sipulates the following: 1. Requirements Candidates for the members of the Board of Directors must fulill the formal and material requirements, as well as other sipulated requirements. 2. Preparaion of Fit and Proper Test nd Evaluaion • Compile the list of members of the Board of Directors’ that have completed their tenure; • Screen pre-candidates of the Board of Directors; • Form team to execute Fit and Proper Test and evaluaions. 3. Process Fit Proper Test and Evaluaion • The Fit and Proper Test is conducted by the team andor by professional organizaions. • The result of the Fit and Proper Test is evaluated by the team and is submited by the Minister for decision. 4. Appointment of members of the Board of Directors • The Minister may interview the candidate based on the result of the test and evaluaions by the team andor professional; • Minister appoints the candidates of the members of the Board of Directors based on the Decision Leter or General Shareholders Meeing. Nominaion and Remuneraion Funcion In 2014, there was no nominaion by the Board of Commissioners since there were no plans to change the Board of Directors. Meanwhile, the remuneraion funcion was acively carried out by reviewing and responding 314 Lapor an T ahunan 2014 Komisaris dan Direksi pada tahun bersangkutan sebelum diajukan ke RUPS untuk persetujuan. Organ Di Bawah Direksi Dalam melaksanakan tugasnya, Direksi dibantu oleh Corporate Secretary dan organ pendukung lainnya. Uraian mengenai organ di bawah Direksi sebagai berikut. Corporate Secretary Corporate Secretary merupakan organ pendukung Direksi yang memiliki peranan pening dalam memasikan penerapan aspek keterbukaan di Perusahaan. Corporate Secretary berfungsi dalam komunikasi internal dan eksternal, hubungan investor, serta kesekretariatan pimpinan Perusahaan. Corporate Secretary berada di bawah President Director dan bertanggung jawab secara langsung kepada President Director . Tugas Dan Tanggung Jawab Corporate Secretary Corporate Secretary memiliki tugas pokok untuk: a. Memasikan tercapainya peningkatan citra Perusahaan melalui pengelolaan komunikasi Perusahaan dengan pihak internal dan eksternal; b. Mengadministrasikan dokumen Perusahaan; c. Membina hubungan antar lembaga; d. Menyelesaikan permasalahan yang berkaitan dengan hukum korporasi; e. Menjamin ketersediaan informasi kepada stakeholders. Struktur Corporate Secretary Corporate Secretary berada di bawah President Director dan bertanggung jawab secara langsung kepada President Director . Corporate Secretary memiliki beberapa departemen yang berfungsi untuk mendukung pelaksanaan tugasnya, yaitu Corporate Administraion Department, Corporate Communicaion Department, dan Legal Department. to the proposals on the remuneraion of the Board of Commissioners and the Board of Directors for the relevant year before submiing to the GSM for approval. ORGANS UNDER THE BOARD OF DIRECTORS In carrying out their duies, the Board of Directors is supported by Corporate Secretary and other supporive organs. Descripions regarding organ under the Board of Directors is as follows. Corporate Secretary The Corporate Secretary is a supporing organ under the Board of Directors that has an important role in ensuring the openness principle of the Company. The Corporate Secretary is responsible for internal and external communicaions, and maintain relaionships with investors, and is responsible for secretarial maters regarding Company’s high oicials. The Corporate Secretary reports directly to the President Director. Duies And Responsibiliies Of The Corporate Secretary The main duies of the Corporate Secretary are: a. Ensuring the enhancement of the Company’s image through the communicaion management of Company with internal and external paries; b. Administering Company’s documents; c. Establishing inter-insituions relaionship; d. Solving problems related to corporate law; e. Ensuring the availability of informaion to the stakeholders. Corporate Secretary Structure The Corporate Secretary is directly under the President Director and directly reports to the President Director. The Corporate Secretary has several supporing departments, which are Corporate Administraion Department, Corporate Communicaions Department, and Legal Department. Annual R eport 2014 315 Struktur Corporate Secretary Angkasa Pura Airports sebagai berikut. President Director Corporate Communicaion Department Head Corporate Administraion Department Head Legal Department Head Corporate Secretary Corporate Communicaion Department Oicer Corporate Administraion Department Oicer Legal Department Oicer Proil Corporate Secretary Berdasarkan Surat Keputusan Direksi Nomor: SKEP.206 KP.07.032013 tanggal 19 Februari 2013 2013, Corporate Secretary Angkasa Pura Airports dijabat oleh Farid Indra Nugraha. Proil Corporate Secretary sebagai berikut. Farid Indra Nugraha Warga Negara Indonesia, umur 45 tahun, lahir di Balikpapan pada tanggal 12 Maret 1970. Memperoleh gelar Sarjana Hukum bidang Perdata dari Sekolah Tinggi Hukum STH, Bandung pada tahun 1993 dan Master Ilmu Hukum dari Universitas Airlangga, Surabaya pada tahun 2004. Pernah menjabat sebagai Manajer Personalia dan Umum Bandara Juanda, Surabaya 2000-2008 dan Kepala Biro Hukum Perusahaan 2008-2013. Menjabat sebagai Sekretaris Corporate Secretary Perusahaan sejak 2013. Indonesian ciizen, 45 years old, born in Balikpapan 12 March 1970. He graduated as Bachelor of Civil Law from the Law Academy STH, Bandung 1993 and Master of Law from Airlangga University, Surabaya 2014. He held posiions of Personnel and General Afairs Manager at Juanda Airports, Surabaya 2000-2008 and Head of Legal Bureau 2008-2013. He held posiion asCorporate Secretary since 2013. Structure of Corporate Secretary of Angkasa Pura Airports is presented as follows. Proile Of The Corporate Secretary Pursuant to the Decision Leter of the Board of Directors Number: SKEP.206KP.07.032013 dated 19 February 2013, Angkasa Pura Airports appointed Farid Indra Nugraha as Corporate Secretary of the Company. The proile of the Corporate Secretary is as follows: 316 Lapor an T ahunan 2014 Pelaksanaan Tugas Corporate Secretary Selama tahun 2014, Corporate Secretary telah melaksanakan tugas antara lain: a. Akif memperkenalkan Perusahaan melalui wadah forum internasional, yaitu: • Tax Free World Associaion TFWA; • Konferensiseminar Airield Engineering and Asset Maintenance Asia 2014; serta • ACI Asia Pasiic Small and Emerging Airport Seminar yang dilaksanakan di Bali dengan Angkasa Pura Airports sebagai tuan rumah; b. Melaksanakan media relaion melalui: • Media visit ke Deik.com dan site visit media dalam rangka penggunaan terminal baru Bandara Sepinggan Balikpapan dan Terminal 2 Bandara Juanda Surabaya serta ke kantor baru SBU Bali; • Media visit ke Bandara Sepinggan Balikpapan dan Bandara Syamsudin Noor Banjarmasin dalam rangka peliputan haji; • Pendampingan atas kunjungan kerja dan site visit yang mengundang wartawan lokal Yogyakarta ke Bandara Internasional Minangkabau Sumatera Selatan untuk studi banding dalam rangka pembangunan bandara baru di Kulon Progo, Yogyakarta; • Press release kepada media massa mengenai kegiatan Perusahaan; • Menjawab pertanyaan wartawan nasional maupun internasional yang disampaikan melalui email bidang humas dan sebagainya; c. Menyusun Laporan Tahunan dan Laporan Keberlanjutan Tahun 2013; d. Sosialisasi pelayanan kebandarudaraan kepada masyarakat pengguna jasa melalui media elektronika, spanduk, standing banner, dan media cetak terkait pengoperasian terminal baru Bandara I Gusi Ngurah Rai Bali, terminal 2 Bandara Juanda Surabaya, terminal baru Bandara Sepinggan Balikpapan, serta pembukaan Angkasa Pura Hotel APH di Makassar; Duies Of The Corporate Secretary In 2014, the Corporate Secretary performed the following duies: a. Acively introduced the Company in the internaional forum, by paricipaing in: • • Tax Free World Associaion TFWA; • • Airield Engineering and Asset Maintenance Asia 2014 ConferenceSeminar; and • • Asia Paciic Small and Emerging Airport Seminar ACI held in Bali with Angkasa Pura Airports as the host. b. Maintained media relaions through the following aciviies: • • Media visit to deik.com and site visit of media in the new terminal of Sepinggan Airport Balikpapan and visit Terminal 2 of Juanda Airport Surabaya and to the new oice of the Strategic Businesss Unit SBU in Bali; • • Media visit to Sepinggan Airport Balikpapn and Syamsudin Noor Airport Banjarmasin in relaion to hajj news coverage; • • Accompanied the local Yogyakarta journalists Assising to visit Minangkabau Internaional airrports South Sumatera as a comparaive study for the new Airport Development at Kulon Progo, Yogyakarta; • • Issued Press release to mass media on the acivity of the Company; • • Answering quesions from naional or internaional journalists by email coordinated by the public relaions unit. c. Drat and compile the Annual Report and Sustainability Report of 2013; d. Promote airports service to service user communiies through electronic media, banners, standing banners, and print media related to the new terminal operaion of I Gusi Ngurah Rai Airport Bali, terminal 2 Juanda Airport Surabaya, Sepinggan Airport’s new terminal Balikpapan and the opening of Angkasa Pura Hotel Annual R eport 2014 317 e, Menjalin hubungan kerja sama korporat dengan GVK India untuk Bandara Adisutjipto Yogyakarta dan Bandara I Gusi Ngurah Rai Bali, dengan Incheon Airport Korea Selatan untuk Bandara Juanda Surabaya, serta dengan VINCI untuk pengelolaan Bandara Sultan Hasanuddin Makassar dan Bandara Sam Ratulangi Manado; f. Pelaihan tenaga humas Kantor Cabang dan Kantor Pusat; g. Mengkoordinasikan perjanjian kerja sama dengan Pemerintah Daerah terkait dengan rencana Pengembangan Bandara Syamsudin Noor Banjarmasin, Bandara Ahmad Yani Semarang, Bandara Yogyakarta Baru Yogyakarta dan Bandara Sultan Hasanuddin Makassar; h. Menyusun dan melakukan sosialisasi terhadap Code of Corporate Governance, Code of Conduct dan sosialisasi Board of Manual di Kantor Pusat dan Kantor Cabang sampling beberapa bandara; I. Melaksanakan dan memantau pelaksanaan assessment GCG; j. Membuat Pakta Integritas bagi Dewan Komisaris dan Direksi dengan Pemegang Saham, bagi GM dan pejabat seingkat di bawah Direksi, serta bagi Direksi Anak Perusahaan; k. Mengkoordinasikan penyampaian Laporan Harta Kekayaan Penyelenggara Negara LHKPN; l. Melakukan benchmark untuk whistleblowing system; m. Melakukan penilaian dan pemusnahan arsip tahun 2013; n. Melakukan asistensi takah dan arsip untuk proyek bandara; o. Melakukan pembahasan dan penyusunan rancangan peraturan perundang-undangan, antara lain tentang BUMN, pertanahan, perhubungan, dan tata cara penghapusbukuan dan pemindahtanganan aset tetap BUMN; p. Melakukan pembahasan dan penyusunan Keputusan Direksi; q. Melakukan sosialisasi Peraturan Menteri Badan Usaha Milik Negara Nomor PER-13MBU92014 tentang Pedoman Pendayagunaan Aset Tetap Badan Usaha Milik Negara; APH in Makassar; e. Establishment of corporate collaboraion relaionship with GVK India for Adisutjipto Airport Yogyakarta and I Gusi Ngurah Rai Airport Bali, with Incheon Airport South Korea for Juanda Airport Surabaya, as well as with VINCI for management of Sultan Hasanuddin Airport Makassar and Sam Ratulangi Airport Manado; f. Public Relaions training at Branches oice and Head Oice; g. Coordinate collaboraive agreement with local Government related to Syamsudin Noor Airports Banjarmasin Development plan, Ahmad Yani Airports Semarang, Yogyakarta Baru Airports Yogyakarta and Sultan Hasanuddin Airports Makassar; h. Compile and conducing a socializaion to Code of Corporate Governance, Code of Conduct and socializaion of Board of Manual at Head Oice and Branch Oice sampling of several airports; i. Conductand monitor the GCG assessment; j. Formulate the Intergrity Pacfor the Board of Commissioners and Board of Directors with Shareholders, General Manager and oicers at one level below the Board of Directors, as well as the Board of Directors of Subsidiary; k. Coordinate the submission of Wealth Report of State Oicials LHKPN l. Perform benchmark for whistleblowing system; m. Conduct assessment and annihilaion archive of 2013; n. Conduct assistance of appearance and archive for airports project; o. Facilitate a discussion and drating on law and regulaion design, among others regarding the State-Owned Enterprise, land, transportaion, and procedure of write- of and asset transfer of State-Owned Enterprise ixed asset; p. Conducing discussion and drating of the Board of Directors Decision; q. Conducing socializaion of Regulaion of Minister of State-Owned Enterprise Number: PER-13MBU92014 concerning Guidelines ixed asset uilizaion of the 318 Lapor an T ahunan 2014 r. Mengkoordinasikan perubahan Anggaran Dasar Perusahaan; s. Melaksanakan rapat koordinasi bidang hukum terkait permasalahan di Kantor Cabang; t. Menyusun Himpunan Peraturan Tahun 2013 dan mempublikasikannya di e-library; u. Menyusun kesepakatan bersama perjanjian kerja sama dengan TNI untuk Bandara El Tari Kupang, Bandara Juanda Surabaya, Bandara Ahmad Yani Semarang; v. Mengupayakan penyelesaian permasalahan tanah milik Perusahan di Denpasar, Banjarmasin, Ambon; w. Mengkonsultasikan permasalahan hukum yang bersifat di luar perkiraan di Kantor Pusat dan yang bersifat liigasi Kantor Cabang; x. Melaksanakan penunjukan konsultan hukum untuk penanganan perkara liigasi. Pengembangan Kompetensi Corporate Secretary Pada 2014, Corporate Secretary telah mengikui program pengembangan kompetensi untuk mendukung pelaksanaan tugasnya. Pengembangan kompetensi yang diikui Corporate Secretary sebagai berikut. Nama Name Program Pengembangan Kompetensi Competency Development Program Farid Indra Nugraha • One Day Workshop ISO 31000 2009 for General Manager, Group Head, dan Head di Jakarta 7 April 2014 • Training of Trainers Pengendalian Graiikasi Di PT Angkasa Pura I - Batch II di Bandara Sepinggan, Balikpapan 4–6 Juni 2014 • One Day Workshop ISO 31000 2009 for General Manager, Group Head, and Head in Jakarta April 7, 2014 • Gratuity Control Training of Trainers at PT Angkasa Pura I - Batch II at Sepinggan Airports, Balikpapan June 4-6, 2014 Internal Audit Angkasa Pura Airports memiliki Unit Internal Audit yang berfungsi untuk membantu President Director dalam menjalankan fungsi pengawasan terhadap efekivitas sistem pengendalian internal dan pelaksanaan GCG di Perusahaan. Berdasarkan Keputusan Direksi Angkasa Pura Airports Internal Audit Angkasa Pura Aiports have an Internal Audit unit that assists the President Director in performing efecive oversight of the internal control system and the implementaion of GCG in the Company. Based on the decree of the Director of State-Owned Enterprise; r. Coordinaing the amendment of the Company’s Aricles of Associaion; s. Implemening the meeing of coordinaion in the law ield related to its issues at the Branch Oice; t. Compiling the Set of Rules 2013 and publish them on e-library; u. Compiling the joint agreementcollaboraion with Indonesian Naional Military for El Tari Airports Kupang, Juanda Airports Surabaya, Ahmad Yani Semarang; v. Pursuing the setlement of the issue of Company’s land property in Denpasar, Banjarmasin, and Ambon; w. Consuling the legal problems beyond esimaion nature at the Head Oice and liigaion nature at the Branch Oice; x. Implemening the appointment of legal consultant for liigaion case treatment. Capacity Evelopment For Corporate Secretary In 2014, the Corporate Secretary has paricipated in competency development program to support the his duies. The Coporate Secretary paricipated in the competency development program as follows. Annual R eport 2014 319 Nomor: KEP.59OM.01.012013 tentang Organisasi dan Tata Kerja Kantor Pusat, kedudukan Internal Audit berkedudukan langsung di bawah President Director . Internal Audit dipimpin oleh seorang Head of Internal Audit yang diangkat dan diberhenikan oleh Direktur Utama atas persetujuan Dewan Komisaris. Head of Internal Audit bertanggung jawab langsung kepada President Director. Dalam menjalankan tugasnya, Internal Audit bersinergi dengan Komite Audit dan Komite Risiko Usaha dan GCG. Piagam Internal Audit Dalam melaksanakan tugasnya, Unit Internal Audit berpedoman pada Piagam Internal Audit yang telah disahkan oleh Direksi berdasarkan Keputusan Direksi Angkasa Pura Airports Nomor: KEP.154PG.012010 tentang Piagam Satuan Pengawasan Internal PT Angkasa Pura I. Selain sebagai pedoman kerja, Piagam Internal Audit juga berperan dalam penguatan peran dan tanggung jawab serta dasar keberadaan dan pelaksanaan tugas-tugas pengawasan bagi Internal Audit . Oleh karena itu, Piagam Internal Audit juga disebarluaskan agar diketahui oleh seluruh karyawan dan pihak lain yang terkait sehingga terjalin saling pengerian dan kerja sama yang baik dalam mewujudkan Visi, Misi, dan Tujuan Perusahaan. Adapun muatan Piagam Internal Audit Angkasa Pura Airports adalah A. Pendahuluan: berisi latar belakang serta visi dan misi Internal Audit; B. Internal Audit: berisi pengerian, struktur dan kedudukan, fungsi, tugas dan tanggung jawab, wewenang, ruang lingkup, akuntabilitas, serta standar profesi dan kode eik; C. Pola Hubungan: berisi hubungan internal auditor dengan auditee , eksternal auditor, serta dengan Komite Audit dan Komite Risiko Usaha dan GCG; D. Peningkatan Kualitas Internal Auditor; E. Jaminan Mutu; serta F. Penutup. Angkasa Pura Airport Number: KEP.59OM.01.012013 on Organizaion and Work Procedure of the Central Oice, the Internal Audit Unit is posiioned directly under the President Director. The Internal Audit unit is led by a Head of Internal Audit Unit which is appointed and dismissed by the Director upon the approval of the Board of Commissioners. The Head of Internal Audit Unit reports directly to the President Director. In performing their duies, the Internal AuditUnit works together with the Audit Commitee and the Business Risk Commitee and GCG. Internal Audit Charter The Internal Audit Unit is guided by the Internal Audit Charter which is approved by the Board of Directors based on the Decree of Angkasa Pura Airports Number: KEP.154 PG.012010 on the Charter of the Internal Audit Unit of PT. Angkasa Pura I. Besides as a guide, the Charter of the Internal Audit also is important in strengthening the role and responsibiliies of supervisory duies of Internal Audit. Therefore, Internal Audit Charter is also disseminated in order to be known by all employees and other related paries so it can be intertwined with mutual understanding and good cooperaion in realizing the vision, mission and objecives of the Company. As for the charge of the Internal Audit Charter of Angkasa Pura Airports are: A. Introducion: provides background and the vision and mission of the internal audit; B. Internal audit: contains the deiniion, structure and posiion, funcions, duies and responsibiliies, authority, scope, accountability, and professional standards and codes of conduct; C. Relaionship Paterns: contains internal auditor relaions with auditees, the external auditors, as well as the Audit Commitee and GCG; D. Improved Internal Quality Auditor; E. Quality Assurance; and F. Closing. 320 Lapor an T ahunan 2014 Tugasdan Tanggung Jawab Internal Audit Tugas dan tanggung jawab Internal Audit melipui: a. Menyiapkan Rencana Kerja dan Anggaran serta Program Kerja Tahunan Internal Audit; b. Meyusun program audit untuk menjamin mutu kegiatan Internal Audit; c. Melaksanakan pengumpulan informasi dan pemeriksaan berbasis risiko, pengawasan kepatuhan terhadap peraturan dan ketentuan, penilaian, penyajian, saran perbaikan, serta kegiatan assurance dan konsultasi untuk eisiensi dan efekivitas unit kerja sesuai dengan bidang tanggung jawabnya, yaitu: operaion, technical, markeing and business development, inance and informaion technology, human capital and general afair, corporate secretary, risk management and compliance, project management oice, procurement, corporate planning and performance; d. Melaksanakan evaluasi atas efekivitas perencanaan dan pelaksanaan pengendalian intern, penerapan manajemen risiko dan tata kelola perusahaan dalam proses bisnis sesuai dengan peraturan perundang- undangan dan kebijakan perusahaan yang berlaku, serta prinsip GCG; e. Menyusun laporan hasil pemeriksaan dan merekomendasikan perbaikan terhadap penyelenggaraan perusahaan serta melaporkan kepada President Director dengan tembusan kepada Dewan Komisaris; f. Berindak sebagai counterpart dengan pihak eksternal auditor dan Komite Audit dalam kegiatan pemeriksaan di Perusahaan; g. Melakukan pemeriksaan khusus dalam lingkup pengendalian intern yang ditugaskan President Director; h. Memantau, menganalisis dan melaporkan pelaksanaan indak lanjut oleh unit kerja atas saran-saran perbaikan yang telah diberikan kepada President Director; i. Meningkatkan pengetahuan, keahlian dan kemampuan profesionalisme internal auditor dalam Internal Audit dengan seriikasi. Duies And Responsibilites of The Internal Audit The duies and responsibiliies of the Internal Audit Unit include: a. Prepare a work plan and budget as well as the Annual Work Program for Internal Audit; b. Develop an audit program to ensure the quality of the internal audit; c. Collect informaion and conduct risk-based examinaion, monitor compliance with rules and regulaions, conduct assessment, presentaions, provide suggesions for improvements, as well as conduct assurance and consuling aciviies to promote eicient and efecive work units in their respecive ield of work namely: operaions, technical, markeing and business development, inance and informaion technology, human capital and general afairs, corporate secretary, risk management and compliance, project management oice, procurement, corporate planning and performance; d. Evaluate the efeciveness of the planning and implementaion of internal control, risk management and corporate management in the business process that complies with the law and the applicable Company policies as well as the principles of good corporate governance; e. Compile a report on the invesigaion and recommend improvements to the operaion of the Company and report to the President Director with a copy to the Board of Commissioners f. Act as a counterpart to the external auditors and the Audit Commitee in audiing aciviies in the Company; g. Conductspecial inspecions within the scope of internal control that is assigned by the President Director; h. Monitor, analyze and report on the implementaion of the follow up by the unit on suggesions for improvement which have been given to the President Director; i. Enhance the knowledge, experise and the professionalism of internal auditors in the Internal Audit by ceriicaion; Annual R eport 2014 321 Standar Profesi dan Kode Eik Internal Audit Dalam melaksanakan tugas-tugasnya, Internal Auditor mengacu pada Standar Profesi Audit Internal SPAI dari Konsorsium Organisasi Profesi Audit Internal dan Code of Ethic dari The Insitute of Internal Auditors. Struktur, Keanggotaan, dan Keahlian Internal Audit Organisasi Internal Audit berada di bawah Direktur Utama. Internal Audit membidangi beberapa departemen, yaitu Finance Audit Department, Operaional Audit Department, Engineering Audit Department, Markeing and Business Development Audit Department, serta Human Capital and General Afair Audit Department. Internal Audit dipimpin oleh seorang Head of Internal Audit, seorang Project Program Analyst, 5 lima orang Department Head, dan 13 iga belas orang auditor oicer. Struktur organisasi Internal Audit sebagai berikut. President Director Operaional Audit Department Head Markeing and Business Development Audit Department Head Finance Audit Department Head Engineering Audit Department Head Human Capital and General Afair Audit Department Head Head of Internal Audit Auditor Auditor Auditor Auditor Auditor Professional Standards And Code Of Ethics Of Internal Audit In carrying out their duies, the Internal Auditor shall refer to the Standard of the Internal Audit Profession SPAI from the Internal Audit Consorium of Professional Associaions and the Code of Ethics of The Insitute of Internal Auditors. Structure, Membership and Experise Of Internal Audit The organizaion of the Internal Audit Unit is directly under the President Director. The Internal AuditUnit is in charge of several departments, namely the Finance Audit Department, Operaional Audit Department, Engineering Audit Department, Markeing and Business Development Audit Department as well as Human Capital and General Afairs Audit Department. The Internal Audit Unit is led by a Head of Internal Audit Unit, a Project Program Analyst, 5 ive Department Heads and 13 thirteen auditor oicers. The organizaion structure of the Internal AuditUnit is as 322 Lapor an T ahunan 2014 Adapun keanggotaan dan keahlian personil Internal Audit sebagai berikut. Nama Name Jabatan Posiion Pendidikan Educaion Kompetensi Competence Miduk Situmorang Head of Internal Audit S2 Seriikasi QIA QIA Ceriied Tommy Meilitza Project Program Analyst S2 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Ukemri Finance Audit Department Head S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Tavip Wibowo Operaional Audit Department Head S2 Seriikasi QIA QIA Ceriied and CIA Jayanus Engineering Audit Department Head D IV Audit Internal Tingkat Lanjut II Advanced Internal Audit II Sii Chadijah Oktoviana Markeing and Business Development Audit Department Head S2 Seriikasi QIA dan CIA QIA Ceriied and CIA Iswahyudianto Nopa Human Capital and General Afair Audit Department Head S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Suriganata Operaional Auditor D IV Seriikasi QIA Azmiei Kurnia Sinta Operaional Auditor S2 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Henry D C Saragih Finance Auditor S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Sulistyaningsih Finance Auditor S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Nila Darmawai Engineering Auditor D III Audit Internal Tingkat Lanjut II Advanced Internal Audit II I Nyoman Sudarta Engineering Auditor D III Audit Internal Tingkat Lanjut II Advanced Internal Audit II Adi Hartojo Engineering Auditor S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Erni Suharlinah Markeing and Business Development Auditor S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Restu Suryaningsih Markeing and Business Development Auditor S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Dyah Dwisupi Oktaviani Human Capital and General Afair Auditor S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Jon Hendri Human Capital and General Afair Auditor S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II follows: The membership and experise of the personnel from the Internal Audit Unit are as follows: Annual R eport 2014 323 Haryono Hendro K Human Capital and General Afair Auditor S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Wiewit Juwariah Human Capital and General Afair AAo S1 Audit Internal Tingkat Lanjut II Advanced Internal Audit II Proil Head Of Internal Audit Berdasarkan Surat Keputusan Direksi Nomor: SKEP.01 KP.7.32012-REPLC tanggal 18 Desember 2012, Head of Internal Audit Angkasa Pura Airports dijabat oleh Miduk Situmorang. Proil Head of Internal Audit sebagai berikut. Miduk Situmorang Warga Negara Indonesia, umur 55 tahun, lahir di Porsea pada tanggal 8 Oktober 1959. Memperoleh gelar Sarjana Ekonomi dari Universitas Medan Area, Medan pada tahun 1989 dan Master Manajemen dari Universitas Trisaki, Jakarta pada tahun 2000. Mengawali karir di Perusahaan sebagai Pegawai Negeri Sipil di Pelabuhan Udara Polonia pada tahun 1981 dan sepanjang perjalanan karirnya telah menjalani berbagai penugasan, diantaranya sebagai anggota Kespen Pelabuhan Udara Polonia 1982, Pengawas Tugas Operasi Apron Movement Control PTO AMC Bandara Polonia 1990, Kepala Dinas Akuntansi Bandara Sam Ratulangi – Manado 1993, Kepala Seksi Akuntansi Kantor Pusat 1996, Kepala Divisi Keuangan dan Perlengkapan Bandara Internasional Ngurah Rai – Bali 2003, Depui Direktur Akuntansi Kantor Pusat 2004, dan Corporate Secretary 2009-2012. Menjabat sebagai Head of Internal Audit Perusahaan sejak 2012. Indonesian, 55 years old, born in Porsea on 8 October 1959. Received a bachelor degree in Economics from Medan Area University, Medan in 1989 and Masters’ degree from Trisaki University, Jakarta in 2000. Started a career in the Company as a civil servant in the Port of Polonia in 1981 and throughout his career he has worked in various assignments, including a member of the Kespen Airports Polonia in 1982, Supervisor Operaions Task Apron Movement Control PTO AMC Airport Polonia in 1990, Head of the Accouning Service Sam Ratulangi-Manado in 1993, Head of the Accouning Secion of the Central Oice in 1996, Head of Finance and Supplies Division Ngurah Rai Internaional Airport Bali in 2003, Deputy Director of Central Accouning Oice in 2004, Corporate Secretary in 2009-2012. Served as the Head of Internal Audit Company since 2012. Pelaksanaan Tugas Internal Audit Selama 2014, Unit Kerja Internal Audit telah melaksanakan tugas dan tanggung jawab dalam pengawasan internal secara independen dan obyekif. Tema pemeriksaan Internal Audit pada 2014 adalah “Memasikan Upaya Opimalisasi Proile Of The Head Of Internal Audit Unit Based on the Board of Directors Decree Number: SKEP.01 KP.7.32013-REPLC December 18, 2012, the Head of Internal Audit of Angkasa Pura Airports is by Miduk Situmorang. The Proile of the Head of Internal Audit is as follows: Task of the Internal Audit During 2014, the Internal Audit Unit has carried out the duies and responsibiliies of the internal oversight independently and objecively. The theme for the 2014 Internal Audit examinaion is “Opimizing Business Potenial 324 Lapor an T ahunan 2014 Potensi Bisnis Dalam Rangka Pencapaian CSI, Revenue Enhancement dan Peningkatan CSR PT Angkasa Pura I Persero”. Pelaksanaan tugas tersebut diuraikan sebagai berikut. Program Kerja Internal Audit Program kerja Internal Audit tahun 2014 melipui: 1. Pelaksanaan Audit Tahunan dan Pendampingan a. Audit terhadap 13 iga belas Kantor Cabang dan Kantor Pusat; b. Supervisi pengendalian proyek pengembangan bandara; c. Audit terhadap 5 lima Anak Perusahaan; d. Pendampingan auditor eksternal atas audit Laporan Keuangan dan Key Performance Indicator KPI; e. Program pelaksanaan audit khusus; 2. Melakukan Transformasi Dalam Pelaksanaan Internal Audit a. Penyempurnaan struktur organisasi Internal Audit; b. Melaksanakan audit berbasis pada risk based; c. Assessment atas kepuasan stakeholders terhadap kinerja Internal Audit; d. Penetapan Kode Eik Code of Ethics dan Role of Conducts; e. Melakukan rencana strategis sebagai Business Partner; f. Implementasi standar-standar internasional yang berlaku umum; g. Menyusun pedoman dan informasi teknologi Internal Audit; h. Program pelaihan dan pengayaan human capital Internal Audit. Pelaksanaan Audit Berdasarkan program kerjanya, pada tahun 2014, Internal Audit telah melaksanakan audit Program Kerja Pemeriksaan Tahunan PKPT. Internal Audit telah melaksanakan pemeriksaan terhadap 13 iga belas bandara,1 satu Kantor Pusat, 1 satu SBU, 3 iga proyek. Hasil audit PKPT tersebut sebagai berikut. to achieve CSI, Revenue Enhancement and Improvement of CSR of PT. Angkasa Pura I. The duies are described as follows: Internal Audit Work Program The Internal Audit Unit work program in 2014 included: 1. The implementaion of the Annual Audit and Advocacy a. Audit of the 13 thirteen Branch Oices and the Head Oice; b. Supervision control of the airport development; c. Audit 5 ive Subsidiaries; d. Assist external auditors on the audit of Financial Statements and Key Performance Indicator KPI; e. Program implementaion of the special audit; 2. Transformaion and Implementaion of Internal Audit a. Compleion of the organizaional structure of Internal Audit Unit; b. Carry out audits based on risk-based; c. Assessment on stakeholder saisfacion on the performance of Internal Audit Unit; d. Establishing the Company’s Code of Ethics and Code of Conduct; e. Preparing a strategic plan as a Business Partner; f. Implementaion of internaional standards that are generally accepted; g. Develop guidelines and informaion technology of Internal Audit Unit; h. Facilitate training programs and enrichment programs for the human capital of the Internal Audit Unit. Implementaion Of Audit Programs In 2014, the Internal Audit Unit has conducted audit that have been planned in the Annual Examinaion Program PKPT of the Company. The Internal Audit Unit has carried out audit examinaions in 13 thirteen airports, 1 one at Head Oice, 1 one SBU, and 3 three projects. The PKPT audit results are as follows: Annual R eport 2014 325 Temuan Audit Berdasarkan Lokasi Lokasi Audit Audiing Locaions Realisasi Pelaksanaan Implementaion Dates Temuan Audit Audit Findings Proyek Pengembangan Bandara Internasional Bali Bali Internaional Airport Development Project 10 – 17 April 2014 22 temuan 22 indings Ahmad Yani Internaional Airport Semarang 21 – 28 April 2014 11 temuan 11 indings Adisutjipto Internaional Airport Yogyakarta 19 – 26 Mei 2014 17 temuan 17 indings Proyek Pengembangan Bandara Internasional Sepinggan Paket II Sepinggan Internaional Airport Package II Development Project 2 – 14 Juni 2014 21 temuan 21 indings Proyek Pengembangan Bandara Internasional Sepinggan Paket III Sepinggan Internaional Airport Package III Development Project 18 – 28 Juni 2014 18 temuan 18 indings Paimura Internaional Airport Ambon 17 – 24 Juni 2014 10 temuan 10 indings Proyek Pengembangan Bandara Internasional Juanda Juanda Internaional Airport Development Project 6 – 18 Agustus 2014 29 temuan 29 indings I Gusi Ngurah Rai Internaional Airport Bali 20 – 29 Agustus 2014 18 temuan 18 indings SBU Commercial Ngurah Rai 1 – 5 September 2014 14 temuan 14 indings Juanda Internaional Airport Surabaya 9 – 17 September 2014 22 temuan 22 indings Adisumarmo Internaional Airport Solo 19 – 26 September 2014 12 temuan 12 indings Bandara Internasional Lombok Lombok 19 – 26 September 2014 14 temuan 14 indings Sultan Hasanuddin Internaional Airport Makassar 7 – 16 Oktober 2014 28 temuan 28 indings Sepinggan Internaional Airport Balikpapan 21 – 31 Oktober 2014 30 temuan 30 indings El Tari Internaional Airport Kupang 4 – 11 November 2014 17 temuan 17 indings Sam Ratulangi Internaional Airport Manado 4 – 11 November 2014 18 temuan 18 indings Syamsudin Noor Airport Banjarmasin 13 - 20 November 2014 12 temuan 12 indings Frans Kaisiepo Internaional Airport Biak 13 - 20 November 2014 16 temuan 16 indings Kantor Pusat Headquarter 22 Desember 2014 – 22 Februari 2015 0 temuan 0 indings Jumlah 329 temuan 329 indings Audit Findings Based on Locaion 326 Lapor an T ahunan 2014 Temuan Audit Berdasarkan Bidang Pemeriksaan Bidang Pemeriksaan | Field of Audit Temuan Audit | Audit Findings Bidang Operasi | Operaional 39 temuan | 39 indings Bidang Komersial | Commercial 47 temuan | 47 indings Bidang Teknik | Technic 97 temuan | 97 indings Bidang Keuangan dan PKBL | Financial and CSR 55 temuan | 55 indings Bidang PUM | PUM Secion 42 temuan | 42 indings Bidang Pengadaan | Procurement 49 temuan | 49 indings Jumlah | Total 329 temuan | 329 indings Selain melaksanakan audit PKPT, Internal Audit juga melaksanakan audit khusus dan audit invesigasi pada Bandara I Gusi Ngurah Rai Bali. Audit dilaksanakan pada bulan Agustus 2014 berdasarkan Surat Perintah President Director Nomor: PRIN.PD.267PG.012014 tanggal 11 Agustus 2014. Tindak Lanjut Hasil Audit Sampai dengan akhir tahun 2014, Internal Audit telah melakukan monitoring indak lanjut rekomendasi hasil pemeriksaan BPK tahun 2011 sampai dengan tahun 2014. Dari total 103 seratus iga rekomendasi, sebanyak 94,17 atau 97 sembilan puluh tujuh rekomendasi telah tuntas diindaklanjui. Hal tersebut dapat dilihat pada tabel berikut. Bidang Pemeriksaan Field of Audit Jumlah Temuan Total Findings Jumlah Rekomendasi Total Recommendaion Tuntas Finished Dalam Pemantauan Being Monitored Kinerja pelayanan di bandara tahun 2011 dan semester I 2012 Service Performance at Airports in 2011 and 1st semester of 2012 21 42 41 1 Audit Findings Based on Field Inspecion: Besides conducing the PKPT audit, the Internal Audit Unit also conducted a special audit and invesigaion audit at I Gusi Ngurah Rai Airport Bali, conducted in August 2014 based on a warrant from President Director Number: PRIN. PD.267PG.012014 dated 11 August2014. Follow Up Of Audit Results Unil the end of 2014, the Internal Audit Unit has conducted monitoring aciviies as a follow up of the results from the BPK audit in 2011 unil 2014. From a total of 103 recommendaions, 94.17 or 97 recommendaions have been thoroughly followed up, which is presented in the following table below: Annual R eport 2014 327 PJP2U, PJP4U, PJP, konsesi dan sewa, serta belanja modal investasi TI tahun buku 2012 dan 2013 semester I Aircrat Passenger Services PJP2U, Aircrat Landing, Parking, and Hangar Services PJP4U, consession and rent, and capital investment expenditures TI year 2012 and 2013 1st semester 24 55 53 2 Pengelolaan tanah hak pengelolaan di rawasari pada perusahaan beserta instansi terkait lainnya per 31 Oktober 2014 referensi Surat BPK RI Nomor: 03PDTT-AP-I102014 tanggal 2 Oktober 2014 Management of land under management rights of the Company and any other related agency in Rawasari per 31 October 2014 in respect of the leter of the Audit Board of RI Number: 03PDTT- AP-I102014 dated 2 October 2014 6 6 2 4 Selain itu, Internal Audit juga telah melakukan monitoring indak lanjut rekomendasi temuan eksternal auditor atas Laporan Keuangan Perusahaan tahun 2013 sebagai berikut. Bidang Pemeriksaan Jumlah Temuan Tuntas Dalam Pemantauan Bandara Sepinggan Balikpapan 9 9 Bandara Sultan Hasanuddin Makassar 5 5 Bandara Frans Kaisiepo Biak 7 7 Bandara Juanda Surabaya 3 2 1 Bandara I Gusi Ngurah Rai Bali 3 3 Bandara Internasional Lombok 9 9 Jumlah 36 35 1 Pengembangan Kompetensi Internal Audit Pada 2014, Internal Audit telah mengikui program pengembangan kompetensi untuk mendukung pelaksanaan tugasnya. Pengembangan kompetensi yang diikui Internal Audit sebagai berikut. Moreover, the Internal Audit Unit also conducted monitoring aciviies as a follow up of the recommendaion indings from the external auditor on the Financial reports of the Company in 2013 as follows: Development Of Internal Audit Competence In 2014, Internal Audit has followed the competence development program to support its duies. The competence development followed by Internal Audit is as follows: 328 Lapor an T ahunan 2014 Nama Names Jabatan Posiions Program Pengembangan Kompetensi Competence Development Program Miduk Situmorang Head of Internal Audit • Kursus Bahasa Inggris • Workshop ISO 31000:2009 • English Courses • Workshop ISO 31000:2009 Tommy Meilitza Project Program Analyst • Audit Internal Dasar I • Audit Internal Dasar I dan II • Kursus Bahasa Inggris • Audit Internal Lanjutan I dan II • Basic Internal Audiing I • Basic Internal Audiing I and II • English Course • Advanced Internal Audiing I and II Ukemri Finance Audit Department Head • Audit Internal Lanjutan II • TOT Program Pengendalian Graiikasi • Workshop ISO 31000:2009 • Advanced Internal Audiing II • TOT Graiicaion Control Program • Workshop ISO 31000:2009 Tavip Wibowo Operaional Audit Department Head • Kursus Bahasa Inggris • Workshop ISO 31000:2009 • English Course • Workshop ISO 31000:2009 Jayanus Engineering Audit Department Head • Audit Internal Lanjutan II • Advanced Internal Audiing II Sii Chadijah Oktoviana Markeing and Business Development Audit Department Head - Iswahyudianto Nopa Human Capital and General Afair Audit Department Head • Audit Internal Lanjutan II • Pelaihan Pengadaan Barang dan Jasa • Advanced Internal Audiing II • Services and Goods Procurment Training Program Suriganata Operaional Auditor • Workshop ISO 31000:2009 • Workshop ISO 31000:2009 Azmiei Kurnia Sinta Operaional Auditor • Audit Internal Dasar I dan II • Audit Internal Lanjutan I dan II • Basic Internal Audiing I and II • Advanced Internal Audiing I and II Henry D C Saragih Finance Auditor • Audit Internal Dasar I dan II • Audit Internal Lanjutan I dan II • Basic Internal Audiing I and II • Advanced Internal Audiing I and II Sulistyaningsih Finance Auditor • Audit Internal Dasar I dan II • Audit Internal Lanjutan I dan II • Basic Internal Audiing I and II • Advanced Internal Audiing I and II Nila Darmawai Engineering Auditor • Pelaihan Manajer Muda • Pelaihan Manajer Madya • First Line Manager Training • Middle Manager Training I Nyoman Sudarta Engineering Auditor - Adi Hartojo Engineering Auditor • Workshop ISO 31000:2009 • Workshop ISO 31000:2009 Erni Suharlinah Markeing and Business Development Auditor • Audit Internal Dasar I • Audit Internal Dasar I dan II • Audit Internal Lanjutan I dan II • Basic Internal Audiing I • Basic Internal Audiing I and II • Advanced Internal Audiing I and II Restu Suryaningsih Markeing and Business Development Auditor • Training Document Control Sistem Manajemen Mutu ISO 9001:2008 • Training Document Control Quality Management System ISO 9001:2008 Dyah Dwisupi Oktaviani Human Capital and General Afair Auditor - Annual R eport 2014 329 Jon Hendri Human Capital and General Afair Auditor • Audit Internal Lanjutan II • Advanced Internal Audiing II Haryono Hendro K Human Capital and General Afair Auditor • Pelaihan Manajer Muda • Pelaihan Manajer Madya • First Line Manager Training • Middle Manager Training Wiewit Juwariah Human Capital and General Afair AAo - Auditor Eksternal Fungsi pengawasan independen terhadap aspek keuangan Angkasa Pura Airports dilakukan melalui pemeriksaan auditor eksternal yang antara lain dilakukan oleh Kantor Akuntan Publik. Untuk menjamin independensi dan kualitas hasil pemeriksaan, auditor eksternal yang ditunjuk idak boleh memiliki benturan kepeningan dengan Perusahaan. Auditor eksternal ditetapkan melalui RUPS Tahunan berdasarkan rekomendasi dari Dewan Komisaris dan Komite Audit. Data auditor eksternal yang melakukan audit laporan keuangan PLN Enjiniring sebagai berikut. Tahun Year Nama Kantor Akuntan Publik Public Accountant Oices Periode Partner Pelaksana Audiing Partners Biaya Audit Audiing Cost 2014 KAP Hadori Sugiarto Adi Rekan Hadori Sugiarto Adi Partners 1 tahun 1 Year Wijadi, Ak, CPA Rp 784.850.000,- 2013 KAP Doli, Bambang, Sulisiyanto, Dadang Ali Doli, Bambang, Sulisiyanto, Dadang Ali 3 tahun 3 Year Drs. Bambang Sulisiyanto, Ak, MBA, CPA Rp1.034.990.000,- 2012 KAP Doli, Bambang, Sudarmadji, Dadang Ali Doli, Bambang, Sudarmadji, Dadang Ali Drs. Bambang Sulisiyanto, Ak, MBA, CPA Rp907.764.000,- 2011 KAP Doli, Bambang, Sudarmadji Dadang Doli, Bambang, Sudarmadji Dadang Doli Diapary Siregar, CPA Rp740.000.000,- 2010 KAP Soejatna, Mulyana Rekan Soejatna, Mulyana Partners 3 tahun 3 Year Safaat Widjajabrata Rp888.000.000,- Pada tahun 2014, Angkasa Pura Airports telah menunjuk KAP Hadori Sugiarto Adi Rekan untuk melakukan jasa audit Laporan Keuangan Tahun Buku 2014. Selain External Auditor As part of the independent oversight of the Company’s inancial condiion, Angkasa Pura Airports was audited by external auditors from various Public Accouning Firms. To guarantee the independence and quality of the examinaion results, the appointed external auditors should not have any conlict of interest with the Company. The external auditors are appointed by the Annual Meeing upon the recommendaion from the Board of Directors and the Audit Commitee. The External Auditors that conducted Audit examinaionon the Financial Reports of PLN Engineering are shown as follows: In 2014, Angkasa Pura Airports appointed KAP Hadori Sugiarto Adi and partners to audit the inancial posiion of the Company for the year of 2014. Besides conducing the 330 Lapor an T ahunan 2014 melakukan audit Laporan Keuangan, KAP Hadori Sugiarto Adi Rekan juga melakukan evaluasi terhadap kinerja Perusahaan tahun 2014, laporan atas penerapan prosedur yang disepakai atas capaian KPI Perusahaan tahun 2014, audit Laporan Keuangan PKBL Perusahaan tahun 2014, serta surat komentar. Fungsi Manajemen Risiko Perkembangan industri penerbangan yang pesat menyebabkan risiko yang dihadapi Perusahaan pada seiap proses bisnisnya menjadi semakin kompleks. Risiko-risiko pada Perusahaan, baik dalam operasional sehari-hari maupun dalam pengembangan bisnis, dipengaruhi oleh berbagai faktor internal maupun eksternal. Untuk itu, Perusahaan mengembangkan suatu kerangka pengelolaan risiko perusahaan yang menyeluruh, Enterprise Risk Management ERM, guna meminimalkan potensi kerugian dan mengopimalkan proitabilitas, menciptakan Nilai Perusahaan dan meningkatkan kepercayaan pemangku kepeningan, mendorong standar prakik terbaik tata kelola Perusahaan, serta menjadikan budaya risiko sebagai bagian dari Budaya Perusahaan. Dasar Penerapan Manajemen Risiko Pengelolaan risiko Perusahaan mengacu pada Peraturan Menteri Badan Usaha Milik Negara Nomor: PER-01 MBU2011 tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola Perusahaan yang Baik Good Corporate Governance pada Badan Usaha Milik Negara dan Keputusan Menteri Badan Usaha Milik Negara Nomor: KEP-117MBU2002 tentang Penerapan Prakik Good Corporate Governance GCG pada Badan usaha Milik Negara. Penerapan Manajemen Risiko Penerapan manajemen risiko di Angkasa Pura Airports dilakukan pada ingkat korporat serta Kantor Pusat dan Kantor Cabang. Pada ingkat korporat, penerapan manajemen risiko dilaksanakan oleh Risk Management Commitee yang diketuai oleh Markeing and Business Development Director, audit on Financial Reports, KAP Hadori Sugiarto Adi and partners also conducted an evaluaion on the Company’s performance in 2014, an evaluaion on the report of the implementaion of agreed procedures in achieving the Company’s KPI in 2014, and audited the inancial statements of the CSR programs of the Company in 2014, as well asthe comment leters. Risk Management Funcions The rapid development of the aviaion industry which led to increasing risks for the Company in each of its business processes has become more complex. The risks of the Company both in the day to day operaions as well as in business development are inluenced by a variety of internal and external factors. The Company developed the comprehensive Enterprise Risk Management ERM framework to minimize potenial loss and opimizing proitability, creaing value for the Company and strengthening the conidence of stakeholders, encouraging best pracice standards of corporate governance and making risk culture as part of the corporate culture. Legal Basisfor Applying Risk Management The risk management of the Company is based on the Ministerial Decree State-Owned Enterprises Number: PER- 01MBU2011 dated 1 August 2011 on Good Corporate Governance of State-Owned Enterprises and the Decree of the Minister of State-Owned Enterprises Number: KEP-117 MBU2002 on the pracices of Good Corporate Governance in State-Owned Enterprises. Implementaion Of Risk Management Risk management in Angkasa Pura Airports is implemented at the corporate level as well as at the headquarters and at the branch oice level. At the corporate level, implementaion of risk management is conducted by the Risk Management Commitee chaired by Markeing and Business Development Annual R eport 2014 331 dan beranggotakan Finance and IT Director, Operaion Director, Technical Director, Human Capital and General Afair Director, Corporate Secretary, Head of Internal Audit, Head of Procurement, Head of Corporate Planning and Performance, Head of Risk Management and Compliance, Head of Corporate Social Responsibility, serta seluruh Group Head . Pada ingkat Kantor Pusat, fungsi manajemen risiko dari Unit Risk Management and Compliance bertanggung jawab untuk mengembangkan laporan manajemen risiko, memantau proil risiko Perusahaan, memberi rekomendasi kepada Risk Management Commitee, mengevaluasi kebijakan strategis, memantau pelaksanaan manajemen risiko, serta bersama-sama dengan pemilik risiko risk owner Kantor Pusat melaksanakan proses manajemen risiko. Sedangkan pada ingkat Kantor Cabang, fungsi manajemen risiko yang bersama-sama dengan pemilik risiko risk owner Kantor Cabang melaksanakan proses manajemen risiko dengan tahapan melaksanakan ideniikasi, evaluasi, analisa, menentukan penanganan risiko serta melakukan monitoring terhadap risiko-risiko yang telah terideniikasi. Selama tahun 2014, Angkasa Pura Airport telah melakukan beberapa upaya dalam pengelolaan manajemen risiko di Perusahaan, antara lain sebagai berikut. a. Perubahan Pedoman Umum Manajemen Risiko yang sebelumnya tertuang pada Keputusan Direksi Nomor: KEP. 114PG.012011 menjadi Keputusan Direksi Nomor: KEP. 77PG.012014. Hal ini sejalan dengan perubahan standar manajemen risiko Perusahaan dari COSO menjadi ISO 31000. b. Risiko bersifat dinamis sehingga pemilik risiko risk owner didorong untuk secara berkesinambungan memperbaharui proil risiko. Berdasarkan Pedoman Umum Manajemen Risiko, pelaporan updaing proil risiko secara resmi dilakukan minimal seiap semester 6 bulan sekali. c. Pada tahun 2014, aspek pengelolaan risiko telah diturunkan cascade sampai kepada Key Performance Indicator seluruh Kantor Cabang setelah pada tahun 2013 aspek pengelolaan risiko masuk dalam Key Performance Indicator Korporat. Director, consising of the Finance and IT Director, Operaion Director, Technical Director, Human Capital and General Afairs Director, the Corporate Secretary, the Head of Internal Audi Unit, the Head of Procurement, the Head of Corporate Planning and Performance, the Head of Risk Management and Compliance, the Head of Corporate Social Responsibility and all other Group Heads. At the Headquarters, the Risk Management and Compliance Unit is responsible for developing the risk management reports, monitor the Company’s risk proile, make recommendaions to the Risk Management Commitee to evaluate strategic policy, monitor the implementaion of risk management and together with the risk owners at Head Oice to implementhe risk management process. While at the level of branch oices, the risk management funcion together with the risk owner of theBranch implements risk management by stages of ideniicaion, evaluaion, analysis, and determining the risk management and monitoring of the risks that have been ideniied. During 2014, Angkasa Pura Airport has applied several measures in risk management as follows: a. The amendment in the Risk Management General Guidelines that were formerly sipulated in the Decree of the Directors No.KEP.114PG.012011 were then incorporated into the Decree of the Board of Directors Decision No.KEP.77PG.012014. This is in line with the amendment in the standards of the corporate risk management from COSO to ISO 31000. b. Since risks are dynamic in nature, therefore risk ownersareencouraged to coninuously update their risk proile. As set n the General Guidelines for Risk Management, the formal reports on risk proiles should be updated at least every semester six months. c. In 2014, the aspects of risk management was cascaded included into the Key Performance indicators inthe Branch level, since the risk management aspects were included in the Key Performance indicator of the Corporate level in 2013. 332 Lapor an T ahunan 2014 d. Diwajibkannya kajian risiko pada seiap usulan investasi sehingga menjadi salah satu materi perimbangan dalam pengambilan keputusan. e. Pelaksanaan assessment risiko pada Proyek Pengembangan Bandara Angkasa Pura Airports, yang terdiri atas Proyek Pengembangan Bandara New Jogjakarta Internasional Airport, Proyek Pengembangan Bandara Ahmad Yani Semarang dan Proyek Pengembangan Bandara Syamsudin Noor Banjarmasin. f. Pembangunan aplikasi Manajemen Risiko Berbasis Web yang direncanakan implementasinya pada 2015. g. Pembangunan kerangka kerja penyusunan RKAP berbasis risiko. Strategi Pengelolaan Risiko Dalam penerapan Manajemen Risiko, Angkasa Pura Airports menerapkan Internaional Organizaion for Standardizaion ISO 31000 Risk Management Standard yang telah mendapatkan seriikasi dari Badan Standardisasi Nasional BSN Indonesia pada tahun 2011. Proses pengelolaan risiko Angkasa Pura Airports digambarkan pada diagram berikut. d. All investment proposals must be accompanied by a risk assessment as one requirement to be considered in the decision making process. e. Risk assessmentswere conducted on the Airport Development Project of Angkasa Pura Airports including the New Airport Development Project of Jogjakarta Internaional Airport, Ahmad Yani Airport Development Project Semarang and Syamsudin Noor Airport Development Project Banjarmasin. f. Development of Web-based Risk Management applicaion and implementaion in 2015. g. CBP formulaion development framework based on risk. Risk Management Strategy In the applicaion of Risk Management, Angkasa Pura Airports follows the Internaional Organizaion for Standardizaion ISO 31000 Risk Management Standard, ceriied by the Naional Standardizaion Agency BSN of Indonesia in 2011. The risk management process of Angkasa Pura Airports is illustrated in the following diagram. Annual R eport 2014 333 Berdasarkan diagram tersebut, proses manajemen risiko melipui 5 lima tahapan kegiatan sebagai berikut.

A. Komunikasi dan Konsultasi

Merupakan proses interakif berupa tukar menukar informasi dan pendapat mengenai risiko risk dan pengelolaannya, serta komunikasi antara Perusahaan dengan para pemangku kepeningan stakeholder mengenai isu tertentu yang terkait dengan pengambilan keputusan atau penentuan langkah tertentu dalam menangani risiko risk .

B. Menentukan Konteks

Dilakukan dengan menetapkan parameter-parameter yang relevan dengan Perusahaan, baik internal maupun eksternal yang digunakan dalam pengelolaan risiko risk, terutama dalam rangka menetapkan ruang lingkup dan kriteria risiko risk criteria .

C. Penilaian Risiko Risk Assessment

1. Ideniikasi Risiko Risk Ideniicaion Ideniikasi dilakukan secara telii sehingga semua risiko risk yang relevan termasuk risiko-risiko risks yang berada di luar kendali Perusahaan, dapat dipasikan telah terideniikasi. 2. Analisis Risiko Risk Analysis Analisis risiko risk analysis melipui penentuan besaran kemungkinan terjadinya risiko risk, besaran dampak kerugian, dengan memperhaikan sumber dan penyebab risiko risk agent risk source serta pengendalian risiko risk yang sudah ada saat ini dan efekivitasnya. 3. Evaluasi Risiko Risk Evaluaion Evaluasi risiko risk evaluaion dilakukan untuk menetapkan risiko risk yang memerlukan penanganan risiko risk treatment berdasarkan skala prioritas.

D. Penanganan Risiko Risk Treatment

Penanganan risiko risk treatment dilakukan untuk menyeleksi satu atau lebih alternaif metode atau pendekatan yang digunakan untuk mengurangi eksposur exposure . Pemilihan alternaif penanganan Based on the above diagram, the risk management process includes ive stages of the following aciviies:

A. Communicaion and Consultaion

This is an interacive process of exchanging informaion and opinions on risk and its management, as well as a communicaion media between the Company and stakeholders to discuss speciic issues related to the decision on a speciic step to handle risks.

B. Determine the Context

This is a process of seing the parameters relevant to the Company, both internal and external to be uses in the management of risk, especially in order to establish the scope and criteria of risk.

C. Risk Assessment

1. Risk Ideniicaion Ideniicaion is done carefully so that all relevant risks, including risks that are beyond the control of the Company, can be conirmed to be ideniied. 2. Risk Analysis Risk analysis includes determining the probability of risks, the magnitude of losses and taking into consideraion the exising risk source and causes risk agentrisk source and risk control . 3. Risk Evaluaion Risk evaluaion is to idenify which risks are a priority to be handled risk treatment.

D. Risk Treatment

Handling of risks risk treatment is done by selecing one or more alternaive methods or approaches used to reduce exposure. Selecion of alternaive risk management risk treatment should be based on a cost 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 | Administraive Liigaion PTUN a. Gugatan I Gede Wayan Sudarma kepada Perusahaan terkait Surat Keputusan Direksi Nomor: SKEP.1477KP.072009 tanggal 1 Oktober 2009 tentang Mutasi Pegawai. Telah diperoleh putusan pengadilan dengan kekuatan hukum tetap yang menolak gugatan dari penggugat. Tidak berdampak bagi Perusahaan. Tidak ada. Lawsuit iled by I Gede Wayan Sudarma against the Board of Directors’ Leter Number: SKEP.1477KP.072009 dated 1 Oktober 2009 concerning transfer of duty of employees. The Court has decided to permantently rule out the lawsuit from the Plainif. None. None. b. Pelaksanaan Putusan Pengadilan Tinggi Tata Usaha Negara PTTUN Nomor: 223B2002PT.TUN.JKT jo. Putusan Pengadilan Putusan Tata Usaha Negara PTUN Nomor: 03G.TUN2002PTUN. JKT jis Putusan Kasasi Mahkamah Agung RI Nomor: 182K TUN2003 terkait pembatalan tanah milik Perusahaan seluas 0,8 Ha Rawasari oleh BPN. • Telah diperoleh keputusan PTUN agar BPN membatalkan surat keputusan pembatalan seriikat HPL atas tanah seluas tersebut. Namun, pelaksanaan keputusan tersebut belum dilaksanakan. • Belum adanya keputusan PTUN terkait pelaksanaan proses eksekusi terhadap tanah seluas tersebut. Menimbulkan kerugian material bagi Perusahaan yang disebabkan belum dapat diopimalkannya pemanfaatan atas tanah tersebut. Tidak ada. Annual R eport 2014 355 No. Pokok Perkara Main Cases Status Penyelesaian Setlement Status Dampak Bagi Perusahaan Consequences to The Company Sanksi Administrasi Bagi Perusahaan Administraion Sancions Imposed Implementaion of the Decision of Administraive High Court PTTUN number: 23B2002 PT.TUN.JKT jo. The Decision of Administraive Court PTUN Number: 03G.TUN2002PTUN. JKT jis Cassaion Decision of Supreme Court of RI number: 182KTUN2003 in regard of annulment of 0.8 Ha of Company’s land by Naional Land Agency BPN. • State Administraive Court PTUN has ordered Naional Land Agency BPN to revoke the decree of annulment of Land Management Right Ceriicate on the Land with the area stated. However, the implementaion of the judgment has not been carried out. • There has not been Decision from the Administraive Court PTUN concerning the implementaion of the verdict on the Land stated. Proit loss has been recorded in the Company because of there has been no beneit created from the use of the land stated. None. 3. Perkara Hukum Pajak |