Asia Airports Refer to Important Disclosures at the End of This Report
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A. Deskripsi Perusahaan
BAB 11 GAMBARAN UMUM PERUSAHAAN A. Deskripsi Perusahaan A.1. Sejarah PT Angkasa Pura 1 (Persero) PT Angkasa Pura I (Persero) yang selanjutnya disebut Angkasa Pura Airports bertekad mewujudkan perusahaan berkelas dunia yang profesional. Angkasa Pura Airports yakin dapat melakukan yang terbaik dengan memberikan pelayanan keamanan, keselamatan dan kenyamanan berstandar internasional bagi para pelanggan. Sejarah Angkasa Pura Airports sebagai pelopor perusahaan kebandarudaraan secara komersial di Indonesia bermula dari kunjungan kenegaraan Presiden Soekarno ke Amerika Serikat untuk bertemu dengan Presiden John F Kennedy. Setibanya ditanah air, Presiden Soekarno menegaskan keinginannya kepada Menteri Perhubungan dan Menteri Pekerjaan Umum agar lapangan terbang di Indonesia dapat setara dengan lapangan terbang di negara maju. Tak lama kemudian, pada tanggal 15 November 1962 terbitlah Peraturan Pemerintah (PP) Nomor 33 Tahun 1962 tentang Pendirian Perusahaan Negara (PN) Angkasa Pura Kemayoran. Tugas pokoknya adalah untuk mengelola dan mengusahakan Pelabuhan Udara Kemayoran di Jakarta yang saat itu merupakan satu-satunya bandar udara internasional yang melayani penerbangan dari dan ke luar negeri selain penerbangan domestik. 45 Setelah melalui masa transisi selama dua tahun, terhitung sejak 20 Februari 1964 PN Angkasa Pura Kemayoran resmi mengambil alih secara penuh aset dan operasional Pelabuhan Udara Kemayoran Jakarta dari Pemerintah. Tanggal 20 Februari 1964 itulah yang kemudian ditetapkan sebagai hari jadi Angkasa Pura Airports. Pada tanggal -
Sales Office
Sales Office Bangladesh Dhaka, Kemal Ataturk Avenue, Banani C/A Total Air Services Ltd., Erectors House (5th Floor), 18, Kemal Ataturk Avenue, Banani C/A, Dhaka – 1213, Bangladesh Tel: +(8802) 9821447, +(8802) 9821448 Fax: +(8802) 9821449 Email: [email protected] Ticketing/Reservation: [email protected] Brunei Brunei International Airport Office No. 3, Departure Hall, Brunei International Airport, Bandar Seri Begawan BS2513, Brunei Darussalam. Cambodia Phnom Penh, Sangket Phsar Kandal Phnom Penh, AEON MALL 1 Ground Floor, #132, No 179, Street Sisowath, Street Samdach Sothearos, Sangket Phsar Kandal 1, 12204 Sangkat Tonle Bassac Phnom Penh, Phnom Penh, Cambodia Cambodia 0830 – 2100 (GMT+7) (Monday–Sat) 0830 – 2200(GMT+7) (Mon–Fri) 0900 – 1700 (GMT+7) (PH) Tel: (+855) 23 961 896 Closed (Sun) Tel: (+855) 23 983 777 Phnom Penh, Phnom Penh Siem Reap, Street Central Market International Airport No. C1, Street Central Market, Phnom Penh International Airport, Mondul 1 Village Sangkat Svay, National Road No.4, Kakab Dangkum, Siem Reap City, Commune, Cambodia. Posenchay District, Phnom Penh, 0830 – 2200(GMT+7) (Mon–Fri) Cambodia. Tel: (+855) 63 968 869 0800 – 1800 (GMT+7) (Mon–Fri) Tel: (+855) 81 777 988 1 Sales Office China Hangzhou, Jianguo North Road No.567 Jianguo North Road (near Moyaying bus stop), Hangzhou, China. 0900 – 1730 (GMT+8) (Mon–Fri) 1000 – 1630 (GMT+8) (Sat & Sun) Tel: (+0571) 85351515, (+0571) 85351155 Managed by HANGZHOU NOTA AIR SERVICES India Bengaluru, Monarch Plaza Bengaluru, Bengaluru International For more information: #54, 1st Floor, Airport Email: Monarch Plaza, Brigade Road, Airport Sales Counter No–16, [email protected] Bengaluru - 560 001, India Bengaluru International Airport, 00900 - 1800 (Mon–Fri excluding PH) Devanhalli, Bengaluru 560300 0930 – 1800 (Mon–Fri) 0930 – 1330 (Sat) Closed (Sun) Tel: (+080) 41136871 Chennai, Ispahani Centre Kerala State, Cochin International 123/124, Ispahani Centre, Airport Nungambakkam High Road, (Near Cochin International Airport, Income Tax Office) International Terminal P.O. -
Department of Civil Aviation
Phone : 66 2286 0922 DEPARTMENT OF CIVIL AVIATION AIP - THAILAND FAX : 66 2287 4060 AFTN : VTBAYOYX AERONAUTICAL INFORMATION SERVICE Amendment 11 E-mail : [email protected] TUNG-MAHAMEK, BANGKOK 10120 15 NOV 12 THAILAND. 1. Insert the attached replacement pages. The checklist (GEN 0.4-1 TO GEN 0.4-9) gives lists of pages that are current in the whole AIP after the incorporation of this amendment. New or replacement pages are indicated with an asterisk (*). Amended text has been identified by a vertical line, or an arrow in the margin of the replacement pages. 2. Record entry of amendment on page GEN 0.2-1 3. This amendment incorporates information contained in the following which are hereby superseded: NOTAM 2011 C6028 C6407 NOTAM 2012 C4939 C5687 C5931 C5933 C6054 C6055 C7326 AIP Supplement : Series “B” 2012 : B3 AIP GEN 0.4-1 THAILAND 15 NOV 12 GEN 0.4 CHECKLIST OF AIP PAGES (* DENOTES NEW OR REPLACEMENT PAGES) 0Page Date Page Date Page Date PART 1-GENERAL (GEN) 2.2-5 18 Nov 10 3.4-8 10 Dec 08 GEN 0 2.2-6 18 Nov 10 3.4-9 10 Dec 08 0.1-1 10 Dec 08 2.2-7 18 Nov 10 3.5-1 10 Dec 08 0.1-2 10 Dec 08 2.2-8 18 Nov 10 3.5-2 29 Jul 10 0.1-3 10 Dec 08 2.2-9 18 Nov 10 3.5-3 29 Jul 10 0.2-1 10 Dec 08 2.2-10 18 Nov 10 3.5-4 29 Jul 10 0.3-1 10 Dec 08 2.2-11 18 Nov 10 3.5-5 10 Dec 08 *0.4-1 15 Nov 12 2.3-1 10 Dec 08 3.5-6 10 Dec 08 *0.4-2 15 Nov 12 2.3-2 10 Dec 08 3.5-7 10 Dec 08 *0.4-3 15 Nov 12 2.3-3 10 Dec 08 3.5-8/Chart 10 Dec 08 *0.4-4 15 Nov 12 2.4-1 29 Jul 10 3.6-1 10 Dec 08 *0.4-5 15 Nov 12 2.4-2 29 Jul 10 3.6-2 10 Dec 08 *0.4-6 15 Nov -
ID 480 the Airport Connectivity of Medium Airports in Thailand
Proceedings of the International Conference on Industrial Engineering and Operations Management Bandung, Indonesia, March 6-8, 2018 Connectivity of Medium Airports in Thailand Charukit Chaiwan Graduate Program in Logistics Engineering and Supply Chain Management, Industrial Engineering Department, Faculty of Engineering, Chiang Mai University Chiang Mai, 50200, Thailand [email protected] Korrakot Yaibuathet Tippayawong* Excellence Center in Logistics and Supply Chain Management Industrial Engineering Department, Faculty of Engineering, Chiang Mai University Chiang Mai, 50200, Thailand [email protected] Abstract Airports are expanding their facilities in respond to increasing number of passengers. Airport connectivity is one of indicators to evaluate airport performance. Airport connectivity can be define as the airline network of airport, related to frequency of flight and number of flights from origin to destination. Airport with good connectivity is attractive for passengers. This paper aimed to evaluate airport connectivity of medium sized airports in Thailand, which are Sakon Nakhon airport (SNO), Nakhon Phanom airport (KOP), Nannakhon airport (NNT), Phitsanulok airport (PHS) and Trang airport (TST) by using NETSCAN model during October, 2017. It was found that Phitsanulok airport (PHS) has the highest connectivity unit, with more frequency of flights. Keywords Airport connectivity, Local Airport, NetScan Connectivity Index 1. Introduction Air transportation is one of the important factors of life quality improvement. It plays an important role in the economy and society of the world. It is a convenient, faster and safer transportation service than other mode of transportation. Nowadays, air transportation industry is growing rapidly, and customer are attractive to travel by air more than the past. Air transportation industry in Thailand also expands their capacity to fulfill the customer need. -
Implementation of Smart Airports in Indonesia
A40-WP/549 International Civil Aviation Organization EC/46 11/9/19 (Information paper) WORKING PAPER English only ASSEMBLY — 40TH SESSION ECONOMIC COMMISSION Agenda Item 33: Economics of Airports and Air Navigation Services IMPLEMENTATION OF SMART AIRPORTS IN INDONESIA (Presented by Indonesia) EXECUTIVE SUMMARY This paper presents the development of smart airport implementation in Indonesia with a wide range of its policies by creating a passenger-oriented and technology-driven airport experience for passengers, airlines, and cargo based on mobile technologies development and innovative thinking to ensure ease, comfortable and sophisticated services to support airport operations. Strategic This working paper relates to Strategic Objectives – Economic Development of Air Objectives: Transport. Financial Financial Resources will be needed. implications: References: A40-WP/549 - 2 - EC/46 1. INTRODUCTION 1.1 Indonesia is the largest archipelagic country and the fourth most populous country in the world, consisting of five main islands namely Sumatera, Java, Kalimantan, Sulawesi and Papua. It has a total of 17,508 islands, among which 6,000 are inhabited. It stretches 5,150 km between the Australian and Asian continental mainland, and divides The Pacific and Indian Oceans at the equator. Geographically, Indonesia is located in a very strategic position which serves as an important international trade hub, connecting North to South (Japan and Australia) and West to East (Europe, Asia, Australia, and the Pacific Rims). 1.2 The production of air transport in Indonesia has increased significantly in the recent years. Domestic passengers growth had stagnated in 2014 with growth of only 0.17 per cent but then rebounded in 2015 with a surge in growth of up to 17 per cent. -
Congressional-Executive Commission on China Annual Report 2019
CONGRESSIONAL-EXECUTIVE COMMISSION ON CHINA ANNUAL REPORT 2019 ONE HUNDRED SIXTEENTH CONGRESS FIRST SESSION NOVEMBER 18, 2019 Printed for the use of the Congressional-Executive Commission on China ( Available via the World Wide Web: https://www.cecc.gov VerDate Nov 24 2008 13:38 Nov 18, 2019 Jkt 036743 PO 00000 Frm 00001 Fmt 6011 Sfmt 5011 G:\ANNUAL REPORT\ANNUAL REPORT 2019\2019 AR GPO FILES\FRONTMATTER.TXT CONGRESSIONAL-EXECUTIVE COMMISSION ON CHINA ANNUAL REPORT 2019 ONE HUNDRED SIXTEENTH CONGRESS FIRST SESSION NOVEMBER 18, 2019 Printed for the use of the Congressional-Executive Commission on China ( Available via the World Wide Web: https://www.cecc.gov U.S. GOVERNMENT PUBLISHING OFFICE 36–743 PDF WASHINGTON : 2019 VerDate Nov 24 2008 13:38 Nov 18, 2019 Jkt 036743 PO 00000 Frm 00003 Fmt 5011 Sfmt 5011 G:\ANNUAL REPORT\ANNUAL REPORT 2019\2019 AR GPO FILES\FRONTMATTER.TXT CONGRESSIONAL-EXECUTIVE COMMISSION ON CHINA LEGISLATIVE BRANCH COMMISSIONERS House Senate JAMES P. MCGOVERN, Massachusetts, MARCO RUBIO, Florida, Co-chair Chair JAMES LANKFORD, Oklahoma MARCY KAPTUR, Ohio TOM COTTON, Arkansas THOMAS SUOZZI, New York STEVE DAINES, Montana TOM MALINOWSKI, New Jersey TODD YOUNG, Indiana BEN MCADAMS, Utah DIANNE FEINSTEIN, California CHRISTOPHER SMITH, New Jersey JEFF MERKLEY, Oregon BRIAN MAST, Florida GARY PETERS, Michigan VICKY HARTZLER, Missouri ANGUS KING, Maine EXECUTIVE BRANCH COMMISSIONERS Department of State, To Be Appointed Department of Labor, To Be Appointed Department of Commerce, To Be Appointed At-Large, To Be Appointed At-Large, To Be Appointed JONATHAN STIVERS, Staff Director PETER MATTIS, Deputy Staff Director (II) VerDate Nov 24 2008 13:38 Nov 18, 2019 Jkt 036743 PO 00000 Frm 00004 Fmt 0486 Sfmt 0486 G:\ANNUAL REPORT\ANNUAL REPORT 2019\2019 AR GPO FILES\FRONTMATTER.TXT C O N T E N T S Page I. -
Financial Conditions Analysis of Pt. Angkasa Pura Ii (Persero) Based on Financial Leverage on Profitability Using Zmijewski Method
South East Asia Journal of Contemporary Business, Economics and Law, Vol. 24, Issue 4 (June) ISSN 2289-1560 2021 FINANCIAL CONDITIONS ANALYSIS OF PT. ANGKASA PURA II (PERSERO) BASED ON FINANCIAL LEVERAGE ON PROFITABILITY USING ZMIJEWSKI METHOD Wiwiek Mardawiyah Daryanto Muhammad Ilham Rizqulloh Wahyu Alfarobbi ABSTRACT A wrong decision that a company has taken, especially in funding, has a significant effect on its financial condition, namely capital, which affects its performance in achieving the expected targets. The company that attracts the author's attention because of its financial condition is PT. Angkasa Pura II (PERSERO) so that the authors decided to do a financial analysis at PT. Angkasa Pura II (PERSERO) from 2015 to 2019 by analyzing financial ratios, leverage ratios, financial leverage, and profitability ratios in the company using financial statement data from PT. Angkasa Pura II (PERSERO). This research aims to determine the profitability of PT. Angkasa Pura II (PERSERO), when measured with financial leverage. According to the data gathered from 2015 until 2019, the Return of Investments value decreased from 9.38% in 2015 to 2.61% in 2019. The Value of Return of Equity, respectively, decreased from 10.39% in 2015 to 4.12% in 2019. However, the value of degree financial leverage fluctuated over the years, With the average score of Degree of Financial Leverage 107,99%. Analysis at PT. Angkasa Pura II (PERSERO) shows unfavorable results because the value of financial leverage is dominantly greater than ROI and ROE. However, with the Zmijewski method, we can track the financial condition of PT. Angkasa Pura II (PERSERO). -
Forecasting and Effectiveness Analysis of Domestic Airplane
PROC. INTERNAT. CONF. SCI. ENGIN. ISSN 2597-5250 Volume 3, April 2020 | Pages: 365-369 E-ISSN 2598-232X Forecasting and Effectiveness Analysis of Domestic Airplane Passengers in Yogyakarta Adisutjipto Airport with Autoregressive Integrated Moving Average with Exogeneous (ARIMAX) Model Sarah Khairunnisa1, Nusyrotus Sa’dah2, Isnani1, Rohmah Artika1, Prihantini1 1Mathematics, 2Statistics, Faculty of Mathematics and Natural Science, Yogyakarta State University Jl. Colombo No.1, Karang Malang, Caturtunggal, Kec. Depok, Kabupaten Sleman, Daerah Istimewa Yogyakarta 55281 Abstract. Airplane is one of the public transportations options that many people choose when traveling long distance. Nowadays, it is notes that the number of passengers domestic flight has increased from the previous months. This increase, especially occurs on the holidays, such as year-end holidays, Eid, and others. The increase of airplane passengers is inversely proportional to the number of available airplane. Forecasting the number of airplane passangers is necessary to prepare additional facilities when there is increasing passengers. This research focused on forecasting domestic airplane passengers at Adisucipto Airport, Yogyakarta using ARIMAX method to forecast the number of domestic airplane passengers and the effectiveness of domestic passengers at the international airport. The purpose of this research is to determine the best ARIMAX model and forecast airplane passengers in Adisucipto airport. The results will show the effectiveness of ARIMAX model with the effect of calendar variance on domestic airplane passenger forecasting at international airport. Based on the result of AIC and RMSE values, it shows that the ARIMAX(1,0,1) model with calendar variation is better than ARIMA(1,0,1) in predicting the number of airplane passengers at Yogyakarta Adisutjipto airport. -
Analisis Strategi Model Bisnis Kanvas Pada Pt. Angkasa Pura II Untuk
1 1 PENDAHULUAN Latar Belakang PT Angkasa Pura II merupakan perusahaan BUMN (Badan Usaha Milik Negara) yang bergerak dalam layanan jasa kebandaraudaraan di Indonesia khususnya wilayah Indonesia bagian barat. Mengelola 13 bandara, yaitu Bandara Soekarno-Hatta (Jakarta), Halim Perdanakusuma (Jakarta), Kualanamu (Medan), Supadio (Pontianak), Minangkabau (Padang), Sultan Mahmud Badaruddin II (Palembang), Sultan Syarif Kasim II (Pekanbaru), Husein Sastranegara (Bandung), Sultan Iskandar Muda (Banda Aceh), Raja Haji Fisabilillah (Tanjung Pinang), Sultan Thaha (Jambi), Depati Amir (Pangkal Pinang) dan Silangit (Tapanuli Utara), tujuan mengelola bisnis bandara yaitu menjalankan pengelolaan dan pengusahaan dalam bidang jasa kebandaraudaraan dengan mengoptimalkan pemberdayaan potensi sumber daya yang dimiliki dan penerapan tata kelola perusahaan yang baik. Perusahaan ini mendapatkan kepercayaan yang baik dari pelanggan dan pemerintah Indonesia. Pelayanan yang dilakukan oleh PT Angkasa Pura II diharapkan dapat menghasilkan serta memberikan layanan jasa yang bermutu tinggi dan berdaya saing secara kuat sehingga dapat meningkatkan nilai perusahaan dan kepercayaan masyarakat. Menurut Carol, Eleonora, Pooja, Annethly, David, Mark, Jim, David dan Lynton (2012) menyatakan bahwa pada tahun 2010 Bandara Internasional Soekarno Hatta sebagai bandara tersibuk nomor 13 dengan total penumpang pesawat sejumlah 44 355 998 orang sampai tahun 2025, permintaan diperkirakan akan meningkat hingga 87 juta penumpang per tahun. Bandara Soekarno Hatta memiliki kapasitas layanan penuh sebanyak 22 juta penumpang, kondisi tersebut merupakan kemampuan penuh bandara untuk dapat melayani sejumlah penumpang dalam kondisi yang tertib, terkendali dan nyaman, dalam kurun waktu tertentu. Akan tetapi, sampai tahun 2011 penumpang yang terbang melalui Soekarno Hatta tercatat lebih dari 51 juta penumpang. Pada Gambat 1 terlihat bahwa di Indonesia peran pertumbuhan lalu lintas udara akan mendorong pertumbuhan ekonomi suatu daerah maupun sebaliknya. -
Preliminary Damageandloss Assessment
The 15th Meeting of The Consultative Group on Indonesia Jakarta, June 14, 2006 Preliminary Damage and Loss Assessment Yogyakarta and Central Java Natural Disaster A joint report of BAPPENAS, the Provincial and Local Governments of D.I. Yogyakarta, the Provincial and Local Governments of Central Java, and international partners, June 2006 MAGELANG (KOTA) BOYOLALI MAGELANG PURWOREJO SLEMAN KLATEN SUKOHARJO YOGYAKARTA (KOTA) KULON PROGO BANTUL WONOGIRI GUNUNG KIDUL The 15th Meeting of The Consultative Group on Indonesia Jakarta, June 14, 2006 Preliminary Damage and Loss Assessment Yogyakarta and Central Java Natural Disaster A Joint Report from BAPPENAS, the Provincial and Local Governments of D.I.Yogyakarta, the Provincial and Local Governments of Central Java, and international partners, June 2006 i FOREWORD The May 27, 2006 earthquake struck Yogyakarta and Central Java. Yogyakarta is a center for Javanese traditional arts and culture, the ancient temples of Borobudur and Prambanan, and is home to a royal family whose lineage goes back to the Mataram era in the 16th century. It is also a center of Indonesian higher education. Striking in the early morning hours, the earthquake took over 5,700 lives, injured between 40,000 and 60,000 more, and robbed hundreds of thousands of their homes and livelihoods. As if the devastation of the earthquake were not enough, the disaster may not be over. The increase in Mount Merapi’s volcanic activity, which began in March 2006, is producing lava flows, toxic gases, and clouds of ash, prompting the evacuation of tens of thousands of people. This report presents a preliminary assessment of the damage and losses caused by the earthquake. -
Annual Report 2020 3 CORPORATE INFORMATION
CONTENTS CHAIRMAN’S STATEMENT 2 CORPORATE INFORMATION 4 FINANCIAL HIGHLIGHTS 6 BUSINESS OVERVIEW 7 MANAGEMENT DISCUSSION AND ANALYSIS 26 REPORT OF THE BOARD OF DIRECTORS 35 REPORT OF BOARD OF SUPERVISORS 60 SIGNIFICANT EVENTS 64 CHANGES IN SHARE CAPITAL AND 66 INFORMATION OF SHAREHOLDERS CORPORATE GOVERNANCE REPORT 71 ENVIRONMENTAL, SOCIAL AND 92 GOVERNANCE REPORT DIRECTORS, SUPERVISORS, 174 SENIOR MANAGEMENT AND EMPLOYEES INDEPENDENT AUDITOR’S REPORT 190 FINANCIAL STATEMENTS AND NOTES 214 FIVE YEAR FINANCIAL SUMMARY 382 DEFINITIONS AND GLOSSARY OF 384 TECHNICAL TERMS CHAIRMAN’S STATEMENT Dear Shareholders, First of all, on behalf of the Board of Directors of the Company, I would like to express my sincere gratitude to all Shareholders and the public for the concerns and support to the Company in the past year! 2020 is a very unusual year for China and the Company. Facing the ever-increasing market competition and the significant impact from the COVID-19 pandemic, we upheld the general keynote of “Improving Quality and Efficiency, and Achieving Stability for Sustainable Development”, made accurate analysis and judgement on the situation, carefully formulated detailed plans, implemented effective measures and made our best efforts to fight through adversities with new results achieved. We persisted in seeking progress in a stable manner and maintained stable development. In 2020, the Company achieved new contract value of RMB56,621 million billion, operating revenue of RMB40,150 million and net profit of RMB752 million, concluding the “13th Five-Year Plan” period with remarkable results. It is worth mentioning that we innovated the market development mode and entered into a strategic cooperation agreement with the government of Inner Mongolia Autonomous Region to jointly establish Inner Mongolia Construction Investment Group Limited, which created a good opportunity for regional business development. -
Asia Infrastructure Snapshot
COLLIERS INSIGHTS VALUATION & ADVISORY SERVICES | ASIA | DECEMBER 2019 ASIA INFRASTRUCTURE SNAPSHOT An Overview of Infrastructure Projects across Asia P.4-9 CHINA 37 4 143 FOREWORD AIRPORTS RAIL LINES METRO LINES 57.7M+ 65 2,100 1,754 2,800 additional passenger capacity stations km+ stations km+ During the next decade Asia will see massive investment in transportation infrastructure as cities become more connected and districts within cities P.10-15 become more accessible. The major investment will be in China and India, supported by their large populations, but many of the ASEAN countries are INDIA also investing in their transportation infrastructure. 18 1 18 AIRPORTS RAIL LINE METRO LINES Many of the airports built in Asia in the past 20 years have now reached or exceeded their design capacities leading to a programme of expansion 336M+ 12 508 884 1,130 in many of the leading cites, while the smaller cities are seeing the additional passenger capacity stations km stations km development of new airports either to replaced outdated facilities or to improve their connectivity with the major population centres. P.16-17 High speed rail has proven to be a viable substitute for air travel in China and other markets in the region are now expanding their rail development INDONESIA programmes, but it is mass transit systems in cities that are making the 3 1 5 AIRPORTS RAIL LINE METRO LINES greatest difference to urban travel to both reduce road congestion in city centres, and to open up suburban and fringe areas for new development. 40M 4 142 65 100 stations km+ The common thread across all the projects is real estate.