2015 2015 2015 Laporan Tahunan Laporan Tahunan Annual Report Gapura Di Annual Report Annual Report Laporan Tahunan Gapura in 2015

2015 2015 2015 Laporan Tahunan Laporan Tahunan Annual Report Gapura di Annual Report Annual Report Laporan Tahunan Gapura in 2015

Laba Tahun Berjalan Nett Income for the Year 54% 53,79

Pendapatan Revenue 9% 1.318,82

Aset Asset 26% 1.004,79 New Spirit. Hope. dalam miliar Rp in billion Rp

Cabang Station 54

GSE Bermotor Motorized GSE 522

Maskapai Airline 55

Penerbangan Flights 276.575

Ton Cargo Ton Cargo 158.947

Armada Teknologi Mutakhir New Spirit. New Hope. State-of-the-art Fleet

PT Gapura Angkasa Dapenra Building, 1st FL. Aircraft Towing Ground Power Unit Baggage Towing Baggage Conveyor Bendibelt Tractor Wide Body 180 KVA Tractor Electric Loader Electric Jl. Angkasa, Blok B - 12, Kav. 8 Kota Baru Bandar Kemayoran 4/14 7/8 33/84 26/45 1/2 Jakarta 10610 - Indonesia Beroperasi/Pesanan Beroperasi/Pesanan Beroperasi/Pesanan Beroperasi/Pesanan Beroperasi/Pesanan Operating/Order Operating/Order Operating/Order Operating/Order Operating/Order Kegiatan operasi penunjang penerbangan di bandar udara sangat kompleks, dan Gapura Angkasa menyadari bahwa faktor keselamatan dan keamanan penerbangan serta kepuasan pelanggan harus tetap menjadi prioritas pertama.

In view of the complexity of flight support activities in airports, Gapura recognizes that flight safety and security as well as customer satisfaction remain as its priorities. Gapura Angkasa membukukan kinerja keuangan menggembirakan untuk tahun buku 2015. Namun terlebih penting lagi, 2015 adalah tahun dimana manajemen baru Gapura Angkasa melaksanakan program-program transformasi bisnis yang bertumpu pada lima pilar utama: People, Process, Premises, Brand dan Technology. Berbagai inisiatif strategis telah dilakukan, termasuk langkah Rebranding yang ditandai peluncuran logo baru Gapura, menggarisbawahi kesiapan Gapura Angkasa melangkah maju dengan semangat baru menuju pencapaian visi baru menjadi perusahaan ground handling dengan kualitas layanan kelas dunia. New Spirit. New Hope.

Gapura Angkasa posted encouraging financial performance for 2015. More importantly, 2015 is the year wherein Gapura Angkasa’s new management implemented the business transformation program that is based on five main pillars: People, Process, Premises, Brand and Technology. The Company has carried out various strategic initiatives, including rebranding as reflected in Gapura’s new logo, which underlines Gapura Angkasa’s readiness to move forward with renewed vigor to achieve its new vision of becoming a world- class ground handling company.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 1 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Daftar Isi Contents

Pembuka Pembuka Opening Opening

Page Lorem Ipsum Page Lorem Ipsum Del ute te Del ute te moloborpero moloborpero consect etuerat consect etuerat wisim dolesecte wisim dolesecte 12 tie modignis 44 tie modignis

1 Penjelasan tema n. Penghargaan dan Penjelasan tema Sertifikasi Penghargaan dan 2 Ikhtisar Kinerja Sertifikasi Tahun 2015 Ikhtisar Kinerja Pembuka Pembuka 4 Laporan kepada Opening Opening Tahun 2015 Pemegang Saham Laporan kepada a. Ringkasan Kinerja Page Lorem Ipsum Del Page Pemegang Saham 2015 ute te moloborpero Lorem Ipsum Del consect etuerat ute te moloborpero Ringkasan Kinerja wisim dolesecte tie consect etuerat a. Laporan Dewan 2015 modignis wisim dolesecte tie Komisaris 21 34 modignis Laporan Dewan b. Ikhtisar Keuangan Komisaris Financial Highlight b. Laporan Direksi d. Peristiwa Penting i. Daftar Entitas Anak c. Ikhtisar Saham Laporan Direksi Ikhtisar Saham 2015 DaftarEntitas Anak Peristiwa Penting 5 Analisis & j. Struktur Organisasi 3 Profil Perusahaan 2015 Pembahasan Struktur Organisasi Company Profile Manajemen e. Sekilas Gapura Analisis & a. Informasi Umum Angkasa k. Profil Dewan Pembahasan Perseroan Sekilas Gapura Komisaris Manajemen Informasi Umum Angkasa Profil Dewan Komisaris Perseroan a. Tinjauan Bisnis & f. Kegiatan Usaha Operasional b. Visi, Misi dan Nilai Kegiatan Usaha l. Profil Direksi Perseroan Profil Direksi Tinjauan Bisnis & Visi, Misi dan Nilai g. Produk dan Jasa Operasional m. Komposisi Pemegang Perseroan Produk dan Jasa Saham b. Tinjauan Pendukung c. Milestones h. Struktur Perseroan Komposisi Pemegang Bisnis Milestones Struktur Perseroan Saham Tinjauan Pendukung Bisnis

2 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Pembuka Pembuka Opening Opening

Page Lorem Ipsum Page Lorem Ipsum Del ute te Del ute te moloborpero moloborpero consect etuerat consect etuerat wisim dolesecte wisim dolesecte 56 tie modignis Pembuka Pembuka 97 tie modignis Opening Opening

i. Sumber Daya n. Kepemilikan Saham Manusia Page Lorem Ipsum Del Page Lorem Ipsum Del ute te moloborpero ute te moloborpero Dewan Komisaris dan Sumber Daya consect etuerat consect etuerat wisim dolesecte tie wisim dolesecte tie Direksi Manusia modignis modignis 75 87 Kepemilikan Saham ii. Teknologi Informasi Dewan Komisaris dan Teknologi Informasi Direksi

c. Analisis Kinerja o. Kasus Penting Keuangan Kasus Penting Analisis Kinerja p. Peristiwa Penting Keuangan Setelah Tanggal 5 Tata Kelola Neraca Perusahaan Peristiwa Penting Tata Kelola Setelah Tanggal Perusahaan Neraca

a. Rapat Umum 6 Tanggung Jawab Pemegang Saham Sosial Perusahaan Rapat Umum Tanggung Jawab Pemegang Saham Sosial Perusahaan

b. Dewan Komisaris f. Pengelolaan Risiko k. Keterbukaan Informasi 7 Laporan Keuangan Dewan Komisaris Pengelolaan Risiko Keterbukaan Informasi 2015 Laporan Keuangan c. Direksi g. Sekretaris Perusahaan l. Kasus Litigasi 2015 Direksi Sekretaris Perusahaan Kasus Litigasi

d. Remunerasi Dewan h. Auditor Independen m. Transaksi Benturan Komisaris dan Direktur Auditor Independen Kepentingan Remunerasi Dewan Transaksi Benturan Komisaris dan Direktur i. Audit Internal Kepentingan Audit Internal e. Komite Audit Komite Audit j. Kebijakan Dividen Kebijakan Dividen

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 3 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Ikhtisar Keuangan Financial Highlights

Angka pada tabel dan grafik menggunakan notasi bahasa Indonesia Numerical notation in all tables and graphs are in Indonesia

(Dalam Rp Juta, kecuali disebut khusus) 2015 2014 2013 (in Million Rupiah, or otherwise stated)

Pendapatan Usaha 1.318.818 1.210.443 1.092.668 Operating Revenues Beban Usaha 1.233.511 1.195.408 1.038.202 Operating Expenses Laba (Rugi) Usaha 85.308 15.035 54.466 Income (Loss) from Operations Penghasilan (Beban) Lain-lain - Bersih (7.422) 47.925 14.857 Other Income (Expenses) - Net Laba Sebelum Pajak 77.885 62.960 69.323 Profit Before Tax Beban Pajak (24.089) (27.769) (25.670) Tax Expenses Laba Tahun Berjalan 53.796 35.191 43.652 Net Income for the Year Pendapatan Komprehensif Lain 8.746 13.698 - Other Comprehensive Income Jumlah Pendapatan Komprehensif 62.542 48.889 43.652 Total Comprehensive Income

Jumlah Aset Lancar 382.949 335.070 282.011 Total Current Assets Jumlah Aset Tidak Lancar 621.818 461.127 463.520 Total Non-Current Assets Jumlah Aset 1.004.767 796.197 745.530 Total Assets Jumlah Liabilitas Jangka Pendek 249.020 202.871 255.442 Total Current Liabilities Jumlah Liabilitas Jangka Panjang 179.354 255.897 183.906 Total Non-Current Liabilities Liabilitas Sewa Pembiayaan 176.422 Lease Liabilities Jumlah Liabilitas 604.796 458.768 439.348 Total Liabilities Modal Ditempatkan dan Disetor 215.040 215.040 215.040 Issued and Fully Paid Capital Komponen Ekuitas Lainnya 184.931 122.389 91.142 Other Components of Equity Jumlah Ekuitas 399.971 337.429 306.182 Total Equity Jumlah Liabilitas dan Ekuitas 1.004.767 796.197 745.530 Total Liabilities and Equity

Arus Kas Diperoleh Dari Aktivitas 64.492 (47.036) 101.138 Cash Flows Provided by Operating Operasi Activities Arus Kas Digunakan Dari Aktivitas (14.590) 13.227 (118.372) Cash Flows Provided by (Used in) Investasi Investing Activities Arus Kas Diperoleh Dari (Digunakan (24.000) 21.260 - Cash Flows Provided by (Used in) Untuk) Aktivitas Pendanaan Financing Activities

Rasio Ratios EBITDA Margin (%) 10,0 10,9 10,7 EBITDA Margin (%) Marjin Laba Usaha (%) 6,5 1,2 5,0 Operating Income Margin (%) Marjin Lanba Bersih (%) 4,7 4,0 4,0 Net Income Margin (%) Tingkat Pengembalian Aktiva (%) 6,7 4,4 5,9 Return on Assets (%) Tingkat Pengembalian Ekuitas (%) 13,4 10,4 14,2 Return on Equity (%) Rasio Lancar (%) 153,8 165,2 110,0 Current Ratio (%) Debt to Equity Ratio (%) 101,2 136,0 143,4 Debt to Equity Ratio (%) Debt to Asset Ratio (%) 50,3 57,6 58,9 Debt to Asset Ratio (%)

4 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Pendapatan Usaha (Rp miliar) Laba Tahun Berjalan (Rp miliar) Operating Revenue (Rp billion) Net Income for the Year (Rp billion)

2013 2014 2015 2013 2014 2015

Jumlah Aset (Rp miliar) Jumlah Ekuitas (Rp miliar) Total Assets (Rp billion) Total Equity (Rp billion)

2013 2014 2015 2013 2014 2015

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 5 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Identitas Baru New Identity

Shared Success

Kami percaya bahwa dengan menyediakan Our Distinguishing Beliefs solusi layanan kelas dunia, kami dapat We Empower our customers to achieved high memberdayakan para pelanggan kami untuk performance. Collaboration spirit; our customer’s mencapai kinerja terbaik, sekaligus memastikan success is our success. Our progressive culture ensures pertumbuhan laba dan bisnis berkelanjutan bagi we deliver cutting edge solutions. People are our Gapura Angkasa. greatest asset and backbone of our organization

6 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Menjadi penyedia jasa ground handling Visi dan jasa terkait lainnya di bandar udara Vision dengan kualitas layanan kelas dunia (To Provide World-Class Airport Services).

To be a service -oriented organization that is the catalyst that enables our customers to deliver their service promises every day. Misi Sebagai perusahaan penyedia jasa ground handling dan jasa terkait lainnya di bandar Mission udara, guna berkontribusi positif dalam integrasi bisnis jasa penerbangan nasional

Providing professional world-class ground handling services that delight our customers, deliver growth and profit for our stakeholders, and help progress the airport service industry.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 7 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Identitas Baru New Identity

Shared Success

8 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Menjadi penyedia jasa ground handling Visi dan jasa terkait lainnya di bandar udara Vision dengan kualitas layanan kelas dunia (To Provide World-Class Airport Services).

Providing professional world-class ground handling services that delight our customers, deliver growth and profit for our stakeholders, and help progress the airport service industry.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 9 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

5-Drivers Gapura 5-Drivers Gapura

PEOPLE PROCESS

Perseroan terus membentuk Perseroan terus sumber daya manusia mengembangkan organisasi dengan karakter “passion, yang mampu “multi tasking” responsive, sincere, dengan “simplified business affable, consistent” melalui process” guna meningkatkan rekrutmen, pelatihan kecepatan, efisiensi dan dan pemberdayaan yang akurasi kegiatan ground berkelanjutan. handling.

The Company creates a pool The Company develops an of human resources having a organization that is capable mentality of ‘passion, responsive, of ‘multi-tasking’ along with sincere, affable, consistent’ ‘simplified business process’ through continuing efforts in order to improve the speed, in recruitment, training and efficiency and accuracy of development. ground handling activities.

10 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Untuk mencapai visi sebagai “penyedia jasa ground handling dengan kualitas kelas dunia” sejak tahun 2014 Perseroan melakukan transformasi bisnis, yang dijabarkan menjadi 5 komponen pendorong transformasi, dikenal sebagai “5 Drivers” yang terdiri dari: To realize its vision as a ‘ground handling services provider with world-class quality’, the Company since 2014 has engaged in a business transformation journey, along the following five components known as the “5 Drivers’ of transformation, consisting of:

PREMISESS TECHNOLOGY BRAND

Perseroan terus melakukan Perseroan terus berupaya Perseroan terus melakukan investasi peremajaan menjadi “IT-based “brand engagement” agar peralatan GSE berteknologi organization” melalui karyawan memahami mutakhir yang “eco friendly” penerapan “state-of-the- semboyan baru Gapura untuk meningkatkan art technology” yang tepat “Shared Success” serta efiesiensi biaya operasi dan guna untuk mengoptimalkan diaktualisasikan dalam produktifitas hasil produksi. proses-proses operasional aktivitas karyawan sehari- ground handling. hari. The Company continues to invest in revitalizing its GSE The Company strives to become The Company continues with a fleet with the latest advanced an ‘IT-based organization’ ‘brand engagement’ to socialize technology ‘eco friendly’ units through the utilization of its tagline motto of ‘Shared in order to improve on efficiency appropriate state-of-the-art Success’ among employees, to of operational costs as well as technology towards optimum be manifested in their day-to-day productivity. ground handling operations. activities.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 11 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Sekilas Gapura Gapura at a Glance

Gapura adalah perusahaan patungan, yang didirikan pada 26 Januari 1998 oleh tiga BUMN yaitu PT Garuda Indonesia (Persero) Tbk, PT Angkasa Pura I (Persero) dan PT Angkasa Pura II (Persero), bergerak di bidang usaha jasa ground handling dan kegiatan usaha lainnya yang menunjang usaha penerbangan di bandar udara.

Gapura is a joint-venture company that was established on January 26,1998 by three State-Owned Enterprises, namely PT Garuda Indonesia (Persero) Tbk, PT Angkasa Pura I (Persero) and PT Angkasa Pura II (Persero). The Company is engaged in the business of ground handling services and other business activities that support the aviation business at the airport.

Pada awalnya maskapai penerbangan Garuda Indonesia melaksanakan ground handling sendiri, namun mengingat kebutuhan layanan profesional dan tuntutan hasil kerja yang optimal tanpa mengabaikan unsur keamanan, keselamatan, kehandalan dan ketepatan waktu, maka Garuda menyerahkan kegiatan ground handling ke pihak lain agar dapat berkonsentrasi pada operasional pesawat udara. Dari sinilah asal mula pendirian PT Gapura Angkasa.

Per tanggal 9 Desember 2014 struktur kepemilikan saham Gapura Angkasa adalah Garuda Indonesia (58,75%), Angkasa Pura II (31,25%) dan Angkasa Pura II (10%).

Garuda initially carried out ground handling by themselves However, given the need for professional services and demands for optimum results without neglecting security, safety, reliability, and timeliness, Garuda decided to handover ground handling activities to other parties so as to focus on airline operations. This is where the origins of PT Angkasa Pura began.

As of December 9, 2014, Gapura Angkasa’s shareholders consist of Garuda Indonesia (58,75%), Angkasa Pura II (31,25%) dan Angkasa Pura II (10%).

12 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Kegiatan ground handling berpedoman pada standar pelayanan Ground handling activities are based on global services global dari International Air Transportation Association (IATA) standards from the International Air Transportation dimana Gapura menjadi anggota, sehingga Gapura dipercaya Association (IATA) in which Gapura is a member and trusted maskapai nasional maupun internasional di 53 bandar udara by national and international airlines at 53 airports where the tempat Perseroan saat ini beroperasi. Company currently operates in.

Layanan Gapura saat ini terus berkembang dari ground Gapura’s services currently continues to grow from ground handling ke jasa warehousing, pengelolaan executive lounge, handling to warehousing services, executive lounge jasa hospitality atau passenger service assistant, serta management, hospitality services or passenger service learning center. assistant, as well as the learning center.

2019 2018 World 2017 Business Class 2016 Operational & Excellence 2015 Business Service Excellence • Top 50 Indonesia Best Business Leverage • Improve Financial Companies in Creating Leverage • Engaged Employee Performance Leader • Re-Branding (2) • Hub Control & • EBITDA margin 15% • IATA Approved • Re-Branding • HC Transformation (2) Dashboard • Non-Core Business Training Center • HC Transformation • Individual & Group • GSE Simplification & Spin-Off • IT Based Organization • Competency Performance Clustering (3) • Enhanced Business Development • Competency • Operation Control Portfolio • GSE Augmentation & Development (2) System on other • Overseas JV Rejuvenation • GSE Augmentation & Stations • GSE Simplification & Rejuvenation (2) • SKYTRAX Five Star Clustering • GSE Simplification & Ground Handling • Operation Control Clustering (2) • Younger GSE Fleet System • Operation Control • Improved Business • Minimum Charge System (2) Segments Profitability on Low Frequency • GSE Maintenance Stations Business • New APB for CGK-T3 • Unscheduled Flight Handling • New Line of Business • Ground Breaking for Own Office

Seiring dengan corporate action Garuda Indonesia menjadi In line with Garuda Indonesia’s corporate action as the pemegang saham mayoritas, manajemen Perseroan menyusun Company’s majority shareholder, Gapura Angkasa’s perencanaan baru bagi masa depan Gapura. Strategi management prepared a new plan for the future. The transformasi jangka panjang Perseroan untuk periode tahun Company’s long-term transformation strategy for the 2015 – 2015 – 2019 yang mengarah pada pertumbuhan secara 2019 period is directed towards gradual development into a bertahap menjadi perusahaan ground handling dengan kualitas world-class ground handling company. layanan kelas dunia.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 13 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Jejak Langkah Milestones

1998 1999-2000

Januari Perusahaan beroperasi di 20 Bandara dengan 14 section Perusahaan didirikan (Akta Pendirian No. 32) tanggal 26 pelayanan (ref. AHM 1998) Januari 1998 The Company operates in 20 airports offering 14 section January services (ref. AHM 1998) Establishment of the Company (Deed No. 32) on. 26 Jan. 1998 April Perusahaan melayani section 6 (ref. AHM 1998) April The Company provides 6 section services (ref. AHM 1998)

2005 2009 2014

Mengoperasikan Pergudangan • Mendapatkan Sertifikasi "ISAGO" • Memperluas jaringan pelayanan (area Internasional CGK • Memperoleh “SNI Award” operasi) hingga 45 Bandara • Memperoleh Penghargaan Pelayanan Operates the International • Obtained the “ISAGO” Certification Publik Prima dari Kementerian Warehousing business at CGK • Obtained the “SNI Award” Perhubungan

• Expanded its area of operations to cover 45 airports • Received the ‘Pelayanan Publik Prima’ Award from Ministry of Transportation

14 Gapura Angkasa • Laporan Tahunan 2015 Annual Report 2001 2003 2004

Mengoperasikan Pergudangan Memperoleh Sertifikasi atas • Melakukan "Corporate Turn Domestik CGK penerapan SMM ISO 9001:2000 Around" • Diversifikasi Produk untuk segmen Operates the Domestic Obtained an SMM ISO LCC “SMART HANDLING” Warehousing business at CGK 9001:2000 certification • Engaged in a “Corporate Turn Around “ • Product diversification into LCC ”SMART HANDLING”

2015

• Implementasi Information System SAP HCM Payroll Module • Implementation of Information System SAP HCM Payroll • Handling ATR Garuda in Pangkalanbun, Ketapang dan Tanjung Module Karang, Sabang, Meulaboh, Lhokseumawe, dan Langgur • Handled Garuda’s ATR aircraft at Pangkalanbun, Ketapang • Launching Gapura Learning Center tanggal 23 Maret 2015 and Tanjung Karang, Sabang, Meulaboh, Lhokseumawe, and • Handling Tiger Airways di CGK, DPS, dan SUB, Air Asia Berhad Langgur • Official launch of Gapura Learning Center on March 23, 2015 di BTJ dan PNK, Nam Air di PGK dan TJQ, Kalstar di DPS, Express • Handled Tiger Airways at CGK, DPS, and SUB; Air Asia Berhad Air di CGK, Citilink di PNK dan MDC, Air Asia-X di DPS, Qantas di at BTJ and PNK; Nam Air at PGK and TJQ; Kalstar at DPS; DPS, Garuda di TKG, dan Jetstar di PLM dan PKU. Express Air at CGK, Citilink at PNK and MDC; Air Asia-X at DPS; • Penandatanganan GSE Leasing Agreement tanggal 1 Juni Qantas at DPS; Garuda at TKG; and Jetstar at PLM and PKU. 2015 • Signing of GSE Leasing Agreement on June 1, 2015 • Zero Accident / Incident di bulan Maret, April, Mei, dan Juni • Achieved Zero Accident / Incident during March, April, May and • Implementasi New Brand, New Colour Scheme tanggal 7 Mei June 2015 • Implementation of New Brand and New Colour Scheme on • Implementasi e-Procurement mulai September 2015 May 7, 2015 • Implementation of e-Procurement beginning in September • GSE baru dengan Livery baru : GPU (2), HLL (4), ATW (4), PBS 2015 (6), BendiBelt (1) • New GSE units in new livery: GPU (2), HLL (4), ATW (4), PBS (6), • Handling pesawat Boeing B787 dreamliner di DPS (JAL, Qatar, BendiBelt (1) Royal Brunei) • Handled Boeing B787 Dreamliner aircraft at DPS (JAL, Qatar, • Peresmian GSE baru dengan Livery baru (ATW) tanggal 15 Royal Brunei) September 2015 • Official inauguration of new GSE (ATW) with new livery on • Kick Off Operation Control System tanggal 8 Oktober 2015 September 15, 2015 • Kick Off Operation Control System on October 8, 2015

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 15 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Produk dan Jasa Product and Service

Ground handling atau airport services mencakup pelayanan Ground handling or airport services comprise of passenger, terhadap penumpang, bagasi, cargo dan pos yang diangkut baggage, cargo and postal services that is transported by pesawat udara, serta penyediaan peralatan untuk membantu aircraft, as well as provide equipment to support the movement pergerakan pesawat di darat selama berada di bandar udara, of aircraft on land while at the airport, both for the arrival and baik di fase kedatangan maupun keberangkatan. departure phases.

Bidang usaha Perseroan sebagaimana dimuat dalam Akta No. The Company’s business field as stipulated in Deed No. 2 dated 2 tanggal 1 September 2010 merupakan pengembangan dari September 1, 2010, which is a developed from the standards standar yang ditetapkan IATA Airport Handling Manual, 810 prescribed in IATA Airport Handling Manual, 810 Annex A of Annex A tahun 1998, yaitu kini mencakup: 1998, which includes: 1. Representation and Accommodation 1. Representation and Accommodation 2. Load Control, Communication and Departure Control 2. Load Control, Communication and Departure Control System (DCS) System (DCS) 3. Unit Load Device (ULD) Control 3. Unit Load Device (ULD) Control 4. Passenger and Baggage 4. Passenger and Baggage 5. Cargo and Post Office Mail 5. Cargo and Post Office Mail 6. Ramp Service 6. Ramp Service 7. Aircraft Servicing 7. Aircraft Servicing 8. Fuel and Oil 8. Fuel and Oil 9. Aircraft Maintenance 9. Aircraft Maintenance 10. Flight Operation and Crew Administration 10. Flight Operation and Crew Administration 11. Surface Transport 11. Surface Transport 12. Catering Service 12. Catering Service 13. Supervision and Administration 13. Supervision and Administration 14. Airport Security 14. Airport Security 15. Warehouse and Logistic 15. Warehouse and Logistic 16. Ground Handling Consultant 16. Ground Handling Consultant 17. Pendidikan dan Pelatihan serta penyediaan tenaga ahli 17. Education and Training as well as provide ground handling ground handling experts

Secara garis besar pendapatan Perseroan diperoleh dari 3 Overall, the Company’s revenues derive from 3 business fields, bidang usaha, yaitu ground handling, warehousing, dan jasa- namely: ground handling, warehousing, and aviation support jasa penunjang penerbangan di bandar udara. services at airports.

16 Gapura Angkasa • Laporan Tahunan 2015 Annual Report 01 Ground Handling

Layanan ground handling Perseroan dikelompokkan sesuai The Company’s ground handling services is grouped according segmen maskapai atau jenis penerbangan yang dilayani, yaitu: to the airline or type of flight served, namely: • VVIP Handling • VVIP Handling • Premium Handling • Premium Handling • LCC Handling • LCC Handling • Charter/Unschedule/Adhoc Flight • Charter/Unscheduled/Adhoc Flight

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 17 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Produk dan Jasa Product and Service

02 Warehousing

Layanan warehousing dan cargo handling Perseroan didukung The Company’s warehousing and cargo handling services is dengan teknologi mutakhir untuk memastikan seluruh proses backed by the latest technology to ensure that all of the work pekerjaan dilakukan secara aman dan efisien. Pelayanan process is safe and efficient. These warehousing services are warehousing Perseroan tersedia di bandara Soekarno-Hatta, available at the Soekarno-Hatta Airport, Cengkareng. Cengkareng.

18 Gapura Angkasa • Laporan Tahunan 2015 Annual Report 03 Hospitality and Learning Centerw Berbeda dengan dua bidang usaha utama Gapura yang terkait dengan In contrast to Gapura’s two main businesses that are associated operasi penerbangan di airside (sisi udara) bandar udara, maka kegiatan with airside airport flight operations, therefore, flight support jasa-jasa penunjang penerbangan berada di landside (sisi darat) services are situated on the landside specifically in the airport terutama di gedung terminal bandar udara. terminal buildings.

• Executive Lounge • Executive Lounge Gapura memperluas layanan dengan menyediakan executive Gapura expanded services by providing executive lounges lounges di beberapa bandara: Terminal 1C bandara CGK; Departure at a number of airports, namely: Terminal 1C CGK airport, Hall bandara PNK dan Ground Floor bandara PKU. Lounge Gapura the Departure Hall at PNK airport and the Ground Floor of menawarkan kenyamanan, lingkungan yang tenang, fasiltas the PLM airport. The Gapura Lounge offers comfort, a calm telepon, internet akses tanpa kabel serta sajian minuman dan environment, telephone facilities, wireless internet access, makanan ringan. as well as a selection of drinks and light snacks.

• Hospitality • Hospitality Layanan hospitality atau Passenger Service Assistant (PSA) Hospitality services or Passenger Service Assistant (PSA) terdiri dari layanan meet & greet assistance, check in assistance, comprise of meet & greet assistance, check in assistance, visa visa & immigration assistance, baggage claim assistance, customs & immigration assistance, baggage claim assistance, customs clearance assistance, limousine services, dan international events. clearance assistance, limousine services, and international Tersedia untuk proses kedatangan, transit atau keberangkatan di events services. Arrival process, transit, or departure services bandara CGK, DPS, JOG dan PNK. at the CGK, DPS, JOG and PNK airports are also provided.

Awalnya layanan hanya ditujukan untuk penumpang Garuda The services were initially intended for passengers of Garuda Indonesia, namun digunakan juga oleh maskapai internasional Indonesia, but it is now available for customers of other (Korean Air, Japan Airlines) dan hotel bintang 5 (Shangri-La, Mulia, international airlines (Korean Air, Japan Airlines) and 5-star Mandarin, Hermitage) serta pelanggan korporat dan individu hotels (Shangri-La, Mulia, Mandarin, Hermitage) as well as other lain. Hospitality Gapura telah tergabung ke dalam The Concierge corporate and individual customers. Gapura hospitality has Society of Indonesia. been incorporated into The Concierge Society of Indonesia.

• Learning Center • Learning Center Gapura Learning Center telah ditingkatkan menjadi unit bisnis Gapura Learning Center has been upgraded into a business yang memberi pelatihan untuk pihak eksternal bidang basic airport unit that provides training to external parties in the field of handling management, basic frontliner, grooming & etiquette, basic airport handling management, basic frontliner, grooming aviation security, cargo and mail, dangerous goods, dan Ground & etiquette, aviation security, cargo and mail, dangerous Support Equipment (GSE) operator. goods, and Ground Support Equipment (GSE) operator.

Lulusan Gapura Learning Center memperoleh sertifikat dan SKP Graduates of Gapura’s Learning Center receive a certificate (Surat Kecakapan Personel) dari Kementerian Perhubungan yang and Personnel Proficiency Certification (STKP) from the merupakan lisensi resmi untuk bekerja di kebandarudaraan dan Ministry of Transportation, which is an official license to maskapai penerbangan. work in airports and airlines.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 19 Corporate Profile 01 Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Wilayah Operasi Operation Area

Sabang Lhokseumawe Aceh Pinangsori

Medan

Meulaboh Putusibau

Ketapang Batam Gunung Sitoli

Palembang

Padang Pangkal Pinang

Pontianak Balikpapan

Pekanbaru Bengkulu Pangkalanbun Jambi Banjarmasin Tanjung Pandan Mamuju Denpasar Tanjung Karang Makassar

Bima Jakarta (CGK) Yogyakarta Jakarta (HLP) Semarang Surabaya Bandung Solo Jember Lombok Banyuwangi Sumbawa Tambolaka Jakarta (CGK) Labuan Bajo

Flight Customers Denpasar (DPS) 250 Penerbangan 18 Pelanggan Flight Customers Merupakan cabang Utama yang memiliki kapasitas untuk menangani 96 Penerbangan 19 Pelanggan pesawat dari semua type pesawat, baik wide body maupun narrow body, termasuk type pesawat A-380. Melayani 250 Flight/hari dari 18 customers. Ada empat customer Merupakan cabang yang mampu menangani pesawat wide body dan untuk penerbangan domestic dan 14 untuk penerbangan narrow body, kecuali type pesawat A-380. international. Melayani 96 Flight/hari dari 19 customers. Ada dua customer untuk penerbangan domestic dan 17 untuk penerbangan international. Main hub station capable of accomodating all types of wide-body and narrow-body aircraft, including the A-380. Hub station capable of accomodating all types of wide-body and Handled 250 flights/day from 18 customers, 4 for domestic flights narrow-body aircraft except the A-380. and 14 for international flights. Handled 96 flights/day from 19 customers, 2 for domestic flights and 17 for international flights.

20 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Makassar (UPG) Balikpapan (BPN)

Flight Customers Flight Customers 56 Penerbangan 3 Pelanggan 35 Penerbangan 4 Pelanggan

Merupakan cabang yang mampu menangani pesawat wide body dan Merupakan cabang yang mampu menangani pesawat wide body dan narrow body, kecuali type pesawat A-380. narrow body, kecuali type pesawat A-380. Melayani 35 Flight/hari dari 4 customers. Ada tiga customer untuk Melayani 56 Flight/hari dari 3 customers. Ada dua customer untuk penerbangan domestic dan satu untuk penerbangan international. penerbangan domestic dan satu untuk penerbangan international. Hub station capable of accomodating all types of wide-body and Hub station capable of accomodating all types of wide-body and narrow-body aircraft except the A-380. narrow-body aircraft except the A-380. Handled 35 flights/day from 4 customers, 3 for domestic flights and Handled 56 flights/day from 3 customers, 2 for domestic flights and 1 for international flights. 1 for international flights.

Manokwari Manado Sorong Biak

Jayapura

Luwuk

Ambon Langgur

Bau bau Pomalaa

Ende Merauke Saumlaki

Kupang

Surabaya (SUB) Medan (KNO)

Flight Customers Flight Customers 96 Penerbangan 5 Pelanggan 51 Penerbangan 5 Pelanggan

Merupakan cabang yang mampu menangani pesawat wide body dan Merupakan cabang yang mampu menangani pesawat wide body dan narrow body, kecuali type pesawat A-380. narrow body, kecuali type pesawat A-380. Melayani 96 Flight / hari dari 5 customers. Ada empat customer Melayani 51 Flight / hari dari 5 customers. Ada dua customer untuk untuk penerbangan domestic dan satu untuk penerbangan penerbangan domestic dan tiga untuk penerbangan international. international. Hub station capable of accomodating all types of wide-body and Hub station capable of accomodating all types of wide-body and narrow-body aircraft, except the A-380. narrow-body aircraft, except the A-380. Handled 51 flights/day from 5 customers, 2 for domestic flights and Handled 45 flights/day from 5 customers, 4 for domestic flights and 3 for international flights. 1 for international flights.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 21 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Struktur Organisasi per 5 Februari 2016

Organizational Structure as of 5 February, 2016

Head of Internal Auditor

Admin & Financial Lead Auditor

Commercial & Direktur Operasi Operation Lead (EVP Operation Services) Auditor

SM Business Relationship Corporate Secretary

VP Commercial VP Operation VP Maint & Eng VP Financial Analysis Services Services Services & Budgeting SM General Affair & Public Relation SM Fin Analysis SM Passenger SM Contract SM Maintenance & Management Services Report SM Legal

SM Customer SM Baggage & SM Engineering SM Budgeting Relation Cargo Services

Head of Safety Security & Quality Assurance SM Ramp Operation Services

SM Quality & Standardization

SM Aviation Safety & Security

Head of Inspector/Inspector Safety Services & Quality

22 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Struktur Organisasi per 5 Februari 2016

Organizational Structure as of 5 February, 2016

Direktur Utama (President & CEO) BOARD OF DIRECTOR

Direktur Keuangan Direktur Strategi & SDM (EVP Finance Services) (EVP Strategy & HC Services) SBU

VP Accounting & Risk VP Corp Plan & IT VP Treasury VP Human Capital VP Procurement Management Support

SM Cash SM HC Planning & SM Strategic SM Accounting SM Purchasing Management Learning Dev Planning

SM HC Admin SM Asset & Risk SM Account Rec & Compensation & SM Compliance SM IT Support Management Tax Management Benefit

SM Corporate Culture

SM Outsourcing Management

Kantor Cabang (Branch Offices)

Kantor Perwakilan (Representative Offices)

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 23 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Profil Dewan Komisaris Board of Commissioners Profile

Capt. Novianto Herupratomo Komisaris Utama President Commissioner

Menjabat sebagai Komisaris Utama sejak 22 November 2013. Saat ini beliau juga menjabat sebagai Direktur Operasi PT Garuda Indonesia (Persero) Tbk.

Sebelumnya di Garuda Indonesia beliau menjabat VP Corporate Quality, Safety & Environment Management, VP Flight Safety, Aviation Security & Environment, GM Incident Management, GM Incident Investigation, Company Check Pilot Boeing 737 Strata III, GM Flight Standard, Manager Company Operating Procedure, Manager Technical, Pilot Boeing 737, Simulator Instructor Boeing 737, Captain Narrow Body, Senior Flight Offier Wide Body, Copilot DC-9, dan Junior Copilot DC-9. Memulai karir sebagai penerbang di Garuda Indonesia sejak 27 November 1981.

Novianto Herupratomo lahir di Malang 25 November 1959, lulusan Lembaga Pendidikan Perhubungan Udara (LPPU) Curug pada 1981.

Serves as President Commissioner since November 22, 2013. Concurrently, he serves as Operations Director at PT Garuda Indonesia (Persero) Tbk.

His previous positions with Garuda Indonesia were as VP Corporate Quality, Safety & Environment Management, VP Flight Safety, Aviation Security & Environment, GM Incident Management, GM Incident Investigation, Company Check Pilot Boeing 737 Strata III, GM Flight Standard, Manager Company Operating Procedure, Manager Technical, Pilot of Boeing 737, Simulator Instructor for Boeing 737, Captain Narrow Body, Senior Flight Officer Wide Body, Copilot DC-9, and Junior Copilot DC-9. He begin his career as a pilot with Garuda Indonesia since November 27, 1981.

Novianto Herupratomo was born in Malang on November 25, 1959, and graduated from the Air Transportation Educational Institute Curug in 1981.

24 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Yushan Sayuti Komisaris Commissioner

Menjabat sebagai Komisaris sejak 22 November 2013. Saat ini beliau juga menjabat Direktur Operasi PT Angkasa Pura I (Persero).

Sebelumnya di TNI AU beliau menjabat Panglima Komando Operasi II berkedudukan di Makassar, Komandan Lanud Abdulrachman Saleh Malang, Komandan Polisi Militer, Kepala Dinas Survey dan Pemotretan Udara, Kepala Pusat Komando Pengendalian Markas Besar AU, Komandan Lanud Sulaiman Bandung, perwira di Sekolah Staf dan Komando Angkatan Udara, Komandan Skadron Udara 4, Instruktur Wing Pendidikan 1, dan perwira penerbang Skadron Udara 17.

Yushan Sayuti lahir di Pariaman 19 Maret 1952, lulusan Akademi Angkatan Udara pada 1976 dan Sekolah Penerbang TNI AU pada 1980.

Serves as Commissioner since November 22, 2013. Concurrently, he serves as Operations Director at PT Angkasa Pura I Persero).

A career officer in the Indonesian Air Force, his previous postings include as Commander in Chief Operations Command II at Makassar, Commander of Abdulrachman Saleh Airbase, Malang, Commander of Military Police, Head of Aerial Survey and Photography Bureau, Head of Control Command Center at Air Force Head Quarters, Commander of Sulaiman Airbase Bandung, officer at Air Force Staff and Command School, Commander of Squadron 4, Instructor at Flight School Wing 1, and Flight Officer at Squadron 17.

Yushan Sayuti was born in Pariaman on March 19, 1952, graduated from the Air Force Academy in 1976 and from the Air Force Flight School in 1980.

IGN Bambang Tjahjono Komisaris Commissioner

Menjabat sebagai Komisaris sejak 22 November 2013. Saat ini beliau juga menjabat Direktur Utama Perum LPPNPI (AirNav Indonesia).

Sebelumnya di Kementerian Perhubungan beliau menjabat Direktur Bandar Udara, Kepala Pusat Pendidikan Pelatihan Perhubungan Udara, Direktur Keselamatan Penerbangan, Sekretaris Direktorat Jenderal Perhubungan Udara, dan Kepala Administrasi Bandara Soekarno-Hatta.

IGN Bambang Tjahjono lahir di Semarang, 6 April 1955. Memperoleh gelar sarjana Planologi dari Institut Teknologi Bandung (ITB) pada 1980, dan gelar Magister Teknik Bandara (Airport Engineering) dari École Nationale des Travaux Publics de l’État (ENTPE) di Lyon, Perancis pada 1985.

Serves as Commissioner since November 22, 2013. Concurrently, he serves as President Director of Perum LPPNPI (AirNav Indonesia).

Previously he held a number of position at the Ministry of Transportation, includingas Director of Airports, Head of Air Transportation Training Center, Director of Flight Safety, Secretary Director General of Air Transportation, and Administration Head, Soekarno-Hatta Airport.

IGN Tjahjono was born in Semarang on April 6, 1955. Obtained a Bachelor degree in Planology from Institut Teknologi Bandung (ITB) in 1980, and a Master degree in Airport Engineering from École Nationale des Travaux Publics de l’État (ENTPE), Lyon, France, in 1985.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 25 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Bintang Hidayat Komisaris Commissioner

Menjabat sebagai Komisaris sejak 28 April 2015. Pada 12 Januari 2016 beliau menjabat sebagai Kasubdit Litbang Perhubungan Udara.

Sebelumnya di Kementerian Perhubungan beliau menjabat Kepala Otoritas Bandara Wilayah I – Bandara Soekarno-Hatta, Direktur Bandar Udara, Kepala Otoritas Bandara Wilayah IV – Bandara Ngurah Rai, Kepala Bagian Perencanaan Perhubungan Udara, Kepala Sub Direktorat Sistem & Standarisasi Pelayanan Direktorat Angkutan Udara, dan Kepala Sub Direktorat Program Bandara.

Bintang Hidayat lahir di Purwokerto, 5 Mei 1967. Memperoleh gelar Sarjana Teknik Arsitektur dari Universitas Diponegoro Semarang pada 1987.

Serves as Commissioner since April 28, 2015. As of January 12, 2016, he concurrently hold the position of Head of Air Transportation R&D Sub-Directorate.

Previously at the Ministry of Transportation he served as Head of Airport Authority Region I - Soekarno-Hatta Airport, Director of Airports, Head of Airport Authority Region IV - Ngurah Rai Airport, Head of Air Transportation Planning Section, Head of System & Service Standardization Sub-Directorate, Air Transportation Directorate, and Head of Airport Program Sub-Directorate.

Bintang Hidayat was born in Purwokerto on May 5, 1967. Obtained a Bachelor degree in Architecture from Universitas Diponegoro, Semarang in 1987.

Ituk Herarindri Komisaris Commissioner

Menjabat sebagai Komisaris sejak 28 Oktober 2015. Saat ini beliau juga menjabat sebagai Direktur Airport Services dan Facility PT Angkasa Pura II (Persero).

Sebelumnya di PT Kereta Api Indonesia sebagai Vice President of Customer Care serta Advisor of Commercial Director for Contact Center & Customer Services, Managing Director PT Inasti Mitra Solusi Consultant. Di PT Indosat, Tbk pernah menjabat sebagai Head of Internal Communication, Manager Training Operation dan Branch Manager of Area Jakarta Barat, Jakarta Pusat & Tangerang. Di PT Satelindo pernah menjabat sebagai Manager Revenue Assurance, Customer Service & Loyalty Customers of Jabodetabek, Supervisor of VIP Services & Retention of Jabodetabek Region, Supervisor of National Call Center VIP Services dan Supervisor of Walk in Services/Galeri. Juga menjabat sebagai Vice Chairman di ORCA Diving School.

Ituk Herarindri lahir di Yogyakarta, 15 Agustus 1965. Memperoleh gelar sarjana Ekonomi dari Universitas Surabaya.

Serves as Commissioner since October 28, 2015. Concurrently, she serves as Director of Airport Services and Facility at PT Angkasa Pura II (Persero).

Her previous positions include as Vice President of Customer Care and Advisor to Commercial Director for Contact Center & Customer Service with PT Kereta Api Indonesia, Managing Director of PT Inasti Solusi Consultant, Head of Internal Communications, Manager Training Operation, and Branch Manager of West jakarta, Central jakarta and Tangerang Area with PT Indosat, Manager Revenue Assurance, Customer Service & Loyalty Customers of Jabodetabek Region, Supervisor of VIP Services & Retention of Jabodetabek region, Supervisor of national Call Center VIP Services and Supervisor of Walk-In Services/Gallery with PT Satelindo. She had also served as Vice Chairman at ORCA Diving School.

Ituk Herarindri was born in Yogyakarta on August 15, 1965. Obtained a Bachelor degree in Economics from Universitas Surabaya (Ubaya).

26 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Profil Direksi Board of Directors Profile

Agus Priyanto Direktur Utama President & CEO

Menjabat sebagai Direktur Utama sejak 19 Desember 2013.

Sebelumnya berkarier di PT Garuda Indonesia (Persero) Tbk dengan jabatan terakhir sebagai Direktur Komersial. Posisi lain yang pernah dijabat di Garuda Indonesia antara lain adalah GM untuk Jerman, Italia & Spanyol, VP Revenue Management, AM untuk Australia & Selandia Baru, GM untuk Swiss, Deputy AM untuk Asia, GM untuk Brunei Darussalam, dan GM untuk Skandinavia & Finlandia. Selain itu beliau pernah menjabat sebagai Komisaris PT Aerowisata, Komisaris PT Gapura Angkasa, serta Komisaris Utama PT Abacus Distribution Systems Indonesia.

Agus Priyanto lahir di Lubuk Pakam, 15 Agustus 1958. Meraih gelar Sarjana Ekonomi dari Universitas Jenderal Soedirman, Purwokerto pada 1984, dan menyelesaikan program AMDP (Airlines Management Development Program) IATA di Jenewa pada 2000..

Serves as President Director since December 19, 2013.

Previously, he had a career with PT Garuda Indonesia (Persero) Tbk with his latest position as Commercial Director. Other positions served during his time with garuda Indonesia include as GM for Germany, Italy & Spain, VP Revenue Management, AM for Australia & New Zealand, GM for Switzerland, Deputy AM for Asia, GM for Brunei Darussalam, and GM for Scandinavia & Finland. He has also served as Commissioner at PT Aerowisata, Commissioner at PT Gapura Angkasa, and President Commissioner at PT Abacus Distribution Systems Indonesia.

Agus Priyanto was born in Lubuk Pakam on August 15, 1958. Obtained a Bachelor degree in Economics from Universitas Jenderal Soedirman, Purwokerto, in 1984, and completed the AMDP (Airlines Management Development Program) IATA program in Geneva in 2000.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 27 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Sucipto Direktur Operasi EVP Operation Services

Mengawali karir sebagai Mekanik dan Operator GSE PT Garuda Indonesia Surabaya tahun 1982 kemudian ke Garuda Maintenance Facility di Jakarta sebagai Engineer, Manager Engineering Project, Senior Manager Engineering Procurement sebelum berpindah ke Gapura Angkasa sebagai Vice President Operations, VP Facility, GM Soekarno-Hatta Airport, GM Ngurah Rai Bali, dan VP Corporate Secretary.

Menyandang gelar sebagai Sarjana Teknik Mesin dan Magister Manajemen Air Transportation ini juga pernah mengikuti berbagai training di dalam maupun diluar negeri: Aircraft Engines di Rolls Royce UK, General Electric USA, Station Handling Management Course IATA Switzerland.

Began his career in 1982 as a GSE Mechanic and Operator with PT Garuda Indonesia in Surabaya, before moving to Garuda Maintenance facility in Jakarta to serve as Engineer, Manager Engineering Project, and Senior Manager Engineering Procurement, and eventually moved to Gapura Angkasa serving as VP Operations, VP Facility, GM Soekarno-Hatta Airport, GM Ngurah Rai Bali, and VP Corporate Secretary.

He holds a Bachelor degree in Mechanical Engineering and a Master in Air Transportation Management, and has also participated in various domestic and overseas training including training on Aircraft Engines with Rolls Royce UK and General Electric USA, and Station Handling Management Course with IATA Switzerland.

Eko Diantoro Direktur Strategi & SDM EVP Strategy and Human Capital Services

Menjabat sebagai Direktur Strategi dan SDM sejak 28 Oktober 2015.

Sebelumnya berkarier di PT Angkasa Pura II (Persero) dengan jabatan terakhir sebagai Sekretaris Perusahaan. Posisi lain yang pernah dijabat di Angkasa Pura II adalah sebagai Deputi bidang Komersial Bandara Soekarno-Hatta, GM Bandara Sultan Mahmud Badaruddin II Palembang, GM Bandara Husein Sastranegara Bandung, Investory & Fixed Asset Manager, dan Organization & Job Evalution Manager.

Eko Diantoro lahir di Tanjung Pinang 31 Januari 1960. Memperoleh gelar Sarjana Administrasi Negara dari UNIS Tangerang.

Serves as Strategy & Human Capital Director since October 28, 2015.

Previously had a career with PT Angkasa Pura II (Persero) with his last position as Corporate Secretary. Other positions held during hsi time with Angkasa Pura II include as Deputy Commercial at Soekarno-Hatta Airport, GM Sultan Mahmud Badaruddin II Airport, Palembang, GM Husein Sastranegara Airport, Bandung, Investory & Fixed Asset Manager, and Organization & Job Evalution Manager.

Eko Diantoro was born in Tanjung Pinang on January 31, 1960. Obtained a Bachelor degree in State Administration from UNIS Tangerang.

28 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Ester Siahaan Direktur Keuangan EVP Finance Services

Menjabat sebagai Direktur Keuangan sejak 28 Oktober 2015.

Sebelumnya berkarier di PT Garuda Indonesia (Persero) Tbk sejak tahun 1993 dengan jabatan terakhir sebagai VP Financial Analysis, setelah sebelumnya menjabat antara lain sebagai SM Financial Analysis, SM Finance SBU Citilink, Manager Financial Planning, HRD Project Coordinator SBU Citilink, dan Manager System and Procedure. Selain itu beliau pernah menjabat sebagai Komisaris PT Aerotrans.

Ester Siahaan lahir di Jakarta, 25 Januari 1969. Memperoleh gelar Sarjana Ekonomi dari Universitas Padjajaran Bandung pada 1992, dan Magister Manajemen Transportasi Udara dari Universitas Indonesia pada 1996.

Serves as Finance Director since October 28, 2015.

Previously had a career with PT garuda Indonesia (Persero) Tbk since 1993, with her last position as VP Financial Analysis, following prior postings as, among others, SM Financial Analysis, SM Finance SBU Citilink, Manager Financial Planning, HRD Project Coordinator SBU Citilink, and Manager System and Procedure. In addition, she has also served as Commissioner at PT Aerotrans.

Ester Siahaan was born in Jakarta on January 25, 1969. Obtained a Bachelor degree in Economics from Universitas Padjadjaran Bandung in 1992, and a Master degree in Air Transportation Management from Universitas Indonesia in 1996.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 29 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Komposisi Pemegang Saham Shareholders Composition

10%

2015

31.25% 58.75%

➢PT. Garuda Indonesia (Persero) Tbk. memilki saham sebesar 1.263.360 (Satu Juta Dua Ratus Enam Puluh 1,263 Tiga Ribu Tiga Ratus Enam Puluh) saham Perseroan atau 58,75%. Million ➢PT. Garuda Indonesia (Persero) Tbk. owned 1,263,360 (One Million Two Hundred Sixty Three Thousand and Three Hundred Sixty) Company’s shares or 58.75%.

PT. Angkasa Pura II (Persero) memilki saham sebesar 672.000 (Enam Ratus Tujuh Puluh Dua Ribu) saham 672 Perseroan atau 31,25%. ➢PT. Angkasa Pura II (Persero) owned 672,000 (Six Thousand Hundred and Seventy Two Thousand) Company’s Share or 31,25%.

PT. Angkasa Pura I (Persero) memilki saham sebesar 215.040 (Dua Ratus Lima Belas Ribu Empat Puluh) 215 saham Perseroan atau 10%. ➢PT. Angkasa Pura I (Persero) owned 215,040 Thousand (Two Hundred and FifteenThousand and Fourty) Company’s shares or 10%.

30 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Penghargaan dan Sertifikasi Awards and Certifications

1 2 1. International Air Transport Association IATA Safety Audit for Ground Operations (ISAGO) 2015 untuk Bandara Soekarno-Hatta (CGK) IATA Safety Audit for Ground Operations (ISAGO) 2015 for Soekarno-Hatta International Airport (CGK)

2. International Air Transport Association IATA Safety Audit for Ground Operations (ISAGO) 2015 for Ngurah Rai Internatiional Airport (DPS) IATA Safety Audit for Ground Operations (ISAGO) 2015 untuk Bandara Ngurah Rai (DPS)

3. Korean Air 3 Penghargaan “Penyedia Pelayanan Berkualitas Terbaik” di Asia Tenggara Certificate of “Highest Quality Service Provider” in South East Asia

4. Japan Airlines 4 Penghargaan “tidak ada insiden di ramp selama 19 Tahun” Commendation “No Ramp Incident for Nineteen Years”

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 31 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Peristiwa Penting 2015 2015 Event Highlights

05 Maret

Stasiun CGK mendapatkan apresiasi “The Best Handler Award – Year 2014” untuk South East Asia dari Korean Air Lines (KE) yang diserahkan kepada Direktur Utama oleh General Manager KE.

CGK Station was awarded with “The Best Handler Award - Year 2014” in South East Asia region from Korean Air Lines (KE), presented to the President Director by the General Manager of KE. 23 Maret

Peresmian Gapura Learning Center di lokasi pertama di Gedung Garuda Lt.6, Jl. Gunung Sahari Raya No. 52, Jakarta Pusat sebagai upaya membina tenaga yang terdidik dan terampil secara terstruktur dan berkelanjutan dan memenuhi persyaratan.

The official launch of the first Gapura Learning Center facility at Gedung Garuda Lt.6, Gunung Sahari Road No. 52, Central Jakarta, as part of sustained and structured efforts to develop skilled and competent people.

28 Maret

Gapura ikut mendukung kampanye switch off “Earth Hour 2015” Garuda Indonesia sebagai salah satu bentuk kepedulian terhadap pelestarian alam dan lingkungan, serta perwujudan komitmen kepada pengurangan dampak perubahan iklim. 28 – 30 APRIL Stasiun UPG mengadakan kegiatan refresh Training English Skyteam Gapura supported Garuda Indonesia’s “2015 Earth Hour” as a form of Garuda Indonesia. awareness on environmental conservation, and commitment towards reducing the impact of climate change. UPG Station held refreshment sessions of English Training of Skyteam Garuda Indonesia.

32 Gapura Angkasa • Laporan Tahunan 2015 Annual Report 12 APRIL 21 APRIL

Stasiun DPS secara rutin mengadakan “Ramp Safety Campaign“ Stasiun HLP melayani penerbangan VVIP dari para kepala negara Asia untuk meningkatkan kesadaran atas keselamatan, keamanan dan dan Afrika yang datang menghadiri peringatan 60 Tahun Konferensi kenyamanan serta meminimalisasi insiden dan kecelakaan. Asia Afrika di Jakarta dan Bandung.

DPS Station routinely organized the “Ramp Safety Campaign“ in order HLP Station handled the VVIP flights of head of states from Asia and build employee awareness on safety, security and comfort as well as Africa countries arriving at the station for the 60th Anniversary of in minimizing possible incidents and accidents. Asia-Africa Conference in Jakarta dan Bandung.

01 Mei 07 Mei 08 Juni

Stasiun DPS melayani penerbangan perdana (inaugural Penerapan brand color scheme Gapura Stasiun CGK dan Kantor Pusat pada fight) pelanggan baru Tiger Air (TR) rute SIN-DPS pp 2x yang baru di Ground Service Equipments 8-12 Juni 2015 melaksanakan renewal per hari. (GSE) di stasiun HLP yang diaplikasikan audit ISAGO (IATA Safety Audit for pada peralatan ATN, GPU, BCL, LST, WST, Ground Operations) oleh auditor dari DPS Station served the inaugural fight of a new PBS, MPS, BTT, ACU dan ASU. IATA (Turkish Airlines) untuk masa customer, Tigerair (TR), on the SIN-DPS route 2x per berlaku tahun 2015 – 2017. day. Implementation of the new color scheme of Gapura for Ground Service Equipment CGK Station and head office on June (GSE) units at HLP Staion forATN, GPU, 8 to June 12 June 2015 undertook BCL, LST, WST, PBS, MPS, BTT, ACU and the renewal audit of its ISAGO (IATA ASU equipments. Safety Audit for Ground Operations) certification by IATA auditors (Turkish AIrlines) for the period 2015–2017.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 33 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

16 Juni 23 Juni

Stasiun DPS melaksanakan renewal audit ISAGO (IATA Safety Audit for Untuk pertama kalinya Cabang SUB handling pesawat Boeing 787 Ground Operations) oleh auditor dari IATA (Qatar Airways) pada 16-19 Dreamliner Royal Brunei Airlines. Juni 2015 untuk masa berlaku tahun 2015 – 2017. The SUB Branch handled its first Boeing 787 Dreamliner aircraft DPS Station on June 16 to June 19, 2015, undertook the renewal audit belonging to Royal Brunei Airlines. of its ISAGO (IATA Safety Audit for Ground Operations) certification by IATA auditors (Qatar Airways) for the period 2015–2017.

15 Juli 21 Agustus Pelayanan Penerbangan Haji Jama’ah Indonesia tahun 2015/1326H Penggunaan perdana GSE dengan livery baru untuk melayani di cabang HLP. Selain Cabang HLP Gapura juga melayani penerbangan penerbangan VVIP di stasiun HLP. di embarkasi UPG, KNO, BPN, BTJ, BDJ, SOC, LOP dan PDG (Garuda Indonesia) serta PLM (Garuda Indonesia dan Saudi Airline). GSE units with the new livery of Gapura were introduced for the VVIP flights at HLP Station. First flight service of Indonesian Hajj Pilgrims of 2015/1326H season in HLP branch. Besides HLP, Gapura also serves flight embarkations in UPG, KNO, BPN, BTJ, BDJ, SOC, LOP and PDG (Garuda Indonesia) and PLM (Garuda Indonesia and Saudi Airline).

34 Gapura Angkasa • Laporan Tahunan 2015 Annual Report 15 September 08 Oktober

Peresmian penggunaan GSE generasi baru di stasiun CGK oleh Direktur Kick-off ground handling Operation Control System (OCS) yang Utama antara lain ATW (Aircraft Towing Tractor) untuk pesawat diterapkan pertama kali di stasiun CGK dan akan dilanjutkan di Cabang berbadan lebar yang ramah lingkungan dengan teknologi mesin Euro 3. Hub lainnya guna meningkatkan layanan melalui leading indicator serta efektifitas dan efisiensi operasional. Launching ceremony of new-generation GSE units at CGK Station by the President Director, which include the ATW tractor with eco-friendly Kick-off for the implementation of ground handling Operation Control Euro 3 compliant engine for wide-body aircraft. System (OCS) which will be implement first in CGK Station and other hub braches later on, to improve services through the leading indicators and the effectiveness and operational efficiency.

09 Oktober 12 November 11 Desember

Penerbangan perdana (inaugural flight) Thai Airways Stasiun HLP melayani penerbangan Gapura mendapatkan penghargaan dari (TG) dengan armada paling mutakhir Boeing 787 VVIP dengan menampilkan branding Garuda UPG atas jasanya mencegah Dreamliner di stasiun DPS untuk rute BKK-DPS pp. perusahaan yang baru baik logo maupun tabrakan/near hit antara pesawat colour scheme. penerbangan haji GA dengan pesawat The inaugural flight of Thai Airways (TG) latest jet, the JT. Boeing 787 Dreamliner, at DPS Station on the BKK-DPS HLP Station served the VVIP flight vv route. which also exposes the new logo and Gapura received an appreciation from color scheme of Gapura to international Garuda Indonesia UPG for performance exposure. in preventing a near-hit incident between GA hajj aircraft and a JT aircraft.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 35 Corporate Profile Management report 02 Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data ManagementFinancial report Report Laporan Manajemen Berbagai pencapaian tahun 2015 merupakan hasil dari implementasi program transformasi bisnis kami dan terus berlanjut secara bertahap hingga Gapura menjadi perusahaan ground handling dengan kualitas layanan kelas dunia. The various achievements in 2015 were the result of the implementation of our business transformation program, which will continue further in stages towards our vision to become a ground handling company with world-class services.

Laporan Dewan Komisaris 12 Board of Commissioners' Report Profil Dewan Komisaris 14 Board of Commissioners’ Profiles Laporan Direksi 15 Board of Directors’ Report Profil Direksi 16 Board of Directors’ Profiles

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 37 CorporateCorporate Profile Profile 02 ManagementManagement report report 02 ManagementManagement Discussion Discussion & & Analysis Analysis BusinessBusiness Report Report CorporateCorporate Governance Governance CorporateCorporate Social Social responsibility responsibility CorporateCorporate Data Data FinancialFinancial report report

Laporan Dewan Komisaris Report from the Board of Commissioners

38 Gapura Angkasa •• LaporanLaporan TahunanTahunan 20152015 AnnualAnnual ReportReport Pemegang saham dan pemangku kepentingan yang terhormat, Esteemed Shareholders and Stakeholders,

Pertama-tama izinkan saya mengucap puji syukur I would like to first of all give praise for the grace kehadirat Tuhan YME yang atas berkat-Nya telah and blessings of God the Almighty, that by His membimbing perjalanan Gapura pada tahun 2015 guidance Gapura was able to end the year 2015 dengan hasil pencapaian kinerja yang baik. with a satisfactory performance.

Berbagai pencapaian pada tahun 2015 ini semakin With the achievements in 2015, Gapura is moving mendekatkan Gapura dengan sasaran Gapura ever closer to its aspiration to become a ground untuk menjadi perusahaan ground handling dengan handling company with world-class services, as a kualitas layanan kelas dunia (world-class service) result of the business transformation program that sebagai hasil program transformasi bisnis yang has been ongoing since 2014. diterapkan sejak tahun 2014.

Penilaian atas Kinerja Direksi Assessment on Directors Performance Dewan Komisaris memberikan apresiasi yang The Board of Commissioners would like to commend tinggi atas kinerja Direksi secara keseluruhan on the performance of the Board of Directors in the dalam memimpin jalannya Perseroan selama tahun management of the Company during 2015. In terms 2015. Pada sisi kinerja keuangan, Gapura berhasil of financials, Gapura posted an increase of 9% in membukukan pendapatan usaha Rp 1.319 miliar operating revenues over 2014 to reach Rp 1,319 pada tahun 2015, meningkat 9% dibandingkan billion in 2015. Comprehensive income meanwhile pendapatan usaha pada tahun 2014, sementara amounted to Rp 53.79 billion, an increasse of 54% laba komprehensif mencapai Rp 53,79 miliar, atau over comprehensive income of Rp 34,82 recorded meningkat 54% dari laba komprehensif Rp 34,82 in 2014. miliar pada tahun 2014.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 39 Corporate Profile Management report 02 Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Dalam sisi operasional, Direksi juga berhasil meningkatkan In terms of operations, the Board of Directors has also beberapa parameter kinerja dan keselamatan, antara lain improved on a number of performance and safety parameters. produksi ground handling yang meningkat 8% dari 255.350 These include ground handling production that grew by 8% flight di tahun 2014 menjadi 276.575 flight pada akhir 2015, from 255,350 flights in 2014 to 276,575 flights during 2015, serta tingkat accident ratio yang menurun dari 0.05% pada as well as the level of accident ratio that declined from 0.05% tahun 2014 menjadi 0,025% pada tahun 2015. in 2014 to 0.025% in 2015.

Dewan Komisaris memberi dukungan dan penghargaan kepada The Board of Commissioners acknowledge the formulation manajemen yang telah menyusun rencana transformasi bisnis of the Company’s business transformation agenda by the perusahaan serta melaksanakan rencana tersebut pada tahun Management, and its successful execution throughout 2015 melalui berbagai program kerja bertumpu pada lima 2015 via a number of work programs on the basis of the pilar pendorong yaitu People, Process, Premises, Brand, dan five success drivers, namely People, Process, Premises, Technology. Kerja sama yang solid dan terpadu diantara seluruh Brand, and Technology. Solid teamwork among all company jajaran karyawan adalah kunci keberhasilan implementasi employees was key to the effective execution of the business program transformasi bisnis, yang akan terus dijalankan secara transformation program, which will continue in stages in the bertahap di tahun-tahun mendatang. next several years.

Pandangan atas Prospek Usaha yang Disusun Opinion on the Business Plan of the Directors Direksi The Board of Commissioners has discussed and reviewed Dewan Komisaris telah membahas dan menelaah Rencana the Company Work Plan and Budget (RKAP) for 2016 that Kerja dan Anggaran Perusahaan (RKAP) untuk tahun 2016 were formulated by the Board of Directors, and subsequently yang disusun oleh Direksi, yang kemudian telah pula disetujui approved by Shareholders in the Shareholder General Meeting oleh para Pemegang Saham dalam Rapat Umum Pemegang on October 28, 2015. Saham pada tanggal 28 Oktober 2015.

Dewan Komisaris berpendapat bahwa program kerja serta On the opinion of the Board of Commissioners, the work target yang ditetapkan dalam RKAP 2016 tersebut telah programs and targets as set out in RKAP 2016 are indicative of mencerminkan prospek usaha dan potensi pertumbuhan Gapura Gapura’s business prospects and growth potential, after taking secara realistis, mengingat prediksi terkait perkembangan into consideration predictions on developments of Indonesia’s kondisi perekonomian Indonesia dan khususnya industri aviasi economy and particularly its aviation industry, for the year domestik, pada tahun 2016. Lebih lanjut, program kerja Direksi 2016. Furthermore, the Directors’ work programs in 2016 untuk tahun 2016 masih tetap konsisten dengan rencana remain consistent within the overall progression of the long- jangka panjang yang telah disusun pada tahun 2014 dalam term strategic plan established in 2014 for the transformation rangka transformasi Gapura di berbagai bidang. of Gapura in various aspects.

Jika menilik kinerja dan pencapaian Direksi sepanjang tahun Judging from the performance and achievements of the Board 2015, Dewan Komisaris percaya bahwa dengan dukungan of Directors in 2015, the Board of Commissioners is confident seluruh pemangku kepentingan, dan terutama kontribusi that, with the support of all stakeholders and especially the jajaran karyawan Gapura, maka Direksi akan berhasil employees of Gapura, the Board of Directors will be able to merealisasikan atau bahkan melampaui target-target yang achieve and even to surpass the targets set in RKAP 2016. tercantum dalam RKAP 2016 tersebut.

40 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Fungsi Pengawasan Dewan Komisaris Board of Commissioners Supervisory Function Sepanjang tahun 2015, Dewan Komisaris telah menjalankan Throughout 2015, the Board of Commissioners has carried tugasnya mengawasi dan memberikan nasihat kepada out its duties in providing supervision and advice to the Board Direksi terkait dengan pengelolaan bisnis dan operasional di of Directors regarding the management and operations of Perseroan. Fungsi pengawasan tersebut telah berlangsung the Company. The Board’s supervisory function has been efektif melalui mekanisme rapat internal Dewan Komisaris effectively carried out throughout 2015 via internal Board serta rapat gabungan Dewan Komisaris dan Direksi sepanjang meetings as well as joint meetings with the Board of Directors. tahun 2015. Selain melakukan pengawasan pada bidang In addition to supervising areas of operations, services and risk operasional dan pelayanan serta risk management, Dewan management, the Board of Commissioners, has also conducted Komisaris juga telah melakukan audit melalui aktivitas Komite an audit, undertaken through the activities of the Audit Audit, yang telah berlangsung dengan baik sesuai program Committee which has completed its work program for 2015. kerja yang disusun untuk tahun 2015.

Terlaksananya fungsi pengawasan Dewan Komisaris yang The effective execution of the supervisory function of the efektif merupakan cerminan dari mekanisme Tata Kelola Board of Commissioners reflects well on the workings of Good Perusahaan yang baik (Good Corporate Governance/GCG) yang Corporate Governance (GCG) mechanism at Gapura. dilingkungan di Gapura.

Terkait dengan investasi dan modernisasi peralatan GSE In regards the investment on, and the modernization of, our sebagai penerapan program transformasi bisnis Perseroan, GSE units as part of the implementation of transformation Dewan Komisaris senantiasa memberi arahan kepada Direksi program, the Board of Commissioners provides directions to agar investasi dilakukan dengan perencanaan yang matang the Directors that the investment should be carefully planned dan mengedepankan prinsip kehati-hatian. with prudence foremost.

Perubahan Komposisi Dewan Komisaris Changes in the Board of Commissioners Melalui Akta Pernyataan Keputusan Pemegang Saham di Through Deed No. 24 of Shareholders Decision Outside the Luar RUPS No. 24 tanggal 28 April 2015 telah diberhentikan General Meeting dated April 28, 2015, Mr. Rinaldo Azis has dengan hormat Bapak Rinaldo Azis sebagai anggota Dewan been honourably dismissed from his position as Commissioner, Komisaris dan digantikan oleh Bapak Bintang Hidayat. and replaced by Mr. Bintang Hidayat.

Dewan Komisaris menyampaikan terima kasih dan penghargaan The Board of Commissioners would like to convey its kepada Rinaldo Azis atas sumbangan tenaga dan pemikirannya appreciation to Rinaldo Azis for his contributions during his selama menjabat sebagai anggota Dewan Komisaris. term of office as member of the Board of Commissioners.

Pada Rapat Umum Pemegang Saham (RUPS) tanggal 28 In the General Meeting of Shareholders on October 28, 2015, Oktober 2015 telah diangkat Ibu Ituk Hendarindri sebagai Ms. Ituk Hendarindri has been appointed to serve as the new anggota Dewan Komisaris independen yang baru. Kami independent Commissioner in the Board. In welcoming Ms. Ituk menyambut gembira kehadiran Ibu Ituk Hendarindri dalam Hendarindri, we expect that her expertise and experience will Dewan Komisaris dengan keahlian dan pengalaman beliau contribute to a better supervisory function by the Board of yang akan memperkuat fungsi pengawasan Dewan Komisaris. Commissioners.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 41 Corporate Profile Management report 02 Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Penutup Closing Words Menutup sambutan singkat ini, saya atas nama Dewan In closing, and on behalf of the Board of Commissioners of PT Komisaris PT Gapura Angkasa menyampaikan penghargaan Gapura Angkasa, I would like to extend the highest appreciation yang setinggi-tingginya kepada para Pemegang Saham, mitra to the Shareholders, business partners and other stakeholders usaha dan pemangku kepentingan lainnya atas kepercayaan for their confidence and support. Also a heartfelt thanks to the dan dukungannya, serta terima kasih yang tulus kepada Direksi, Board of Directors, the management and staff of Gapura for jajaran manajemen dan seluruh karyawan Gapura atas dedikasi their dedication and hard work towards the progress of Gapura. dan kerja keras mereka demi kemajuan Perseroan.

Capt. Novianto Herupratomo Komisaris Utama President Commissioner

42 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Dari kiri ke kanan Yushan Sayuti Komisaris From left to right Commissioner

Dewan Komisaris Ituk Herarindri Board of Commissioners Komisaris Commissioner

Novianto Herupratomo Komisaris Utama President Commissioner

IGN Bambang Tjahjono Komisaris Commissioner

Bintang Hidayat Komisaris Commissioner

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 43 CorporateCorporate Profile Profile 02 ManagementManagement report report 02 ManagementManagement Discussion Discussion & & Analysis Analysis BusinessBusiness Report Report CorporateCorporate Governance Governance CorporateCorporate Social Social responsibility responsibility CorporateCorporate Data Data FinancialFinancial report report

Laporan Direksi Report from the Board of Directors

44 Gapura Angkasa •• LaporanLaporan TahunanTahunan 20152015 AnnualAnnual ReportReport Pemegang saham dan pemangku kepentingan yang terhormat, Esteemed Shareholders and Stakeholders,

Marilah kita memanjatkan puji syukur ke hadirat With praise and gratitude for the blessings and Allah SWT, Tuhan YME, karena atas ridho-Nya, guidance of God the Almighty, Gapura was able Gapura mengakhiri tahun 2015 dengan baik dan to end the year 2015 in good form and with a mencapai peningkatan kinerja yang baik. satisfactory improvements in performance.

Berbagai pencapaian tahun 2015 merupakan hasil The various achievements in 2015 were the dari implementasi program transformasi bisnis yang result of the implementation of our business kami canangkan sejak tahun 2014, dan akan terus transformation program in place since 2014, which berlanjut secara bertahap hingga Gapura mampu will continue further in stages towards our vision menjadi perusahaan ground handling dengan for Gapura to become a ground handling company kualitas layanan kelas dunia (world-class services). with world-class services.

Analisis Kinerja Perusahaan Tahun 2015 Analysis of Company Performance in Pada tahun 2015, pertumbuhan perekonomian 2015 Indonesia tercatat 4,7% atau lebih lambat In 2015, Indonesia’s economy grew by 4.7%, dibandingkan pertumbuhan 5,2% pada tahun slowing down from a growth of 5.2% recorded in sebelumnya. Perlambatan ini antara lain dikarenakan the previous year. Among factors contributing masih terpuruknya harga-harga komoditas global to this economic slowdown were the continuing serta berlanjutnya tekanan terhadap nilai tukar decline in global commodities prices and pressure Rupiah. on the Rupiah exchange rate.

Dalam pada itu, data dari Badan Pusat Statistik Meanwhile, data from the Central Bureau of (BPS) menunjukkan bahwa dalam periode Januari - Statistics (BPS) showed that in the January - October Oktober 2015, jumlah penumpang angkutan udara 2015 period, the number of air transportation di Indonesia tercatat sebanyak 67,46 juta orang, passengers in Indonesia increased to 67.46 million meningkat 12,75% dibandingkan periode yang pax, or 12.75%, compared to the corresponding sama tahun 2014. Angka-angka tersebut dapat period in 2014. These figures are indicative of the menjadi indikasi dari dinamika pasar industri ground market dynamics for Indonesia’s ground handling handling di Indonesia pada tahun 2015. industry in 2015.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 45 Corporate Profile Management report 02 Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Pada tahun 2015 produksi ground handling Perseroan In 2015, ground handling production by the Company increased meningkat dari 255.350 flight menjadi 276.564 flight atau from 255,350 flights to 276.564 flights, or a growth of 8%, bertumbuh 8%. Peningkatan ini seiring dengan penambahan 3 on the strength of an additional 3 stations served by the stasiun layanan Perseroan dari 50 stasiun pada tahun 2014 Company, increasing the total count from 50 stations in 2014 menjadi 54 stasiun pada tahun 2015, khususnya di 5 bandara to 54 stations in 2015, including 5 new airports frequented baru yang dilayani oleh pesawat ATR Garuda Indonesia. Jumlah by the ATR flights of Garuda Indonesia. Our airline client base maskapai yang dilayani selama tahun 2015 juga meningkat also grew from 51 airlines to 54 airlines (Tigerair, Jetstar, and dari 51 maskapai menjadi 54 maskapai (Tigerair, Jetstar, dan NAM Air) at the end of 2015, of which two are international NAM Air), dimana 2 (Garuda Indonesia dan Qatar Airways) di airlines with a rating of “5-Star Airline”. Meanwhile, our cargo antara maskapai tersebut merupakan maskapai internasional handling operations showed a decline in the volume of cargo yang berkategori “5-Star Airline”. Sementara untuk tonase handled from 174,183 tons to 158,947 tons, or a decline of cargo yang ditangani menurun dari 174.183 ton menjadi 9% compared to the year 2014. 158.947 ton atau turun 9% dibanding tahun 2014.

Melalui berbagai peningkatan kinerja operasional selama tahun In line with these improvements in operational performance 2015 ini Perseroan berhasil membukukan total pendapatan in 2015, the Company posted operational revenues of Rp usaha Rp 1.318,82 miliar serta laba bersih sebesar Rp 53,79 1,318.82 billion and net income of Rp 53,79 billion. Compared miliar. Dibandingkan pencapaian tahun 2014, pendapatan to the numbers in 2014, operational revenues and net income usaha dan laba bersih tersebut tercatat meningkat sebesar showed increases of 9% and 54%, respectively. masing-masing 9% dan 54%.

Transformasi Bisnis Business Transformation Pencapaian tahun 2015 secara langsung merupakan hasil The achievements in 2015 were a direct outcome of the program transformasi bisnis Gapura sebagai landasan strategi ongoing business transformation program of Gapura as its pertumbuhan yang bertumpu pada lima pilar utama yaitu growth strategy, and which rely on the five core pillars of People, Process, Premises, Brand dan Technology atau dikenal People, Process, Premises, Brand and Technology. These are sebagai “Five Drivers” atau lima komponen pendorong. known in Gapura as the ‘Five Drivers’ of growth.

Dalam aspek People dilakukan reorganisasi dan penataan In the People element, Gapura undertook a sweeping secara menyeluruh dalam sistem kepegawaian, remunerasi reorganization and overhaul of its workforce systems, employee dan pelatihan guna menghilangkan sekat antar bagian, remuneration strategy and employee training programs in serta meningkatkan kerja sama dan produktifitas dari 1.783 order to eliminate silo mentality among divisions, and promote orang karyawan Perseroan. Gapura melakukan penyelarasan teamwork and higher productivity from 1,783 employees of organisasi guna menunjang proses percepatan pelayanan end- Gapura. The organization structure at the corporate level has to-end secara terpusat, ditandai dengan perubahan organisasi been re-aligned to allow better focus and responsiveness as di kantor pusat yang lebih fokus dan responsif. well as to facilitate end-to-end centralized services.

Secara khusus kami memberi penekanan pada pembentukan We also put an emphasis on the creation and promotion of Budaya Perusahaan baru yang mementingkan pelatihan, a new corporate culture based on training, performance, kinerja, keamanan dan pelayanan, sehingga SDM Perseroan safety and service quality, so that Gapura’s employees would dapat tumbuh menjadi “the catalyst that enables our customer eventually become “the catalyst that enables our customer to to deliver their service promises everyday.” deliver their service promises everyday.”

46 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Tujuan kami membentuk karyawan yang memiliki safety Our drive to instill a safety culture among employees has culture telah memberi hasil yang mengembirakan, terbukti shown encouraging results so far, with a decline in accident dengan penurunan accident rate dari 13 insiden pada tahun rate from 13 incidents in 2014 to 7 incidents in 2015, while 2014 menjadi 7 insiden pada tahun 2015, dengan tingkat recording an increase in employee productivity level from 27 produktifitas karyawan yang terus meningkat dari 27 flight/ flight/employee in 2014 to 33 flight/employee in 2015. karyawan pada tahun 2014 menjadi 33 flight/karyawan pada tahun 2015.

Dalam aspek Premises selama tahun 2015, Perseroan In terms of Premises, the Company in 2015 engaged in the melakukan modernisasi armada Ground Service Equipment modernization of its Ground Service Equipment (GSE) fleet, (GSE) dengan berbagai peralatan berteknologi mutakhir using some of the most advanced technology and best-in- dan terbaik dari produsen GSE terkemuka di dunia. Sebagian class equipment from leading GSE producers in the world. GSE tersebut adalah peralatan yang disyaratkan pesawat These include units specifically designed to serve the latest penumpang generasi terkini seperti Boeing 787 atau Airbus generation of passenger jets such as Boeing 787, Airbus A350 dan A380 yang memiliki instrumen elektronik sangat A350 and A380, which are equipped with highly sensitive sensitif. electronics instrumentation.

Dari total 215 unit GSE baru yang ramah lingkungan yang From the total of 215 units of new, environment-friendly didatangkan pada tahun 2015-2016, sekitar 58% atau 125 GSEs that we will receive in 2015-2016, some 58% or 125 unit diantaranya akan ditempatkan di Terminal 3 Ultimate units will be stationed at the Terminal 3 Ultimate Soekarno- Bandara Soekarno-Hatta sebagai world class airport yang Hatta Airport, which serves as a world-class airport and the merupakan hub penerbangan Garuda Indonesia rute domestik hub airport for Garuda Indonesia’s domestic and international dan internasional serta maskapai anggota aliansi global flights as well as for member airlines of the global Skyteam Skyteam. alliance.

Terminal 3 Ultimate yang akan beroperasi pada bulan Juli tahun Scheduled to open for operations in July 2016, Terminal 3 2016 akan menjadi etalase untuk menampilkan kualitas Ultimate Soekarno-Hatta Airport will then serve to showcase layanan dan operasional Gapura yang telah bertransformasi the high quality of Gapura’s operations and services following menuju world-class services, serta menjadi acuan Best Practise its transformation towards world-class services provider bagi industri ground handling di Indonesia. and the benchmark for best practices in Indonesia’s ground handling industry.

Guna mencapai operational excellence yang dituntut oleh To achieve operational excellence as demanded by our pelanggan Gapura yang 3 diantaranya adalah “5-Star Airlines” customers, which include three airlines in the ‘5-Star Airline’ dimana mensyaratkan ketepatan waktu, maka dibutuhkan category requiring timeliness of servive delivery, Information dukungan Information Technology agar proses-proses Technology is needed to enable efficient, effective and faster operasional dapat lebih efisien dan efektif serta lebih cepat. operational processes.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 47 Corporate Profile Management report 02 Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Untuk itu kami menerapkan Operational Control System Towards this end, we aim to implement the latest in (OCS) yang mutakhir, mampu memantau aktivitas ground Operational Control System (OCS) able to provide real-time handling di seluruh area bandara secara real-time, sehingga monitoring of all ground handling activities in all areas of the dengan adanya OCS dapat menjamin kualitas layanan dan airport. OCS will thus serve to ensure service quality as well as meningkatkan produktivitas. Kick off implementasi OCS di better productivity. Implementation of OCS at Soekarno-Hatta Bandara Internasional Soekarno-Hatta telah dilakukan pada International Airport started with a kick-off in October 2015, Oktober lalu dan direncanakan akan operasional pada bulan with full operational status scheduled for October 2016. Oktober 2016.

Penerapan Tata Kelola Perusahaan Corporate Governance Implementation Salah satu aspek penting dalam transformasi bisnis Perseroan An important area in the Company’s business transformation adalah peningkatan dan upaya perbaikan dalam penerapan is the improvement in the implementation of Good Corporate prinsip-prinsip Tata Kelola Perusahaan yang baik atau Good Governance (GCG) practices. Implementation of GCG will help Corporate Governance (GCG), guna mewujudkan perusahaan promote trust from the stakeholders, excellent performances, yang dapat dipercaya oleh pemangku kepentingan, berkinerja and sustainable growth for the Company. unggul dan mampu tumbuh secara berkesinambungan.

Penerapan GCG di tahap awal difokuskan pada pemenuhan In the initial stage, GCG implementation was focused on peraturan dan perundangan-undangan yang berlaku di achieving compliance with prevailing laws and regulations Indonesia, seiring terbentuknya struktur dan mekanisme in Indonesia, regarding the governance structure and work mengenai organ utama perusahaan, yaitu Pemegang Saham, mechanism among the Company’s principal bodies namely the Dewan Komisaris dan Direksi, sejak 9 Desember 2014 saat Shareholders, Board of Commissioners and Board of Directors. PT Garuda Indonesia (Persero), Tbk. secara resmi menjadi This has started since December 9, 2014, when PT Garuda pemegang saham mayoritas Perseroan. Indonesia (Persero) Tbk officially became majority shareholder.

Beberapa perbaikan yang segera dilakukan antara lain Among these early initiatives were the establishment of mencakup penetapan remunerasi Direksi, penyelenggaraan Directors’ remuneration system, meetings of the Board of rapat Dewan Komisaris dan Komite Audit, penetapan Piagam Commissioners and Audit Committee, formulation of Audit Audit, penyusunan dokumentasi rapat Dewan Komisaris dan Committee Charter, documentation of minutes of meetings rapat Direksi, serta implementasi proses pengadaan melalui of Commissioners and Directors, and the implementation of E-Procurement guna meningkatkan aspek transparansi bisnis e-Procurement process to improve business transparency Perseroan. within the Company.

Prospek Usaha Tahun 2016 2016 Business Prospects Pada tahun 2016 Indonesia National Air Carrier Association Indonesia National Air Carrier Association (INACA) predicted (INACA) memproyeksikan pertumbuhan jumlah penumpang that domestic and international airline passengers in 2016 will domestik dan internasional di Indonesia berkisar 8-9% atau grow at around 8%-9%, slightly lower than the growth trend of sedikit lebih rendah dari trend pertumbuhan sesuai data 10% recorded by INACA in the last few years. INACA selama beberapa tahun terakhir yang berkisar di tingkat pertumbuhan 10%.

48 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Industri penerbangan nasional telah mengantisipasi potensi In anticipation of this growth potential, the national aviation pertumbuhan ini dengan investasi pembelian armada pesawat industry has invested in purchases of new aircraft to expand baru guna meningkatkan destinasi tujuan dan frekuensi their destination network and flight frequency, both for penerbangan, baik penerbangan berjadwal maupun charter. scheduled as well as for charter flights. In terms of airport Dalam aspek infrastruktur, Angkasa Pura I dan II sebagai infrastructure, Angkasa Pura I and II as the designated perusahaan pengelola bandar udara juga tengah aktif airport management companies in Indonesia are also active mengembangkan dan meningkatkan kapasitas terminal, apron in developing more capacity in terms of passenger terminals, dan landasan bandara-bandara di Indonesia. apron and runways at Indonesia’s airports.

Perseroan dalam posisi siap mengambil manfaat dari potensi The Company is in a good position to capitalize on this growth pertumbuhan tahun 2016 ini, terutama terkait rencana Garuda potential in 2016, and especially with regard to plans by Garuda Indonesia, sebagai pelanggan terbesar Perseroan, untuk Indonesia, as the Company’s primary customer, to expand its mengembangkan pasar penerbangan domestik ke kota-kota domestic destinations to the principal towns in regencies, and kabupaten, dan pasar internasional khususnya destinasi Asia internationally to destinations in East Asia. Timur.

Gapura secara seksama tengah melakukan pengembangan Gapura is diligently developing new businesses with promising layanan-layanan baru yang memiliki potensi besar di masa future potential, such as for example the hospitality or service depan, antara lain layanan Hospitality/ service assistance assistance for debarking, transiting or embarking passengers, untuk penumpang yang datang, transit atau berangkat, serta or airport lounge services. The Company is also currently layanan Lounge di beberapa bandara. Selain itu Perseroan developing the Gapura Learning Center facility as a business mengembangkan Gapura Learning Center sebagai unit bisnis unit that provides licensing and certification training to third yang dapat memberikan pelatihan berlisensi kepada pihak lain. parties.

Perubahan Komposisi Direksi Changes in Directors Composition Dalam Rapat Umum Pemegang Saham Tahunan (RUSPT) PT In the Annual General Meeting of Shareholders of PT Gapura Gapura Angkasa pada tanggal 28 Oktober 2015, Pemegang Angkasa on October 28, 2015, the shareholders have effected Saham melakukan perubahan susunan Direksi berkaitan some changes in the Board of Directors, as several Directors beberapa Direksi telah memasuki akhir masa jabatan. Pada have ended their term of office. I would like to take this kesempatan ini, saya menyampaikan penghargaan dan terima opportunity to convey my heartfelt thanks and appreciation to kasih kepada para Direksi yang mengakhiri masa jabatannya, those outgoing Directors, namely Hariyanto, former Director yaitu Hariyanto selaku Direktur Operasi, Heru Legowo selaku of Operations, Heru Legowo, former Director of Finance, and Direktur Keuangan, serta Tharian selaku Direktur Strategi & Tharian, former Director of Strategy & Human Capital, for their SDM atas kerja keras dan dedikasi yang telah diberikan kepada hard work and dedication to the Company. Perseroan.

Saya juga menyambut dan mengucapkan selamat kepada In their places, I would like to welcome the new Directors, jajaran Direksi baru, yaitu Sucipto selaku Direktur Operasi, Ester namely Sucipto as Director of Operations, Ester Siahaan as Siahaan selaku Direktur Keuangan, serta Eko Diantoro selaku Director of Finance, and Eko Diantoro as Director of Strategy Direktur Strategi & SDM. & Human Capital.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 49 Corporate Profile Management report 02 Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Apresiasi Words of Appreciation Direksi mengucapkan terima kasih kepada para pelanggan, The Board of Directors would like to thanks our customers, mitra kerja dan para pemangku kepentingan lain atas kerja business partners and other stakeholders for their continuing sama dan dukungan yang diberikan kepada Gapura, serta support and cooperation with Gapura. Appreciation is also due penghargaan kepada seluruh karyawan atas kerja keras dan to all our employees that have shown dedication and hard work, dedikasi yang diberikan sehingga Gapura mampu mencapai enabling Gapura to achieve significantly better performance in peningkatan kinerja yang signifikan di tahun 2015. 2015.

Kami juga menyampaikan penghargaan yang setinggi- The Board of Directors also extend the highest of appreciation tingginya kepada Pemegang Saham atas segenap dukungan to the Shareholders for their support as Gapura continue yang diberikan, sehingga Gapura dapat terus mengembangkan forward to become a ground handling company with world- potensi menuju perusahaan ground handling dengan kualitas class services. layanan kelas dunia.

Agus Priyanto Direktur Utama President & CEO

50 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Dari kiri ke kanan Ester Siahaan Direktur Keuangan From left to right Direktur Keuangan

Direksi Eko Diantoro Board of Directors Direktur Strategi & SDM Direktur Strategi & SDM

Agus Priyanto Direktur Utama President & CEO

Sucipto Direktur Operasi Direktur Operasi

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 51 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data ManagementFinancial report Discussion & Analysis Analisis & Pembahasan Manajemen Program transformasi bisnis Gapura sebagai landasan strategi pertumbuhan bertumpu pada lima pilar utama yaitu People, Process, Premises, Brand dan Technology atau dikenal sebagai Five Drivers” atau lima komponen pendorong. The ongoing business transformation program of Gapura as its growth strategy, and which rely on the five core pillars of People, Process, Premises, Brand and Technology. These are known in Gapura as the ‘Five Drivers’ of growth.

Tinjauan Bisnis & Operasional 12 Business & Operations Review Tinjauan Pendukung Bisnis 14 Business Support Review Tinjauan Kinerja Keuangan 15 Financial Performance Review

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 53 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Tinjauan Bisnis & Operasional Business and Operational Review

“Langkah-langkah Gapura dalam menerapkan strategi business leveraging berlangsung konsisten sepanjang tahun 2015, dan menyediakan landasan bagi pertumbuhan bisnis yang lebih tinggi di tahun-tahun mendatang”.

“Gapura consistently implemented the business leveraging strategy throughout 2015, providing a solid foundation for accelerated business growth in the coming years”

Tinjauan Industri Ground Handling Overview of Ground Handling Industry Kondisi geografis dan demografis Indonesia menjadi faktor Geographical and demographic conditions in Indonesia point pendukung bagi potensi pasar transportasi udara. Transportasi to the huge potential in the market for air transportation. udara sangat dibutuhkan untuk menghubungkan berbagai Air transportation is vitally needed to connect places in lokasi di Nusantara yang terdiri dari ribuan pulau dan laut, lebih this vast archipelago of thousands of islands separated by dari 5.100 kilometer dari timur ke barat dan 1.700 kilometer seas, extending more than 5,100 kilometers from east to dari utara ke selatan. Dari sisi demografis, Indonesia tengah west and 1,700 kilometers from north to south. In terms of menyaksikan tumbuhnya kelas menengah, penduduk usia demographics, Indonesia is seeing the growth of its middle- produktif dengan tingkat penghasilan yang terus meningkat, class, people of productive-age with a rising level of income, sehingga makin banyak orang yang mampu bepergian dengan and thus more and more people can afford to travel by air. pesawat udara.

Pertumbuhan penumpang dan destinasi yang mempunyai The growing numbers of destinations and passengers resulted arti meningkatnya frekuensi penerbangan dan berkorelasi in an increase in flight frequency, with direct impact to the langsung terhadap kinerja Perseroan, mengingat sebagai Company’s performance. As a ground handling service provider, ground handling pendapatan Perseroan ditentukan dari satuan the Company’s revenues increases with the number of flight flight yang dilayani. served.

Potensi pasar yang prospektif ini mampu dikembangkan In 2015, Gapura was able to capitalize fully on this market dengan baik di tahun 2015 oleh Gapura yang aktif melakukan potential through its business transformation program, which program transformasi bisnis menuju keunggulan operasional has resulted in operational excellence leading to, ultimately, yang menghasilkan peningkatan kinerja keuangan. improvement in financial performance.

54 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Produksi Ground Handling Ground Handling Production Pada tahun 2015 produksi ground handling Gapura mencapai In 2015, ground handling production by Gapura amounted to 276.564 flight atau meningkat 8% dari produksi 255.350 276.564 flights, increasing by 8% over production of 255,350 flight selama tahun 2014 dengan jumlah terinci sebagai flights during 2014, with details as follow: berikut:

Pelanggan 2014 2015 Change Maskapai Asing 24.898 20.424 -18% Maskapai Nasional 15.287 16.785 10% Maskapai Garuda Group 215.165 239.355 11% Total flight 255.350 276.564

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 55 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Penurunan di segmen maskapai asing sebesar 18% disebabkan The 18% decline in the overseas airlines segment was due penghentian kerjasama Qantas Airways di DPS dan penurunan to the contract termination with Qantas Airways at the DPS jumlah frekuensi penerbangan Internasional sementara Station as well as due to the overall decline in international kenaikan maskapai Garuda group sebesar 11% disebabkan oleh flights served. The 11% increase in the Garuda group segment bertambahnya produksi flight Garuda Indonesia dan Citilink. was due to increased flights of both Garuda Indonesia and Citilink.

Total produksi cargo handling dan warehousing pada tahun Total production of cargo handling and warehousing in 2015 2015 mencapai 158.947 ton atau berkurang 9% dari produksi amounted to 158,947 tons, a decline of 9% from production 174.183 ton pada tahun 2014 dengen tonase terinci sebagai of 174,183 tons recorded in 2014, with the following details: berikut:

Kargo 2014 2015 Change Domestik 88.966 73.964 -17% Internasional 61.452 59.093 - 4% Cargo Handling 23.765 25.890 9% Total tonase 174.183 158.947

Penurunan cargo domestik sebesar 17% disebabkan The 17% decline in domestic cargo was due to the closure of our penutupan cargo dibeberapa cabang, sementara penurunan cargo business in a number of stations, while the 4% decline in cargo internasional 4% disebabkan karena adanya penurunan international cargo was due to a decline in production at CGK produksi di cabang CGK dan ditutupnya gudang Internasional Station and the closure of international warehouse business at di cabang DPS, SRG dan KNO. Kenaikan cargo handling sebesar DPS, SRG and KNO stations. The 9% increase in cargo handling 9% disebabkan tambahan produksi cargo di cabang DPS. was due to additional cargo production at the DPS Station.

Jaringan Pelayanan Service Network Hingga akhir tahun 2015, Gapura mengoperasikan 53 stasiun Up to year-end 2015, Gapura operates 53 service outlets pelayanan terdiri dari 29 kantor cabang bandara dan 24 kantor comprising of 29 airport branches and 24 airport representative perwakilan bandara. Kantor pelayanan baru yang dibuka offices. New service outlets have been established in tahun 2015 adalah bandara kota Lhoksumawe, Ketapang, 2015, namely at the airports of Lhoksumawe, Ketapang, Pangkalanbun, dan tanjung karang, Sabang, Meulaboh dan Pangkalanbun, and tanjung karang, Sabang, Meulaboh and Langgur untuk melayani rute baru Garuda Indonesia dengan Langgur, representing new destinations for Garuda Indonesia menggunakan armada pesawat ATR-72. with its ATR-72 aircraft.

Pelanggan ground handling Gapura terbagi menjadi 2 segmen Gapura’s ground handling customers are classified into 2 yaitu maskapai full service carrier (prime handling) dan segmen segments, namely the full service carriers (for our prime handling maskapai low cost carrier (LCC) baik maskapai penerbangan servicves) and the low-cost carriers (LCC), comprising both domestik maupun asing di Indonesia. domestic as well as international airlines operating in Indonesia.

Melalui upaya-upaya konsisten untuk terus meningkatkan Through consistent efforts in service quality improvement, kualitas pelayanan, Gapura terus menambah daftar maskapai Gapura continue to add new airlines to its growing customer pelanggan sebagai pengguna jasanya. Pada tahun 2015, base. In 2015, there were a total of 31 international airline jumlah pelanggan maskapai penerbangan asing berjumlah 31 customers, of which Tiger Airways, and Jetstar were new maskapai, dimana pelanggan baru di tahun 2015 adalah Tiger customers acquired in 2015. The number of domestic airline Airways, dan Jetstar. Sementara jumlah pelanggan maskapai customers meanwhile was 23 airlines, which include NAM Air domestik mencapai 23 maskapai, dengan pelanggan baru as new customers. adalah NAM Air.

56 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Sebagai official ground handling Garuda Indonesia Group, pada As the official ground handling provider of Garuda Indonesia, in tahun 2015 Perseroan telah melayani seluruh kota tujuan 2015 the Company has operations in all domestic destinations domestik Garuda di 51 stasiun dan Citilink di 27 stasiun. Selama of Garuda at 51 stations and Citilink of 27 stations. During tahun 2015, Perseroan telah melayani XX penerbangan VVIP 2015, the Company served XX special VVIP flights of head kepala negara dan pejabat tinggi negara-negara sahabat yang of state and high ranking official of friendly countries visiting berkunjung ke Indonesia. Indonesia.

Modernisasi GSE dan Rebranding GSE Modernization and Rebranding Aspek kecepatan, efisiensi dan akurasi berperan penting dalam Speed, efficiency and accuracy are important aspects in kegiatan ground handling guna mempercepat waktu turn ground handling activities to enable faster aircraft turn around around dan menekan biaya layanan. Karenanya Ground Support and lower service costs. Thus, just like an aircraft for an airline, Equipment (GSE) menjadi alat produksi utama yang penting, a Ground Support Equipment (GSE) is the primary production sebagaimana armada pesawat di maskapai penerbangan equipment that is important for improvement in operations untuk meningkatkan keandalan operasional dan kinerja bisnis and business of a ground handling services provider. bagi Perseroan.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 57 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Perseroan melakukan modernisasi GSE dengan pembelian 215 The Company has modernized its GSE fleet through an peralatan GSE berteknologi mutakhir yang ramah lingkungan investment in 215 GSE units of the latest, eco-friendly dari produsen GSE terkemuka di Eropa. Untuk peralatan tonase technology produced by leading GSE manufacturers in Europe. besar seperti bus apron, diharapkan telah memenuhi standar Large tonnage equipment such as apron bus have engines that emisi Euro 3, sementara untuk peralatan tonase kecil dipilih comply with the Euro 3 emissions standard, while the smaller peralatan motor listrik bertenaga baterai sehingga Emisi Nihil equipment are driven by zero-emission battery-supplied (zero emmision). electric motors.

Sejumlah 46 unit peralatan GSE baru ini telah tiba di tahun Up to year-end 2015, a total of 46 new GSE units have been 2015, dan akan tuntas diterima hingga tahun 2016 dimana delivered, and the remaining will be deliverd in 2016. Most of sebagian besar akan ditempatkan di Terminal 3 bandara these new units will be deployed at Terminal 3, Soekarno-Hatta Soekarno-Hatta yang merupakan hub Garuda Indonesia dan Airport, as the hub for Garuda Indonesia and international penerbangan internasional. airlines.

Seiring dengan modernisasi peralatan, dilakukan program Along with equipment modernization, Gapura also engaged re-branding Gapura untuk menciptakan tampilan yang lebih in a re-branding program designed to present a more modern modern dan dinamis sesuai aspirasi untuk menjadi perusahaan and dynamic impression of the Company, suiting its aspirations ground handling berkelas dunia. Rebranding tahap pertama to become a world-class ground handling company. The first mencakup penggantian logo identitas perusahaan, yang stage of the rebranding program was the introduction of a langsung diterapkan ke dalam armada GSE baru Perseroan new logo, which was applied to the new GSE units since May pada bulan Mei 2015. 2015.

Guna menjamin ketersediaan dan kehandalan armada GSE, To ensure the availability and reliability of its GSE fleet, the Gapura memiliki Workshop yang tersebar di 7 kota yaitu Company operates GSE workshops in 7 cities, namely in Jakarta, Denpasar, Makassar, Surabaya, Medan, Yogyakarta, Jakarta, Denpasar, Makassar, Surabaya, Medan, Yogyakarta and dan Balikpapan untuk perawatan, perbaikan hingga overhaul Balikpapan, for the maintenance, repair and overhauls of GSE peralatan. units.

Gapura Learning Center Gapura Learning Center Tahapan paling krusial dari rebranding adalah penanaman The most crucial stage in the rebranding process is the etos kerja baru yaitu “Shared Success” serta karakter untuk development of a new work ethics,’Shared Success’, as well as melayani ke karyawan Gapura, terutama yang bertugas di lini a service culture among all employees of Gapura, and especially depan melayani langsung pelanggan. the front liners that interact directly with customers.

Internalisasi budaya perusahaan dilakukan secara sistematis The internalization of the new culture is conducted sejak proses rekrutmen, pelatihan dan pemberdayaan. Hal systematically right from the recruitment, training and ini ditunjang pendirian fasilitas Gapura Learning Center development of employees. This is supported with the yang memberikan pelatihan bidang basic airport handling establishment of Gapura Learning Center facilities to provide management, basic frontliner, grooming & etiquette, aviation training in basic airport handling management, basic frontliner, security, cargo & mail, dangerous goods, dan GSE operator. grooming & etiquette, aviation security, cargo & mail, dangerous goods, and GSE operator.

Pada tahun 2015 telah beroperasi Gapura Learning Center di In 2015, Gapura Learning Center facilities have been kantor pusat Jakarta serta di bandara Cengkareng, Jogyakarta, operational at the Head Office and Cengkareng Airport, Jakarta, Surabaya, Makassar dan Denpasar. Selanjutnya direncanakan as well as in Jogyakarta, Surabaya, Makassar and Denpasar. akan dibuka pula learning center di bandara Ambon, Balikpapan Similar facilities will next be opened in Ambon, Balikpapan and dan Medan. Medan.

58 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Lulusan Gapura Learning Center memperoleh sertifikat Graduates of Gapura Learning Center will receive a certification dan SKP (Surat Kecakapan Personel) dari Kementerian and SKP (Personnel Competence Document) issued by the Perhubungan yang merupakan lisensi resmi untuk bekerja di Ministry of Transportation, as the official license needed to kebandarudaraan dan maskapai penerbangan. Saat ini tengah secure jobs in airports and airlines. The Company is currently diupayakan agar Gapura Learning Center juga mendapatkan working towards an IATA (International Air Transport akreditasi dari IATA (International Air Transport Association). Association) accreditation for its learning centers.

Menumbuhkan Budaya Keselamatan Developing a Safety Culture Operasi ground handling harus memenuhi aspek keselamatan Ground handling operations have to comply with strict dan keamanan penerbangan, kelancaran operasional dan flight safety and security issues, as well as ensure smooth optimalisasi penggunaan sumber daya. Untuk itu selama operations and optimum use of resources. Thus, in 2015, tahun 2015 secara berkelanjutan Perseroan melakukan the Company consistently provide continuing training and program pelatihan dan sosialisasi khususnya kepada karyawan socialization to its airside personnel, i.e. those that serve in airside (yang bertugas di apron bandara). Melalui kampanye airport aprons. The ‘Ramp Safety’ campaign, for example, has “Ramp Safety” tercapai penurunan Accident Rate yang cukup succeeded in significantly reducing the level of Accident Rate signifikan dari 13 kecelakaan pada 2014 menjadi 7 accident from 13 accidents in 2014 to just 7 accidents in 2015. pada tahun 2015.

Agar budaya keselamatan menjadi bagian dalam seluruh To help instill a safety culture as part of the day-to-day activities aktivitas karyawan, pada tahun 2015 Gapura membentuk of employees, Gapura established the Safety, Security and unit Safety, Security dan Quality Assurance yang memiliki Quality Assurance unit in 2105, staffed with expert personnel tenaga ahli bersertifikat dari kementerian tenaga kerja dalam having the proper certification in Occupational Health & bidang keselamatan dan kesehatan kerja. Unit tersebut kini Safety from the Ministry of Labour. The unit is charged with aktif melaksanakan berbagai program sosialisasi dan pelatihan developing and executing training and socialization programs keselamatan dan keamaan kerja di seluruh cabang Perseroan. related to Occupational Health & Safety at all the Company’s branches.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 59 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Kinerja Keselamatan (insiden per 1000 penerbangan) Safety Performance (incident per 1000 flight)

0,070 0,065 0,063 0,061 0,057 0,060 0,064 0,061 0,050 0,058 0,050 0,051 0,040 0,030 0,020 0,025 0,010 2011 2012 2013 2014 2015

Realisasi Realization Target Target

Pada tahun 2015 Gapura berhasil mempertahankan sertifikat In 2015, Gapura has successfully renewed its ISAGO (IATA ISAGO (IATA Safety Audit for Ground Operations) dari Safety Audit for Ground Operations) certification from International Air Transport Association sebagai merupakan IATA, as a global recognition of Gapura’s consistency in risk pengakuan internasional terhadap konsistensi Gapura untuk management and safety, both in documentation as well as manajemen risiko dan keselamatan, baik dalam dokumentasi implementation, in the operations at Soekarno-Hatta and dan implementasi untuk operasi di bandara Soekarno-Hatta Denpasar airports. dan Denpasar.

Perseroan memberi perhatian tinggi pada parameter The Company also continue to strive to improve other operational excellence antara lain station handling delay serta parameters for operational excellence, including the station mishandling baggage/cargo untuk mengukur kinerja ketepatan handling delay to measure the timeliness of ground handling waktu ground handling dan mengukur kasus kerusakan, operation, and the baggage/cargo mishandling in terms of kehilangan, salah tujuan, tertinggal serta penyimpangan lain. damage, loss, mistaken destination, left behind, or other violations.

Tingkat station handling delay pada tahun 2015 adalah 0,11% Station handling delay in 2015 was measured at 0.11%, down menurun dari 0,20% pada tahun 2014, sementara baggage/ from 0.2% in 2014, while baggage/cargo mishandling was cargo mishandling adalah 0,08% menurun dari 0,13% pada 0.08%, a decline from 0.13% in 2014. 2014.

Pengembangan Bisnis Baru Development of New Businesses Layanan warehousing sebagai salah satu sumber pendapatan The warehousing business segment, as a source of revenues bagi Perseroan tengah menghadapi perubahan terkait dengan for the Company, is undergoing some changes related to the langkah Angkasa Pura untuk mengambil alih pengelolaan policy of Angkasa Pura in taking over the management of pergudangan Perseroan, sebagaimana yang telah terjadi di warehouses at airports. This has already happened to the warehouse Yogyakarta, Jambi, Denpasar, Pangkal Pinang dan warehouses at Yogyakarta, Jambi, Denpasar, Pangkal Pinang Semarang. Dengan demikian pada tahun 2015 Gapura hanya and Semarang. Thus, in 2015, Gapura was left with the mengelola warehousing yang berlokasi di bandara Soekarno- operations of the warehouse at the Soekarno-Hatta Airport. Hatta.

60 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Untuk mengantisipasi Gapura telah merintis pendirian In anticipation of this, Gapura has begun to develop new strategic business unit (SBU) yaitu antara lain penggabungan strategic business units (SBU), including combining the Lounge layanan Lounge & Hospitality dengan mulai mengelola sendiri and Hospitality services. The Company currently manages the executive lounge di Terminal 1C bandara Soekarno Hatta Executive Lounge at Terminal 1C Soekarno-Hatta as well as at serta Pontianak dan Pekanbaru, sementara executive lounge Pontianak and Pekanbaru airports, while the Executive Lounge di Terminal 2 bandara Soekarno Hatta dan Denpasar bekerja at Terminal 2 Soekarno-Hatta and Denpasar are managed in sama dengan mitra. partnership with third parties.

Layanan Hospitality yaitu passenger service assistant (PSA) The Hospitality services, formerly providing passenger service yang awalnya hanya untuk Garuda Indonesia kini digunakan assistant (PSA) services to Garuda Indonesia, is now available juga oleh maskapai lain, seperti Korean Air dan Japan airlines, to passengers from other airlines such as Korean Air and Japan serta pelanggan personal dan korporasi. Airlines, as well as personal and corporate clients.

Hospitality Gapura bergabung dalam Society Concierge Gapura’s Hospitality services is a member of Society Concierge Indonesia sehingga dipercaya untuk melayani hotel bintang Indonesia, and thus is able to serve guests of leading 5-star lima seperti Shangrila, Mulia, Mandarin dan Heritage. Selama hotels such as Shangrila, Mulia, Mandarin and Heritage, In 2015, bisnis Hospitality berkembang pesat dengan jumlah 2015, the Hospitality business recorded growth from 20 pelanggan bertambah dari 20 di tahun 2014 menjadi 40 customers served in 2014 to 40 customers in 2015. pelanggan pada 2015.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 61 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Tinjauan Pendukung Bisnis Business Support Review

Dua elemen kunci dari proses tranformasi bisnis yang tengah berlangsung di Gapura adalah penerapan Teknologi Informasi untuk mewujudkan operational excellence, serta perubahan paradigma dalam pengelolaan Sumber Daya Manusia.

The ongoing business transformation process in Gapura rests on two key elements: the implementation of Information Technology towards operational excellence, and the paradigm change in the management of our Human Capital.

TI Mendorong Transformasi IT Driven Transformation Sebagai penunjang utama industri penerbangan, industri As the primary supporting industry for the aviation sector, ground handling menghadapi dinamika tuntutan bisnis the ground handling industry has to face increasing demand yang terus meningkat dari industri penerbangan. Tuntutan for higher quality services from client airlines. The Company ini mendorong Perseroan untuk memberikan layanan yang responded by efforts to provide smart and excellent services, lebih unggul dan cerdas, melalui optimalisasi proses kerja delivered through optimization of work processes and operasional dan peningkatan service delivery bermutu tinggi, improvement of service quality. The expected end result is yang diharapkan akan meningkatkan kepuasan pelanggan, improvements in customer satisfaction, profits and Gapura laba usaha serta citra perusahaan. brand.

Guna mewujudkan operational excellence, Perseroan To achieve operational excellence, the Company is committed berkomitmen memanfaatkan Teknologi Informasi sebagai to the utilization of Information Technology as an enabler for pendorong proses transformasi bisnis dengan menjadikan business transformation, transforming Gapura into an IT-based Gapura sebagai IT-based organization yang menerapkan organization that use the right advanced technology towards teknologi mutakhir tepat guna untuk optimalisasi proses- optimum ground handling operational processes. proses operasional ground handling.

Strategi pemanfaatan TI di Gapura difokuskan pada teknologi At Gapura, IT utilization strategy centers on the use of proven mutakhir yang telah terbukti memiliki kemampuan yang and capable technology systems, mainly to improve the baik (Capable), terutama dalam peningkatan efisiensi dan efficiency and effectiveness of various work processes, to be efektifitas proses kerja, yang implementasi dan pengembangan developed and implemented by business partners with well- sistemnya dilakukan mitra bisnis yang memiliki kompetensi known reputation in the field of Information Technology. tinggi di bidang teknologi informasi.

62 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Pengembangan layanan TI di Gapura diawali melalui Development of IT services at Gapura started with the penggunaan perangkat lunak Enterprises Resource utilization of an Enterprise Resource Planning (ERP) software Planning (ERP) dari SAP AG, Jerman. Inisiatif ini merupakan from SAP AG, Germany. It is an important milestone in the tonggak penting dalam pendayagunaan TI di Gapura, karena utilization of IT at Gapura, as it underscores the commitment menunjukkan komitmen Perseroaan untuk mewujudkan suatu to develop a comprehensive, integrated IT system towards sistem TI yang komprehensif dan terintegrasi dalam rangka transparency as well as effectiveness and efficiency of transparansi, efektivitas dan efisiensi proses bisnis. business processes.

Gapura juga telah berhasil menerapkan modul Financial Subsequently, Gapura has successfully implemented the Accounting and Controlling (SAP FICO). Modul SAP FICO Financial Accounting and Controlling (SAP FICO) module. This mengintegrasikan proses-proses pencatatan, pengumpulan module integrated the recording, collection and processing of dan pengolahan transaksi atau informasi keuangan secara financial transactions or information in a real-time basis, to real-time, sebagai masukan untuk keperluan pelaporan internal serve as input for internal and external reporting purposes dan eksternal maupun untuk proses analisa dan pengambilan as well as for management analysis and decision-making keputusan manajemen. processes.

Setelah SAP¬ FICO, Gapura melanjutkan dengan implementasi Following SAP FICO, Gapura implemented the SAP HCM modul SAP HCM (Human Capital Management). Modul (Human Capital Management) module. The SAP HCM module SAP HCM mendukung seluruh proses yang terkait dengan supports all processes related with the management of pengelolaan Sumber Daya Manusia dan administrasi karyawan human resources and employee administration, including the di Perusahaan, termasuk penyimpanan data karyawan secara filing of individual employee data starting from recruitment individu sejak direkrut sampai pensiun atau keluar dari up to retirement or discharge from the Company. In 2015, Perusahaan. Pada tahun 2015 dilakukan implementasi modul the Company implemented the SAP-Payroll module in a SAP-Payroll yang merupakan kelanjutan dari sistem SAP HCM continuation of SAP HCM as one of the core support systems sebagai salah satu sistem pendukung utama Perseroan. used by the Company.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 63 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Gapura juga telah mengembangkan sistem e-Procurement Gapura has also developed an e-Procurement system for dalam proses pengadaan barang dan jasa di Perusahaan. Selain the procurement of goods and services at the Company. In dapat meningkatkan efisiensi proses pengadaan, implementasi addition to improving the efficiency of procurement processes, e-Procurement juga merupakan salah satu langkah penting the implementation of e-Procurement is also an important dalam peningkatan transparansi terkait dengan pelaksanaan step towards increased transparency with regards to the praktik-praktik Tata Kelola Perusahaan yang baik (GCG) di implementation of Good Corporate Governance (GCG) practices Gapura. at Gapura.

Pada tahun 2015, pendayagunaan sistem-sistem TI diperluas In 2015, the scope of IT utilization was expanded to support untuk mendukung aktivitas operasional utama Gapura yaitu Gapura’s core operational activities of providing ground penyediaan jasa ground handling di bandara. Gapura telah handling services at airports. Gapura then implemented the menerapkan salah satu aplikasi TI paling mutakhir di industrinya Operational Control System (OCS), one of the latest IT systems yaitu Operational Control System (OCS). in the ground handling industry.

64 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Melalui OCS, aktivitas ground handling di seluruh area OCS enables real-time monitoring of all ground handling bandara dapat dipantau secara real-time, sehingga dapat activities in all areas of an airport, leading to more optimum mengoptimalkan penggunaan sumber daya peralatan maupun utilization of available equipment and personnel, while also personil yang tersedia, serta mengantisipasi keterlambatan anticipating delays in aircraft handling. The kick-off for OCS penanganan pesawat. Kick off implementasi OCS di Bandara implementation at Soekarno-Hatta International Airport was Internasional Soekarno-Hatta dilakukan pada Oktober 2015 held in October 2015, with the system expected to be fully dan direncanakan akan operasional pada bulan Oktober 2016. operational by October 2016.

Selain implementasi OCS, program-program pengembangan In addition to OCS implementation, development of IT services layanan TI pada tahun 2015 juga mencakup sejumlah undertaken during 2015 also include initiatives such as the re- inisiatif lain seperti desain-ulang situs web Perusahaan, design of the Company’s official website, the development of pengembangan aplikasi korespondensi dan infrastruktur a correspondence application, and the infrastructure for inter- jaringan komunikasi data antar-cabang. branch data communication network.

SDM sebagai Sumber Daya Pertumbuhan Human Capital as Growth Resources Konsep human capital menempatkan karyawan sebagai salah The concept of human capital sees employees as one of the satu sumber daya utama yang vital bagi keberlangsungan dan vital resources to sustain the business growth of a company. pertumbuhan bisnis perusahaan, karenanya pengembangan Thus, efforts in developing the potentials of the workforce potensi karyawan harus diupayakan secara optimal dan should be undertaken in an optimum and balance manner berimbang dengan peningkatan kesejahteraan karyawan. along with improvement in employee welfare.

Gapura menggunakan pendekatan Competency-Based Human Gapura implements the Competency-Based Human Resources Resources Management (CBHRM) dalam pengeloaan human Management (CBHRM) approach in the management of its capital dengan menerapkan tiga model pengembangan human capital using three models for the development of Core untuk Core Competency, Basic Competency dan Professional Competency, Basic Competency and Professional Competency. Competency.

Ketiga model ini dikembangkan dan terus disempurnakan These three models were developed and continuously untuk mendukung penilaian kemampuan karyawan secara enhanced to enable fair and transparent assessment of adil dan transparan. Dengan demikian setiap karyawan Gapura employee competences. Each individual employee of Gapura is diharapkan dapat menguasai: thus expected to acquire: • Core Competency (nilai-nilai budaya perusahaan) • Core Competency (corporate values) • Basic Competency (perilaku dan kualitas pribadi) • Basic Competency (personal behaviour and quality) • Professional Competency (keterampilan dan pengetahuan, • Professional Competency (general and specialized/ yang bersifat umum maupun khusus/fungsional). functional skills and knowledge)

Profil Karyawan Employee Profiles Per 31 Desember 2015, jumlah karyawan Gapura tercatat As of December 31, 2015, Gapura employs a total of sebanyak 1.783 orang (tidak termasuk Dewan Komisaris dan 1,783 personnel (not including members of the Board of Direksi), yang terdiri dari 1.375 orang karyawan tetap dan 408 Commissioners and Board of Directors), comprising 1,375 karyawan kontrak (Pekerja Kontrak Waktu Tertentu/PKWT). permanent employees and 408 contract employees. The Jumlah tersebut berkurang sekitar 3,25% dari jumlah karyawan number represents a decline of some 3.25% from 1,843 tahun 2014 yaitu sebanyak 1.843 orang. employees on record in 2014.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 65 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Karyawan Gapura tersebar di Kantor Pusat dan 53 kantor Gapura’s employees are stationed at the Head Office as well cabang/perwakilan di berbagai bandara di seluruh Indonesia. as at 53 branches/representative offices in airports all over Selain karyawan tetap dan PKWT, aktivitas operasional Gapura Indonesia. In addition to permanent and contract employees, juga didukung oleh 5.842 orang tenaga kerja alih-daya per 31 Gapura’s operations are also supported by 5,842 outsourced Desember 2015. personnel, as at December 31, 2015.

Sebanyak 46 karyawan baru telah direkrut sepanjang tahun A total of 46 new employees were recruited in 2015. In 2015. Selain untuk mengimbangi peningkatan volume bisnis addition to the need to keep pace with business growth serta menggantikan karyawan yang keluar, pensiun atau and to replace those that resigned, retired or deceased, meninggal dunia, rekrutmen karyawan baru juga diarahkan employee recruitment was also undertaken to improve the untuk memperbaiki komposisi karyawan secara keseluruhan. overall employee composition in terms of education and Perekrutan karyawan mengacu kepada tingkat pendidikan competences. Emphasizing better education and higher level dan kompetensi yang lebih tinggi guna memenuhi kualifikasi of competences, employee recruitment is thus directed to pekerjaan yang kelak dibutuhkan, serta mempersiapkan fill future job qualifications, as well as to prepare the future regenerasi kepemimpinan masa depan Gapura. leadership of Gapura.

Profil karyawan Gapura dapat dilihat pada tabel-tabel berikut Employee profile of Gapura is presented in the following tables: ini. Karyawan Berdasar Usia Karyawan Berdasar Usia 2014 2015

>50 330 266 >50 41-50 963 943 41-50 31-40 374 385 31-40

<30 176 189 <30 Total 1.843 1783 Total

Karyawan Berdasar Jenis Kelamin Karyawan Berdasar Jenis Kelamin 2014 2015 Pria 1506 1453 Pria Wanita 337 331 Wanita Total 1.843 1783 Total

Karyawan Berdasar Tingkat Pendidikan Karyawan Berdasar Tingkat Pendidikan 2014 2015 S2 21 20 S2 S1 497 488 S1 Diploma 172 166 Diploma SLTA 1105 1.064 SLTA SD-SMP 48 45 SD-SMP Total 1.843 1.783 Total

66 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Karyawan Berdasar Tingkat Jabatan Karyawan Berdasar Tingkat Jabatan 2014 2015 Vice President 12 13 Vice President General Manager 28 28 General Manager Senior Manager 35 34 Senior Manager Manager 76 76 Manager Assistant Manager 38 54 Assistant Manager Kepala Perwakilan 18 20 Kepala Perwakilan Supervisor/Koordinator 384 358 Supervisor/Koordinator Staf 1252 1.200 Staf Total 1.843 1.783 Total

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 67 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Pengembangan Kompetensi Karyawan Development of Employee Competences Penguatan kompetensi SDM merupakan bagian penting dari Development of employee competences is an important transformasi bisnis di Gapura. Selain pelatihan kompetensi part of the business transformation at Gapura. In addition yang bersifat wajib, juga dilakukan program-program pelatihan to training for mandatory competences, employee training serta pendidikan karyawan yang bersifat perubahan maupun programs also include training for competency change and pengembangan kompetensi. Pelatihan perubahan kompetensi development. Training in competency change is directed to bertujuan untuk membangun kompetensi karyawan agar develop employee competences so as to be able to keep pace mampu mengimbangi dinamika bisnis ground handling, dengan with the dynamics of ground handling business, eventually sasaran akhir pada pencapaian service excellence. Sedangkan leading to the achievement of service excellent. Training in pelatihan pengembangan kompetensi ditujukan untuk competency development, on the other hand, is directed to menyiapkan karyawan dengan kompetensi tertentu guna prepare personnel with specific competences in support of mendukung pengembangan portofolio bisnis Gapura. Gapura’s strategy to expand its business portfolio.

Pelatihan yang bersifat wajib adalah pelatihan yang harus Mandatory training is those that are required by the Government dilakukan sesuai dengan ketentuan Pemerintah maupun as well as the International Air Transport Association (IATA), International Air Transport Association (IATA), berupa comprising of training to acquire and maintain professional pelatihan untuk memperoleh dan mempertahankan lisensi/ licenses/certifications or other specific hard skills related to sertifikasi profesi maupun keterampilan (hard skill) khusus ground handling operations. In 2015, the total duration of lainnya menyangkut operasional ground handling. Pada tahun mandatory training conducted by Gapura amounted to 27,741 2015, total durasi penyelenggaraan pelatihan wajib di Gapura training hours in total. mencapai 27.741 jam pelatihan.

68 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Sementara pelatihan yang bersifat tidak-wajib adalah Non-mandatory training meanwhile is training that, while pelatihan yang tidak diwajibkan berdasarkan peraturan namun not required by regulations, is deemed important to support dianggap penting untuk menunjang dan meningkatkan kinerja the Company’s operations and improve its performance. perusahaan, termasuk pelatihan soft skill di bidang manajemen These include training in soft skills such as in management dan kepemimpinan (leadership). Pada tahun 2015, Gapura and leadership. In 2015, Gapura conducted a total of 12,487 tercatat menyelenggarakan 12.487 jam pelatihan di bidang training-hours in diverse areas such as legal, human resources, hukum, SDM, perpajakan, audit, pengadaan barang dan jasa, tax, audit, goods and services procurement, accident/incident accident/incident investigation & reporting, dan sejumlah investigation & reporting, and a few others. bidang lainnya.

Berbagai program pengembangan kompetensi karyawan The various employee competences development programs tersebut diselenggarakan sesuai dengan kebutuhan were undertaken according to the Company’s needs as well as Perusahaan maupun tuntutan jalur karir karyawan, dengan the employee career path, giving due consideration to concepts memperhatikan kesetaraan gender dan persamaan of gender equality and equal opportunity for all employees. kesempatan bagi seluruh karyawan.

Gapura mulai merintis penerapan Knowledge Management Gapura has also begun to implement Knowledge Management sebagai salah satu inisiatif strategi di bidang pengembangan as a strategic initiative in employee competences development. kompetensi karyawan. Hal ini dilakukan melalui Sharing In the implementation, the Human Capital division facilitated Session secara rutin yang difasilitasi oleh unit kerja Human routine sharing sessions, where employees can contribute as Capital, dimana setiap karyawan dapat berkontribusi sebagai speakers and otherwise participated in the exchange of ideas, pembicara dan saling bertukar ide, konsep dan informasi concepts and information among fellow employees. dengan karyawan lainnya yang berpartisipasi.

Remunerasi dan Kesejahteraan Karyawan Employee Remuneration and Welfare Faktor remunerasi maupun kesejahteraan karyawan dapat Employee remuneration and welfare can have a tangible impact berdampak secara nyata pada kinerja karyawan dan pada on employee performance and, eventually, on overall company akhirnya mempengaruhi produktivitas perusahaan. Sistem productivity. A fair and transparent work remuneration system remunerasi yang adil serta transparan dapat memacu karyawan can be a motivation for employees to strive for their best untuk memberikan kinerja terbaik dan terus-menerus berupaya performance and to continuously improve their capabilities. untuk meningkatkan kapabilitas yang dimiliki. Dengan Being assured of their welfare, employees will be able to focus terjaminnya kesejahteraan akan memungkinkan karyawan on their day-to-day work activities. untuk tetap fokus pada pekerjaan yang dilakukan setiap hari.

Karyawan Gapura memperoleh remunerasi yang terdiri dari gaji Gapura provides each employee with a remuneration package pokok dan kompensasi finansial lain meliputi tunjangan makan, consisting of a basic salary and other financial compensation tunjangan transportasi, tunjangan pendidikan (untuk anak that include meal allowance, transportation allowance, karyawan) serta Tunjangan Hari Raya. Karyawan pada posisi/ education allowance (for their children) and religious holiday fungsi tertentu juga memperoleh tunjangan Surat Kecakapan allowance. Employees at certain positions/functions also Personil (SKP)/Lisensi. Sementara di tingkat struktural, Gapura receive allowance for Personnel Competence Certification/ memberikan tunjangan tambahan berupa tunjangan jabatan License. Structural staffs also receive additional benefit in the dan fasilitas rumah dinas. Manajemen Gapura juga memiliki form of position allowance and company housing facility. Gapura kebijakan pembagian bonus tahunan kepada seluruh karyawan also has an annual bonus policy for all employees from profits dari laba yang diperoleh setiap tahun, yang diditribusikan earned each year, to be distributed in the following year. The pada tahun berikutnya. Paket remunerasi karyawan tersebut employee remuneration package is regularly adjusted each year disesuaikan secara berkala setiap tahun terhadap kenaikan to compensate for the increase in cost of living according to the biaya hidup berdasarkan angka inflasi resmi dari Pemerintah. official annual inflation figure as released by the Government.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 69 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Setiap tahun, Gapura memberikan beberapa penghargaan Each year, Gapura provides employees with rewards in terhadap karyawan yang berprestasi dalam mendukung recognition of their outstanding contribution to business pencapaian target bisnis dan juga penghargaan karyawan targets achievement as well as for continuous service dengan masa kerja aktif tidak terputus. Program penghargaan time. Initially designed as additional incentive to motivate yang dilakukan dalam rangka memotivasi karyawan tersebut employees, these reward programs are being integrated tengah diintegrasikan ke dalam suatu sistem remunerasi into a performance-based remuneration program, currently berbasis-kinerja yang saat ini sedang disusun sebagai kebijakan under development as a formal company policy, whereby the formal perusahaan, dimana imbalan kerja akan dibedakan employee work compensation will be determined based on berdasarkan kinerja masing-masing individu karyawan. Kinerja the respective performance of each individual employee. The karyawan akan dinilai secara objektif terkait dua aspek, yaitu system provides for an objective assessment of employee aspek pencapaian sasaran kerja serta aspek perilaku kerja dan performance in two areas, namely achievement of work target man management (bagi personil yang memiliki bawahan). and achievement in work behaviour and man management (for personnel with subordinate staff).

Selain memberikan tingkat remunerasi yang kompetitif di Aside from ensuring a competitive level of work compensation pasar bagi karyawannya, Gapura juga memberikan kompensasi for its employees, Gapura also provides non-financial non-finansial yang ditujukan untuk menjaga kesejahteraan compensation to ensure the overall welfare of employees karyawan secara keseluruhan, melalui program pensiun dan through both a pension program and an employee health program pelayanan kesehatan karyawan. Sesuai dengan service program. In compliance with applicable regulations, the ketentuan yang ada, seluruh karyawan dan pekerja Perusahaan Company registers all its employees and workers in the BPJS diikutsertakan dalam program BPJS Ketenagakerjaan, yang Ketenagakerjaan, the Government’s worker social security memberikan manfaat Jaminan Kecelakaan Kerja, Jaminan program, that provides Work Accident, Loss of Life and Old Kematian, dan Jaminan Hari Tua. Untuk menjamin kesejahteraan Age insurance. To ensure the welfare of employees following

70 Gapura Angkasa • Laporan Tahunan 2015 Annual Report karyawan setelah mereka pensiun (di usia 56 tahun), Gapura retirement (at the age of 56), Gapura maintains an Old Age memiliki program Tunjangan Hari Tua (THT) yang dikelola oleh Benefit program managed by an independent life insurance perusahaan asuransi jiwa pihak ketiga, serta Program Pensiun provider, and a Defined Benefit Pension Program run by the Iuran Pasti yang dikelola oleh Dana Pensiun Garuda Indonesia. Garuda Indonesia Pension Fund unit.

Gapura menyediakan fasilitas kesehatan yang cukup Gapura provides comprehensive health facilities for its komprehensif bagi karyawan. Selain mengikutsertakan seluruh employees. In addition to participation in the Government- karyawan dalam program BPJS Kesehatan sesuai ketentuan sponsored BPJS Kesehatan health insurance program for all yang berlaku, Gapura juga bekerja sama dengan pihak ketiga employees, Gapura also cooperates with third-party healthcare dalam penyediaan fasilitas kesehatan untuk rawat jalan dan providers in the provision of medical care and hospitalization rawat inap bagi karyawan dan keluarga inti mereka (istri/ facilities for employees and their immediate family members suami dan anak-anak sampai dengan usia 25 tahun). Fasilitas (spouse and children up to 25 years old). These facilities are kesehatan ini tersedia juga untuk karyawan yang telah also available to retired employees and their immediate family pensiun, termasuk istri/suami dan anak mereka. members.

Hubungan Industrial Industrial Relations Kebebasan berserikat bagi karyawan di Gapura diwujudkan At Gapura, freedom of association for employees is manifested melalui keberadaan Serikat Pekerja PT Gapura Angkasa through the activities of PT Gapura Angkasa Employee Union (SIPERKASA). Dengan beranggotakan seluruh karyawan Gapura, (SIPERKASA). Counting all Gapura employees as its members, SIPERKASA merupakan wadah yang efektif guna menyuarakan SIPERKASA is an effective vehicle with which to promote the aspirasi karyawan maupun melindungi kepentingan karyawan aspirations of employees as well as to protect their interests. Gapura. Dalam hal ini, SIPERKASA merupakan mitra aktif yang In this regards, SIPERKASA acts as an active partner to the bersama-sama dengan manajemen Gapura mengupayakan management of Gapura in building a harmonious relationship hubungan yang harmonis antara karyawan dan perusahaan between employee and the Company, and in creating a work serta terciptanya lingkungan kerja yang kondusif terhadap environment that is conducive towards the achievement of tercapainya tujuan-tujuan karyawan serta perusahaan. common objectives of the Company and its employees.

Gapura telah memiliki dokumen Perjanjian Kerja Bersama (PKB) Gapura currently has in force the Collective Labour Agreement untuk periode tahun 2015-2016 yang memuat hak dan (PKB) document for the 2015-2016 period, which contains kewajiban dari karyawan maupun perusahaan, terkait dengan the rights and obligations on the part of employees and the hubungan ketenagakerjaan yang ada antara karyawan dan Company related to the industrial relations between Gapura Gapura. Dokumen PKB dirumuskan bersama oleh manajemen and its employees. The PKB document is formulated jointly Gapura dan SIPERKASA sebagai wakil karyawan, serta by Gapura management and SIPERKASA as representative of diperbaharui dari waktu ke waktu untuk menyesuaikan dengan the employees, and is updated regularly to be adjusted with perkembangan kondisi yang ada. ongoing developments.

Indeks Kepuasan Kerja Work Satisfaction Index Gapura secara berkala melakukan survai kepuasan kerja di Gapura regularly conduct work satisfaction surveys among its kalangan karyawan, baik untuk karyawan tetap maupun emplo yees, both permanent staff and outsourced personnel. karyawan alih-daya. Hasil dari survai-survai tersebut kemudian The results of these surveys serve as feedback to implement menjadi umpan-balik untuk perbaikan dan penyempurnaan improvement measures in various areas related to issues of berbagai aspek terkait dalam pengelolaan sumber daya human capital management at Gapura. In 2015, the survey manusia Gapura secara keseluruhan. Pada tahun 2015, survai conducted resulted in an Employee Satisfaction Index score yang dilakukan memberikan hasil Indeks Kepuasan Karyawan of 71% for permanent employees and 72% for outsourced sebesar 71% untuk karyawan tetap dan 72% untuk karyawan personnel, respectively. alih-daya.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 71 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Tinjauan Keuangan Financial Review

Gapura memperlihatkan kinerja keuangan yang baik di tahun 2015 dengan membukukan peningkatan 54% pada Laba Bersih dan 26% pada Jumlah Aset.

Gapura showed an excellent financial performance in 2015 by posting a 54% increase in Net Income as well as a 26% growth in Total Assets.

Berikut ini adalah pembahasan mengenai kinerja keuangan The following is a discussion on the financial performance PT Gapura Angkasa (“Perseroan” atau “Gapura”) pada tahun of PT Gapura Angkasa (“Gapura” or the “Company”) in 2015. 2015. Angka-angka yang berpadanan untuk tahun 2014 Corresponding figures for the year 2014 are presented in disajikan sebagai pembanding maupun untuk keperluan analisis. comparison and for purposes of analysis.

Pembahasan berikut ini mengacu kepada Laporan Keuangan The following discussion refers to the Company’s Audited Auditan Perseroan untuk periode tahun buku yang berakhir Financial Statements for the fiscal year period ended pada 31 Desember 2015 dan 31 Desember 2014, yang juga December 31, 2015 and December 31, 2015, as attached in dilampirkan dalam Laporan Tahunan ini. this Annual Report.

Laporan Laba-Rugi Income Statements

Pendapatan Usaha Operating Revenues Gapura memperoleh Pendapatan Usaha dari aktivitas pada Gapura derives Operating Revenues from activities in the segmen-segmen usaha utama Perseroan yaitu Ground Company’s primary business segments of Ground Handling, Handling, Cargo Handling & Warehousing, dan Bisnis Lain. Pada Cargo Handling & Warehousing, and Other Businesses. In tahun 2015, jumlah Pendapatan Usaha tercatat mencapai 2015, Operating Revenues amounted to Rp1,318.82 billion, sebesar Rp 1.318,82 miliar, tumbuh 9% dari Rp 1.210,44 miliar increasing by 9% from Rp1,210.44 billion posted in 2014. yang dibukukan di tahun 2014.

Pendapatan dari Ground Handling, termasuk layanan AHAN Revenues from Ground Handling, including AHAN (Aircraft (Aircraft Handling Additional Note) serta penerbangan Haji, Handling Additional Note) services and Hajj flights, amounted mencapai sebesar Rp 1.089,94 miliar, atau 83% dari total to Rp1,089.94 billion, contributing 83% to total Operating Pendapatan Usaha pada tahun 2015, dan tercatat tumbuh Revenues in 2015, and representing a growth of 10% over 10% dari Rp 988,67 miliar di tahun 2014. Pertumbuhan Rp988.67 billion posted in 2014. The growth in revenues was tersebut sejalan dengan kenaikan produksi jasa Ground generally in line with the 8.3% increase in ground handling

72 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Handling sebesar 8,3% dari 255.350 penerbangan di tahun production from 255,350 flights in 2014 to 276,564 flights in 2014 menjadi 276.564 penerbangan pada tahun 2015. 2015. The increase in revenues in this segment also reflected Pertumbuhan pendapatan segmen ini juga diakibatkan adanya the increases of 25% in AHAN tariff and 2.5% in Ground kenaikan tarif Garuda Indonesia yang meliputi tarif AHAN Handling tariff for Garuda Indonesia, beginning in June 2015 sebesar 25% mulai Juni 2015 dan Ground Handling 2,5% mulai and July 2015, respectively. Juli 2015.

Pendapatan dari segmen Warehousing, termasuk layanan Revenues from the Warehousing segment, including from Cargo Handling, tercatat mencapai sebesar Rp 166,34 miliar Cargo Handling services, amounted to Rp166.34 billion in pada tahun 2015, naik 5% dari pencapaian pada tahun 2015, a 5% increase over the amount in 2014 of Rp158.75 sebelumnya sebesar Rp 158,75 miliar. billion.

Pada tahun 2015, pendapatan dari segmen Bisnis Lain tercatat In 2015, revenues from Other Businesses amounted to Rp mencapai sebesar Rp 62,54 miliar, turun 0,8% dari pencapaian 62.54 billion, a slight decline from revenues posted in 2014 of pada tahun 2014 sebesar Rp 63,01 miliar. Rp63.01 billion.

Komponen jasa atau layanan yang dominan pada segmen The dominant components or services in the Other Businesses Bisnis Lain antara lain adalah layanan Hospitality, Passenger segment are the Hospitality services, Passenger Service Service Charge Collection, jasa Business Lounge, layanan Charge Collection, Business Lounge services, Aerobridge Garbarata, serta layanan Security. services, and Security services.

Pendapatan dari layanan Business Lounge naik 100% dari Revenues from Business Lounge services rose 100% from Rp Rp 3,21 miliar di 2014 menjadi Rp 6,42 miliar di tahun 2015. 3.21 billion in 2014 to Rp 6.42 billion in 2015. Revenues from Pendapatan dari layanan Security meningkat dari Rp 3,59 Security services grew from Rp 3.59 billion in 2014 to Rp 5.83 miliar pada tahun 2014 menjadi Rp 5,83 miliar di tahun 2015, billion in 2015, or an increase of 62%, while revenues from atau naik 62%, sementara pendapatan dari layanan Garbarata Aerobridge services rose by 9% from Rp 8.94 billion in 2014 to naik 9% dari Rp 8,94 miliar di tahun 2014 menjadi Rp 9,75 Rp 9.75 billion in 2015. miliar di tahun 2015.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 73 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Beban Pokok Penjualan Cost of Service Beban Pokok Penjualan tercatat sebesar Rp 1.126,29 miliar Cost of Service amounted to Rp 1,126.29 billion in 2015, up pada tahun 2015, naik 8% dari Rp 1.046,45 miliar di tahun 8% from Rp 1,046.45 billion in 2014. Increases were recorded 2014. Komponen yang mengalami kenaikan adalah beban jasa on the cost of service components for Ground Handling Ground Handling dan beban jasa Bisnis Lainnya, sementara and for Other Businesses, while the cost of service for the beban jasa Warehousing tercatat Rp 81,03 miliar pada tahun Warehousing segment posted a decline 20% to Rp 81.03 2015, turun 20% dari Rp 101,42 miliar di tahun 2014. billion in 2015, from Rp 101.42 billion in 2014.

Beban Usaha Operating Expenses Beban Usaha terdiri dari Beban Pemasaran serta Beban Umum & Operating Expenses consists of marketing Expenses and Administrasi. Total Beban Usaha pada tahun 2015 adalah sebesar General & Administrative Expenses. Total Operating Expenses Rp 107,18 miliar, turun signifikan dibandingkan Rp 148,96 miliar amounted to Rp 107.18 billion, significantly down from Rp pada tahun 2014. 148.96 billion posted in 2014.

Beban Pemasaran mencapai sebesar Rp 5,75 miliar pada tahun Marketing Expenses amounted to Rp 5.75 billion in 2015, 2015, naik sedikit dari sebesar Rp 5,48 miliar di tahun sebelumnya. slightly increasing from Rp 5.48 billion posted in the previous year.

Beban Umum & Administrasi tercatat sebesar Rp 101.43 miliar General & Administrative Expenses amounted to Rp 101.43 pada tahun 2015 turun 29% dari Rp 143.48 miliar yang tercatat billion in 2015, down 41% from Rp 143.48 billion posted in di tahun 2014. Komponen-komponen utama Beban Umum & 2014. The main components of General & Administrative Administrasi antara lain adalah Beban Pegawai, Beban Sewa expenses are Employee Expenses, Rent Expenses, and Office dan Beban Kantor. Beban Pegawai berkontribusi lebih dari 50% Expenses. Employee Expenses contributed more than 50% to dari total Beban Umum & Administrasi, dan mencapai sebesar Rp total General & Administrative Expenses, and amounted to Rp 60,92 miliar pada tahun 2015. Jumlah tersebut naik dari Rp 50,92 60.92 billion in 2015. The amount represented an increase miliar di tahun 2014, sejalan dengan kenaikan pada imbalan kerja over Rp 50.92 billion in 2014 in line with increases in the dan kesejahteraan karyawan Perseroan. Company’s employee wages and benefits.

Penurunan signifikan pada Beban Umum & Administrasi The significant decline in General & Administrative Expenses disebabkan oleh pencatatan Beban Imbalan Pasca Kerja, dimana was mainly due to the posting of Post-Service Employee pada tahun 2014 tercatat sebesar Rp 29,56 miliar, sementara Benefit Expenses, which amounted to Rp 29.56 billion in 2014, pada tahun 2015 Perseroan membukukan koreksi (negatif) atas while in 2015 the Company posted a negative adjustment pembebanan pencadangan imbalan pasca kerja sebesar Rp 10,13 of Rp 10.13 billion for post-service employee benefits miliar untuk menyesuaikan dengan pemberlakuan PSAK 24. calculations as a result of the implementation of SFAS 24.

Pendapatan (Beban) Lain-lain Other Revenues (Expenses) Perseroan mencatat Beban Lain-lain - bersih sebesar Rp 11,6 The Company posted Other Expenses - net in the amount of miliar pada tahun 2015, sementara membukukan Pendapatan Rp 11.6 billion in 2015, compared with Rp 49.53 billion in Other Lain-lain - bersih sebesar Rp 49,53 miliar di tahun 2014. Hal Revenues - net that was posted in 2014. This mainly reflected ini disebabkan adanya koreksi beban sebesar Rp16,71 Miliar the revenue for employee transfer from Parent Entity of Rp (pendapatan lain-lain tahun 2014 sebesar Rp44,76 Miliar 44.76 billion posted in 2014, and a negative adjustment of Rp dikoreksi menjadi Rp28,05 Miliar) serta penjualan asset tanah 16.71 billion posted in 2015 against the revenue for employee sebesar Rp27 Miliar yang tidak terealisasi. transfer posted in the previous year.

74 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Laba (Rugi) sebelum pajak Pre-Tax Income (Loss) Laba sebelum pajak adalah sebesar Rp 77,89 miliar pada tahun Pre-tax income amounted to Rp 77.89 billion in 2015, 2015, dibandingkan Rp 62,96 miliar yang dibukukan pada compared with pre-tax income of Rp 62.47 billion posted in tahun 2014. 2014.

Laba (Rugi) bersih Net Income (Loss) Setelah memperhitungkan beban pajak penghasilan badan After calculations for income tax expenses of Rp 24.09 billion sebesar Rp 24,09 miliar dan Rp 27,77 miliar berturut-turut and Rp 27.65 billion, respectively in 2015 and 2014, the pada tahun 2015 dan 2014, Perseroan membukukan laba Company ended with a net income of Rp 53.80 billion in 2015, bersih sebesar Rp 53,80 miliar pada tahun 2015, meningkat an increase of 54% over net income of Rp 34.82 billion posted 54% dari laba bersih sebesar Rp 34,82 miliar di tahun 2014. in 2014.

Posisi Keuangan Financial Positions

Jumlah Aset Total Assets Jumlah Aset Perseroan per 31 Desember 2015 tercatat sebesar The Company’s Total Assets as at December 31, 2015, Rp 1.004,79 miliar, meningkat sebesar 26% dibandingkan amounted to Rp 1,004.79 billion, an increase of 28% compared jumlah asset setahun sebelumnya sebesar Rp 796.2 miliar. with total assets a year previously at Rp 786.99 billion. Aset Lancar dan Aset Tetap berkontribusi masing-masing 38% Current Assets and Fixed Assets contributed 38% and 62%, dan 62% pada Jumlah Aset Perseroan di akhir tahun 2015. respectively, to the Company’s Total Assets at year-end 2015.

Aset Lancar Current Assets Jumlah Aset Lancar tercatat sebesar Rp 382.93 miliar pada Current Assets amounted to Rp 382.97 billion at year-end akhir tahun 2015, atau 14% lebih besar dari Rp 335,07 miliar 2015, up by 14% from Rp 335.07 billion a year earlier. During setahun sebelumnya. Dalam periode yang diperbandingkan, the period being analysed, the increase mainly reflected an kenaikan tersebut terutama mencerminkan kenaikan Kas dan increase of Rp 25.9 billion in Cash and Cash Equivalent, an Setara Kas sebesar Rp 25.9 miliar, kenaikan Piutang Usaha increase of Rp 32.09 billion in Trade Receivables to Related kepada Pihak Berelasi sebesar Rp 30.37 miliar, serta kenaikan Parties, and an increase of Rp 31.62 billion in Prepaid Taxes. pada Pajak Dibayar Dimuka sebesar Rp 31.61 miliar, yang This was partly compensated by a decline of Rp 37.20 billion dikompensasi sebagian oleh penurunan pada Pendapatan in Accrued Revenues. yang Masih Harus Diterima sebesar Rp 37,20 miliar.

Aset Tetap Fixed Assets Per akhir tahun 2015, aset tetap Perseroan, setelah dikurangi Per akhir tahun 2015, aset tetap Perseroan, setelah dikurangi akumulasi penyusutan, tercatat sebesar Rp 579.05 miliar, akumulasi penyusutan, tercatat sebesar Rp 579.05 Rp meningkat 41% dari Rp 408,39 miliar setahun sebelumnya. 577,41 miliar, meningkat 41% dari Rp 408,39 miliar setahun Kenaikan ini terutama mencerminkan kenaikan pada aset sewa sebelumnya. Kenaikan ini terutama mencerminkan kenaikan pembiayaan Ground Support Equipment. pada aset sewa pembiayaan Ground Support Equipment.

Jumlah Liabilitas Total Liabilities Jumlah Liabilitas Perseroan mencapai sebesar Rp 604,79 The Company’s Total Liabilities amounted to Rp 604.82 miliar pada akhir tahun 2015, lebih tinggi dari Jumlah Liabilitas billion as at year-end 2015, up from Rp 458.77 billion of Total setahun sebelumnya sebesar Rp 458.77 miliar. Kenaikan Liabilities recorded a year before, reflecting increases in the tersebut berasal dari kenaikan pada komponen Liabilitas Company’s Current Liability as well as Non-Current Liability. Jangka Pendek maupun Liabilitas Jangka Panjang Perseroan.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 75 Corporate Profile Management report Management Discussion & Analysis 03 Business Report Corporate Governance Corporate Social responsibility Corporate Data Financial report

Liabilitas Jangka Pendek Current Liability Liabilitas jangka pendek naik 23% dari Rp 202,87 miliar per Current Liability was up by 23% from Rp 202.87 billion at akhir tahun 2014 menjadi sebesar Rp 249,02 miliar pada year-end 2014 to Rp 249.04 billion at the end of 2015. The akhir tahun 2015. Kenaikan tersebut terutama mencerminkan increase in Current Liability mainly reflected increases in the adanya tambahan bagian yang jatuh tempo dalam satu tahun current maturity portions of Bank Borrowings and Lease dari Utang Bank serta Liabilitas Sewa Pembiayaan sebesar Liability of Rp 21.0 billion and Rp 26.24 billion, respectively. masing-masing Rp 21,0 miliar dan Rp 26,24 miliar.

Liabilitas Jangka Panjang Non-Current Liability Liabilitas jangka panjang Perseroan berupa Utang Bank, The Company’s Non-Current Liability consists of Bank Liabilitas Sewa Pembiayaan serta Liabilitas Imbalan Pasca Borrowings, Lease Liability and Post-Service Liability, and Kerja tercatat naik 39% dari Rp 255.9 miliar di akhir tahun recorded an increase of 39% from Rp 255.9 billion at year-end 2014 menjadi Rp 355.78 miliar di akhir tahun 2015. 2014 to Rp 355.78 billion at the end of 2015.

Kenaikan pada liabilitas jangka panjang Perseroan terutama The increase in the Company’s non-current liability mainly mencerminkan timbulnya Liabilitas Sewa Pembiayaan sebesar reflected the posting of Rp 176.42 billion of Lease Liability in Rp 176,42 miliar, yang dikompensasi oleh penurunan sebesar 2015, which was compensated by a decline of Rp 31.54 billion Rp 31,54 miliar pada Liabilitas Imbalan Pasca Kerja dan in Post-Service Liability and a decline of Rp 45.0 billion in Bank penurunan sebesar Rp 45,0 miliar pada Utang Bank Perseroan. Borrowings.

Ekuitas Shareholders’ Equity Jumlah Ekuitas Perseroan tercatat tumbuh sebesar Rp 62,54 The Company’s Shareholders’ Equity grew by Rp 62.54 miliar, atau 19%, menjadi Rp 399,97 miliar pada akhir tahun billion, or 19%, to reach Rp 399.97 billion at year-end 2015, 2015, dibandingkan Rp 337,43 miliar setahun sebelumnya. compared with Rp 337.43 billion a year previously. The growth Pertumbuhan ekuitas tersebut mencerminkan adanya in shareholders’ equity mainly reflected the increase in the kenaikan pada saldo Laba Ditahan, dari penambahan laba balance of Retained Earnings with the addition of Rp 53.80 bersih tahun 2015 sebesar Rp 53,80 miliar, menjadi sebesar billion in net income from operations in 2015, to Rp 78.85 Rp 78,85 miliar yang dibukukan pada tahun 2015. billion as at year end 2015.

Arus Kas Cash Flows

Kas dan setara kas tercatat mencapai sebesar Rp 76,35 miliar Cash and cash equivalents amounted to Rp 76.35 billion at pada akhir tahun 2015, dibandingkan Rp 50,45 miliar pada year-end 2015, compared with its position a year earlier at Rp posisi setahun sebelumnya. 50.45 billion.

Arus Kas Bersih dari Aktivitas Operasi Net Cash Provided by Operating Activities Jumlah arus kas bersih dari aktivitas operasi tercatat sebesar Net cash provided by operating activities amounted to Rp Rp 64,49 miliar pada tahun 2015, dibandingkan dengan arus 63.7 billion in 2015, compared with net cash used in operating kas bersih yang digunakan untuk aktivitas operasi sebesar activities of Rp 47.04 billion that was posted in 2014. In 2015, Rp 47,04 miliar pada tahun 2014. Pada tahun 2015 Gapura Gapura recorded an increase of Rp 209 billion in cash receipt mencatat kenaikan Rp 209 miliar dari penerimaan kas dari from customers, an increase of advances received and pre- pelanggan, kenaikan penerimaan uang muka dan biaya dibayar

76 Gapura Angkasa • Laporan Tahunan 2015 Annual Report dimuka sebesar Rp 4,6 miliar, kenaikan pembayaran pajak paid expenses of Rp 4.6 billion, an increase of pre-paid taxed sebesar Rp 8 miliar, kenaikan pembayaran kepada pemasok Rp of Rp 8 billion, an increase of Rp 155.5 billion in payment to 154,8 miliar, dan penurunan pembayaran dividen, bonus dan suppliers, and a decline of Rp 60.8 billion in dividend, bonus and tantiem sebesar Rp 60,7 miliar. tantiem payment.

Arus Kas Bersih untuk Aktivitas Investasi Net Cash Used in Investing Activities Arus kas bersih digunakan untuk aktivitas investasi adalah Net cash used in investing activities amounted to Rp 13.8 sebesar Rp 14,59 miliar pada tahun 2015, dibandingkan billion in 2015, compared with net cash provided from arus kas bersih diperoleh dari aktivitas investasi sebesar investing activities of Rp 13.23 billion in 2014. In 2015, Rp 13,23 miliar di tahun 2014. Gapura mencatat kenaikan Gapura recorded an increase of Rp 1.9 billion in fixed assets, dalam perolehan aset tetap sebesar Rp 536 miliar serta as well as an increase of Rp 29.23 billion in intangible assets kenaikan pada aset tak berwujud dan aset lain-lain sebesar and other assets. Rp 27,28 miliar, pada tahun 2015.

Arus Kas Bersih untuk Aktivitas Pendanaan Net Cash Used in Financing Activities Arus kas bersih digunakan untuk aktivitas pendanaan adalah Net cash used in financing activities amounted to Rp 24.0 sebesar Rp 24,0 miliar pada tahun 2015. Pada tahun 2014, billion in 2015. In 2014, net cash provided by financing kas bersih diperoleh dari aktivitas pendanaan tercatat sebesar activities amounted to Rp 21.26 billion. Rp 21,26 miliar.

Rasio-Rasio Keuangan Penting Key Financial Ratios 2015 2014 Rasio Lancar (%) 153.8 165.2 Rasio Lancar (%) Return on Assets (%) 6.7 4.4 Return on Assets (%) Return on Equity (%) 13 10 Return on Equity (%) Debt to Assets (x) 0,5 0,6 Debt to Assets (x) Debt to Equity (x) 1 1,4 Debt to Equity (x)

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 77 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Transformasi bisnis Perseroan mencakup peningkatan penerapan prinsip-prinsip Tata Kelola Perusahaan yang baik untuk mewujudkan perusahaan yang terpercaya, berkinerja unggul dan mampu tumbuh secara berkesinambungan.

The Company’s business transformation includes the improvement in the implementation of Good Corporate Governance practices to promote trust from the stakeholders, excellent performances, and sustainable growth. Tata Kelola Perusahaan Good Corporate Governance

Rapat Umum Pemegang Saham 12 Rapat Umum Pemegang Saham Dewan Komisaris 14 Dewan Komisaris Direksi 15 Direksi Komite Audit 16 Komite Audit Audit Internal 12 Audit Internal Sekretaris Perusahaan 14 Sekretaris Perusahaan Nilai-nilai budaya perusahaan 15 Nilai-nilai budaya perusahaan Kode etik perilaku 16 Kode etik perilaku

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 79 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Tata Kelola Perusahaan Tata Kelola Perusahaan Good Corporate Governance

Penerapan Good Coporate Governance (GCG) adalah bagian integral dari kegiatan usaha Perseroan.

The implementation of Good Corporate Governance (GCG) serves as an integral part of the Company’s business activities.

Landasan Pelaksanaan GCG Basis for GCG Implementation Penerapan GCG di Peseroan mengacu kepada landasan yuridis, GCG implementation in the Company refers to, among others, antara lain: the following rules and regulations: 1. Undang-Undang No. 40/2007 tentang Perseroan Terbatas 1. Law No. 40/2007 of Limited Liability Company 2. Undang-Undang No. 19/2003 tentang Badan Usaha Milik 2. Law No. 19/2003 of State Owned Companies (BUMN) Negara (BUMN) 3. Law No. 20/2001 of Amendment to Law No. 31/1999 of 3. Undang-Undang No. 20/2001 tentang Perubahan atas Eradication of Corruption Practices Undang-Undang No. 31/1999 tentang Pemberantasan 4. Government Regulation No. 44/2005 of Procedures of Tindak Pidana Korupsi Investment and Administration of State Capital in State 4. Peraturan Pemerintah No. 44/2005 tentang Tata Cara Owned Companies and Limited Liability Companies Penyertaan dan Penatausahaan Modal Negara pada BUMN 5. Regulation of Ministry of State Owned Companies No. dan Perseroan Terbatas PER-03/MBU/2012 of Guidelines for the Appointment of 5. Peraturan Menteri Negara BUMN No. PER-03/MBU/2012 BOD and BOC of Subsidiaries of State Owned Companies tentang Pedoman Pengangkatan Anggota Direksi dan 6. Regulation of Ministry of State Owned Companies No. PER- Anggota Dewan Komisaris Anak Perusahaan BUMN 09/MBU/2012 of Amendment to Regulation of Ministry of 6. Peraturan Menteri Negara BUMN No. PER-09/MBU/2012 State Owned Companies No. PER-01/MBU/2011 of Good tentang Perubahan atas Peraturan Menteri Negara BUMN Corporate Governance (GCG) Implementation in State No. PER-01/MBU/2011 tentang Penerapan Tata Kelola Owned Companies Perusahaan yang Baik (GCG) pada BUMN 7. Decision Letter of Ministry of State Owned Companies No. 7. Surat Keputusan Sekretaris Kementerian Negera BUMN SK-16/S.MBU/2012 dated 6 June 2012 of Assessment No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indicator and Evaluation of Good Corporate Governance in Indikator/Parameter Penilaian dan Evaluasi Atas Penerapan State Owned Companies Tata Kelola Perusahaan yang Baik (Good Corporate 8. Decision of Ministry of State Owned Companies No. PER- Governance) pada Badan Usaha Milik Negara 12/MBU/2012 of Supporting Organs to BOC 8. Keputusan Menteri Negara BUMN No. PER-12/MBU/2012 tentang Organ Pendukung Dewan Komisaris

80 Gapura Angkasa • Laporan Tahunan 2015 Annual Report 9. Pedoman GCG Indonesia Tahun 2006 Komite Nasional 9. Indonesia GCG Guidelines Year 2006 of National Committee Kebijakan Governance (KNKG) for GCG Policy 10. Anggaran Dasar PT Gapura Angkasa beserta perubahannya 10. Articles of Association of PT Gapura Angkasa and its amendments

Tujuan Penerapan GCG Objectives of GCG Implementation Penerapan GCG di Perseroan tidak hanya semata-mata GCG implementation in the Company is not solely intended to memenuhi kewajiban Perseroan sebagai anak perusahaan meet its obligations as a subsidiary of a state-owned company, BUMN, namun lebih khusus bertujuan untuk menjamin but specifically aimed to achieve the Company’s mission and tercapainya misi Perseroan serta menjaga kepentingan to protect the interest of the shareholders and stakeholders. pemegang saham maupun stakeholder.

Prinsip-prinsip GCG yaitu transparansi, akuntabilitas, GCG principles which include transparency, accountability, pertanggungjawaban, kemandirian dan kewajaran akan responsibility, independence and fairness would increase meningkatkan nilai perusahaan, serta mampu mengendalikan the Company’s values, and would manage and direct the dan mengarahkan hubungan antara pemegang saham, dewan relationships among shareholders, BOC, BOD, employees, komisaris, direksi, karyawan, pelanggan, mitra usaha, kreditur customers, business partners, creditors and public and serta masyarakat dan lingkungan. business environment.

Melalui penerapan GCG diharapkan pula pengelola Perseroan GCG implementation is also expected to guide the Company’s akan membuat keputusan dan menjalankan tindakan dengan leaders in making the decisions and taking the actions dilandasi moral yang tinggi, kepatuhan terhadap peraturan based on the high moral values, compliance with rules and perundang-undangan, serta kesadaran tanggung jawab sosial, regulations, and social responsibility awareness, to prevent guna mencegah penyimpangan dan meningkatkan kontribusi any nonconformity and to increase the Company’s contribution Perseroan dalam perekonomian nasional. to national economy.

Penerapan GCG secara konsisten dan berkesinambungan Consistent and sustainable GCG implementation will in turn pada akhirnya akan meningkatkan kepercayaan stakeholder, strengthen the trust of stakeholders, so that the Company has sehingga Perseroan memiliki daya saing yang kuat baik strong competitive advantages in national and international di lingkup nasional maupun internasional, yang akan scope, which will improve the Company’s sustainability in the meningkatkan keberlangsungan bisnis dalam jangka panjang long run. (sustainability). Laporan Tahunan 2015 Annual Report • Gapura Angkasa 81 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Tahapan dan Aspek Penerapan GCG Stages and Aspects of GCG Implementation Untung peningkatan kualitas penerapan GCG di Perseroan, To improve the quality of GCG implementation, the dilakukan penerapan melalui 3 (tiga) tahapan yaitu Persiapan, Company undertakes 3 (three) steps which are Preparation, Implementasi dan Evaluasi secara berkesinambungan dan Implementation and Evaluation in a continuous and sustainable berkelanjutan. Tahapan inilah yang akan menjadi road map bagi manner. Those stages would serve as the road map for the penerapan Implementasi GCG di Gapura, sehingga proses Tata implementation of GCG in Gapura so as to achieve a more Kelola menjadi lebih terstruktur dan efisien. structured and efficient good governance process.

Aspek-aspek penerapan GCG di Gapura secara More detailed aspects of GCG implementation in terinci terdiri dari: Gapura are as follows: 1. Komitmen Tata Kelola (Governance Commitment) 1. Governance Commitment a. Visi dan Misi a. Vision and mission b. Nilai-nilai Perusahaan b. Corporate values c. Pedoman Dewan Komisaris c. BOC Guidelines d. Pedoman Direksi d. BOD Guidelines e. Kode Etik e. Code of Ethics f. Perjanjian Kerja Bersama f. Collective Labor Agreement 2. Struktur Tata Kelola (Governance Structure) 2. Governance Structure a. Organ utama a. Main organ i. RUPS i. General Shareholder Meeting ii. Dewan Komisaris ii. BOC iii. Direksi iii. BOD b. Organ pendukung b. Supporting organ i. Komite-Komite i. Committees ii. Sekretaris Dewan Komisaris ii. BOC Secretary iii. Sekretaris Perusahaan iii. Corporate Secretary iv. Internal Auditor iv. Internal Auditor v. Safety, Security & Quality Assurance Unit v. Safety, Security & Quality Assurance Unit c. Kebijakan dan Prosedur c. Policies and Procedures i. Pedoman pengadaan barang dan jasa i. Guidelines of Procurement of Goods and Services ii. Whistleblowing system ii. Whistleblowing system iii. Pedoman gratifikasi iii. Gratification guidelines iv. Pedoman benturan kepentingan iv. Conflict of interest guidelines d. Proses Tata Kelola (governance process) d. Governance Process i. Rencana jangka panjang serta rencana kerja dan i. Long term plan and work and budget plan anggaran ii. Delegation of authorities of GSM, BOC and BOD ii. Pendelegasian wewenang RUPS, Dewan Komisaris iii. Financial management dan Direksi iv. Quality and risk management iii. Pengelolaan keuangan v. Internal control system iv. Manajemen mutu dan risiko vi. Performance evaluation system and remuneration v. Sistem pengendalian internal vii. Management of conflict of interest vi. Sistem penilaian kinerja dan remunerasi viii. Conduct of GSM vii. Pengelolaan benturan kepentingan ix. Conduct of BOC and BOD functions, duties and viii. Pelaksanaan RUPS responsibilities ix. Pelaksanaan fungsi, tugas dan tanggung jawab Dewan Komisaris dan Direksi

82 Gapura Angkasa • Laporan Tahunan 2015 Annual Report x. Pelaksanaan kegiatan usaha ground handling dan x. Conduct of ground handling business activities jasa terkait bandar udara lainnya and other related airport services xi. Pengelolaan sumber daya manusia xi. Human resources management xii. Tanggung jawab sosial dan lingkungan xii. Social and environmental responsibility xiii. Tata kelola teknologi informasi xiii. Information technology governance xiv. Tanggung jawab sosial perusahaan xiv. Corporate social responsibility xv. Pengelolaan keselamatan dan kesehatan kerja xv. Work health and safety management xvi. Pengelolaan aset xvi. Asset management xvii. Pengelolaan dokumen dan arsip perusahaan xvii. Management of company’s documents and archives

GCG Manual GCG Manual Gapura telah memiliki kelengkapan GCG Manual yang Gapura already maintains a comprehensive GCG Manual which mencakup kebijakan tata kelola perusahaan (code of corporate covers the code of corporate governance, Board Manual which governance), Board Manual yang merupakan panduan kerja serves as a work guideline for BOC and BOD and committee Dewan Komisaris dan Direksi beserta komite dan organ and supporting organs, and other supporting procedures pendukungnya, serta prosedur dan kebijakan pendukung and policies such as whistleblowing system, gratification lainnya seperti kebijakan whistleblowing system, pedoman guidelines, guidelines for conflict of interest, audit policies, risk gratifikasi, pedoman benturan kepentingan, kebijakan audit, management policies and others. kebijakan manajemen risiko dan sebagainya.

Secara berkala GCG Manual ini dilakukan evaluasi dan dikaji GCG Manual is periodically evaluated and reviewed for ulang dalam rangka penyempurnaan dengan mengacu pada improvement purpose by considering the Company’s conditions kondisi serta kebutuhan Perseroan namun tetap tidak lepas and needs yet not departing from the prevailing GCG principles. dari acuan serta prinsip-prinsip GCG yang berlaku.

Asesmen Penerapan GCG Assessment of GCG Implementation Dalam rangka evaluasi kinerja organ perusahaan dalam For the purpose of evaluation the performance of the menerapkan prinsip-prinsip GCG, pada tahun 2015 telah Company’s organs in implementing GCG principles, in 2015 dilaksanakan self assessment penerapan GCG selama periode the Company has performed self-assessment of GCG tahun 2014. implementation during 2014.

Tujuan dari asesmen GCG tersebut adalah: The objectives of such GCG assessment are as follows: 1. Mengukur kualitas penerapan GCG melalui penilaian 1. Measuring the quality of GCG implementation by assessing tingkat pemenuhan kriteria GCG dengan kondisi nyata the level of GCG criteria being met compared to the factual yang diterapkan pada Gapura. condition noted in Gapura. 2. Mengidentifikasi kekuatan dan kelemahan penerapan 2. Identifying the strengths and weaknesses of GCG GCG, serta mengusulkan rekomendasi perbaikan untuk implementation, and providing corrective recommendations mengurangi celah antara kriteria GCG dan penerapan pada to minimize the gap between GCG criteria and its Perseroan implementation in the Company 3. Memonitor konsistensi penerapan GCG dan memperoleh 3. Monitoring the consistency of GCG implementation and masukan untuk penyempurnaan dan pengembangan obtaining inputs for the improvements and developments kebijakan GCG selanjutnya. of GCG policies in the future.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 83 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Ruang lingkup pelaksanaan asesmen GCG meliputi seluruh The scope of GCG assessment which covers all aspects aspek yang mendukung pelaksanaan GCG terbagi dalam 6 hal supporting the GCG implementation is divided into 6 main pokok, yaitu: areas which are as follows: 1. Komitmen terhadap penerapan GCGF secara berkelanjutan 1. Commitment to sustainable GCG implementation 2. Pemegang Saham dan RUPS 2. Shareholders and GSM 3. Dewan Komisaris 3. BOC 4. Direksi 4. BOD 5. Pengungkapan informasi dan transparansi 5. Disclosure of information and transparency 6. Aspek lainnya 6. Other aspects

Rapat Umum Pemegang Saham General Shareholders Meeting (GSM) Rapat Umum Pemegang Saham (RUPS) merupakan forum General Shareholders Meeting (GSM) represents the highest tertinggi organ perusahaan yang memiliki wewenang yang forum of the Company’s organs which have the authorities not tidak diberikan kepada Dewan Komisaris dan Direksi maupun granted neither to BOC nor BOD nor supporting organs in the organ pembantu dalam Perseroan. RUPS merupakan wadah Company. GSM serves as a forum for shareholders to exercise bagi Pemegang Saham dalam melaksanakan wewenangnya. their authorities.

RUPS Tahunan diadakan tiap-tiap tahun yang meliputi Rapat Annual GSM is conducted annually which includes GSM which Umum Pemegang Saham yang menyetujui Laporan Tahunan approves the Annual Report and GSM which approves the dan Rapat Umum Pemegang Saham yang menyetujui Rencana Company’s Work Plan and Budget. Kerja dan Anggaran Perusahaan.

RUPS Luar Biasa dilaksanakan sewaktu-waktu berdasarkan Extraordinary GMS may be held from time to time as deemed kebutuhan untuk membicarakan dan memutuskan mata acara necessary to discuss and decide the meeting agenda other rapat selain dari mata Acara Rapat yang dibahas pada RUPS than the Meeting Agenda discussed in Annual GSM. Tahunan.

Pada tahun 2015 Perseroan telah melaksanakan RUPS In 2015 the Company already held 3 (three) General sebanyak 3 (tiga) kali. Shareholders Meetings.

RUPS tanggal 7 Mei 2015 GSM held on 7 May 2015 RUPS yang pertama diselenggarakan pada tanggal 7 Mei The first GSM was held on 7 May 2015 with the agenda of 2015 dengan agenda Laporan Manajemen Tahun buku 2014, Management Report 2014, with the following resolutions: dengan keputusan sebagai berikut: 1. Majority shareholders approved the Annual Report and 1. Pemegang saham utama menyetujui laporan tahunan financial statements of PT Gapura Angkasa for the year dan mengesahkan perhitungan tahunan PT Gapura ended 31 December 2014 audited by independent Angkasa Tahun Buku 2014 yang telah diaudit oleh KAP auditors with unqualified opinion as disclosed in Report Independen dengan pendapat "Wajar Tanpa Pengecualian" No. GA-115/0530/GAP/FAN. sebagaimana dimaksud dalam laporan No. GA-115/0530/ 2. Majority shareholders granted full acquittal and dismissal GAP/FAN. of responsibilities (acquit et decharge) to BOD and BOC for 2. Pemegang Saham utama memberikan pembebasan all of their respective management and supervisory duties dan pelunasan tanggung jawab (acquit et decharge) sepenuhnya kepada Direksi dan Dewan Komisaris atas pengelolaan dan pengawasan Perseroan untuk tahun buku yang berakhir pada 31 Desember 2014 atas segala tindakan sesuai bidang masing-masing dalam mengelola

84 Gapura Angkasa • Laporan Tahunan 2015 Annual Report yang menyimpang dari laporan akuntan independen over the Company for the year ended 31 December 2014 tersebut. departing from such independent auditors report. 3. Pemegang saham utama menyetujui revaluasi aset tanah 3. Majority shareholders approved the asset revaluation sebesar Rp 39,01 miliar dicatat sebagai ekuitas dan telah of land amounting to Rp 39.01 billion to be recorded as dibukukan di Laporan Audit tahun 2014. equity and already disclosed in Audit Report 2014. 4. Pemegang saham utama menyetujui cadangan 4. Majority shareholders approved the reserve for business pengembangan usaha sebesar Rp 119 miliar dialokasikan development amounting to Rp 119 billion to be allocated menjadi kewajiban Imbalan Pasca Kerja dan sudah as Post Retirement Benefits costs already disclosed in the dibukukan dalam Laporan Keuangan Audited 2014. audited financial statements 2014. 5. Pemegang saham utama menyetujui selisih laba re-state 5. Majority shareholders approved the differences in re- tahun 2012 dan tahun 2013 sebesar Rp 13,99 miliar stated earnings in 2012 and 2013 amounting to Rp 13.99 menjadi cadangan pengembangan usaha (selisih laba re- billion to be recorded as reserve of business development state 2012 sebesar Rp 21 miliar dan selisih laba re-state (differences amounting to Rp 21 billion and Rp 7.01 billion 2013 sebesar Rp 7,01 miliar). in 2012 and 2013, respectively). 6. Untuk memudahkan penyusunan Laporan Keuangan 6. For the purpose of facilitating the preparation of konsolidasi rapat menyetujui penunjukan Akuntan Publik consolidated financial statements, the GSM resolved that untuk Laporan Keuangan tahun buku 2015, disesuaikan the same auditor appointed for the holding company will dengan auditor yang ditunjuk oleh Induk Perusahaan, also be appointed as Gapura’s auditor for its financial dengan tetap mengacu kepada Tata Kelola Perusahaan statements ended 31 December 2015, yet still in yang Baik. compliance with the Good Corporate Governance. 7. Mempertimbangkan bahwa cadangan pengembangan 7. By considering that the reserve of business development usaha telah dialokasikan untuk kewajiban Imbalan has been allocated to Post Retirement Benefits costs Pasca Kerja dan rencana PT Gapura Angkasa pada tahun and that PT Gapura Angkasa intends to perform 2015 dan 2016 melakukan pembenahan internal, maka internal improvements in 2015 and 2016, the majority pemegang saham utama menyetujui agar deviden tahun shareholders approved not to pay out dividend 2014 from 2014 dari laba setelah pajak tidak dibagikan. income after tax. 8. Pemegang saham utama menyetujui penggunaan logo 8. The majority shareholders approved the launch of new baru dan agar disertai dengan peningkatan service dan logo to be followed by the improvements in services and profit margin Perseroan. increase in profit margins. 9. Menyetujui pemberian tantiem kepada pengurus (Direksi 9. GSM approved to provide bonuses to BOC and BOD, dan Dewan Komisaris), dimana jumlah dan pembagiannya whereby the amounts of which shall be separately declared ditetapkan terpisah oleh Pemegang Saham utama yang by majority shareholders which serve as a part of these merupakan bagian dari keputusan RUPS ini. Pemberian GSM resolutions. The bonus shall be derived from budget tantiem ini mempergunakan anggaran 2014 dan 2015 2014 and 2015 whose amounts shall be determined by yang besarnya diserahkan kepada pengurus untuk BOC and BOD for each fiscal year. menentukan besarnya porsi masing-masing tahun anggaran dimaksud.

RUPS tanggal 28 Oktober 2015 GSM held on 28 October 2015 RUPS kedua adalah RUPS Luar Biasa dengan agenda Perubahan The second GSM was Extraordinary GSM with the agenda of Susunan Direksi dan Dewan Komisaris, menghasilkan Changes in Composition of BOD and BOC, with the resolutions keputusan: as follows: 1. Memberhentikan dengan hormat nama-nama Direksi 1. Honorably discharging the following Directors of the Perseroan di bawah ini: Company: a. Tharian sebagai Direktur Strategi dan SDM a. Tharian as Strategy & HR Director b. Heru Legowo sebagai Direktur Keuangan b. Heru Legowo as Financial Director c. Hariyanto sebagai Direktur Operasi c. Hariyanto as Operational Director

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 85 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

dengan mengucapkan terima kasih atas jasa-jasa by expressing gratitude for their services in managing mereka dalam menjalankan serta mengawasi Perseroan and supervising the Company and granting full acquittal dengan memberikan pelunasan dan pembebasan and dismissal (acquit et decharge) for their management (aquit et decharge) atas segala tindakan pengelolaan and supervisory duties in their respective fields unless dan pengawasan Perseroan sesuai bidang masing- departures from the Company’s regulations are later masing kecuali di kemudian hari ditemukan hal-hal yang discovered in the future. menyimpang dari ketentuan Perseroan. 2. Approving and appointing Eko Diantoro as Strategy and HR 2. Menyetujui dan mengangkat Eko Diantoro sebagai Direktur Director for a period of 5 (five) years of service upon the Strategi dan SDM untuk masa Jabatan 5 (lima) tahun closing of GSM, without eliminating the rights of GSM to efektif sejak ditutupnya Rapat Umum Pemegang Saham dismiss at any time prior to tenure. Luar Biasa ini, dengan tidak mengurangi hak dari Rapat 3. Approving and appointing Sucipto as Operational Director Umum Pemegang Saham untuk sewaktu-waktu dapat for 5 (five) years of service upon the closing of GSM, memberhentikan sebelum masa jabatannya berakhir. without eliminating the rights of GSM to dismiss at any 3. Menyetujui dan mengangkat Sucipto sebagai Direktur time prior to tenure. Operasi untuk masa jabatan 5 (lima) tahun efektif sejak 4. Approving and appointing Ester Siahaan as Financial ditutupnya Rapat Umum Pemegang Saham Luar Biasa Director for 5 (five) years of service upon the closing of ini, dengan tidak mengurangi hak dari Rapat Umum GSM, without eliminating the rights of GSM to dismiss at Pemegang Saham untuk memberhentikannya sebelum any time prior to tenure. masa jabatannya berakhir. 5. Approving and appointing Ituk Herarindri as a Commissioner 4. Menyetujui dan mengangkat Ester Siahaan sebagai of the Company for 5 (five) years of service upon the Direktur Keuangan untuk masa jabatan 5 (lima) tahun closing of GSM, without eliminating the rights of GSM to efektif sejak ditutupnya Rapat Umum Pemegang Saham dismiss at any time prior to tenure. Luar Biasa ini, dengan tidak mengurangi hak dari Rapat 6. In addition to the matters mentioned above, making no Umum Pemegang Saham unutk sewaktu-waktu dapat amendments to the agreed upon composition of President memberhentikannya sebelum masa jabatannya berakhir. Director and BOC; 5. Menyetujui dan mengangkat Ituk Herarindri sebagai 7. Referring to points 1 to 6 above, the composition of the Komisaris Perseroan untuk masa jabatan 5 (lima) tahun BOD is as follows: efektif sejak ditutupnya Rapat Umum Pemegang Saham Luar Biasa ini, dengan tidak mengurangi hak dari Rapat Umum Pemegang Saham untuk sewaktu-waktu dapat memberhentikannya sebelum masa jabatannya berakhir. 6. Selain yang ditetapkan diatas, Direktur Utama dan Dewan Komisaris yang telah ditetapkan tidak mengalami perubahan; 7. Dengan mengacu kepada nomor 1 sampai dengan 6 di atas, maka susunan Direksi Perseroan adalah sebagai berikut:

Direktur Perseroan Directors Direktur Utama Agus Priyanto President Director Direktur Operasi Sucipto Operational Director Direktur Strategi & SDM Eko Diantoro Strategy & HR Director Direktur Keuangan Esther Siahaan Financial Director

86 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Komisaris Perseroan Commissioners Komisaris Utama Novianto Herupratomo President Commissioner Komisaris Yushan Sayuti Commissioner Komisaris Bambang Tjahjono Commissioner Komisaris Bintang Hidayat Commissioner Komisaris Ituk Herarindri Commissioner

8. Sesuai dengan Anggaran Dasar Perseroan Pasal 10 Ayat 8. In accordance with the Company’s Articles of Association 17, maka pemegang saham menunjuk M. Arif Wibowo, Article 10 par 17, the shareholders appointed M. Arif Direktur Utama PT Garuda Indonesia (Persero) Tbk, Wibowo, President Director of PT Garuda Indonesia untuk memberitahukan kepada anggota Direksi yang (Persero) Tbk, to notify the Directors who have been diberhentikan baik secara lisan dan tertulis. dismissed both in oral and writing. 9. Menyetujui pemberian wewenang dan kuasa dengan hak 9. Approving the granting of power and authorities with substitusi kepada Direktur Perseroan untuk menyatakan substitution rights to BOD to re-announce the GSM kembali keputusan-keputusan para Pemegang Saham ini resolutions before the notary and/or bodies, the authorized di hadapan notaris dan/atau badan, pejabat/instansi yang agencies/institutions, and to take any measures deemed berwenang, serta untuk melakukan segala tindakan yang necessary in connection with the changes in the diperlukan sehubungan dengan perubahan susunan Direksi composition of BOD as set forth above, including for the Perseroan tersebut di atas, termasuk untuk mengurus purpose of obtaining approval and making registration perolehan persetujuan dan pendaftaran kepada instansi to the authorized institutions in accordance with the yang berwenang sesuai dengan peraturan perundang- prevailing rules and regulations. undangan yang berlaku.

RUPS tanggal 29 Desember 2015 GSM held on 29 December 2015 RUPS ketiga diselenggarakan pada 29 Desember 2015 dengan The third GSM was held on 29 December 2015 with the agenda Persetujuan Rencana Kerja dan Anggaran Perusahaan agenda of Approval for the Company’s Work Plan and Budget (RKAP) Tahun 2016 PT Gapura Angkasa, menghasilkan 2016 of PT Gapura Angkasa, with the resolutions as follows: keputusan: 1. Accepting and approving the Company’s Work Plan and 1. Menerima dan menyetujui Rencana Kerja dan Anggaran Budget 2016 Perusahaan (RKAP) PT Gapura Angkasa Tahun 2016. 2. Approving all documents which comprise the Company’s 2. Menyetujui seluruh dokumen yang terdiri dari buku RKAP Work Plan & Budget 2016, Comments of BOC, Comments tahun 2016 PT Gapura Angkasa, Tanggapan Dewan of Shareholders, and Comments of GSM Participants which Komisaris, Tanggapan Pemegang Saham serta Tanggapan serve as integral parts of this GSM Resolution, with a remark Peserta RUPS merupakan bagian yang tidak terpisahkan that the Capital Investment being proposed should be dari keputusan RUPS ini, dengan catatan Penyertaan discussed in Technical team, particularly those pertaining Modal yang diusulkan agar dibicarakan dalam Tim Teknis, to the limitation of shareholders in the compliance and khususnya menyangkut keterbatasan Pemegang Saham process of which. dalam pemenuhan compliance dan process. 3. Granting the power and authorities with substitution rights 3. Memberikan wewenang dan kuasa dengan hak substitusi to the Company’s BOD either collectively or individually kepada Direksi Perseroan baik bersama-sama maupun to re-announce and prepare the matters agreed upon in sendiri-sendiri untuk menyatakan kembali dan menyusun this GSM resolution in a separate deed before Notary and/ hal-hal yang telah diputuskan dalam keputusan Pemegang or the authorized Bodies/Agencies/Institutions to take Saham ini ke dalam suatu akta resmi tersendiri di hadapan Notaris dan atau Badan/Pejabat/Instansi yang berwenang untuk melakukan segala tindakan yang diperlukan

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 87 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

sehubungan dengan keputusan para Pemegang Saham any measures deemed necessary in connection with this ini, termasuk namun tidak terbatas pada memberikan GMS resolutions, including but not limited to providing keterangan-keterangan yang diperlukan, menandatangani required information, and signing relevant deeds, letters or akta-akta, surat-surat dan dokumen-dokumen terkait. documents. 4. Hal-hal yang menjadi perhatian dalam rapat ini agar 4. Following up the matters discussed in GSM by management ditindaklanjuti oleh manajemen PT Gapura Angkasa. of PT Gapura Angkasa.

Dewan Komisaris The Boar of Commissioners Dewan Komisaris bertugas melakukan pengawasan terhadap BOC is responsible for supervising the policies made by kebijakan pengurusan, jalannya pengurusan Perseroan management, the conduct of management and the conduct maupun usaha Perseroan yang dilakukan oleh Direksi, serta of business performed by BOD, and providing advice to BOD memberikan nasihat kepada Direksi termasuk pengawasan including supervising the work plan, articles of association, and terhadap rencana kerja dan anggaran dasar dan keputusan GSM resolutions, and prevailing laws, the Company’s interest rapat umum pemegang saham, serta peraturan perundang- and alignment with the Company’s purpose and objectives. undangan yang berlaku, kepentingan Perseroan dan sesuai dengan maksud dan tujuan perusahaan.

Dewan Komisaris bertugas dan bertanggung jawab secara BOC performs its duties and has its responsibilities in a kolektif, dengan demikian masing-masing anggota Dewan collective manner; accordingly, each BOC member is not Komisaris tidak dapat mengambil keputusan dan bertindak allowed to make decision and act on behalf of the BOC on an sendiri atas nama Dewan Komisaris. Walaupun demikian individual basis. However, a Director may represent BOC based anggota Dewan Komisaris dapat bertindak mewakili Dewan on a decision made by BOC. Komisaris atas dasar keputusan Dewan Komisaris.

Dewan Komisaris wajib memastikan terselenggaranya BOC is responsible to ensure that GCG has been implemented pelaksanaan GCG dalam setiap kegiatan usaha Gapura pada in each business activities of Gapura in all levels of hierarchy seluruh tingkatan atau jenjang organisasi. Dewan Komisaris of the Company. BOC is not involved in the decision making tidak terlibat dalam pengambilan keputusan kegiatan of the Company’s operating activities except for the activities operasional Perseroan kecuali untuk kegiatan-kegiatan allowed by articles of association, corporate regulations or yang diperbolehkan berdasarkan ketentuan Anggaran prevailing laws. Dasar, peraturan perusahaan maupun peraturan perundang- undangan yang berlaku.

Keterlibatan Dewan Komisaris tersebut tidak menghilangkan Such BOC involvement shall not diminish BOD management tanggung jawab Direksi dalam pengurusan Perseroan. responsibilities. BOC duties and responsibilities are conducted Pelaksanaan tugas dan tanggung jawab Dewan Komisaris by referring to the regulations, articles of association and mengacu kepada peraturan perundang-undangan, anggaran corporate regulations. dasar perusahaan dan peraturan perusahaan.

Hak dan Wewenang Dewan Komisaris Rights and Authorities of BOC Berdasarkan Pasal 15 Ayat (2) Anggaran Dasar Perseroan, Based on Article 15 par (2) of the Company’s articles of Dewan Komisaris mempunyai hak dan wewenang sebagai association, BOC is granted with the following rights and berikut: authorities: 1. Melihat buku-buku, surat-surat, serta dokumen-dokumen 1. Checking the books, letters, and other documents, lainnya, memeriksa kas untuk keperluan verifikasi, dan lain- examining cash for verification purpose, and other lain surat berharga dan memeriksa kekayaan Perseroan. securities, and examining the Company’s wealth.

88 Gapura Angkasa • Laporan Tahunan 2015 Annual Report 2. Memasuki pekarangan, gedung dan kantor yang 2. Entering the entrance area, buildings and offices operated dipergunakan Perseroan. by the Company 3. Meminta penjelasan dari Direksi dan/atau pejabat lainnya 3. Requiring for clarification from BOD and/other officers mengenai segala persoalan yang menyangkut pengelolaan concerning all matters related to the management of the Perseroan. Company. 4. Mengetahui segala kebijakan dan tindakan yang telah/ 4. Acknowledging all policies and actions which have been or akan dijalankan Direksi. will be performed by BOD. 5. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi 5. Requiring BOD and/or other officers under BOD as dengan sepengetahuan Direksi untuk menghadiri Rapat acknowledged by BOD to attend the BOC meetings. Dewan Komisaris. 6. Appointing and terminating Secretary of BOC. 6. Mengangkat dan memberhentikan Sekretaris Dewan 7. Temporarily terminating BOD members based on articles Komisaris. of association. 7. Memberhentikan sementara anggota Direksi sesuai 8. Establishing committees including Audit Committee if ketentuan Anggaran Dasar. deemed necessary by taking into account the Company’s 8. Membentuk komite-komite dalam hal ini termasuk capability. Komite Audit jika dianggap perlu dengan memperhatikan 9. Utilizing the services of experts for particular matters and kemampuan Perseroan. for specific period of time at the Company’s expense, if 9. Menggunakan tenaga ahli untuk hal tertentu dan dalam deemed necessary. jangka waktu tertentu atas beban Perseroan, jika dianggap 10. Performing management actions under certain perlu. circumstances for a certain period of time in accordance 10. Melakukan tindakan pengurusan Perseroan dalam keadaan with articles of association. tertentu untuk jangka waktu tertentu sesuai dengan 11. Attending BOD meetings and providing insights into the ketentuan Anggaran Dasar. matters being discussed. 11. Menghadiri rapat Direksi dan memberikan pandangan- 12. Exercising other supervisory functions provided they are pandangan terhadap hal-hal yang dibicarakan. not against the law, articles of associations, and/or GSM 12. Melaksanakan kewenangan pengawasan lainnya resolutions. sepanjang tidak bertentangan dengan peraturan perundang-undangan, Anggaran Dasar, dan/atau keputusan Rapat Umum Pemegang Saham.

Susunan Dewan Komisaris sampai 28 April 2015 Composition of BOC as of 28 April 2015 Nama Name Posisi Position Dasar Pengangkatan Decision Letter Novianto Herupratomo Komisaris Utama President Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014 Yushan Sayuti Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014 Rinaldo Aziz Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014 IGN Bambang Tjahjono Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014

Pada akhir April 2015, Komisaris Perseroan mengalami At the end of April 2015, there were changes to the perubahan. Melalui Akta Akta Pernyataan Keputusan composition of BOC. In the Deed of Shareholders Resolutions Pemegang Saham Di Luar RUPS No. 24 tanggal 28 April outside GSM No. 24 dated 28 April 2015, Rinaldo Azis has 2015 Rinaldo Azis digantikan oleh Bintang Hidayat. Dengan been replaced by Bintang Hidayat. As such, the composition of keputusan ini, maka susunan Dewan Komisaris menjadi: BOC shall be as follows:

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 89 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Susunan Dewan Komisaris periode 29 April - 28 Oktober 2015 Composition of BOC for the period of 29 April - 28 October 2015 Nama Name Posisi Position Dasar Pengangkatan Decision Letter Novianto Herupratomo Komisaris Utama President Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014 Yushan Sayuti Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014 Bintang Hidayat Komisaris Commissioner Akta di luar RUPS No. 24 tgl 28/04/2015 Deed No. 24 dated 28/04/2015 IGN Bambang Tjahjono Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014

Menjelang akhir Oktober 2015, melalui keputusan RUPS Approaching the end of October 2015, GSM resolutions tanggal 28 Oktober 2015 dilakukan perubahan komposisi dated 28 October 2015 changed the composition of BOC by Komisaris, dengan mengangkat Ituk Herarindri sebagai appointing Ituk Herarindri as a Commissioner. As such, the Komisaris, maka sususan Dewan Komisaris menjadi: composition of BOC is as follows:

Susunan Dewan Komisaris periode 28 Oktober 2015 - sekarang Composition of BOC for the period of 28 October 2015 - present Nama Posisi Dasar Pengangkatan Novianto Herupratomo Komisaris Utama President Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014 Yushan Sayuti Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014 Bintang Hidayat Komisaris Commissioner Akta di luar RUPS No. 24 tgl 28/04/2015 Deed No. 24 dated 28/04/2015 IGN Bambang Tjahjono Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014 Ituk Herarindri Komisaris Commissioner Keputusan RUPS 28/10/2015 Deed No. 28/10/2015

Rapat Dewan Komisaris BOC Meetings Sesuai ketentuan Pasal 16 Anggaran Dasar Perseroan, selama In accordance with Article 16 of the Company’s articles of tahun 2015, Dewan Komisaris telah melaksanakan rapat association, during 2015 BOC already held 13 meetings, 5 of sebanyak 13 kali, yaitu 5 kali merupakan rapat internal Dewan which were internal BOC meetings and 8 of which were joint Komisaris dan 8 kali rapat gabungan bersama Direksi. Jumlah meetings with BOD. The total meetings held by BOC and the rapat Dewan Komisaris dan tingkat kehadiran tertuang dalam attendance level are depicted in the table below: tabel berikut ini.

Jumlah Rapat Jumlah Kehadiran Kehadiran (%) Nama Name Jabatan Position Number of Number of Attendance Level Meeting Participants Novianto Herupratomo Komisaris Utama President Commissioner 13 13 100% Yushan Sayuti Komisaris Commissioner 13 8 62% IGN Bambang Tjahjono Komisaris Commissioner 13 10 77% Bintang Hidayat Komisaris Commissioner 13 11 85% Ituk Herarindri* Komisaris Commissioner 3 2 67% *diangkat sebagai Komisaris melalui RUPS tanggal 28 Oktober 2015 *appointed as Commissioner in GSM dated 28 October 2015

90 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Rapat Dewan Komisaris bersama Direksi Joint Meetings of BOC and BOD Jumlah Rapat Jumlah Kehadiran Kehadiran (%) No Nama Name Jabatan Position Number of Number of Attendance Level Meetings Participants 1 Capt. Novianto Komisaris Utama President Commissioner 8 8 100% Herupratomo 2 Yushan Sayuti Komisaris Commissioner 8 5 63% 3 IGN. Bambang Komisaris Commissioner 8 6 75% Tjahjono 4 Bintang Hidayat Komisaris Commissioner 8 6 75% 5 Ituk Herarindri Komisaris Commissioner 2 1 50% 6 Agus Priyanto Direktur Utama President Director 8 8 100,00 7 Heru Legowo Direktur Keuangan Financial Director 6 6 100,00 8 Tharian Direktur Strategi & SDM Strategy & HR Director 6 6 100,00 9 Hariyanto Direktur Operasi Operational Director 6 5 83,33 10 Ester Siahaan Direktur Keuangan Financial Director 2 2 100,00 11 Eko Diantoro Direktur Strategi & SDM Strategy & HR Director 2 2 100,00 12 Sucipto Direktur Operasi Operational Director 2 2 100,00

Materi rapat gabungan Dewan Komisaris dan Direksi Agenda of BOC and BOD Joint Meetings No Tanggal Date Materi Rapat Meeting Agenda 1 4 Mei May 2015 Laporan Manajemen (Audited) Tahun Buku 2014 2 21 Mei May 2015 Laporan Manajemen s.d. April Tahun 2015 3 29 Juni June 2015 Laporan Manajemen s.d. Mei Tahun 2015 4 23 Juli July 2015 Laporan Manajemen s.d. Triwulan II atau Semester I tahun 2015 5 20 Oktober October 2015 Laporan Manajemen s.d. Triwulan III Tahun 2015 6 28 Oktober October 2015 Perkenalan Dewan Komisaris dan Direksi Baru 7 3 November November 2015 Usulan RKAP 2016 8 17 Desember December 2015 Revisi Usulan RKAP 2016

Hubungan antara Dewan Komisaris, Direksi, dan Relationship among BOC, BOD and Shareholders Pemegang Saham Hubungan kerja yang baik antara Dewan Komisaris dengan Good relationship among BOC and BOD plays an important Direksi merupakan hal yang sangat penting agar masing- role so as to enable each organ of the Company to work masing organ perusahaan dapat bekerja sesuai fungsinya in accordance with its function effectively and efficiently. dengan efektif dan efisien. Dewan Komisaris menghormati BOC respects the function and role of BOD in managing the fungsi dan peranan Direksi dalam mengurus Perseroan Company as governed under the laws and the Company’s sebagaimana telah diatur dalam peraturan perundang- articles of association. undangan maupun Anggaran Dasar perusahaan.

Direksi menghormati fungsi dan peranan Dewan Komisaris BOD respects the functions and role of BOC to perform untuk melakukan pengawasan dan pemberian nasihat terhadap the supervisory function and advisory role towards the kebijakan pengurusan Perseroan, setiap hubungan kerja management of the Company. Each working relationship antara Dewan Komisaris dengan Direksi merupakan hubungan between the BOC and BOD represents an institutional kelembagaan, dalam arti bahwa Dewan Komisaris dan Direksi relationship, in the meaning that BOC and BOD have collegial sebagai jabatan kolektif yang merepresentasikan keseluruhan positions which represent all of its members so that each anggotanya sehingga setiap hubungan kerja antara anggota working relationship among BOC with one of the BOD

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 91 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Dewan Komisaris dengan salah seorang anggota Direksi harus members should also be known by BOC members and other diketahui oleh anggota Dewan Komisaris dan anggota Direksi BOD members as well. lainnya.

Direksi BOD Direksi bertugas menjalankan segala tindakan yang berkaitan BOD is assigned to perform all actions related to and in dengan Perseroan dan sesuai dengan maksud dan tujuan accordance with the Company’s purpose and objectives and perusahaan serta mewakili Perseroan di dalam maupun also to represent the Company inside and outside the court di luar pengadilan tentang segala hal dan segala kejadian pertaining to all matters and all actions with the limitations as dengan pembatasan-pembatasan sebagaimana diatur dalam governed under the laws, articles of association and/or GSM peraturan perundang-undangan, Anggaran Dasar dan/atau resolutions. Keputusan Rapat Umum Pemegang Saham.

Hak dan Kewenangan Direksi Rights and Authorities of BOD Sesuai Pasal 11 Ayat (2) Anggaran Dasar Perseron, Direksi In accordance with Article 11 par (2) of the Company’s articles memiliki hak dan wewenang sebagai berikut: of association, BOD has the following rights and authorities: 1. Menerapkan kebijakan kepengurusan Perseroan. 1. Implementing the Company’s management policies. 2. Mengatur penyerahan kekuasaan Direksi untuk mewakili 2. Assigning the power granted to BOD to represent the Perseroan di dalam dan di luar pengadilan, kepada seorang Company inside and outside the court, to one of or atau beberapa orang anggota Direksi yang khusus ditunjuk several members of BOD specifically assigned for such untuk itu atau kepada seorang atau beberapa orang pekerja duty or to one of or several employees either individually Perseroan baik sendiri-sendiri maupun bersama-sama atau or collectively or to another personnel and to assign the kepada orang lain dan mengatur penyerahan kekuasaan power granted to BOD to represent the Company to branch Direksi untuk mewakili Perseroan kepada kepala cabang manager locally or internationally. atau kepala perwakilan di dalam maupun di luar negeri. 3. Governing the rules and regulations pertaining to the 3. Mangatur ketentuan-ketentuan tentang kepegawaian Company’s human resources-related matters including Perseroan termasuk penetapan gaji, pensiun atau jaminan remuneration package, pension or retirement benefits hari tua dan penghasilan lain bagi pekerja Perseroan and compensations for employees of the Company berdasarkan peraturan perundang-undangan yang berlaku, based on prevailing laws, under the conditions that such dengan ketentuan apabila penetapan gaji, pensiun, jaminan remuneration package, pension or retirement benefits and hari tua dan penghasilan lain bagi pekerja yang melampaui other compensations for employees which exceed the kewajiban yang ditetapkan peraturan perundang- amounts stipulated by law should obtain prior consent undangan harus mendapat persetujuan terlebih dahulu from GSM. dari RUPS. 4. Appointing and discharging the Company’s employees. 4. Mengangkat dan memberhentikan pekerja Perseroan. 5. Appointing and discharging the Corporate Secretary. 5. Mengangkat dan memberhentikan Sekretaris Perusahaan. 6. Taking any necessary actions and measures concerning 6. Melakukan segala tindakan dan perbuatan lainnya the management and ownership of the Company’s wealth, mengenai pengurusan maupun pemilikan kekayaan binding the Company with other parties and/or other Perseroan, mengikat Perseroan dengan pihak lain dan/atau parties with the Company, and representing the Company pihak lain dengan Perseroan, serta mewakili Perseroan di inside and outside the court pertaining to all matters and dalam dan di luar Pengadilan tentang segala hal dan segala all actions with the limitations as governed under the laws, kejadian dengan pembatasan-pembatasan sebagaimana articles of association and/or GSM resolutions. diatur dalam peraturan perundang-undangan, Anggaran Dasar dan/atau Keputusan RUPS.

92 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Susunan Direksi sampai 28 Oktober 2015 Composition of BOD as of 28 October 2015 Nama Name Posisi Position Dasar Pengangkatan Decision Letter Agus Priyanto Direktur Utama Diangkat berdasarkan Keputusan Rapat Umum Pemegang Saham Luar Biasa tanggal 19 Desember 2013 President Director yang dimuat dalam Akta Notaris No. 2 tanggal 6 Januari 2014 tentang Pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa PT Gapura Angkasa. Appointed based on Extraordinary GSM Resolutions dated 19 December 2013 under Notarial Deed No. 2 dated 6 January 2014 of Extraordinary GSM Resolutions of PT. Gapura Angkasa. Hariyanto Direktur Operasi dan Diangkat menjadi Direksi berdasarkan Keputusan Pemegang Saham dalam Akta Notaris Nomor 12 tanggal 20 Komersial Januari 2011 tentang pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa dan diangkat menjadi Operational and Direktur Operasi dam Komersial berdasarkan Surat Keputusan No. SKEP/DZ/5043/XI/2014 tentang Pembagian Commercial Director Tugas dan Wewenang Direksi tanggal 14 November 2014. Appointed as Director based on Extraordinary GSM Resolutions under Notarial Deed No 12 dated 20 January 2011 of Extraordinary GSM Resolutions and appointed as Operational and Commercial Director based on Decision Letter No: SKEP/DZ/5043/XI/2014 of Segregation of Duties and Authorities of Director dated 14 November 2014. Tharian Direktur Strategi dan Diangkat menjadi Direksi berdasarkan Keputusan Pemegang Saham dalam Akta Notaris Nomor 12 tanggal 20 Sumber Daya Manusia Januari 2011 tentang pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa dan diangkat menjadi Strategy & HR Director Strategi & SDM berdasarkan Surat Keputusan No. SKEP/DZ/5043/XI/2014 tentang Pembagian Tugas dan Wewenang Direksi tanggal 14 November 2014. Appointed as Director based on Extraordinary GSM Resolutions under Notarial Deed No 12 dated 20 January 2011 of Extraordinary GSM Resolutions and appointed as Strategy & HR Director based on Decision Letter No: SKEP/DZ/5043/XI/2014 of Segregation of Duties and Authorities of Director dated 14 November 2014. Heru Legowo Direktur Keuangan Diangkat menjadi Direksi berdasarkan Keputusan Pemegang Saham dalam Akta Notaris Nomor 12 tanggal 20 Financial Director Januari 2011 tentang pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa dan diangkat menjadi Direktur Keuangan berdasarkan Surat Keputusan No. SKEP/DZ/5043/XI/2014 tentang Pembagian Tugas dan Wewenang Direksi tanggal 14 November 2014. Appointed as Director based on Extraordinary GSM Resolutions under Notarial Deed No 12 dated 20 January 2011 of Extraordinary GSM Resolutions and appointed as Financial Director based on Decision Letter No: SKEP/ DZ/5043/XI/2014 of Segregation of Duties and Authorities of Director dated 14 November 2014.

Melalui keputusan RUPS tanggal 28 Oktober 2015 dilakukan GMS Resolutions dated 28 October 2015 made changes on perubahan susunan Direksi sebagai berikut: the composition of BOD as follows:

Susunan Direksi 28 Oktober 2015 - sekarang Composition of BOD from 28 October 2015 - present Nama Name Posisi Position Dasar Pengangkatan Decision Letter Agus Priyanto Direktur Utama Diangkat berdasarkan Keputusan Rapat Umum Pemegang Saham Luar Biasa tanggal 19 Desember 2013 President Director yang dimuat dalam Akta Notaris No. 2 tanggal 6 Januari 2014 tentang Pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa PT. Gapura Angkasa. Appointed based on Extraordinary GSM Resolutions dated 19 December 2013 under Notarial Deed No. 2 dated 6 January 2014 of Extraordinary GSM Resolutions of PT Gapura Angkasa . Sucipto Direktur Operasi dan Keputusan RUPS pada 28/10/2015 Komersial GSM Resolutions dated 28/10/2015 Operational and Commercial Director Eko Diantoro Direktur Strategi dan Keputusan RUPS pada 28/10/2015 Sumber Daya Manusia GSM Resolutions dated 28/10/2015 Strategy & HR Director Ester Siahaan Direktur Keuangan Keputusan RUPS pada 28/10/2015 Financial Director GSM Resolutions dated 28/10/2015

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 93 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Rapat Direksi BOD Meetings Sesuai ketentuan Pasal 12 Anggaran Dasar, selama tahun In accordance with Article 12 of Articles of Associations, the 2015, telah diselenggarakan 42 kali rapat Direksi. Company held 42 BOD meetings during 2015.

Rapat Direksi periode hingga 28 Oktober 2015 BOD Meetings as of 28 October 2015 Jumlah Rapat Jumlah Kehadiran Kehadiran (%) Nama Name Jabatan Position Number of Number of Partic- Attendance Level Meeting ipants Agus Priyanto Direktur Utama President Director 32 31 96,88 Heru Legowo Direktur Keuangan Financial Director 32 31 96,88 Tharian Direktur Strategi & SDM Strategy & HR Director 32 28 87,50 Hariyanto Direktur Operasi Operational Director 32 28 87,50

Rapat Direksi periode 28 Oktober – 31 Desember 2015 BOD Meetings for the period of 28 October 31 December 2015 Jumlah Rapat Jumlah Kehadiran Kehadiran (%) Nama Name Jabatan Position Number of Number of Partic- Attendance Level Meeting ipants Agus Priyanto Direktur Utama President Director 10 10 100% Ester Siahaan Direktur Keuangan Financial Director 10 10 100% Eko Diantoro Direktur Strategi & SDM Strategy & HR Director 10 10 100% Sucipto Direktur Operasi Operational Director 10 10 100%

Agenda Rapat Direksi Agenda of BOD Meetings No. Tanggal Date Materi Rapat Direksi Materi Rapat Direksi 1 6 Januari 2015 1. Spesifikasi GPU 1. Specification of GPU 2. Standarisasi Minimum GSE Per-Kelas Cabang 2. Standardization of Minimum GSE Per-Branch Class 3. Konsep Program OS ke PKWTT 3. Concept of OS Program to PKWTT 4. Persiapan Kick Off Budget Meeting 2015 4. Preparation of Kick Off Budget Meeting 2015 5. Persiapan Bahan Rapat Koordinasi dengan GA 5. Preparation of Coordination Meeting Materials GA 6. Weekly Report Tim Multi Tasking. 6. Weekly Report of Multi-Tasking Team 2 20 Januari 2015 1. SUB & CGK Case Report 1. SUB & CGK Case Report 2. Progres Report Unit Human Capital 2. Progress Report of Human Capital Unit 3. Progres Report Unit Komersial 3. Progress Report of Commercial Unit 4. Penyisihan Piutang 2014 4. Allowance for Receivables 2014 3 5 Februari 2015 1. Pembahasan Aspek Keuangan 1. Discussion of Financial Aspect 2. Pembahasan Aspek Operasi 2. Discussion of Operational Aspect 3. Pembahasan Aspek IT (tindak lanjut dengan Groundstar) 3. Discussion of IT Aspect (follow up with Groundstar) 4. 17 Februari 2015 1. Presentasi Hay Group 1. Presentation of Hay Group 2. KPI & CSS 2. KPI & CSS 3. Progres Report Program Kerja Human Capital 3. Progress Report of Human Capital Work Program 5. 24 Februari 2015 1. Laporan Manajemen Januari 2015 1. Management Report per January 2015 2. Laporan Cash Flow Januari 2015 2. Cash Flow Report per January 2015 3. Jumlah Kebutuhan GSE 3. Total GSE Requirements 6. 3 Maret 2015 1. Pembahasan Askpek Operasional 1. Discussion of Operational Aspect 2. Kebutuhan GSE 2. GSE Requirements 3. Lain-lain 3. Others

94 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Agenda Rapat Direksi Agenda of BOD Meetings No. Tanggal Date Materi Rapat Direksi Materi Rapat Direksi 7. 10 Maret 2015 1. Arahan Direktur Utama 1. Instructions from President Director 2. Email Korporat 2. Corporate Email 3. Corective Acrion kinerja Check In Counter, baggage Dellivery 3. Corrective Actions for the Performance of Check In Counter, dan APB di CGK Baggage Delivery and APB at CGK 4. Sispro Pengadaan 4. System and Procedures of Procurement 5. Progress Hay Consulting 5. Progress of Hay Consulting 6. Progress Report SMK 6. Progress Report of SMK 7. Talent Pool & Succesion Plan 7. Talent Pool & Succession Plan 8. Progress Rerport Standard Appereance Manual 8. Progress Report of Standard Appearance Manual 9. Pelaksanaan Upah Lembur. 9. Conduct of Overtime Fees. 10. Lain-lain 10. Others 8. 17 Maret 2015 1. Laporan Hasil Inspeksi Operasional di Kualanamu (KNO) 1. Report of Operational Inspection at Kualanamu (KNO) 2. Penjelasan Beban GSE 2. Clarification of GSE Costs 3. Laporan Manajemen Februari 2015 3. Management Report per February 2015 4. Lain-lain 4. Others 9. 25 Maret 2015 1. Executive Summary Audit SPI 1. Executive Summary of SPI Audit 2. Laporan Hasil Audit KAP 2. Independent Auditors Report 3. Persiapan Laporan Manajemen Kepada Pemegang Saham 3. Preparation of Management Report to Shareholders 10. 31 Maret 2015 1. Gapura Operasi Center (Asyst) 1. Gapura Operation Center (Asyst) 2. Progres Report Sewa GSE 2. Progress Report of GSE Rental 3. Progres Report FS Rencana Bisnis WH di BKS 3. Progress Report of FS Business Plan WH at BKS 4. Progres Report SBU & Standarisasi Business Lounge di PNK 4. Progress Report of SBU & Standardization of Business 5. Progres Report Perubahan Organisasi dan Status email Lounge at PNK Gapura 5. Progress Report of Organizational Changes and Email Status 6. Progres Report Leadership Program, Cultural Transformation of Gapura Program & Competency Development Program 6. Progress Report of Leadership Program, Cultural 7. Round Table Transformation Program & Competency Development Program 7. Round Table 11. 7 April 2015 1. Persiapan KAA 1. Preparation of KAA 2. Pembahasan Aspek Operasi 2. Discussion of Operational Aspects 3. Laporan Laba (Rugi) Komprehensif 3. Comprehensive Income Statement 4. Laporan Finalisasi Tim Sewa GSE 4. Finalization Report of GSE Rental Team 5. Lain-lain 5. Others 12. 13 April 2015 1. Pembahasan Finalisasi Kebutuhan Peralatan GSE 1. Discussion of Finalization of GSE Equipment Requirements 13. 14 April 2015 1. Persiapan RUPS 1. GSM Preparation 2. Progres Report Human Capital 2. Progress Report of Human Capital 3. Progres Report KAA 2015 3. Progress Report of KAA 2015 4. Progres Report Update Manual Perusahaan 4. Progress Report of the Company’s Updated Manuals 5. Progres Report Public Relation 5. Progress Report of Public Relation 14. 22 April 2015 1. Reorganisasi Cabang CGK dan DPS 1. Reorganization of CGK and DPS Branches 2. Laporan Proses Negosiasi Pengadaan Sewa GSE 2. Progress Report of Procurement of GSE Rental 3. Laporan Manajemen Q1 2015 3. Management Report Q1 2015 4. Rencana Materi QBR Q1 4. Draft Materials of QBR Q1 15. 28 April 2015 1. Pembahasan Aspek Keuangan 1. Discussion of Financial Aspect 2. Revisi Ground Operation Manual (GOM) 2. Revision of Ground Operation Manual (GOM) 3. CSS 3. CSS 4. Kriteria Teknis OS CGK 4. Technical Criteria of OS CGK 5. Perubahan Rencana Delivery Time Sewa GSE 5. Changes to Delivery Time Plan of GSE Rental 16. 12 Mei 2015 1. Persiapan Aplikasi Logo Baru 1. Preparation of New Logo Launch 2. Laporan Finance Performance s/d April 2015 2. Financial Performance Report per April 2015 3. Sharing Program Kerja Unit Service Standard 3. Sharing of Work Program of Service Standard Unit 4. Persiapan QBR 1 Tahun 2015 4. Preparation of QBR 1 FY 2015 5. Business Plan: Lounge PKU & CGK, serta upaya optimalisasi 5. Business Plan: Lounge PKU & CGK, and Optimization of GLC class room GLC Class Room 17. 19 Mei 2015 1. Update mengenai ISAGO 1. Updates of ISAGO 2. Progress Report Hay Group 2. Progress Report of Hay Group 3. Management Report April 2015 & Eficiency 3. Management Report per April 2015 & Efficiency 18. 3 Juni 2015 1. Follow Up QBR I 2015 hari ke 2 1. Follow Up of QBR I 2015 day 2 2. Follow Up QBR I 2015 - Service Excellence 2. Follow Up of QBR I 2015 - Service Excellence 3. Tindak lanjut rencana Livery GSE 3. Follow up of Livery GSE Plan 4. Persiapan Rapat dengan GA - 04 Juni 2015 4. Preparation of Meetings with GA - 04 June 2015 5. Lain-lain 5. Others 19. 19 Juni 2015 1. Perubahan RKAP 2015 1. Changes to RKAP 2015 2. Progres Report OCC 2. Progress Report of OCC 3. Reability GSE 3. Reliability of GSE

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 95 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Agenda Rapat Direksi Agenda of BOD Meetings No. Tanggal Date Materi Rapat Direksi Materi Rapat Direksi 20. 23 Juni 2015 1. Finalisasi RKAP & RJPP 1. Finalization of RKAP & RJPP 2. Analisa & rencana tindak lanjut amandemen penawaran 2. Analysis & follow up plan of amendments to new GSE kontrak GSE yang baru proposed contract 3. Progres Repor KPI Service (Hyginic & Delight Factor) 3. Progress Report of KPI Service (Hygienic & Delight Factor) 4. Usulan perubahan Format CSS 4. Suggestions to CSS Format Changes 5. Progeres Report rencana kerjasama dengan Indra K. Jusi & 5. Progress Report of Cooperation Plan with Indra K. Jusi & ALC ALC 6. SOP of Procurement for direct purchase from 5 million to 100 6. SOP Pengadaan untuk pengadaan langsung senilai 5 juta s/d million 100 juta 21. 30 Juni 2015 1. Presentasi Progres Report Job Evaluation 1. Presentation of Progress Report of Job Evaluation 2. Asumsi Pajak Dalam setahun 2. Annual Tax Assumptions 3. Livery GSE HLP 3. Livery GSE HLP Progress Report Pengadaan Payung Progress Report of Umbrella Procurement 22. 9 Juli 2015 1. Konsep Design Annual Report 2014 1. Design Concept of Annual Report 2014 2. Finding 2. Findings 3. Laporan Manajemen Semester 1 3. Management Report of Semester 1 4. Laporan Cash Flow 4. Cash Flow Report 5. Golden Shakehand 5. Golden Shakehand 6. Program Mini MBA 6. Mini MBA Program 23. 4 Agustus 2015 1. Progres Report Hay Group 1. Progress Report of Hay Group 2. Analysis Profit & Loss Branch Office 2. Profit & Loss Analysis in Branch Offices 24. 18 Agustus 2015 1. Laporan persiapan akhir station embarkasi haji 1. Report of Final Preparation for Pilgrimage Embarkation 2. Progress report review RJPP Station 3. Penyusunan RKAP 2016 2. Progress report of RJPP review 4. Rencana Pengadaan 100 Unit BCT Jumbo CGK 3. Preparation of RKAP 2016 4. Procurement Plan of 100 Unit of BCT Jumbo CGK 25. 25 Agustus 2015 1. Operasional Kebutuhan GSE 1. Operational GSE Requirements 2. Persiapan Pembangunan Kantor Pusat 2. Preparation of Head Office Construction 3. Persiapan RKAP 3. Preparation of RKAP 26. 1 September 2015 1. Safety Review Board 1. Safety Review Board 2. Kebutuhan SDM Operasional 2. Operational HR Requirements 3. Review RKAP 2016 3. Review of RKAP 2016 27. 8 September 2015 1. Review (Konsep Baru) RKAP 2016 1. Review (New Concept) of RKAP 2016 2. Review Rencana Seleksi PKWT menjadi Peg. Tetap 2. Review of Selection Plan of PKWT to Become Permanent Employee 28. 15 September 2015 1. Reward untuk Karyawan 1. Reward for Employees 2. Kick Off ALC 2. ALC Kick Off 3. Management Report Agustus 2015 3. Management Report per August 2015 4. Update RKAP 2016 4. Update of RKAP 2016 5. Progress Report OCS 2016 5. Progress Report of OCS 2016 6. Progress Report Rencana Budget Meeting & QBR 2 2015 - 6. Progress Report of Budget Meeting Plan & QBR 2 2015 - Rundown Acara Rundown 7. Progress Report Rencana Training Lanjutan Indra K. Jusi 7. Progress Report of Advanced Training Plan for Indra K. Jusi 29. 22 September 2015 1. Persiapan Budget Meeting 1. Preparation of Budget Meeting 2. Persiapan QBR 2 2015 2. Preparation of QBR 2 2015 3. Pedoman Pembuatan FS 3. FS Preparation Guidelines 4. Dokumentasi FS dan Minutes of Meeting 4. Documentation of FS and Minutes of Meeting 5. Filing system seluruh dokumen perusahaan 5. Filing system for all corporate documents 30. 13 Oktober 2015 1. Teleconference: Safety & Security 1. Teleconference: Safety & Security 2. Hasil Review Budget Meeting & Lap. Manajemen Bulan 2. Review Results of Budget Meeting & Management Report September 2015 per September 2015 3. Business Performance Report SBU 3. Business Performance Report of SBU 4. Corporate Culture & Kesehatan 4. Corporate Culture & Health 5. Action Plan terkait turnover yang tinggi di GSE operator 5. Action Plan related to high turnover in GSE operator 31. 20 Oktober 2015 1. Percepatan Proses Pengadaan 1. Acceleration of Procurement Process 2. Review Laporan Q3 2015 dan RKAP 2016 untuk Bahan 2. Review of Q3 2015 Report and RKAP 2016 for BOC Report Report Dekom materials 3. Progres Report Service Standard 3. Progress Report of Service Standard 4. Update Tambahan Jumlah Kebutuhan GSE 4. Additional Updates of Total GSE Requirements 32. 27 Oktober 2015 1. Silent Shoper 1. Silent Shopper 2. Pedoman Pembuatan dan Filing Feasibility Study 2. Guidelines for Preparation and Filing of Feasibility Study 3. Feasibility Study Sewa GSE dan OCS 3. Feasibility Study for GSE Rental and OCS 4. Progress Report Program Human Capital 4. Progress Report of Human Capital Program 5. Kajian Spec Teknis untuk PBS 5. Review of Technical Specifications for PBS

96 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Agenda Rapat Direksi Agenda of BOD Meetings No. Tanggal Date Materi Rapat Direksi Materi Rapat Direksi 33. 30 Oktober 2015 1. Pengenalan Perusahaan kepada Direksi Baru 1. Company Induction for New Director 2. Revisi RJPP 2015 - 2019 2. Revision of RJPP 2015 – 2019 3. Perubahan Usulan RKAP 2016 3. Changes to the Proposed RKAP 2016 34. 3 November 2015 1. Safety Review Board 1. Safety Review Board 2. Pembahasan Aspek Operasi 2. Discussion of Operational Aspect 3. Action Plan masing-masing Direktorat Terkait Program Kerja 3. Action Plan for each Directorate related to Work Program 4. Revisi Materi RKAP 2016 4. Revised Materials of RKAP 2016 35. 10 November 2015 1. Management Report Oktober 2015 1. Management Report per October 2015 2. Usulan RKAP 2016 2. Proposed RKAP 2016 3. Realisasi & Proyeksi Cash Flow 3. Realization & Projection of Cash Flow 4. Program Golden Shakehand 4. Golden Shakehand Program 36. 19 November 2015 Gapura OCS Project Impact Analisis Gapura OCS Project Impact Analysis 37. 20 November 2015 Dispute Resolution www.gapura.co.id Dispute Resolution of www.gapura.co.id 38. 24 November 2015 1. Progress Report Set Up Social Media Gapura 1. Progress Report of Setting Up Gapura Social Media 2. Update RKAP 2016 2. Updated RKAP 2016 3. Update RJPP & Program Kerja (Balance Score Card) 3. Updated RJPP & Work Program (Balanced Score Card) 39. 1 Desember 2015 1. Update RKAP 2016 1. Updated RKAP 2016 2. Analiasa kebutuhan GSE terkait rencana beroperasinya T3 2. Analysis of GSE Requirements related to the planned dalam 2 fase (Jun & Des) operation of T3 in 2 phases (Jun & Dec) 3. Analisa Dampak rencana Citilink pindah ke terminal 2 (secara 3. Impact Analysis of Citilink Moving Plan to terminal 2 operasional dan sisa masa kontrak di T1) (operational analysis and remaining contract period in T1) 40. 10 Desember 2015 1. Safety Review Board 1. Safety Review Board 2. Aspek Operasional - Persiapan Peak Season Natal & Tahun 2. Operational Aspect – Preparation of Peak Season for Baru Christmas & New Year 3. Presentasi Update Desain Gedung 3. Presentation of Updated Building Design 41. 17 Desember 2015 1. Perubahan RKAP 2016 1. Amendments to RKAP 2016 2. Materi Pembahasan dengan Dekom 2. Discussion Materials with BOC 3. Gapura OCS, Monthly Project Review 3. Gapura OCS, Monthly Project Review 42. 22 Desember 2015 1. Pembahasan Aspek Human Capital 1. Discussion of Human Capital Aspects 2. Progress Kontrak OCS 2. Progress of OCS Contract 3. Progress Website 3. Progress of Website 4. Perubahan Kelas Cabang 4. Changes in Branch Class 5. Rencana Pendanaan Workshop 152 5. Workshop Budgeting Plan 152 6. Penyelesaian Lounge Pekanbaru 6. Finalization of Pekanbaru Lounge 7. Usulan Penomoran GSE. 7. Suggestions to GSE Numbering

Komite Audit Audit Committee Komite Audit dibentuk oleh dan bertanggung jawab kepada Audit Committee is established by and is reporting to BOC for Dewan Komisaris dengan tujuan membantu Dewan Komisaris the purpose of assisting BOC to support effective oversight untuk mendukung efektivitas pelaksanaan tugas dan fungsi duties and functions of all matters related to financial report, pengawasan (oversight) atas hal-hal yang terkait dengan internal control system, internal and external audit functions, laporan keuangan, sistem pengendalian internal, pelaksanaan GCG implementation and compliance with prevailing rules and fungsi audit internal dan eksternal, implementasi Good regulations. Corporate Governance (GCG) serta kepatuhan terhadap peraturan perundang-undangan yang berlaku.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 97 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Selama tahun 2015, Komite Audit mengadakan 9 kali rapat, During 2015, Audit Committee held 9 meetings, 4 of which dimana 4 kali rapat dihadiri Dewan Komisaris. were attended by BOC.

Materi Rapat Komite Audit Audit Committee Meeting Agenda No. Tanggal Date Materi Rapat Meeting Agenda 1.* 15 April 2015 Pembahasan review hasil pemeriksaan PKPT dan Pemsus GSE, Discussion of review results of PKPT and Special Audit of GSE, BBM 2014 BBM 2014 2. 20 April 2015 Rapat koordinasi internal sebagai tindak lanjut Keputusan Internal coordination meeting as a follow up of Shareholders Pemegang Saham Di Luar RUPS 7 April 2015 Decision outside GSM 7 April 2015 3.* 28 April 2015 Pembahasan Management Letter untuk tahun yang berakhir 31 Discussion of Management Letter for the year ended 31 Desember 2014 December 2014 4.* 29 April 2015 Pembahasan evaluasi KAP Osman Bing Satrio & Eny (Delloitte) Discussion of KAP Osman Bing Satrio & Eny (Delloitte) evaluation 5. 21 Mei 2015 Laporan Manajemen Triwulan 1 (Q1) tahun 2015 Management Report – First Quarter (Q1) 2015 6. 29 Juni 2015 Evaluasi Kinerja Manajemen bulan Mei 2015 Management Performance Evaluation May 2015 7. 23 Juli 2015 Evaluasi Kinerja Manajemen s.d. Triwulan II atau Semester I Management Performance Evaluation per Second Quarter or Tahun 2015 Semester I 2015 8.* 9 Oktober 2015 Pembahasan Evaluasi Pelaksanaan PKPT SPI Semester I tahun Discussion of PKPT Implementation Evaluation in SPI for 2015 Semester I 2015 9. 20 Oktober 2015 Laporan Manajemen s.d. Triwulan III Tahun 2015 Management Report per Third Quarter 2015 *rapat dihadiri Dewan Komisaris

Audit Internal Internal Audit

Hubungan Pelaporan Internal Auditor – Direksi Relationship between Internal Auditor Reporting dan Dewan Komisaris and BOD/BOC Internal Auditor berkewajiban untuk menyampaikan Laporan Internal Auditor is required to submit Audit Result Report Hasil Pemeriksaan (LHP) kepada Direktur Utama, Dewan (LHP) to President Director, BOC through Audit Committee and Komisaris melalui Komite Audit serta Direksi unit kerja terkait Director of the related work unit for the corresponding follow untuk ditindaklanjuti, sebagai berikut: up actions: - Evaluasi menyangkut kecukupan dan efektivitas serta - Evaluation concerning the adequacy and effectiveness proses organisasi dalam melakukan pengawasan terhadap of organizational process in monitoring the activities kegiatan-kegiatan yang dilakukan termasuk mengelola performed including managing the established risks risiko yang ditetapkan. - Recommended solutions for significant matters pertaining - Masalah-masalah penting terkait proses pengendalian to controlling processes over the activities of the Company dari kegiatan perusahaan dan anak perusahaan, termasuk and its subsidiaries, including potential corrective actions perbaikan potensial terhadap proses dan informasi terkait for such processes and information masalah tersebut harus diwujudkan dalam rekomendasi - Audit Report and status monitoring and annual audit plan pemecahan masalah. and the availability of resources - Laporan pelaksanaan pemeriksaan dan pengawasan - Coordination results with external audit terhadap status dan rencana pemeriksaan tahunan serta 1. Number of Auditors: ketersediaan sumber daya. - 1 Head of Internal Auditor - Hasil koordinasi dengan pemeriksaan eksternal. - 2 Inspectors (Commercial & Operation Inspector 1. Jumlah Auditor : and Admin & Financial Inspector) - 1 orang Head of Internal Auditor - 8 Auditors - 2 orang Inspector (Commercial & Operation Inspector dan Admin & Financial Inspector) - 8 orang Auditor

98 Gapura Angkasa • Laporan Tahunan 2015 Annual Report 2. Aktivitas di tahun 2015, melaksanakan : 2. Activities in 2015: - Program Kerja Pemeriksaan Tahunan (PKPT) tahun - Annual Audit Work Program (PKPT) in 2015 2015 sebanyak 53 objek pemeriksaan, terdiri dari : covering 53 matters subject to audit, which comprise:

PKPT 2015 Jumlah Total Uraian Description Kantor Cabang Branch Office 28 CGK, PNK, UPG, PGK, PKU, MDC, LOP, PDG, BTH, BIK, DJJ, BTJ, BPN, JOG, SUB, SRG, HLP, BDJ, BDO, DPS, DJB, PLM, AMQ, SOC, BKS, LBJ, KNO, CGO Kantor Perwakilan Representative Office 21 PSU, PUM, BUW, LUW, MJU, BMU, KOE, MKW, MKQ, SOQ, BWX, JBB, TMC, ENE, TJQ, SXK, LUV, FLZ, GNS, SBG, LSW Kantor Pusat Head Office 4 ZQ, SBU, IP, IB TOTAL 53

- Non Program Kerja Pemeriksaan Tahunan (Non - Those not belonging to Annual Audit Work Program PKPT) / Pemeriksaan Khusus sebanyak 3 objek (Non PKPT) / Special Audit which covers 3 matters pemeriksaan, terdiri dari : subject to audit: • Kantor Cabang HLP • HLP Branch Office • Kantor Cabang SOC • SOC Branch Office • Kantor Perwakilan GNS • GNS Representative Office

Profil Kepala Internal Auditor Kepala Internal Auditor dijabat oleh ______yang diangkat berdasar Surat ______tanggal ______.

Sebelumnya menjabat VP Finance, Manager Treasury, Manager Keuangan Kantor Cabang CGK, Wasbid Operasional Satuan Pengawas Internal. Mengawali karir di sebagai Auditor SPI di Garuda Indonesia pada 1989.

(nama pejabat) lahir di Belawan Sumatera Utara, 25 April 1961. Memperoleh gelar Sarjana Akuntansi dari ______pada ______.

Nelson Sihombing The position of Head of Internal Audit is served by ______, appointed based on Letter ______dated ______.

His previous positions include serving as VP Finance, Manager Treasury, Manager of Finance at CGK Branch, and Supervisor of Internal Audit (SPI) Operations. Started his career as an SPI auditor with Garuda Indonesia in 1989.

(name) was born in Belawan, North Sumatra, on 25 April 1961. Obtained a degree in Accounting from ______in ______.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 99 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

• Penjelasan singkat fungsi Internal Auditor: • Short Description of Internal Audit Function Gapura membentuk Unit Internal Audit untuk melakukan Gapura established Internal Audit Unit to provide kegiatan pemberian keyakinan (assurance) dan konsultasi assurance and independent and objective consultation, for yang bersifat independen dan obyektif, dengan tujuan the purpose of improving good corporate governance with untuk meningkatkan tata kelola perusahaan yang baik effective and efficient principles based on the prevailing dengan prinsip efektif dan efisien sesuai peraturan yang regulations. berlaku.

Unit Internal Audit dibentuk untuk membantu Direktur Internal Audit Unit is established to assist President Utama guna melakukan Pengawasan Intern Perusahaan Director in the conduct of Internal Control by monitoring, dengan cara melakukan pengawasan, kajian dan usulan reviewing and providing recommendations to President perbaikan kepada Direktur Utama atas pelaksanaan sistem Director in the implementation of internal control system pengendalian internal dibidang keuangan dan operasional. in finance and operations.

• Lingkup Pekerjaan Internal Auditor • Scope of Work of Internal Auditor Untuk melaksanakan tugas dan tanggung jawabnya, Head To perform its duties and responsibilities, Head of Internal of Internal Auditor memformulasikan lingkup pekerjaan Auditor formulates the scope of work of Internal Audit Unit Unit Internal Auditor dan diajukan kepada Direktur Utama and proposes such scope to President Director to have untuk dikonsultasikan dengan Dewan Komisaris dan further consultation with BOC and Audit Committee. The Komite Audit. Lingkup pekerjaan dari Internal Auditor scope of work of Internal Auditor is as follows: sebagai berikut: 1. Examination, evaluation and review of financial 1. pemeriksaan, evaluasi dan review atas pengelolaan management and operational performance; keuangan dan kinerja operasional Perusahaan; 2. Review of implementation of GCG, Risk Management, 2. pemeriksaan implementasi Tata Kelola Perusahaan, Internal Control system and Corporate Resources; Manajemen Resiko, sistem pengendalian Internal dan 3. Follow up of reports or information from employees or Sumber Daya Perusahaan; other third parties concerning the misconduct in the 3. menindaklanjuti Laporan atau pengaduan dari business activities; karyawan dan pihak ketiga lainnya atas penyimpangan 4. Evaluation of risk management policies and dalam pengelolaan perusahaan; implementations already prepared by management; 4. Evaluasi kebijakan manajemen resiko dan implementasi 5. Regular audit and special audit; yang telah disiapkan oleh Manajemen; 6. Compliance with law and regulations. 5. Pemeriksaan dan tugas-tugas khusus; 6. Ketaatan terhadap hukum dan regulasi.

Unit Internal Auditor dapat melakukan kegiatan-kegiatan Internal Audit Unit may perform activities other than audit selain kegiatan pemeriksaan seperti kegiatan konsultasi, activities such as consultation, product safety-related kegiatan yang terkait dengan product safety, kegiatan activities, operating activities both at corporate or project operasional perusahaan maupun proyek, keikutsertaan level, participation in emergency assignments, and other dalam penugasan emergency, dan lain sebagainya activities so long as such activities neither create conflict selama tidak menimbulkan konflik kepentingan dan/atau of interest nor disrupt the main activities of Internal Audit mengganggu kegiatan utama Unit Internal Auditor. Unit.

100 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Sekretaris Perusahaan Corporate Secretary Sekretaris Perusahaan diangkat dan diberhentikan oleh Corporate Secretary is appointed and terminated by President Direktur Utama berdasarkan mekanisme internal Perseroan Director based on corporate internal mechanism which is dengan persetujuan Dewan Komisaris. subject to the approval of BOC.

Sekretaris Perusahaan merupakan organ tata kelola yang Corporate Secretary represents the corporate governance memegang peran signifikan sebagai Compliance Officer yang organ which plays a significant role as Compliance Officer who membantu Direksi dalam penerapan prinsip-prinsip GCG serta assists BOD in implementing GCG principles and meeting the memenuhi ketentuan terhadap praktik GCG. requirements of GCG practices.

Secara umum tugas dan tanggung jawab Sekretaris In general, the duties and responsibilities of Corporate Perusahaan: Secretary are as follows: 1. Membantu Direksi dalam merencanakan, 1. Assisting BOD in planning, coordinating, implementing, mengkoordinasikan, melaksanakan, mengevaluasi evaluating and developing the administrative and dan membina pelaksanaan kegiatan administrasi dan secretarial matters, protocols and general affairs, GCG, kesekretariatan, protokoler dan kerumahtanggaan, Good office facilities maintenance (except for communication Corporate Governance (GCG), pemeliharaan fasilitas kantor equipment and information technology tools), office (kecuali peralatan komunikasi dan informasi teknologi), security, contract/agreement (non commercial), legal pengamanan kantor, kontrak/perjanjian (non commercial), (litigation and non-litigation), inter-company relationship hukum (litigasi dan non litigasi), hubungan antar lembaga and public relations. dan hubungan masyarakat. 2. Ensuring that the Company meets the regulations 2. Memastikan bahwa Perseroan memenuhi peraturan concerning transparency in compliance with the tentang persyaratan keterbukaan sejalan dengan implementation of GCG principles, provides the information penerapan prinsip-prinsip GCG, memberikan informasi required by BOD and BOC on a periodical basis and/or upon yang dibutuhkan oleh Direksi dan Dewan Komisaris secara request. berkala dan/atau sewaktu-waktu bila diminta. 3. Planning, coordinating, evaluating and performing the 3. Merencanakan, mengkoordinasikan, mengevaluasi dan preparation and reporting of realization of Work Plan and melaksanakan kegiatan penyusunan dan pelaporan Budget (RKAP) in Head Office. realisasi rencana Kerja dan Anggaran Perusahaan (RKAP) 4. Monitoring and preparing the report of Corporate Kantor Pusat. Secretarial aspects in accordance with those set forth in 4. Memonitor dan membuat laporan aspek/bidang Sekretariat Key Performance Indicator (KPI) on a quarterly or annual Perusahaan sesuai dengan yang telah ditetapkan dalam basis. Key Performance Indicator (KPI) secara triwulan dan tahunan.

Pada akhir tahun 2015 Sekretaris Perusahaan dijabat oleh At the end of 2015 the Corporate Secretary is A.A Made A.A Made Hardika yang ditetapkan melalui Surat Keputusan Hardika who was appointed in Decision Letter No: SKEP/ Nomor: SKEP/DZ/5003/II/2015 tentang Pembebasan dan DZ/5003/II/2015 of Dismissal and Appointment of Officers of Pengangkatan Pejabat di Lingkungan PT. Gapura Angkasa PT. Gapura Angkasa dated 27 Februari 2015. tanggal 27 Februari 2015.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 101 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance 04 Corporate Social responsibility Corporate Data Financial report

Profil Sekretaris Perusahaan Sekretaris Perusahaan dijabat oleh Anak Agung Made Hardika yang diangkat berdasar Surat SKEP/DZ/5003/II/2015 tanggal 27 Februari 2015.

Sebelumnya menjabat sebagai Head of Safety, Security & Quality. Di stasiun DPS bandara Ngurah Rai beliau pernah menjabat Senior Manager Safety & Security, Manager Internal Service, Assistant Manager HRD & GA, serta Supervisor dan Officer di berbagai unit. Mengawali karir sebagai Ramp Dispatcher di bandara Ngurah Rai Denpasar pada tahun 1991.

Agung Hardika lahir di Denpasar Bali, 9 Juli 1968. Memperoleh gelar Sarjana Ekonomi A.A. Made Hardika Manajemen dari Universitas Mahendradatta Denpasar pada tahun 2003.

The position of Corporate Secretary is served by Anak Agung Made Hardika, appointed based on Letter SKEP/DZ/5003/II/2015 dated 27 Februari 2015.

Previously served as Head of Safety, Security & Quality unit. At the DPS Station in Ngurah Rai Airport, he has served as Senior Manager Safety & Security, Internal Service Manager, Assistant Manager HRD & GA, and Supervisor and Officer in various units. Started his career as a Ramp Dispatcher at Ngurah Rai Airport, Denpasar, in 1991.

Agung Hardika was born in Denpasar, Bali, on 9 July 1968. Obtained a degree in Economic Management from Mahendradatta University, Denpasar in 2003.

Kode Etik Code of Ethics Perusahaan menyadari bahwa Penerapan GCG secara The Company is aware that systematic and consistent GCG sistematis dan konsisten merupakan kebutuhan yang harus implementation is a requirement that should be performed. GCG dilaksanakan. Penerapan GCG pada Perusahaan diharapkan implementation in the Company is expected to trigger business akan dapat memacu perkembangan bisnis, akuntabilitas serta growth, to create accountability and to meet the expectations mewujudkan harapan Pemegang Saham dalam jangka panjang of shareholders in the long run without neglecting the needs tanpa mengabaikan kepentingan Stakeholders lainnya. of other stakeholders. Based on such concept, the Company Atas dasar pemikiran tersebut Gapura kemudian melakukan governs its code of ethics for each interaction between the pengaturan terhadap kode etik dalam setiap interaksi Karyawan employees and outside parties and also with fellow colleagues dengan pihak luar maupun dengan sesame Karyawan Gapura in a Code of Conduct. dalam sebuah Pedoman Perilaku/Code of Conduct (COC)

Secara umum Gapura melakukan penataan dalam etika bisnis In general, the Company governs its corporate business perusahaan yang mencakup Kepatuhan terhadap Perudang- ethics which include Compliance with Rules and Regulations, undangan, Pemberian dan Penerimaan Hadiah atau Donasi, Hospitality and Gifts or Donation, Financial Information Etika terhadap Pengungkapan Informasi Keuangan dan lain- Disclosure Ethics, and others. lain.

Tujuan utama dari penerapan penerapan Etika dalam The main objective of implementing these ethics in its business

102 Gapura Angkasa • Laporan Tahunan 2015 Annual Report hubungan bisnis Gapura adalah sebagai bentuk komitmen dari is to show commitment to achieving its vision and mission in a Perusahaan guna mewujudkan visi dan misi secara professional professional manner under good business ethics, to guide all dan beretika bisnis, sebagai panduan perilaku bagi seluruh members of organization in their activities within the Company, Insan Gapura dalam setiap kegiatannya dalam Perusahaan, and to develop a harmonious, synergic and mutually beneficial serta mengembangkan hubungan harmonis, sinergi dan saling relationship among colleagues and with other stakeholders, menguntungkan antar sesame Insan Gapura maupun dengan by implementing sound and ethical corporate principles which stakeholeder lainnya dengan pelaksanaan yang berlandaskan create business values and establish philosophies to become a prinsip-prinsip korporase yang sehat dan beretika berusaha highly competitive ground handling company. yang menjadikan nilai-nilai serta filsafat bisnis untuk menjadi perusahaan ground handling yang berdaya saing tinggi.

Perusahaan bahwa pencapaian tujuan bergantung pada The Company is of the opinion that achieving such objectives profesionalisme dalam melakukan pekerjaan, Insan Gapura depends on the professionalism at work. All members should juga harus berani dalam mengungkapkan permasalahan, ini have the courage to disclose the issues which serves as one menjadi salah satu bentuk etika dalam pelaksanaan proses of the ethics adopted in the Company’s business process. bisnis Gapura. Mengungkapkan masalah akan memberikan Disclosing such issues would allow opportunities to solve and kesempatan untuk menangani dan memperbaiki permasalahan handle them before they develop into a breach of regulation. tersebut, yang artinya menghindari terjadinya pelebaran permasalahan tersebut hingga melanggar peraturan perundang-undangan.

Insan Gapura juga turut berkomitmen terhadap penerapan Employees are also committed to conducting business activities kegiatan Bisnis tanpa adanya Benturan Kepentingan. Sebagai without any conflict of interest. For such commitment, BOD bentuk komitmen tersebut, Direksi dan Pejabat satu Tingkat and those within a layer before BOD sign a declaration form dibawah Direksi menandatangani Komitmen terhadap for such commitment to avoid any conflict of interest. benturan Kepentingan ini.

Gapura berkomitmen untuk melaksanakan Anggaran Dasar, The Company is committed to comply with the articles of Anggaran Rumah Tangga serta peraturan perundang- association and prevailing laws based on good faith and undangan yang berlaku berdasarkan prinsip-prinsip itikad baik prudent principles, and under the free, independent state dan kecermatan tinggi, dan dalam keadaan bebas, mandiri and also freedom from pressure or undue influence from any serta tidak ada tekanan maupun pengaruh dari pihak lain parties. Duty of care and loyalty serves as one of the ethics manapun. Duty of care and loyalty merupakan salah satu highly upheld by the Company in the conduct of its business, etika yang dikedepankan oleh Gapura dalam bisnisnya, dimana whereby the Company is committed to perform all of its duties Gapura berkomitmen untuk melaksanakan setiap tugasnya with due care and for common interests by taking into account dengan penuh kehati-hatian dan demi kepentingan bersama all facts and information. yang mengindahkan berbagai informasi dan keterangan.

Serta Gapura berkomitmen untuk tidak akan melakukan The Company is committed not to perform its duties based pelaksanaan tugasnya atas kepentingan pribadi atau dengan on personal interest or for the purpose of gaining personal tujuan untuk memperoleh manfaat untuk diri sendiri, maupun benefits, or for the benefits of parties related to the personnel menguntungkan pihak yang terkait dengan pribadi pengambil making such decision, so that the decision made will be free Keputusan tersebut, sehingga keputusan yang diambil from any conflicting interest. tersebut akan jauh dari potensi benturan kepentingan (conflict of interest).

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 103 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility 05 Corporate Data Financial report

Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility

Tanggung jawab sosial perusahaan (CSR) terhadap masyarakat dan lingkungan merupakan wujud komitmen Gapura untuk turut meningkatkan kualitas hidup masyarakat dan lingkungan, terutama yang berada di sekitar wilayah operasi Perseroan.

Corporate Social Responsibility (CSR) to the society and environment serves as Gapura’s commitment to improve the quality of life and the environment, specifically for those situated around the Company’s area of operations.

Secara khusus tanggung jawab sosial ini juga berorientasi This social responsibility is also geared internally to enhance internal mencakup peningkatan kesejahteraan karyawan employee welfare, which is a vital element for Gapura’s sebagai unsur penting dari keberhasilan Gapura, mengingat success, given that the Company’s business is labor-intensive. usaha Perseroan yang menggunakan banyak tenaga kerja (labor-intensive).

Prinsip-prinsip ini mendasari pelaksanaan program tanggung These principles are the basis for Gapura’s social responsibility jawab sosial Gapura di tahun 2015 yang difokuskan pada program in 2015, which focuses on education and bidang pendidikan dan pelestarian lingkungan. environmental preservation.

Beasiswa Pendidikan Scholarships GSE Mechanic Development Program adalah inisiatif yang GSE Mechanic Development Program is an initiative initiated digulirkan Perseroan pada tahun 2015 guna menyalurkan dana by the Company in 2015, to channel CSR funds in the form CSR dalam bentuk beasiswa untuk lulusan Sekolah Menengah of scholarships for vocational technical high school (SMK) Kejuruan (SMK) jurusan teknik, yang akan dididik menjadi calon graduates, who will be trained to become GSE’s candidate mekanik GSE di Gapura Learning Center. mechanics at the Gapura Learning Center.

Pada tahun 2015 telah terpilih 20 lulusan yang diseleksi dari In 2015, 20 graduates from SMK 1 Singosari, Malang SMK 1 Singosari, Malang sebagai penerima beasiswa dalam were selected as recipients for the scholarships in the bentuk biaya kuliah, uang saku, fasilitas kesehatan dan tempat form of coverage for tuition, stipend, health facilities and tinggal selama 8 bulan mengikuti pendidikan. Peserta yang accommodation costs for the duration of the 8 months lulus program ini akan diangkat menjadi karyawan Gapura dan training. Participants that successfully pass this training menjalani ikatan dinas. course are inducted as Gapura’s employees and committed to work for the Company.

104 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Dalam kesempatan lain, di tahun 2015 Perseroan memberikan On another occasion, in 2015, the Company presented awards penghargaan dan bantuan biaya pendidikan kepada 51 anak and educational grants to 51 children of employees of the karyawan Perseroan yang berprestasi dari jenjang SD/SMP/ Company. These children are exemplary achievers as the first SMU yang juara kelas peringkat 1–3 dan dari jenjang perguruan to third highest-ranking elementary/junior high/high school tinggi dengan IPK 3,5 atau lebih. students of schools with a GPA of 3.5 or more.

Komitmen Ramah Lingkungan Environmentally Friendly Commitment Komitmen Perseroan untuk pelestarian alam direalisasikan The Company’s commitment to preserve nature is reflected melalui investasi peralatan GSE berteknologi mutakhir in GSE’s equipment investment in modern environmentally- yang ramah lingkungan, yaitu peralatan tonase besar yang friendly technology in the form of a large tonnage equipment memenuhi standar emisi Euro 3, dan tonase kecil memakai that meets Euro 3 emission standards, and a small tonnage peralatan mesin elektrik bertenaga baterei yang tidak electric equipment that is powered by pollutant-free or zero- menimbulkan polusi atau zero emmision. emission batteries.

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 105 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility 05 Corporate Data Financial report

Secara bertahap sejak 2015 hingga 2017, Perseroan akan Gradually since 2015 until 2017, the company will operate mengoperasikan armada baru 129 unit GSE bertenaga baterei a new fleet of 129 units comprising of 84 GSE battery- terdiri 84 unit baggage towing tractor, 45 unit baggage powered baggage towing tractor units, and 45 electrical conveyor ladder elektrik. Moderenisasi peralatan GSE bermesin baggage conveyor ladder units. The modernization of GSE‘s bahan bakar konvensional ke mesin elektrik selain ramah conventional-powered equipment to one that is powered lingkungan juga akan meningkatkan efisiensi biaya operasional. environmentally friendly electric motors also enhances operational cost efficiency.

Gapura bergabung bersama Garuda Indonesia group kembali In 2015, Gapura, together with the Garuda Indonesia group, berpartisipasi di program “Switch off” Earth Hour 2015 dalam once again participated in the “Switch off” Earth Hour program mendukung upaya hemat energi yang berdampak sangat as part of its efforts to conserve energy that had a very positif terhadap lingkungan. Garuda Indonesia bertindak positive impact on the environment. Garuda Indonesia serves sebagai corporate partner dalam Program Earth Hour Indonesia as a corporate partner of the Earth Hour Indonesia Program in bekerja sama dengan WWF (World Wild Fund) Indonesia. collaboration with WWF (World Wildlife Fund) Indonesia.

Dalam kegiatan tanggal 28 Maret 2015 ini diadakan In this activity held on March 28, 2015, all of the office pemadaman lampu gedung kantor tanpa mengabaikan unsur building’s lights were turned off without neglecting security keamanan dan keselamatan. Manajemen juga mengajak and safety. Management also invited Gapura’s employees and seluruh karyawan Gapura dan keluarga untuk dapat berperan their families to play an active role in the program by turning aktif dalam program ini dengan mematikan lampu dan off lights and appliances that were not utilized as well as peralatan elektronik yang tidak digunakan serta menganjurkan advocate the use of energy-saving lights. untuk menggunakan lampu hemat energi.

106 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Data Perusahaan Corporate Data

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 107 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Armada Fleet

Aircraft Towing Tractor - Narrow Body (ATN)

72 unit

Aircraft Towing Tractor - Wide Body (ATW)

30 unit

Aircraft Starting Unit (ASU)

52 unit

Air Conditioning Unit (ACU - 350)

32 unit

108 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Ground Power Unit – 180 KVA (GPU)

82 unit

Baggage Towing Tractor (BTT)

265 unit

Belt Conveyor Loader (BCL – Electric)

101 unit

Belt Conveyor Loader (BCL – Bendibelt)

33 unit

FLT

41 unit

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 109 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

High Lift Loader (HLL)

55 unit

MDL

5 unit

Water Service Truck (WST)

23 unit

WSC

24 unit

Lavatory Service Truck (LST)

25 unit

110 Gapura Angkasa • Laporan Tahunan 2015 Annual Report LSC

25 unit

Passenger Boarding Stair (PBS)

78 unit

Incapatitated Passenger Loader (IPL)

3 unit

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 111 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Klien Kami Client List

01. Garuda Indonesia 14. Cardig Air 28. Kalstar Aviation 42. Qatar Airways

02. Air Asia 43. Royal Brunei Airlines 15. Cathay Pacific 29. KLM Royal Dutch

16. Citilink 44. Silk Air 03. Air Asia Extra 30. Korean Air

17. China Airlines 31. Lion Air 45. Sriwijaya Air 04. Air China

18. China Southern Airlines 32. Malaysia Airlines

05. AirFast Indonesia 46. Susi Air 19. Dabi Air

33. Malindo Air 06. Airmark 20. Dragon Air 47. Thai Airways

34. MASwings 07. Air New Zealand 48. Tiger Air

21. Eastindo 35. My Indo Airlines

08. Air Niugini 48. Trans Nusa 22. Egypt Air

36. NAM Air 09. Air Timor 50. Travira Air

23. Firefly

37. Nusantara Air Charter 10. Asia Atlantic Air 51. Tri MG Airlines

24. HongKong Airlines 28. Oman Air 52. Valu Air 11. AsiaLink Cargo Airlines

39. Pelita Air Services 53. Vietnam Airlines 25. Ikar Airlines 12. Avia Star

40. PT. HM. Sampoerna 54. Wings Air

26. Japan Airlines 13. Batik Air

55. Xiamen Airlines

41. Qantas Airways 27. Jet Star

112 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Alamat Kantor Cabang Branch Office

Kantor Pusat Solo Banda Aceh Gedung Dapenra, lantai 1,2 dan 3 Gedung Perkantoran LT.2 Bandara Adi Terminal Domestik Lantai III Jl. Angkasa Blok B-12 Kav.8 Soemarmo - Solo Bandara Sultan Iskandar Muda Kota Baru Bandar Kemayoran, 10610 TLP +62 271 7847 39 International Airport TLP +62 21 654 5410 FAX +62 271 7830 77 Banda Aceh - 23372 FAX +62 21 654 5408 TLP +62 651 31641 Semarang FAX +62 651 31642 Cengkareng JL.Puri Anjasmoro Blok G I No.54 Soekarno Hatta Int'l Airport Terminal II Semarang Padang TLP +62 21 550 6681 TLP +62 24 761 4208 Jl. Mr. H. ST. Moh. Rasyid FAX +62 21 550 1638 FAX +62 24 761 4209 Minangkabau International Airport, Padang Cargo Surabaya TLP +62 751 4851 491 Gapura Warehouse, Airlines Office 331D T2 Juanda FAX +62 751 4851 490 Cargo Area Soekarno - Hatta International Airport International Airport Cengkareng - Surabaya 61253 Medan Jakarta 19101 TLP +62 31 869 0915 Ruko Pagaruyung TLP +62 21 559 12451 FAX +62 31 869 0914 Jl.Batang Kuis Km 19,5 No. 84A, Desa FAX +62 21 550 5658 Telaga Sari Banyuwangi Kecamatan Tanjung Morawa, Halim Perdana Kusuma Bandar udara Blimbingsari Kabupaten Deli Serdang Ruang Perkantoran No. A60.A, Lantai 2 Jl Agung Wilis kec. Rogojampi, Sumatera Utara Bandara halim Perdana Kusuma 13610 Banyuwangi Jawa Timur 68462 TLP +62 61 4207 9500 TLP +62 21 8089 9333 TLP +62 811 3862 168 FAX +62 61 4207 9400 FAX +62 21 8007 640 FAX +62 812 3012 3207, 3259 137 Pinangsori Bandung Jember Bandara FL Tobing,Jl Bandara Bandar Udara Int’l Husein Sastranegara Bandara Notohadi Negoro, Pinangsori Jl. Pajajaran No. 156 Bandung 40174 Desa Wirowongso Kec Ajung Jember Pinangsori, Kab.Tapanuli Tengah, TLP +62 22 604 6489, 860 60019 68175, Jember Sumatera Utara FAX +62 22 604 6489 TLP +62 331 435 5400 MOBILE +62 812 6334 4466 FAX +62 331 435 5555 Jogjakarta Gunung Sitoli Jl. Solo Km 9 Jogjakarta 55282 Jl Pelud Binaka KM 9 Binak, Nias TLP +62 274 315 8182/83 TLP +62 813 1422 5949 FAX +62 274 489 614 MOBILE +62 853 58855 3466

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 113 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Lhokseumawe Pangkal Pinang Sumbawa Bandara Malikussaleh Jl. Soekarno Hatta Komp. Perkantoran Bandara Sultan M. Kaharuddin Jln. Bandara Malikussaleh Pangkal Pinang – Bangka Belitung Sumbawa Besar Kec Muara Batu, Kab. Aceh Utara, TLP +62 717 421 559 Jl. Garuda No. 41, 84312 Lhokseumawe, 24355 FAX +62 717 421 558 TLP +62 371 2628 365 MOBILE +62 812 7062 1073 FAX +62 371 2628 365 Jambi Sabang Ruko Perkantoran Jl. Soekarno-Hatta Kupang Maimun Saleh Airport, No. 122A Ruang Station Manager Citilink Bandar Jl. Bypass Yos Sudarso km 6 Cot Ba'u Jambi selatan, Jambi 36139 Udara International El Tari Sabang TLP +62 741 571515 Jl Adisucipto Terminal B, Kupang NTT Weh Island, Aceh, Zip 23522 FAX +62 741 571515 85361 MOBILE +62 812 1268 6293 TLP +62 380 88 2036 Denpasar MOBILE +62 812 3787 681 Meulaboh Ngurah Rai International Airport Bandar Udara Cut Nyak Dien 2nd Floor International Terminal Bima Nagan Raya, Meulaboh, Denpasar, Bali 80361- Indonesia Bandara Sultan M. Salahuddin Bima, Kab. Aceh Barat TLP +62 361 936 8260 84173 MOBILE +62 812 7871 334, +62 81 FAX +62 361 936 1611 TLP +62 374 646093 8646 737 FAX +62 374 646093 Tambolaka MOBILE +62 813 38 810414 Pekanbaru Bandar Udara Tambolaka, Jl. Suharto, Mega Asri Green Office A13 87254 Balikpapan Jalan Arifin Achmad, Pekanbaru TLP +62 811 3862 168 Komplek Perkantoran Borneo Paradiso TLP +62 761 841 8989, 761 841 FAX +62 813 3823 2203 Cluster Maple Blok A No. 12 A 8988 Jl. Mulawarman Sepinggan, Balikpapan FAX +62 761 8418989 Ende TLP +62 542 764 994 Bandara H.Hasan Aroeboesman Ende FAX +62 542 764 995 Batam Jl. Ahmad Yani, Ende Flores Nusa Airlines Office Building Departure Tenggara Timur, 86316 Pontianak Terminal 2nd Floor, Hang Nadim TLP +62 811 3862 167 Jl. Soekarno - Hatta No.1 Bandara Airport, Batam 29466 FAX +62 813 3955 6141 Supadio, Pontianak, 78391 TLP +62 778 761 779 TLP +62 561 723 810 FAX +62 778 761 779 Lombok FAX +62 561 723 810 Kompleks Pertokoan Dasan Tinggi No. Bengkulu 2 Ketapang Gedung Terminal Bandara Fatmawati Jl. Tuan Guru Bangkol, Karang Anyar Jl. Pattimura No.4, Desa Kali Nilam, Kec. Soekarno Bengkulu Pagesangan Timur, Mataram-NTB Delta Pawan Kab Ketapang, 78851 Jl Raya Padang Kemiling Km 14 TLP +62 370 649 922 TLP Kel.Pekan Sabtu Kec.Selebar Kota FAX +62 370 616 0517 FAX Bengkulu 38213 TLP +62 736 530 45 FAX +62 736 530 45

114 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Banjarmasin Manado Biak Jl. Angkasa No. 1 Bandar Udara Jl. A.A Maramis No. RD-11 Lingkungan Jalan Moh Yamin No.2 Bandara Frans Syamsuddin Noor 2 Lapangan, Manado Kaisiepo Banjarmasin - 70724 TLP +62 431 814352 Biak KP- 098111 TLP +62 511 4705 538, 4706 133 FAX +62 431 814352 TLP +62 981 2255 5 FAX +62 511 4706 133 MOBILE +62 981 2500 1 Labuan Bajo Pangkalanbun Bandara Komodo Labuan Bajo Jl. Manokwari Jl. Iskandar Pangkalan Bun, Desa Yohanes Sehadun Manggarai Barat Jln.Tri kora Rendani Manokwari,Lt II Pasir Panjang, Kec. Arut Selatan, Kab. NTT, 86554 Bandara Rendani Manokwari Kotawaringin barat 6 MOBILE +62 812 3754 8485 Papua Barat ) TLP TLP +62 811 3862 167 FAX Ambon MOBILE +62 812 4024 8484 Perkantoran AP Bandara Pattimura, Makasar Ambon Palembang Komp Kantor Otoritas Bandara Jalan DR. J. Leimena, Laha , Ambon Jalan Letjend Harun Sohar RT.45 / Jl. Bandara Baru No.2 Bandara Intl 97236 RW.10 Sultan Hasanuddin Makassar, 90552 TLP +62 911 3238 19 Kel. Kebun Bunga, Kec. Sukarami TLP +62 411 5556 08, 5511 88 FAX +62 911 3238 19 Palembang FAX +62 411 5556 09 TLP +62 711 561 1531 Saumlaki FAX +62 711 561 1530 Mamuju Ruang Operation PT. Gapura Angkasa Bandara Tampa Padang Mamuju Perwakilan Bandara Mathilda Batlayeri Tanjung Pandan TLP +62 426 2321 502 MOBILE +62 853 4361 6333, +62 Bandara H.A.S Hanandjoeddin, Tanjung FAX +62 811 4137 12, +62 823 821 9900 2473 Pandan Blitung 4974 7366 TLP +62 0719 9222089 Langgur MOBILE +62 821 24922277 Bau-Bau Ruang Operation Terminal Kedatangan, Betoambari Airport Bau Bau-Buton Bandara Karel SAD Suit Tubun, Tanjung Karang JL.Dayanu Ikhsanuddin, Langgur/Ibra, 97611 Bandara Radein Inten II, Jl. H. Alamsyah Sulawesi Tenggara MOBILE +62 8224 888 1847 Ratu Perwiranegara KM 28 Lampung MOBILE +62 812 4150 3630 Selatan,35214 Jayapura MOBILE +62 812 398 5334 Luwuk Sentani International Airport, Arrival Bandar Udara Syukuran Aminuddin, Terminal 2nd floor Jayapura 99352 – Sorong Luwuk, Sulawesi Tengah Papua Jl.Basuki Rahmat Km.8 Desa Kelurahan TLP +62 811 3862 167 TLP +62 967 5937 37 Remu Selatan Kec. Sorong Timur Kab. MOBILE +62 853 4376 6300 FAX +62 967 5945 81 Sorong Selatan TLP FAX

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 115 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 06 Financial report

Pejabat Senior Senior Management

Nama Jabatan Letter Code Nelson S HEAD OF INTERNAL AUDITOR ZA AA. Made Hardika CORPORATE SECRETARY ZS David Binsar HEAD OF SAFETY SECURITY & QUALITY ASSURANCE ZQ I Ketut Deddy Hariyanto VP. COMMERCIAL SERVICES OC Jaka Santosa VP. MAINTENANCE & ENGINEERING SERVICES OT Sukirman VP. PROCUREMENT IB Toga Siahaan VP. CORPORATE PLAN & IT SUPPORT IP R.M Taufik Hidayat VP. HUMAN CAPITAL IH Nasrun Abadi VP. FINANCIAL ANALYSIS & BUDGETING FB Padang Baskoro VP. OPERATION SERVICES OP Riyadh VP. ACCOUNTING & RISK MANAGEMENT FA Lutfi VP. TREASURY FT Churnia Satriawan VP. SBU BISNIS LAINNYA SB

116 Gapura Angkasa • Laporan Tahunan 2015 Annual Report Laporan Keuangan Financial Report

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 117 Corporate Profile Management report Management Discussion & Analysis Business Report Corporate Governance Corporate Social responsibility Corporate Data 07 Financial report

118 Gapura Angkasa • Laporan Tahunan 2015 Annual Report