DOCSLIB.ORG

Sustainable Corporation, Manage Stakeholder Confidence Stakeholder Manage Corporation, Sustainable

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Sustainable Corporation, Manage Stakeholder Confidence Stakeholder Manage Corporation, Sustainable Sustainability Report 2017 Sustainability Report 2017 Sustainable Corporation, Manage Stakeholder Confidence PT Pelita Air Service Jalan Abdul Muis No.52-56A Jakarta 10160 Indonesia T +6221 231 2030 (6 lines) F +6221 231 2216 Email [email protected] www.pelita-air.com Sustainability Report 2017 Sustainable Corporation, Manage Stakeholder Confidence 2 PT Pelita Air Service Sustainable Corporation, Manage Stakeholder Confidence Suatu tekad dan komitmen manajemen untuk membangun dan mengelola perusahaan yang diakui dan diterima masyarakat dengan cara mengelola keyakinan dan kepercayaan seluruh pemangku kepentingan sehingga mampu menjaga citra dan reputasi perusahaan. A determination and commitment of management to build and manage a company that is recognized and accepted by the community by managing the confidence and trust of all stakeholders so as to maintain the company's image and reputation. Kami senantiasa bekerja keras untuk terus bertumbuh tanpa melupakan tanggung jawab kami terhadap berbagai aspek kemasyarakatan dan lingkungan hidup di sekitar kami. Kami percaya, keberlanjutan usaha PT Pelita Air Service akan terwujud melalui keseimbangan antara pencapaian kinerja ekonomi, kinerja sosial dan kinerja lingkungan. Sudah selayaknya nilai ekonomi yang kami peroleh juga memberi manfaat bagi masyarakat sekitar dan kelestarian lingkungan. We always work hard to keep growing without forgetting our responsibility to the various aspects of society and the environment around us. We believe that the business sustainability of PT Pelita Air Service will be realized through a balance between the achievement of economic performance, social performance and environmental performance. It is appropriate that the economic value we earn also benefits the surrounding community and environmental sustainability 2017 Laporan Keberlanjutan Sustainability Report PT Pelita Air Service 3 TENTANG LAPORAN INI PRAKTIK OPERASIONAL HIJAU ABOUT THIS REPORT GREEN OPERATIONAL PRACTICES 6 Tentang Laporan Ini 40 Dampak Ekonomi Tidak Langsung About This Sustainability Report Indirect Economic Impact 40 Kinerja Lingkungan Environmental Performance 46 Aktivitas CSR Untuk Lingkungan Tahun 2017 CSR Activity for The Environment of 2017 PROFIL PERUSAHAAN 49 Evaluasi Program CSR COMPANY PROFILE Evaluation of CSR Program 51 Penilaian Kinerja dan Pengelolaan Karir 16 Pernyataan Terkait Keandalan Serta Perubahan Performance Assessment and Career Management Performance Selama Periode Laporan Statement Related To Reliability and Changes 56 Keselamatan dan Kesehatan Kerja (k3) During Reporting Period Occupational Health and Safety (OHS) 18 Ikhtisar Keuangan 59 Dampak Keuangan Ketenagakerjaan, Kesehatan, Financial Highlights dan Keselamatan Kerja 25 Bidang Usaha Impact of Employee, Employee, Health and Safety Impact Business Fields MENJAGA KOMITMEN DAN INDEKS ISI GRI STANDAR K3 GRI INDEX REFERENCE MAINTAINING HSE COMMITMENT AND STANDARDS 30 Tata Kelola Perusahaan Sebagai Korporasi Berkelanjutan Corporate Governance as a Sustainable Corporation 31 Dewan Komisaris Board of Commissioners 32 Direksi Board of Directors 36 Manajemen Resiko Perusahaan Corporate Risk Management 36 Top Risk di Tahun 2017 Top Risk in 2017 37 Anti Korupsi Anti Corruption DAFTAR ISI TABLE OF CONTENTS Laporan Keberlanjutan Sustainability Report 2017 4 PT Pelita Air Service TENTANG LAPORAN INI ABOUT THIS REPORT PT Pelita Air Service 5 01 6 PT Pelita Air Service Tentang Laporan Ini About This Sustainability Report Laporan Keberlanjutan merupakan satu jenis laporan berbasiskan The Sustainability Report is a type of principle-based report used to prinsip (principle-based report) yang digunakan untuk mengungkapkan describe the sustainability performance of an organization within the kinerja keberlanjutan suatu organisasi dalam kerangka Pembangunan framework of Sustainable Development. These performance disclosures Berkelanjutan (Sustainable Development). Pengungkapan kinerja ini are in dimensions hereinafter referred to as Tipple Bottom Line, ie berada dalam dimensi yang selanjutnya disebut sebagai Tipple Bottom Profit (economy), Planet (environment) and People (social). This report Line, yaitu Profit (ekonomi), Planet (lingkungan) dan People (sosial). provides information on the company's role in economic, environmental, Laporan ini menyajikan infomasi mengenai peran perusahaan dalam and social aspects. This sustainability report is a means of transparency aspek ekonomi, lingkungan, dan sosial. Laporan berkelanjutan ini on the disclosure of PT Pelita Air Service's sustainability performance, adalah sarana transparansi atas pengungkapan kinerja keberlanjutan as well as Management communication tools to stakeholders to show PT Pelita Air Service, sekaligus alat komunikasi Manajemen kepada para that PT Pelita Air Service has been able to participate in sustainable pemangku kepentingan untuk menunjukan bahwa PT Pelita Air Service development initiatives. telah mampu berpartisipasi dalam inisiatif pembangunan berkelanjutan. PT Pelita Air Service (selanjutnya di dalam Laporan Keberlanjutan 2017 PT Pelita Air Service (hereinafter in the 2017 Sustainability Report ini direpresentasikan dengan istilah “Perseroan,” ataupun “kami”) is represented by the term "Company," or "us") under the theme mengusung tema “Sustainable Corporation, Manage Stakeholder "Sustainable Corporation, Manage Stakeholder Confidence". This Confidence”. Laporan ini merupakan laporan keberlanjutan pertama report is the first published sustainability report. GRI 102-50, 102-52 yang diterbitkan. PEDOMAN PELAPORAN REPORTING GUIDELINES Laporan Keberlanjutan pertama yang dikeluarkan untuk The first Sustainability Report issued to describe the Company's menggambarkan kinerja keberlanjutan Perusahaan untuk tahun buku sustainability performance for the fiscal year ending December 31, yang berakhir pada 31 Desember 2017. Untuk ke depannya, PT Pelita 2017. For the future, PT Pelita Air Service is committed to publish the Air Service berkomitmen untuk menerbitkan Laporan Keberlanjutan Sustainability Reports annually, so that stakeholders are expected to setiap tahunnya, sehingga diharapkan pemangku kepentingan dapat keep monitoring and comparison of performance data presented. tetap melakukan pemantauan dan perbandingan dari data kinerja yang disajikan. Laporan ini disusun mengacu pada Pedoman Pelaporan Keberlanjutan This report is prepared in accordance with the Sustainability Reporting Global Reporting Initiative Standards (GRI Standards) yang dikeluarkan Guidlines of Global Reporting Initiative Standards (GRI Standards) issued oleh Global Reporting Initiative, yang memuat informasi keberlanjutan by the Global Reporting Initiative, which contains information on PT Pelita PT Pelita Air Service dalam bidang ekonomi, lingkungan dan sosial. Air Service's sustainability in the economic, environmental and social sectors. 2017 Laporan Keberlanjutan Sustainability Report PT Pelita Air Service 7 PROSES PENENTUAN ISI LAPORAN REPORTING CONTENTS PROCESS Proses penetapan isi Laporan dilakukan dengan menggunakan 4 The process of determining the contents of the Report shall be made by (empat) langkah yang diisyaratkan oleh GRI Standards, yaitu: using 4 (four) steps indicated by GRI Standards: 1. Mengidentifikasikan aspek-aspek yang material dan boundary 1. Identify material and boundary aspects (Identification step); (langkah Identifikasi); 2. Membuat prioritas atas aspek-aspek yang telah diidentifikasi pada 2. Prioritize the aspects identified in the previous step (Priority step); langkah sebelumnya (langkah Prioritas); 3. Melakukan validasi atas aspek-aspek material tersebut (langkah 3. Validate the material aspects (Validation step). Validasi). 4. Melakukan review atas Laporan setelah diterbitkan guna 4. Reviewing Reports after being published in order to improve the meningkatkan kualitas Laporan tahun berikutnya (langkah Review). quality of next year's Report (Review step). Proses penetapan konten laporan ini didasarkan dengan berupaya The report content determination process is based on attempting to menerapkan 4 (empat) prinsip yang disyaratkan oleh GRI Standards, apply the 4 (four) principles required by the GRI Standards: yaitu: 1. Pelibatan pemangku kepentingan (stakeholders inclusiveness), 1. Stakeholders involvement (stakeholders inclusiveness), involving melibatkan pemangku kepentingan dalam penentuan aspek stakeholders in determining the material aspects disclosed in this material yang diungkapkan dalam Laporan ini; Report; GRI 102-42, 102-46 2. Materialitas (materiality), diterapkan dalam Laporan ini dengan 2. Materiality, applied in this Report by selecting the Report content of memilih konten Laporan yang bersifat aspek-aspek yang material, a material aspect, which is required by stakeholders; yang diperlukan oleh pemangku kepentingan; 3. Konteks keberlanjutan (sustainability context) yang merupakan 3. Sustainability context which are aspects related to the context of aspek-aspek yang terkait dengan konteks keberlanjutan, yang sustainability, which are relevant to the report maker in making relevan bagi pembuat Laporan dalam membuat keputusan; dan decisions; and 4. Kelengkapan (completeness), laporan ini dibuat dengan ruang 4. Completeness, this report is made with a clear scope for the lingkup yang jelas untuk periode laporan 2017 serta didukung reporting period of 2017 and is supported with complete data dengan data yang lengkap. Perseroan berkomitmen untuk menjalankan bisnis yang memperhatikan The Company is committed to running
Load more

Recommended publications
  • Vol-5, Issue 2
    International Journal of Management Sciences and Business Research, Feb-2016 ISSN (2226-8235) Vol-5, Issue 2 Analysis on the Factors Causing Airlines Bankruptcy: Cases in Indonesia Author’s Details: (1)Suharto Abdul Majid-Faculty of Economic and Business, Padjadjaran University, Bandung, Indonesia (2) Sucherly - Faculty of Economic and Business, Padjadjaran University, Bandung, Indonesia (3) Umi Kaltum- Faculty of Economic and Business, Padjadjaran University, Bandung, Indonesia Abstract the high growth of national aviation services after the aviation deregulation in 2000 has given a positive impact on the increase of national economic activities, especially in tour and trade. In the same time, however, it negatively impacts the aviation business itself, making many airline companies stop their operation and then go to bankruptcy. The aim of this research is to analyze the factors causing bankruptcy to some national airline companies in Indonesia after the aviation deregulation in the periods of 2001-2010 and 2011-2015. It is an exploratory research with a qualitative descriptive approach emphasizing on evaluating the factors causing bankruptcy to a number of domestic airlines in Indonesia. The method of data collection is an interview with the format of focus group discussion (FGD), while the data analysis uses factor analysis method. The results of this research show that there are two main factors that cause bankruptcy to a number of domestic airlines in Indonesia. They are both internal and external factors of the companies. Key words: Airline companies bankruptcy, internal factors, and external factors. INTRODUCTION Since the implementation of the national aviation deregulation policy in 2000, the growth of aviation business in Indonesia increases rapidly.
    [Show full text]
  • RASG-PA ESC/29 — WP/04 14/11/17 Twenty
    RASG‐PA ESC/29 — WP/04 14/11/17 Twenty ‐ Ninth Regional Aviation Safety Group — Pan America Executive Steering Committee Meeting (RASG‐PA ESC/29) ICAO NACC Regional Office, Mexico City, Mexico, 29‐30 November 2017 Agenda Item 3: Items/Briefings of interest to the RASG‐PA ESC PROPOSAL TO AMEND ICAO FLIGHT DATA ANALYSIS PROGRAMME (FDAP) RECOMMENDATION AND STANDARD TO EXPAND AEROPLANES´ WEIGHT THRESHOLD (Presented by Flight Safety Foundation and supported by Airbus, ATR, Embraer, IATA, Brazil ANAC, ICAO SAM Office, and SRVSOP) EXECUTIVE SUMMARY The Flight Data Analysis Program (FDAP) working group comprised by representatives of Airbus, ATR, Embraer, IATA, Brazil ANAC, ICAO SAM Office, and SRVSOP, is in the process of preparing a proposal to expand the number of functional flight data analysis programs. It is anticipated that a greater number of Flight Data Analysis Programs will lead to significantly greater safety levels through analysis of critical event sets and incidents. Action: The FDAP working group is requesting support for greater implementation of FDAP/FDMP throughout the Pan American Regions and consideration of new ICAO standards through the actions outlined in Section 4 of this working paper. Strategic Safety Objectives: References: Annex 6 ‐ Operation of Aircraft, Part 1 sections as mentioned in this working paper RASG‐PA ESC/28 ‐ WP/09 presented at the ICAO SAM Regional Office, 4 to 5 May 2017. 1. Introduction 1.1 Flight Data Recorders have long been used as one of the most important tools for accident investigations such that the term “black box” and its recovery is well known beyond the aviation industry.
    [Show full text]
  • Flying Blind
    VAN ZORGE REPORT — FEBRUARY 8, 2007 AVIATION Flying blind s the top executives from nearly every major Indonesian airline gathered THE MEETING OF AIRLINE EXECUTIVE WAS around a table at the ministry of transportation in mid-January, a TENSE. A general feeling of irritability filled the air. The group rarely meets and certainly not on such short notice—a combination that led to a somewhat tense atmosphere, one executive at the meeting told the Report. Following the January 1 Adam Air crash, the country’s beleaguered THEY FELT IT WAS UNNECESSARY DESPITE transportation minister, Hatta Radjasa, had called the meeting to discuss the THE RECENT CRASH. country’s aviation safety procedures, which had fallen under heavy scrutiny in the wake of the recent disaster. “Some of them were grumbling,” the executive said. “They said that they knew perfectly well the government’s aviation safety procedures, and they didn’t need reminding.” Indeed, many of those aviation executives certainly have a very professional HOWEVER, ACCUSATIONS ARE RIFE THAT attitude toward air safety. But since the Adam Air tragedy, accusations have SAFETY MEASURES ARE LACKING. intensified that not all airlines in Indonesia have prioritised the safety of their passengers and crews. Some NGOs, DPR members and media outlets have recently questioned THE AVIATION INDUSTRY SEEMS TO BE TWO what they see as the development of a two-tier system within Indonesia’s TIERED IN INDONESIA. aviation industry. They say that many of the budget carriers are prioritising profit over safety while the more expensive carriers are doing a more professional job. However, the jury is still out on whether these budget carriers, which BUT THE JURY IS STILL OUT ON THE mushroomed after the industry was deregulated in the late 1990s, are operating BUDGET CARRIERS.
    [Show full text]
  • THE IMPACT of RESTRUCTURING on the AIRLINE PERFORMANCE: the Case of Garuda Indonesia
    Výskumné štúdie THE IMPACT OF RESTRUCTURING ON THE AIRLINE PERFORMANCE: The Case of Garuda Indonesia Roberto AKYUWEN ABSTRACT: Garuda Indonesia is an airline company owned by the Indonesian Government. The airline has been vastly deve- Dr. Roberto Akyuwen loped since being established in 1950. Remarkable growth has been achieved mainly due to the fact that in the Senior Lecturer early years there was minimal competition in the airline industry in Indonesia. Being the fi rst Indonesian airline, Finance Education and Training Center Yogyakarta Garuda Indonesia monopolised the commercial air transportation services. This situation allowed more than Ministry of Finance Republic Indonesia reasonable company performance for many years. However, since the government introduction of an open do- Jl. Solo Km 11 Kalasan, Sleman, Yogyakarta 55571 INDONESIA mestic airline industry in 1990, Garuda Indonesia started to face diffi culties. Garuda competed against a number Telp. 62-274-496219, Facs. 62-274-497235 of private airlines, which possessed expansive strategies in developing routes as well as increasing the number [email protected], [email protected] of aircraft. The performance of Garuda Indonesia gradually decreased to a low when operational profi t and cash fl ow reached negative fi gures during the period 1993 to 1997. Further, the seat load factor and on time perfor- Roberto Akyuwen was born in Ambon, Indonesia on 19 March, 1970. He obtained his doctorate degree with cum mance were also worsening. To overcome these problems, restructuring was fi rst undertaken during 1998 to laude in 2003 from the Doctorate Program in Economics, Gadjah Mada University Yogyakarta. Currently, he has 2001.
    [Show full text]
  • Operation Management Is a Functional Field of Business with Clear Line Management Responsibilities
    7 CHAPTER II LITERATURE REVIEW 2.1 Operations Management Operations Management is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services. Like marketing and finance, operation management is a functional field of business with clear line management responsibilities. This point is important because operations management is frequently confused with operation research and management science and industrial engineering (Chase, 2001, pp.6-7). Operations management decisions at the strategic level impact the company’s long-range effectiveness in terms of how it can address its customer’s needs. Thus, for the firm to succeed, these decisions must be in alignment with the corporate strategy. Decisions made at the strategic level become the fixed conditions or operating constrains under which the term must operate in both the intermediate and short term. At the next level in the decision-making process, tactical planning primarily addresses how to efficiently schedule material and labor within the constraints of previously made strategic decisions. Issues on which Operation Management concentrates on this level include: How many workers do we need? When do we need them? Should we work overtime or put on a second shift? When should we have material delivered? Should we have a finished goods inventory? These tactical 8 decisions, in turn, become the operating constraints under which operational planning and control decisions are made (Chase, 2001, p8). 2.2 Achieving Competitive Advantage through Operations Competitive advantage implies the creation of a system that has a unique advantage over its competitors. The idea is to create customer value in an efficient and sustainable way.
    [Show full text]
  • Indonesia Situation Update 181008
    Airport Palu Situation Report (updated on 07 Oct 2018) Airport Name • Mutiara Sis Al Jufri Airport (ICAO: WAFF, IATA: PLW) Location • Palu, 0° 55ʹ 7ʺ S, 119° 54ʹ 35ʺ O (Link to dashboard only for PLW: https://share.geckoboard.com/dashboards/VZAL6D27U2ETHE6H ) Airport Focal Point • Mr Novy Pantaryanto, General Manager Makasar ATM, designated emergency coordinator Military Task Force • Col. Bambang Sadewo/ LtCol Sugeng Operational Status • 2000m of the usual 2300m runway length useable, serviceable for MTOW 78.000 kg, MLW 63.000 kg aircraft at PLW, • Operating hours start at 06.00 until 18.00 WITA (AirNav personnel are ready to serve 24 hours if there is a flight request outside operating hours utilized emergency communication equipment, mobile tower control has been set up will be ready to operate within 2 days) • Jet A1 is available and served by Pertamina with current stock available for next 14 days, new supply will arrived ASAP through Donggala Corridor. • Congestions at airport since commercial flight is resumed, most of relief aid has been off loaded at side of the ramp for international military aircraft without handed over copy of air cargo manifest to ERAT team on ground needs to get more link up regarding tasking, coordination and in coming documentation manifest cargo with BPN Hub coordinator(BNPB and Military task force) , TNI/Indonesia Police aircraft is control and handling for offloaded by military task force. • Ramp construction work has been held after earthquake and tsunami disaster. Operational Status (Addition) • B733F, Antonov 12 chartered BPN-PLW-BPN, • Indonesia Military/Police aircraft/helicopter and International military aircraft has been operated from BPN-PLW-BPN, • MAF operated BPN-PLW-BPN and Helivida operated to Sigi and West Donggala by request, flight clearance arranged by them with coordinate with BNPB and Military task force since their domestic operator at PLW.
    [Show full text]
  • Global Volatility Steadies the Climb
    WORLD AIRLINER CENSUS Global volatility steadies the climb Cirium Fleet Forecast’s latest outlook sees heady growth settling down to trend levels, with economic slowdown, rising oil prices and production rate challenges as factors Narrowbodies including A321neo will dominate deliveries over 2019-2038 Airbus DAN THISDELL & CHRIS SEYMOUR LONDON commercial jets and turboprops across most spiking above $100/barrel in mid-2014, the sectors has come down from a run of heady Brent Crude benchmark declined rapidly to a nybody who has been watching growth years, slowdown in this context should January 2016 low in the mid-$30s; the subse- the news for the past year cannot be read as a return to longer-term averages. In quent upturn peaked in the $80s a year ago. have missed some recurring head- other words, in commercial aviation, slow- Following a long dip during the second half Alines. In no particular order: US- down is still a long way from downturn. of 2018, oil has this year recovered to the China trade war, potential US-Iran hot war, And, Cirium observes, “a slowdown in high-$60s prevailing in July. US-Mexico trade tension, US-Europe trade growth rates should not be a surprise”. Eco- tension, interest rates rising, Chinese growth nomic indicators are showing “consistent de- RECESSION WORRIES stumbling, Europe facing populist backlash, cline” in all major regions, and the World What comes next is anybody’s guess, but it is longest economic recovery in history, US- Trade Organization’s global trade outlook is at worth noting that the sharp drop in prices that Canada commerce friction, bond and equity its weakest since 2010.
    [Show full text]
  • Airlines Codes
    Airlines codes Sorted by Airlines Sorted by Code Airline Code Airline Code Aces VX Deutsche Bahn AG 2A Action Airlines XQ Aerocondor Trans Aereos 2B Acvilla Air WZ Denim Air 2D ADA Air ZY Ireland Airways 2E Adria Airways JP Frontier Flying Service 2F Aea International Pte 7X Debonair Airways 2G AER Lingus Limited EI European Airlines 2H Aero Asia International E4 Air Burkina 2J Aero California JR Kitty Hawk Airlines Inc 2K Aero Continente N6 Karlog Air 2L Aero Costa Rica Acori ML Moldavian Airlines 2M Aero Lineas Sosa P4 Haiti Aviation 2N Aero Lloyd Flugreisen YP Air Philippines Corp 2P Aero Service 5R Millenium Air Corp 2Q Aero Services Executive W4 Island Express 2S Aero Zambia Z9 Canada Three Thousand 2T Aerocaribe QA Western Pacific Air 2U Aerocondor Trans Aereos 2B Amtrak 2V Aeroejecutivo SA de CV SX Pacific Midland Airlines 2W Aeroflot Russian SU Helenair Corporation Ltd 2Y Aeroleasing SA FP Changan Airlines 2Z Aeroline Gmbh 7E Mafira Air 3A Aerolineas Argentinas AR Avior 3B Aerolineas Dominicanas YU Corporate Express Airline 3C Aerolineas Internacional N2 Palair Macedonian Air 3D Aerolineas Paraguayas A8 Northwestern Air Lease 3E Aerolineas Santo Domingo EX Air Inuit Ltd 3H Aeromar Airlines VW Air Alliance 3J Aeromexico AM Tatonduk Flying Service 3K Aeromexpress QO Gulfstream International 3M Aeronautica de Cancun RE Air Urga 3N Aeroperlas WL Georgian Airlines 3P Aeroperu PL China Yunnan Airlines 3Q Aeropostal Alas VH Avia Air Nv 3R Aerorepublica P5 Shuswap Air 3S Aerosanta Airlines UJ Turan Air Airline Company 3T Aeroservicios
    [Show full text]
  • Pacedays 2014 | Fuel Reduction Initiatives on the Avro RJ Regional
    REGIONAL AIRCRAFT Fuel Reduction Initiatives on the Avro RJ Regional Jet Stephen Morrison and Daniel McNish © BAE SYSTEMS 2014. All rights reserved. 1 BAe Systems Regional Aircraft Regional Aircraft’s history spans 70 years in the development, production and support of many aircraft types. Whole product and through lifecycle knowledge and experience are applied to provide customers with integrated solutions. These include design, supply, repair, change, upgrade/conversion and customer support services. With services and solutions provided to over 500 aircraft operated by over 180 customers in 70 countries we have a global support organisation. We also provide services and solutions across a number of market sectors, including passenger, business and special role aircraft . 2 Regional Aircraft Operator Base Europe 223 Aircraft in Service 44 Operators North America 118 Aircraft in Service Asia 69 Operators 54 Aircraft in Service 26 Operators Africa & Middle East 92 Aircraft in Service 41 Operators South America 103 Aircraft in Service Australasia 36 Operators 30 Aircraft in Service 10 Operators 165 Operators, 620 Aircraft In Service © BAE SYSTEMS 2014. All rights reserved. 3 BAe 146 / Avro RJ Operator Base – 2014 Europe Air Go Albanian Airlines Atlantic Airways Avia Air Traffic Aviatrans K BAE Systems Brussels Airlines Bulgarian Air Cello Aviation Cityjet FAAM Flair Aviation Formula One Interaviator Malmö Aviation Olympus Airways Asia North America PAN Air QinetiQ Asian Express Airline Air Spray Royal Air Force Swiss Aviastar Air Tahoma
    [Show full text]
  • Overcoming the Challenges for Survival
    2 Mengatasi Tantangan untuk Bertahan OVERCOMING the CHALLENGES for SURVIVAL Tahun 2015 merupakan tahun penuh dengan tantangan, Year 2015 was a year filled with challenges, not only for bukan hanya untuk perekonomian secara global, namun economics in global context, but also within the industry juga dalam industri yang dijalankan oleh PT Pelita Air the PT Pelita Air Service (“the Company”) involved. Theme Service (“Perseroan”). Tema “Mengatasi Tantangan of “Overcoming the Challenges for Survival” was chosen untuk Bertahan” dipilih sebagai tema laporan tahunan for annual report of 2015 because this report explained the 2015 karena laporan ini menjelaskan semua upaya yang efforts taken by the Company to overcome the challenges dilakukan oleh Perseroan untuk mengatasi tantangan within the year through “Turn Around Program”. The program yang ada dalam tahun tersebut melalui “Program Turn in general comprising of efficiency, assets alignment, and Around”. Program ini secara garis besar terdiri dari business diversification. efisiensi, assets alignment, dan diversifikasi bisnis. Perseroan percaya bahwa dengan mengintegrasikan The Company believed by integrating the strengths and seluruh kekuatan dan memfokuskan pada ketiga poin focusing on those three main points of the program, the utama tersebut, tahun 2015 akan menjadi titik awal bagi year 2015 would become the starting point of the Company Perseroan untuk mengambil lompatan demi perbaikan to take the leap for futher improvement. The company is lebih lanjut. Perseroan berkomitmen untuk selalu committed to always deliver optimum performance no memberikan kinerja yang optimal apapun tantangan yang matter what challenges the future brings. akan dihadapi di masa mendatang. Ilustrasi segitiga sebagai elemen utama pada desain The illustration of triangle as the main element of the menunjukan semangat untuk merumuskan sebuah design represented the spirit to formulate a shape strategy strategi yang tajam dalam menembus tantangan yang to get pass through every challenges faced.
    [Show full text]
  • Aspek Keselamatan Dan Keamanan Penerbangan Dalam
    ASPEK KESELAMATAN DAN KEAMANAN PENERBANGAN DALAM HUKUM INTERNASIONAL DAN IMPLEMENTASINYA DI INDONESIA SKRIPSI Diajukan Untuk Memenuhi Persyaratan Mencapai Gelar Sarjana Hukum Pada Fakultas Hukum Universitas Sumatera Utara Oleh : Meilisya Beby Triyana 160200557 DEPARTEMEN HUKUM INTERNASIONAL DEPARTEMEN HUKUM INTERNASIONAL FAKULTAS HUKUM UNIVERSITAS SUMATERA UTARA 2020 Universitas Sumatera Utara Universitas Sumatera Utara Universitas Sumatera Utara ii KATA PENGANTAR Puji dan Syukur penulis panjatkan kepada Allah S.W.T atas berkat dan rahmat-Nya yang dilimpahkan sehingga penulis dapat menyelesaikan penulisan skripsi ini dimana guna untuk mendapatkan gelar sarjana hukum dari Departemen Hukum Internasional Fakultas Hukum Universitas Sumatera Utara. Adapun skripsi yang berjudul ASPEK KESELAMATAN DAN KEAMANAN PENERBANGAN DALAM HUKUM INTERNASIONAL DAN IMPLEMENTASINYA DI INDONESIA, Penulis menyadari bahwasanya terdapat beberapa kesulitan dan beberapa hambatan dalam mengerjakan skripsi ini namun berkat bimbingan, arahan, serta petunjuk dari dosen pembimbing, maka penulisan ini dapat diselesaikan dengan baik. Penulis juga ingin mengucapkan terima kasih sebanyak-banyaknya kepada: 1. Bapak Prof. Runtung Sitepu, S.H., M.Hum., selaku Rektor Universitas Sumatera Utara. 2. Bapak Prof. Budiman Ginting, S.H., M.Hum., selaku Dekan Fakultas Hukum Universitas Sumatera Utara. 3. Bapak Prof. Dr. Saidin, S.H., M.Hum., selaku Wakil Dekan I Fakultas Hukum Universitas Sumatera Utara. 4. Ibu Puspa Melati, S.H., M.Hum., selaku Wakil Dekan II Fakultas Hukum Universitas Sumatera Utara. 5. Bapak Dr. Jelly Leviza S.H., M.Hum., selaku Wakil Dekan III Fakultas Hukum Universitas Sumatera Utara. Universitas Sumatera Utara iii 6. Bapak Prof. Dr. Suhaidi, S.H, M.Hum., selaku Ketua Departemen Hukum Internasional Fakultas Hukum Universitas Sumatera Utara. 7. Bapak Dr. Sutiarnoto, S.H, M.Hum, selaku Sekretaris Departemen Hukum Internasional serta selaku Dosen Pembimbing I yang telah banyak membantu penulis dalam memberi bimbingan dalam penulisan skripsi.
    [Show full text]
  • Aircraft Position in December 2013
    PT PELITA AIR SERVICE 2 Laporan Tahunan 2013 Annual Report Cerita Sampul Cover Story Tahun 2013 merupakan tahun peningkatan bagi PT Pelita Air Service (PT PAS) dalam menumbuhkan dan mengukuhkan komitmen untuk terus meningkatkan kinerjanya. Dengan terus menanamkan dan menerapkan 5C sebagai tata nilai perusahaan: Clean, Compliance, Customer care, Competitive, dan Confident, PT PAS secara konsisten berupaya untuk menuju ke tingkat yang lebih tinggi lagi. Melalui nilai-nilai tersebut, serta didukung dengan kualitas dari setiap sumber daya manusia yang unggul, PT PAS berhasil meningkatkan kinerja dan mencatatkan peningkatannya pada tahun 2013. Gambar sebuah pesawat yang tengah lepas landas pada sampul Laporan Tahunan 2013, mengilustrasikan kesiapan serta komitmen PT PAS untuk terus tumbuh, meninggi dan meningkat menjadi perusahaan yang lebih baik dalam kinerjanya, kualitas pelayanan, sekaligus dalam mewujudkan visi dan misinya. Daftar Isi Table of Contents KILAS KINERJA 2013 LAPORAN KEPADA PEMEGANG SAHAM KEY PERFORMANCE 2013 REPORT TO THE SHAREHOLDERS 8 Ikhtisar Keuangan 14 Laporan Dewan Komisaris Financial Highlights The Board of Commissioners’ Report 11 Ikhtisar Operasional 20 Laporan Direksi Operational Highlights The Board of Directors’ Report 11 Informasi Saham dan Obligasi Information on Shares and Bonds PROFIL PERUSAHAAN COMPANY PROFILE 28 Profil PT PAS 40 Profil Direksi 53 PT Indopelita Aircraft Services Profile of PT PAS Profiles of the Board of Directors PT Indopelita Aircraft Services 29 Alamat Kantor Pusat, Entitas Anak 46 Komposisi
    [Show full text]