An Analysis of the Greater Jakarta Metropolitan Area Multi-Airport System

Total Page:16

File Type:pdf, Size:1020Kb

An Analysis of the Greater Jakarta Metropolitan Area Multi-Airport System Journal of the Eastern Asia Society for Transportation Studies, Vol.12, 2017 An Analysis of The Greater Jakarta Metropolitan Area Multi-Airport System Pintanugra PERSADANTA a, DEWANTI b a Airport System and Environmental Division, Directorate General of Civil Aviation, Ministry of Transportation, Indonesia; E-mail: [email protected] b Department of Civil and Environmental Engineering, Universitas Gadjah Mada, Yogyakarta, Indonesia; E-mail: [email protected] Abstract: Japan International Cooperation Agency in 2012 has conducted a research regarding multi-airport systems in Greater Jakarta which stated that a new airport should be operating in this metropolitan area by 2019 to accommodate future demand. According to the 2012 study, no airports except Soekarno-Hatta Airport were able to handle commercial flights in the city due to regulatory and environmental issues. However, this is not the case. Halim Perdanakusuma Airport, now a secondary airport, has been operating commercially since 2014 and another secondary airport, Pondok Cabe Airport, has the potential to be operational in the future. New air demand forecasts and air traffic distributions with different scenarios have been produced and analysed to reflect current situation in Greater Jakarta. The result of these analyses differs from the Japan International Cooperation Agency study and shows that the operation of the new airport can now be postponed until 2022 at the earliest. Keywords: Market Analysis, Demand Growth Drivers, Traffic Forecast, Sensitivity Analysis, Air Traffic Distributions 1. INTRODUCTION From 2010 to 2012, the Japan International Cooperation Agency (JICA) conducted a master plan study on multiple-airport development for Greater Jakarta Metropolitan Area (GJMA). The background of the JICA study was the overcapacity experienced by the existing terminals in Soekarno-Hatta Airport (CGK). CGK plays a vital role in Indonesia’s airport system as a primary hub airport, operating as the main international gateway for the country and the main hub for an extensive amount of domestic air routes. Apart from CGK, there are three other airports in GJMA namely Halim Perdanakusuma (HLP), Pondok Cabe (PCB) and Budiarto (BDR). However, CGK was the only airport which operated commercially at GJMA when the JICA study was conducted. The JICA study (2012) concludes that CGK does not have enough capacity to accommodate future air transport demand and cannot be expanded due to environmental reasons. JICA also suggests that HLP, PCB and BDR cause some negative environmental issues with regard to airport operation and thus cannot be included in the GJMA airport system. Therefore, JICA recommends the Government of Indonesia to establish and operate a new major airport at Karawang in 2019. However, the situation in GJMA after the JICA study has moved beyond JICA’s assumptions. In 2013, the GOI opened HLP and together with CGK serves the air transport demand for GJMA. The GOI through its Ministry of Transport published Ministerial Decree 369/2013 which withdrew the previous regulation that restricts HLP serving scheduled commercial flights. Moreover, CGK continues to develop the third runway, which based on 632 Journal of the Eastern Asia Society for Transportation Studies, Vol.12, 2017 the JICA study, is not environmentally feasible due to land constraints. Therefore, since 2013 the multi-airport system (MAS) has already been implemented in GJMA through CGK and HLP to serve air demand in the region. The possibility of the other two non-commercial airports in GJMA, BDR and PCB, serving scheduled commercial flights will also be analysed in this research. By looking at the conditions mentioned above, if the existing airports in GJMA can form a strong system to accommodate the air demand, the urgency for a new airport in 2019 is questionable and will be analysed in this research. 2. LITERATURE REVIEW 2.1 Definition of Multi-Airport Systems According to Horonjeff et al. (2010), an airport system is an integrated system of airports assessed to meet the future air transport demand of an area, region or country. This airport system, where some airports serve the same region, is called a MAS. Theoretically, a MAS is an airport system in which more than one airport serving commercial traffic operates in the same metropolitan area without regard to the ownership or political control of the individual airports (de Neufville et al., 2013). Each airport in a MAS varies in size and characteristics. De Neufville (1995) argues that each airport concentrates on its own market. Therefore, it is critical to perceive the dynamics of the different types of airport within MASs. MASs consist of two airport types: primary and secondary. The former is described as an airport that handles more than 20% of the total passengers in a MAS, while the latter handles less than 20% of the total passengers in the same MAS (Bonnefoy et al., 2010) 2.2 Dynamics Evolution of Multi-Airport Systems MASs have been a model for all metropolitan regions with the originating traffic above a specific traffic threshold. The level of originating traffic has not been constant and is likely to change over the coming years. As of 2010, the minimum level of originating traffic was about 15 million passengers per annum (MPA) for the entire metropolitan area increasing from 10 million originating passengers per year in 1995 (de Neufville et al., 2013). Metropolitan areas with the originating traffic less than the threshold level are still able to develop MASs with technical or political judgments that force these airports to exist. The evolution of MASs is influenced by the following three main factors: the readiness of existing airport infrastructures, the entry of low-cost carriers (LCCs) at underutilised airports, and regulatory and political factors. ICAO (2008) and FAA (2007a) identify two methods regarding the evolution of MASs: (i) optimising the availability of the existing airports; or (ii) building new airports. 2.3 Airport Choice in a Multi-Airport System Airports within a MAS can experience either competition or cooperation among them. Airports in MASs can compete in many ways to attract airlines and passengers if offering a better service compared to the others (Graham, 2014). There are various past studies regarding factors affecting the choice of airports in MASs based on the perspectives of passengers and airlines. 633 Journal of the Eastern Asia Society for Transportation Studies, Vol.12, 2017 2.3.1 The passengers’ perspective Brooke et al. (1994) state that in a MAS, passengers are able to, and do, make a selection of which airports to fly from due to the relative service offerings at competing airports. Passengers with different travel reasons, either business or leisure, have different factors in selecting airports (Başar and Bhat, 2004). A secondary airport is attractive to passengers if it delivers satisfactory access to the desired air services (de Neufville, 1995). 2.3.2 The airlines’ perspective FAA (2013) states that the business model of an airline affects the airport selection within a MAS. The determining factors are demographic and economic characteristics, the market split between leisure-business travellers and the area in which the airport is located. Moreover, the increase in low-cost airlines is causing a more competitive competition between airports in a MAS where the airports are located relatively close together. 2.4 Traffic Distribution in Multi-airport Systems A MAS generally consists of a primary airport and one or more secondary airports. The primary airport has a high concentration of traffic whilst the secondary airports have considerably less (de Neufville, 2000). The development of traffic at secondary airports will be stronger if it serves an exclusive market that it does not have to share with the primary airport. This specialisation can occur through government regulation, historical precedents, geography and airline strategy (de Neufville, 2000). In many cases, governments or airport operators have tried to force traffic to move from a congested airport to those secondary airports with underutilised capacity (de Neufville et al., 2013). However, they do not have control over forming the air traffic allocation between airports and the market served by each airport has various components with different needs and an unpredictable future. Thus the efforts are impractical except in limited conditions. The dynamics of the market will naturally shift the traffic to secondary airports if the primary airport has exceeded its designed capacity, or due to technical constraints at the primary airport. 2.5 Role of Regulatory and Political Factors Regulatory aspects have taken on an important role in the distribution of traffic among airports in MASs (Bonnefoy, 2008). This solution is often used in order to force the distribution of traffic. In 2013, the Indonesian Ministry of Transport produced a decree regarding the National Airport System which regulates the role, function, hierarchy and classification of Indonesian airports (MoT, 2013). The airport hierarchy in Indonesia is divided into hub and spoke airports. A hub airport is categorised into primary, secondary and tertiary hubs. A primary hub is an airport handling over 5.0 MPA; secondary hubs serve between 1.0 and 5.0 MPA; tertiary hubs handle between 0.5 and 1.0 MPA. The key aim of regulating airport systems is to deliver guidelines for the development of airports in a logical, sustainable and cost-effective manner (IATA, 2004; FAA,
Recommended publications
  • With the Potential of Secondary Airports of Po
    Original Article Study of the multi-airport system in "Greater Jakarta" with the potential of secondary airports of Pondok Cabe or Budiarto Tri Sefrus1*, Sigit Priyanto2, Dewanti2, and Muhammad Zudhy Irawan2 1Department of Civil Engineering, Universitas Prof. Dr. Hazairin SH, Bengkulu, 38115, Indonesia. 2Department of Civil and Environmental Engineering, Universitas Gadjah Mada, Yogyakarta, 55281, Indonesia * Corresponding author : [email protected] Abstract Soekarno-Hatta International Airport is a major hub airport that serves as a transit point from 364 indirect domestic flight routes and serves more than 48 million air passengers annually. To cope with the enormous demand, in 2014 the Indonesian government opened Halim Perdana Kusuma Airport for commercial services, which was previously the headquarters of the Indonesian Air Force Operations Command. The current capacity is no longer able to serve the current demand. Taking the existence of the closest non-commercial airports into consideration, this study aims to determine how much potential passenger sharing would be if a multi-airport system was implemented. The approach is carried out using Jovanovic's theory and Ministerial Regulation No. 39 of 2019. The results indicated the Pondok Cabe and Budiarto predicted to be able to accommodate the generation of air passengers in the Greater Jakarta areas are 21-55% and 19-51% respectively. Keywords: Multi airport system, Soekarno-Hatta, passenger sharing. 1. Introduction Soekarno-Hatta International Airport is located in Tangerang City, Banten province, Indonesia. Although limited by the provincial administrative area, this airport is the backbone of air transportation which serves the country's capital (Jakarta) and surrounding areas. The service area of Soekarno-Hatta Airport covers the metropolitan area of Greater Jakarta, namely Jakarta, Bogor, Depok, Tangerang, and Bekasi.
    [Show full text]
  • Kinesis Capital & Investment
    AIRPORTS KINESIS CANADA PROVIDING YOU MORE THAN A SIMPLE IDEA, WE MAKE IT REAL THROUGH A TURN KEY SOLUTION IMAGE PLACE HOLDER Kinesis Group IN FEW WORDS An Integrated Team approach Kinesis Group works in partnership with clients to achieve their goals and expectations using a professional Match your approach and the ability to manage expectations expectations. Kinesis Group is aware that every Kinesis Group it’s more than4 majors client is unique, they have a different companies all under a same holding culture, expectations and personalities. and a banner providing a turn key solution to Government and Private Our group commitment is to provide companies you personalized services that not only match but exceed your expectations. INTRODUCTION Kinesis Group a dynamic and innovative group very active since 2012 over the world by being the first in the world to propose turn key solution for airports and infrastructure projects Kinesis Group & THIS COMPANIES Airports Kinesis Consulting Worldwide was founded in 2011 with a vision to design efficient and sustainable next-generation airports and aeronautical infrastructures. Over the past four years, we have built a strong reputation for our range of expertise and offer of comprehensive services, including airport design and management, operations evaluation aircraft consulting and planning, traffic impact studies, and airline development planning for existing operators around the world. We have rapidly expanded our services from our headquarters in Montreal to 16 countries around the world.
    [Show full text]
  • DEALING with UNCERTAINTIES in MEGAPROJECT PLANNING PROCESSES (Getting Insight on Strategic Choice Approach)
    DEALING WITH UNCERTAINTIES IN MEGAPROJECT PLANNING PROCESSES (Getting Insight on Strategic Choice Approach) Master Thesis A thesis submitted in partial fulfillment of the requirements for The Master Degree from University of Groningen and The Master Degree from Bandung Institute of Technology By DELPHINE RUG: S2446138 ITB: 25412032 Supervisors: Tim Busscher, M.Sc, Ph.D (RUG) Delik Hudalah, S.T, M.T, M.Sc, Ph.D (ITB) Double Master Degree Programme Environmental and Infrastructure Planning Faculty of Spatial Sciences University of Groningen And Department of Regional and City Planning School of Architecture, Planning and Policy Development Bandung Institute of Technology 2014 1 Uncertainty is always there, like a shadow of you. 2 Abstract It is well-known that megaproject planning process involves numerous numbers of actors. Different interests among these actors more or less bring uncertainties into the planning arena. This condition is clearly depicted in Indonesia planning practice since the decentralization with wide range of involvement and multi-layer of government takes place. Promoting new megaproject might be difficult on this context. By means of this background, this research aims to see how planning actors deal with uncertainties in megaproject planning processes. Using three types of uncertainties promoted by Friend and Hickling (2005) which are uncertainty about working environment, guiding values and related decision, this research portrays the Soekarno Hatta International Airport (SHIA) exceed capacity problem and how the actors involved struggle with those type of uncertainties. On this basis, the research found that many instruments can be used to deal with uncertainties in megaproject planning process. However, if these instruments are not used carefully, they can lead to a deadlock of “vicious cycle” among three types of uncertainties instead of solving the turbulences.
    [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]
  • Kopia Praca, Rynki
    ANALIZA RYNKU TURYSTYCZNEGO INDONEZJI Natalia Pielu Ŝek Gr ORT/W Nr indeksu 33322 2009 SPIS TRE ŚCI: Wst ęp……………………………………………………………………………………… 4 I. INFORMACJE OGÓLNE 1. Wprowadzenie………………………………………………………………...…... 5 1.1. Informacje polityczne 1.2. Informacje geograficzne 1.3. Informacje gospodarcze 1.4. Ludno ść 2. Warunki rozwoju turystycznego…………………………………………………. 13 2.1. Regiony koncentracji ruchu turystycznego 2.2. Atrakcje turystyczne 2.3. Dost ępno ść komunikacyjna II. RYNEK RECEPCJI TURYSTYCZNEJ 1. Rynek Indonezji jako cz ęść regionu Azji i Pacyfiku……….………………...….21 2. Liczba przyjazdów do Indonezji i kierunki z których przyje ŜdŜaj ą tury ści......22 3. Profile turystów……………………………………………………………....…....25 4. Cel wizyt, rodzaj transportu, rodzaj zakwaterowania, długo ść pobytu…...…...26 5. Odwiedzane regiony…………………………………………...…………….….....28 Podsumowanie………………………………………………………….………………….29 III. RYNEK RECEPCJI TURYSTYCZNEJ 1. Sposób organizacji wyjazdów za granice ludno ści Indonezyjskiej………...…..30 2. Cele wyjazdów Indonezyjczyków………………………………………...………30 3. Formy sp ędzania wolnego czasu………………………………………...……….31 4. Profile turystów z Indonezji oraz wydatki na podró Ŝ…………………………..32 5. Regiony emisji turystycznej………………………………………...…………….33 6. Prognozy na rok 2015……………………………………………………………..34 - 2 - IV. ZNACZENIE RYNKU TURYSTYCZNEGO DLA POLSKI 1. Przyjazdy cudzoziemców do Polski………………...…………………………….40 2. Kraje świata przyjmuj ące najwi ęcej turystów zagranicznych………...………..42 3. Kraje świata o najwi ększych wpływach z turystyki zagranicznej……..……….44
    [Show full text]
  • Pondok Cabe Airport (PCA) | Pondok Cabe Airport (PCA) 53 Komposisi Pemegang Saham | Shareholder Composition 54 Struktur Grup | Group Structure
    KESINAMBUNGAN TEMA LAPORAN TAHUNAN Continuity of Annual Report Theme 2013 CLIMB TO THE HIGHER LEVEL Mendaki ke Tingkat yang Lebih Tinggi Tahun 2013 merupakan tahun dimana Perseroan mencapai pertumbuhan yang ditargetkan dan berkomitmen untuk terus meningkatkan kinerjanya yang selaras dengan tema laporan tahunan di tahun 2013 yaitu “Mendaki ke Tingkat yang Lebih Tinggi”. Year 2013 was a year in which the Company achieved the targeted growth and committed to continuously improving its performance that was inline with the 2013 annual report theme of “Climb to the Higher Level”. 2014 COMMITMENT TO GROWTH AND OVERCOMING THE CHALLENGES Berkomitmen Untuk Pertumbuhan dan Mengatasi Tantangan Dengan pencapaian yang diraih di tahun 2013, Perseroan terus “Berkomitmen Untuk Pertumbuhan dan Mengatasi Tantangan” yang dijadikan sebagai tema laporan tahunan mengingat di tahun tersebut Perseroan menghadapi beragam tantangan yang cukup berat. With achievement earned in 2013, the Company was continuously made “Commitment to Growth and Overcoming the Challenges”that was taken as the annual report theme since in that year the Company faced various tough challenges. 2015 OVERCOMING THE CHALLENGES FOR SURVIVAL Mengatasi Tantangan Untuk Bertahan Tema “Mengatasi Tantangan Untuk Bertahan” menggambarkan kondisi Perseroan yang melakukan upaya dengan mengintegrasikan seluruh kekuatan dan fokus untuk melakukan efisiensi, assets alignment, dan diversifikasi bisnis (“Program Turn Around”) untuk mengatasi tantangan di tahun 2015. The theme of “Overcoming the Challenges for Survival” represented the Company’s conditions to overcome the challenges in 2015 by integrating the strengths and focusing on implementing efficiency, assets alignment, and business diversification (“Turn Around Program”). TEMA LAPORAN TAHUNAN 2016 Theme of Annual Report 2016 KEEP MOVING FORWARD 2016 Terus Melangkah Maju Di tahun 2016, PT Pelita Air Service (“Perseroan”) melanjutkan “Program Turn Around” dengan mendorong peningkatan efisiensi, assets alignment, dan diversifikasi bisnis.
    [Show full text]
  • OVERSEAS SECURITY ADVISORY COUNCIL JAKARTA COUNTRY COUNCIL AMCHAM SECURITY COMMITTEE, REPORT on EVENTS in APRIL 2013 Edited by Colin Good
    OVERSEAS SECURITY ADVISORY COUNCIL JAKARTA COUNTRY COUNCIL AMCHAM SECURITY COMMITTEE, REPORT ON EVENTS IN APRIL 2013 Edited by Colin Good OSAC Jakarta Country Council/AmCham Indonesia Security Committee: Chair: Brian W. Millen Vice-Chairs: Antony Marley Colin Good U.S. Embassy Regional Security Officer: James Schnaible Summary of Security-Related Issues throughout Indonesia The following selected information was compiled from local media sources and submissions from iPJ in particular as well as contributions from Hill & Associates and Concord Consulting. We are deeply grateful to the contributors. This report contains information on a broad spectrum of security concerns and incidents which have occurred in Indonesia during the reporting period. Incidents are listed as they happened and dates are added if reported, otherwise the reader is to assume the event took place during the month in question. Readers are advised that while there are security risks that companies and individuals need to be aware of, avoid or address, Indonesia is a country of over 230 million people living on 17,500 islands that stretch over 4,800 kms. The vast majority of foreign companies that operate in Indonesia, and expatriates who reside in or visit the country, do so without incident providing sensible security precautions are taken. OVERVIEW The National Police Counter Terrorist Squad, Densus88 was extremely active during the month of May with the arrest of 15 terrorists in Jakarta and West and Central Java. During the month they also shot dead 5 terrorists who resisted arrest. These figures serve to illustrate that the demise of the terror group Jamaah Islamiyah (JI) did not bring about a cessation of terrorist activities which continue with little abatement.
    [Show full text]
  • Bab 4. Target Kinerja Dan Kerangka Pendanaan
    BAB 4. TARGET KINERJA DAN KERANGKA PENDANAAN 4.1 TARGET KINERJA KEMENTERIAN PERHUBUNGAN TAHUN 2015-2019 Untuk mendorong terciptanya akuntabilitas kinerja penyelenggaraan transportasi sebagai salah satu persyaratan terciptanya tata kelola pemerintahan yang baik, dibutuhkan pengukuran kinerja kegiatan untuk menilai tingkat keberhasilan pencapaian sasaran Kementerian Perhubungan. Pengukuran kinerja Kementerian Perhubungan merupakan hasil dari suatu penilaian yang sistematis serta didasarkan pada indikator kinerja kegiatan, meliputi masukan, keluaran, hasil, manfaat dan dampak. Tingkat keberhasilan suatu kegiatan ditandai dengan indikator kinerja utama Kementerian Perhubungan sesuai dengan Peraturan Menteri Perhubungan Nomor PM 85 Tahun 2010 tentang Penetapan Indikator Kinerja Utama di lingkungan Kementerian Perhubungan yang telah disempurnakan melalui Peraturan Menteri Perhubungan Nomor PM 68 Tahun 2012 dengan tambahan indikator kegiatan yang bersifat strategis. Indikator Kinerja Utama (IKU) Kementerian Perhubungan tahun 2015-2019 disusun sebagai indikator outcome dan bukan merupakan indikator output, yang dikelompokkan dalam 3 (tiga) aspek utama, yaitu : (1) Keselamatan dan keamanan transportasi, (2) Pelayanan transportasi, dan (3) Kapasitas transportasi. Tiap aspek memiliki sasaran dan kebijakan, sebagai berikut: 4.1.1 KESELAMATAN DAN KEAMANAN TRANSPORTASI Dalam rangka mewujudkan keselamatan dan keamanan transportasi, Kementerian Perhubungan mempunyai dua sasaran, yaitu : (1) Menurunnya angka kecelakaan transportasi; dan (2) Menurunnya
    [Show full text]
  • KODY LOTNISK ICAO Niniejsze Zestawienie Zawiera 8372 Kody Lotnisk
    KODY LOTNISK ICAO Niniejsze zestawienie zawiera 8372 kody lotnisk. Zestawienie uszeregowano: Kod ICAO = Nazwa portu lotniczego = Lokalizacja portu lotniczego AGAF=Afutara Airport=Afutara AGAR=Ulawa Airport=Arona, Ulawa Island AGAT=Uru Harbour=Atoifi, Malaita AGBA=Barakoma Airport=Barakoma AGBT=Batuna Airport=Batuna AGEV=Geva Airport=Geva AGGA=Auki Airport=Auki AGGB=Bellona/Anua Airport=Bellona/Anua AGGC=Choiseul Bay Airport=Choiseul Bay, Taro Island AGGD=Mbambanakira Airport=Mbambanakira AGGE=Balalae Airport=Shortland Island AGGF=Fera/Maringe Airport=Fera Island, Santa Isabel Island AGGG=Honiara FIR=Honiara, Guadalcanal AGGH=Honiara International Airport=Honiara, Guadalcanal AGGI=Babanakira Airport=Babanakira AGGJ=Avu Avu Airport=Avu Avu AGGK=Kirakira Airport=Kirakira AGGL=Santa Cruz/Graciosa Bay/Luova Airport=Santa Cruz/Graciosa Bay/Luova, Santa Cruz Island AGGM=Munda Airport=Munda, New Georgia Island AGGN=Nusatupe Airport=Gizo Island AGGO=Mono Airport=Mono Island AGGP=Marau Sound Airport=Marau Sound AGGQ=Ontong Java Airport=Ontong Java AGGR=Rennell/Tingoa Airport=Rennell/Tingoa, Rennell Island AGGS=Seghe Airport=Seghe AGGT=Santa Anna Airport=Santa Anna AGGU=Marau Airport=Marau AGGV=Suavanao Airport=Suavanao AGGY=Yandina Airport=Yandina AGIN=Isuna Heliport=Isuna AGKG=Kaghau Airport=Kaghau AGKU=Kukudu Airport=Kukudu AGOK=Gatokae Aerodrome=Gatokae AGRC=Ringi Cove Airport=Ringi Cove AGRM=Ramata Airport=Ramata ANYN=Nauru International Airport=Yaren (ICAO code formerly ANAU) AYBK=Buka Airport=Buka AYCH=Chimbu Airport=Kundiawa AYDU=Daru Airport=Daru
    [Show full text]
  • Profil September 201
    Visi Direktorat Jenderal Perhubungan Udara “Terwujudnya PenyelenggaraanTransportasi Udara yang Andal, Berdaya Saing dan Memberikan Nilai Tambah” Andal : aman, selamat, nyaman, tepat waktu, terpelihara, mencukupi kebutuhan, jangkauan, mendukung pembangunan nasional. Berdaya saing : efisien, harga terjangkau, ramah lingkungan, berkelanjutan, SDM yang profesional, mandiri dan produktif. Nilai tambah : kontribusi terhadap pertumbuhan ekonomi nasional serta penciptaan lapangan kerja. Profil DJU September 2017 1 Misi Direktorat Jenderal Perhubungan Udara Memenuhi standar keamanan, keselamatan penerbangan dan pelayanan; Menyediakan sarana, prasarana dan jaringan transportasi udara yang andal, optimal dan terintegrasi; Mewujudkan iklim usaha bidang transportasi udara yang kompetitif dan berkelanjutan (sustainable); Mewujudkan kelembagaan yang efektif, efisien didukung oleh SDM yang profesional dan peraturan perundang-undangan yang komprehensif serta menjamin kepastian hukum. Profil DJU September 2017 2 Road Map to Zero Accident SAFETY SECURITY Menumbuhkan kepercayaan SERVICES masyarakat COMPLIANCE TUJUAN menuju ZERO ACCIDENT Kesenjangan 9 Rekomendasi EKKT REGULATOR, OPERATOR, MASYARAKAT Profil DJU September 2017 3 Matriks Indikator Kinerja Utama (IKU) Direktorat Jenderal Perhubungan Udara Tahun 2015-2019 TARGET KUMULATIF SASARAN IKU DITJEN SATUAN /TIAP KETERANGAN STRATEGIS (SS) HUBUD 2015 2016 2017 2018 2019 TAHUN a. Menurunnya angka 1) Jumlah pedoman Dokumen 13 11 11 12 13 Tiap Tahun Capaian di tahun 2014 (baseline) adalah 2. kecelakaan
    [Show full text]
  • Domestic Approved Maintenance Organizations
    DGCA REPUBLIC OF INDONESIA - AMO REGISTER 2007 REPUBLIC OF INDONESIA MINISTRY OF TRANSPORTATION DIRECTORATE GENERAL OF CIVIL AVIATION DDOOMMEESSTTIICC AAPPPPRROOVVEEDD MMAAIINNTTEENNAANNCCEE OORRGGAANNIIZZAATTIIOONNSS RREEGGIISSTTEERR 22000077 Issued by: DIRECTORATE OF AIRWORTHINESS CERTIFICATION Sub Directorate of Airworthiness Standard Karya Building 22th Floor, Jl. Medan Merdeka Barat No. 8 Jakarta 10110, Indonesia Phone : +62-21-3506664 / +62-21-3506665, Facsimile : + 62-21- 3506663 4/20/2007 Page 1 of 105 DGCA REPUBLIC OF INDONESIA - AMO REGISTER 2007 FOREWORD The Domestic Approved Maintenance Organization (AMO) Register 2007 contains detailed information on all Domestic DGAC Approved Maintenance Organization, for the period of January 01, 2007 until December 31, 2007. The book published annually to accommodate any change to the person who is responsible as an accountable manager, address, location of facility, rating, and capability as well as to the shop data, by Sub Directorate of Airworthiness Standard; Directorate of Airworthiness Certification (DAC)–Directorate General of Civil Aviation (DGCA). The information in AMO Register 2007 is organized into two sections. Section one contains all of active Domestic AMO which have current certificate of approval and section two contains all of expired, surrendered, suspended or revoked certificate of approval. We should be grateful to hear from the users of this book who find mistakes or omissions, or who have comments or suggestions of any kind. Please write to us at the following address: Sub Directorate of Airworthiness Standard Directorate of Airworthiness Certification Directorate General of Civil Aviation Ministry of Transportation Karya Building 22nd Floor. Jl. Medan Merdeka Barat No. 8 Jakarta 10110-Indonesia Phone (62-21) 3506664/65 ; Fax (62-21) 3506663 e-mail : [email protected] / [email protected] Jakarta, January 2007 DIRECTOR OF AIRWORTHINESS CERTIFICATION Ir.
    [Show full text]
  • KODY LOTNISK IATA Niniejsze Zestawienie Zawiera 5109 Kodów Lotnisk
    KODY LOTNISK IATA Niniejsze zestawienie zawiera 5109 kodów lotnisk. Zestawienie uszeregowano: Kod IATA = Nazwa portu lotniczego = Lokalizacja portu lotniczego AAA=Anaa Airport=Anaa, Tuamotus AAC=El Arish International Airport=El Arish AAE=Rabah Bitat Airport=Annaba AAF=Apalachicola Municipal Airport=Apalachicola, Florida AAH=Aachen-Merzbrück Airport=Aachen AAK=Aranuka Airport=Aranuka AAL=Aalborg Airport=Aalborg AAM=Malamala Airport=Malamala AAN=Al Ain International Airport=Al Ain AAO=Anaco Airport=Anaco, Anzoátegui AAQ=Vityazevo Airport=Anapa, Russia AAR=Aarhus Airport=Tirstrup near Aarhus AAT=Altay Airport=Altay, Xinjiang AAU=Asau Airport=Asau AAV=Allah Valley Airport=Surallah AAW=Abbottabad= AAY=Al-Ghaidah Airport=Al-Ghaidah AAZ=Quetzaltenango Airport=Quetzaltenango, Quetzaltenango ABA=Abakan Airport=Abakan, Russia ABB=RAF Abingdon=Abingdon, England ABD=Abadan Airport=Abadan ABE=Lehigh Valley International Airport=Allentown, Bethlehem and Easton, Pennsylvania ABF=Abaiang Atoll Airport=Abaiang ABH=Alpha Airport=Alpha, Queensland ABI=Abilene Regional Airport=Abilene, Texas ABJ=Port Bouet Airport (Felix Houphouet Boigny International Airport)=Abidjan ABK=Kabri Dar Airport=Kabri Dar ABL=Ambler Airport (FAA: AFM)=Ambler, Alaska ABN=Albina Airport=Albina ABO=Aboisso Airport=Aboisso ABO=Antonio (Nery) Juarbe Pol Airport=Arecibo ABQ=Albuquerque International Sunport=Albuquerque, New Mexico ABR=Aberdeen Regional Airport=Aberdeen, South Dakota ABS=Abu Simbel Airport=Abu Simbel ABT=al-Baha Domestic Airport=al-Baha ABU=Haliwen Airport=Atambua ABV=Nnamdi Azikiwe International Airport=Abuja, FCT ABX=Albury Airport=Albury, New South Wales ABY=Southwest Georgia Regional Airport=Albany, Georgia ABZ=Aberdeen Airport=Aberdeen, Scotland ACA=General Juan N. Álvarez International Airport=Acapulco, Guerrero ACB=Antrim County Airport=Bellaire, Michigan ACC=Kotoka International Airport=Accra ACD=Alcides Fernández Airport=Acandí ACE=Arrecife Airport (Lanzarote Airport)=Arrecife ACH=St.
    [Show full text]