GATE 1 GATE 2 GATE 3 GATE 4 SECURITY CHECKPOINT DEPARTURES AIRLINE A A AIRLINE 13.2kg 13.2kg Development on High Performance Airport Operator Corporation Pengembangan Perusahaan Pengelola Bandar Udara Berkinerja Tinggi 2015 Laporan Tahunan Annual Report PT AngkAsA PurA I (PErsErO) Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Sumber Daya Manusia Laporan Keuangan Good Corporate Governance Corporate Social Responsibility Human Capital Financial Report GGGGAAAATTTTEEEE 1234 SECURITY CHECKPOINT DEPARTURES AIRLINE A A AIRLINE 13.2kg 13.2kg Development on High Performance Airport Operator Corporation Pengembangan Perusahaan Pengelola Bandar Udara Berkinerja Tinggi LapAonrannu aTla Rh2eu0pno1a5rnt PT AngkAsA PurA I (PErsErO) Development on High Performance Airport Operator Corporation Pengembangan Perusahaan Pengelola Bandar Udara Berkinerja Tinggi Sesuai dengan road map Rencana Jangka Panjang In accordance with the road map for the Perusahaan (RJPP) 2014 – 2018, maka ditetapkan Company’s Long Term Plan (RJPP) from 2014 to bahwa target utama Perseroan di 2015 adalah 2018, it was determined that the main target of Pengembangan Perusahaan Bandar Udara Berkinerja the Company in 2015 was “Development on High Tinggi. Sejalan dengan hal tersebut maka Perseroan Performance Airport Operator Company”. In line telah menerapkan strategic action diantaranya adalah with this, the Company has implemented strategic menyempurnakan penerapan service dan operation actions include the implementation of enhance excellence, mengoptimalkan efektifitas dan efisiensi biaya, service and operation excellence, optimizing the mengoptimalkan seluruh potensi sinergi secara internal dan effectiveness and cost efficiency, optimize the full eksternal, dan mempercepat dan memperbesar penciptaan potential synergies, both internally and externally, nilai dari kemitraan strategis. Strategi-strategi tersebut and accelerate and increase value creation of terbukti mampu meningkatkan kinerja Perseroan di 2015. strategic partnerships. These strategies are proven to improve its performance in 2015. Perseroan mampu mendapatkan nilai Customer The Company was able to get the level of Customer Satisfaction Index (CSI) sebesar 4,27, lebih tinggi dari yang Satisfaction Index (CSI) of 4.27, higher than the ditargetkan sebesar 4,05 yang merupakan standar Airport target of 4.05 which is the standard of the Airport Council International (ACI). Realisasi pelaksanaan kinerja Council International (ACI). The realization of operasional tahun 2015 dalam rangka memenuhi kebutuhan operational performance in 2015 in order to dan kepuasan para pengguna jasa, secara umum dapat meet the needs and satisfaction of the users of dilaksanakan dengan lancar. Realisasi total pendapatan services generally can be implemented smoothly. berada di atas target, sedangkan dari sisi total beban Realization of total income is above the target, berada di bawah yang direncanakan. Dengan demikian, while from the total expenses is below the target. Perseroan telah mampu merealisasikan total laba di tahun Accordingly, the Company has been able to realize 2015 setelah pajak berada di atas yang di targetkan. a total profit after tax in 2015 was above the target. PPTT AAnnggkkAAssAA PPuurrAA II ((PPEErrssEErrOO)) || 22001155 AAnnnnuuaall RReeppoorrtt 11 LLaappoorraann MMaannaajjeemmeenn PPrroofifill PPeerruussaahhaaaann AAnnaalliissiiss ddaann PPeemmbbaahhaassaann MMaannaajjeemmeenn MMaannaaggeemmeenntt RReeppoorrtt CCoommppaannyy PPrroofifillee MMaannaaggeemmeenntt DDiissccuussssiioonnss aanndd aannaallyyssiiss kesinambungan Tema Theme Correlations 2015 2014 KJTFEWaeamokelktpaaasb r i slBt iatae,r 1 u::::0 B66hw6a22u1wn--m022wd11aa. sar66@ nK55ge44akm11na95gsa61kaya13pos,ur a6arpa5nu14 Br.1calo5o11k..ic 4dBo .1id2 Kav. 2 Delivering Excellent Service and Performance GGGGAAAATTTTEEEE 1234 ServDiceeli vaendri nPger Efoxrcmelalenncet SECURITY CHECKPOINT DEPARTURES AIRLINE13.2kgA A 13A.2kIgRLINE Laporan Tahunan | Annual Report 2014 Laporan Tahwuwnawn.a |n gAknasnau2paulr0 aR1e1.pcoo4.ridt Development on High Performance Airport Operator Corporation LapAonrannu aTla Rh2eu0pno1a5rnt Development on High Performance DElIvErIng ExcEllEnT sErvIcE AnD Airport Operator Corporation PErfOrmAncE Pengembangan Perusahaan Pengelola Bandar Udara Berkinerja Tinggi sesuai dengan road map rencana Jangka Panjang Perusahaan (rJPP) 2014 – 2018, maka 2014 menjadi tahun pembuktian Program ditetapkan bahwa target utama Perseroan di 2015 adalah Pengembangan Perusahaan Bandar Transformasi Bisnis bagi Perusahaan melalui udara Berkinerja Tinggi. sejalan dengan hal tersebut maka Perseroan telah menerapkan pengembangan kapasitas, penyempurnaan strategic action diantaranya adalah menyempurnakan penerapan service dan operation fasilitas, dan perbaikan pelayanan sebagai excellence, mengoptimalkan efektifitas dan efisiensi biaya, mengoptimalkan seluruh potensi upaya mengkreasikan pengalaman baru di sinergi secara internal dan eksternal, dan mempercepat dan memperbesar penciptaan nilai bandara. dari kemitraan strategis. strategi-strategi tersebut terbukti mampu meningkatkan kinerja Perseroan di 2015. For Angkasa Pura, the year of 2014 was a year of evidence that showed the results from the Perseroan mampu mendapatkan nilai customer satisfaction Index (csI) sebesar 4,27, lebih Business Transformation through the capacity tinggi dari yang ditargetkan sebesar 4,05 yang merupakan standar Airport council International development, facility improvement and (AcI). realisasi pelaksanaan kinerja operasional tahun 2015 dalam rangka memenuhi kebutuhan service enhancement to create a new airport dan kepuasan para pengguna jasa, secara umum dapat dilaksanakan dengan lancar. realisasi experience. total pendapatan berada di atas target, sedangkan dari sisi total beban berada di bawah yang direncanakan. Dengan demikian, Perseroan telah mampu merealisasikan total laba di tahun 2015 setelah pajak berada di atas yang di targetkan. In accordance with the road map for the Company’s Long Term Plan (RJPP) from 2014 to 2018, it was determined that the main target of the Company in 2015 was “Development on High Performance Airport Operator Company”. In line with this, the Company has implemented strategic actions include the implementation of enhance service and operation excellence, optimizing the effectiveness and cost efficiency, optimize the full potential synergies, both internally and externally, and accelerate and increase value creation of strategic partnerships. These strategies are proven to improve its performance in 2015. The Company was able to get the level of Customer Satisfaction Index (CSI) of 4.27, higher than the target of 4.05 which is the standard of the Airport Council International (ACI). The realization of operational performance in 2015 in order to meet the needs and satisfaction of the users of services generally can be implemented smoothly. Realization of total income is above the target, while from the total expenses is below the target. Accordingly, the Company has been able to realize a total profit after tax in 2015 was above the target. 22 LLaappoorraann TTaahhuunnaann 22001155 || PPTT AAnnggkkAAssAA PPuurrAA II ((PPEErrssEErrOO)) TTaattaa KKeelloollaa PPeerruussaahhaaaann TTaanngggguunngg JJaawwaabb SSoossiiaall PPeerruussaahhaaaann SSuummbbeerr DDaayyaa MMaannuussiiaa LLaappoorraann KKeeuuaannggaann GGoooodd CCoorrppoorraattee GGoovveerrnnaannccee CCoorrppoorraattee SSoocciiaall RReessppoonnssiibbiilliittyy HHuummaann CCaappiittaall FFiinnaanncciiaall RReeppoorrtt 2013 2012 2011 2013 2013 AKBTFw..ol n o w +t+gkawk 66BBa.22 aas1 anr222u g1P1 KkB u 66aaar55vsan.a44 dANp 1a1iuorr59pr 12Ka6o1e3,1r mJ./tcas1oka4.ayidortraa n10610 Business Potential Optimalization ANNUAL REPORTLAPORAN TAHUNAN AKBTFwBO..LAol n o w a+t+ngkawpk n66BBa.o2BOLA2 auas1 arnar2n2a2ua gp1P1u ln KnkB u o66Raauapr 55vsaTrneua.a4a4 daApNpl np1a1 hiuoorRr59 pr uTr12Ksa6eot1ne3,a1pr tsmJ./thacaso1okanut4r.ayitidnori itr aaai nn 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tyksoufatlLa,aaiaP i0 iui r lkyu%speidaha“eeUv2nt ctaiengm ce1N.srerkhesrn l hetmae0cnw e sp.oale r on3asisa ofykOelnglp sTemia1vrsal evyoolni. sbee(o afihsh kl 3iebany ecPBbpuemrsrpataasrrinmeki,nanaatoro ereoaU rsaiusoljpstsaaosgn” tnakaegu rssmoh gaB tnBeamoknoauutaw ncaiuanie nse(a ai-emaktUye f,rnbenbpetnoiatvr s en iht anapsbn tas u )xe t alaeo untpdtJhap.dp onoaeh,tays httPng jh arsn-laataaPeerioioaepgs cyeaaeBireanhtiaa5 ijttmee r ni ruhp ataerl cpitanonsum 7ebbs r oyrsUrrdrks riaheneipser %g aasgeaeu ko neiv dtvaeandavna rmrffiatai rsnoskninb c etnpyriionesdtaoanikiinaoheoi n euansr eiceaanrfiaa gmra2ofn apneaaupn n sedgntnncup2e0tgnrn aa atesayyhaiecoyy e0 na1ire nrds iatancnaao eis fts13 at a a anp j t nha8t,na lndai ee d ri i i sial OBas(psmypeTtaattlgLpb29mpdnTsfpndaiBnorBhrhieeaadsinhhff9,irooeioeeeeeaaa6rsscUrUeeo eircnnp,deeasonpnrnrnelsffinnmns77voonnt hwtsB ggl oc rigedda--oii5%cSauaeomepmncsjccta Uaa tk rarthataah%rip)asm nfs aieogsIaeert.h.kha so d)e napp paar Ndp.irpTSg psrr ee ihl lideubn niAmndja aa oolaysaihoeo aaepebmrat tvans g uEttn gibnnnnvhiier sfoarnbm eaaap ote sr ttt ahidmeee3 ioaa nSinigfcnnen nau usmnvlnn tu bcae nuu2e btnetothpr b dtgsakiSeugihtsandnnhnom,uttgrnesiii5n uloaeaeeiensiiesngmeu m o daewgtskcmgg9nbfn-rn crPlta.eaeirgarayr o aaanuan ine %Co Ijetiiiot atnnsip abiatlns sean2Olh-dt iinsme snsamm omfito gntanrs.nnerlny0agPe ahsjaee ogekHmaesnoi gbargTap 1esekoer-st sev btlaltnretau s ttha a af3t ieeors ouomaeipE hdmn m aioltsaanblkndn piie,dpdor nhnn fannaeegi unrNium t uli dtdaeeenesl I Lnunaeapt rai iaeitn cnkC lrs oensla amdialkukii enyePiea riiTrh aicnd aombs nodrsaedwunsoti xteU llt isn am teeuaoceonIeniua rgm Itaktemor kiatn AleU unmhs arbi sns-snNl adpo bsw aool aetuatqdsepturu aap sunedeea a iLmooN prupunea2srsu iotclashesotr rttaareo.a renrenagita ao9h .hanihaisnte nido rss1iasaOa dbuhd Dhietme. .niiy s ieanis7 tti nu/se tnastt1eibneecaay ole i2susth 5ecifywsvPd adbi sph /nal s o auuizrfu0paeanyr%C etaeu2 aakauroheeraeghrTh9nt0phanb age oi0etrr r b t n rfnaalat.ienia 9uaiiwte tatyna I6u ctm0mk5 hdcsAhge munoMds. u,gis xgsh7 dh a9i 7 ohheeeHrwmeuekrin 4epaump %a.r vu,a%uke rta nk bP dpa0lb-Y“aCo4kAyialirihpaabapltmra ddsb.gelae %la aobaa0 ndonon hci psiaeAaaoac’npvuLi ag ngs%riuyer hme d t d.hracgehkseJt nnsp goheaago aInlsnie adat is e.enffnn EZ enan pneasbi i n ouumdtnndnm aobmaoieniu .Bnmi t aifi arpctaA e unueadfisucreta3e2anue ne uccelteeffpstesaontiailarsd 20Tnsypann geyhatmssancrretreuniha.i1 an gai hp-soagig5 ceIahetnc sin”llh-b 8nsb2nO o t taaoaar9r ga tyksoufatlLa,aiaP i0 iui r lkyu%speidaha“eeUv2nt ctaiengm ce1N.srerkhesrn l hetmae0cnw e sp.oale r on3asisa fykOelnglp sTemia1vrsal evyoolni. sbee(o afihsh kl 3iebany ecPBbpuemrsrpaaasrrinmeki,nanaatoro ereoaU rsaiusoljpstsaaosgn” tnakaegu rssmoh gaB tnBeamoknoauutaw ncaiuanie nse(a a-emakUye f,rnbenbpetnoiatvr s en iht anapsbn tas u )xe t alaeo untpdtJhap.dp noaeh,tays httPng jh arsn-laataaPerioioaepgs cyeaaeBireanhtiaa5 ijttmee r ni ruhp ataerl cpitanonsum 7ebbs r oyrsUrrdrks rihaeneipser %g aasgeaeu ko neiv dtvaeandavna rmrffiatai rsnosknib c entpyriionesdtaoaikiinaoheoi n euansr eiceaanfiraa gmra2ofn apneaaupn n sedgntnncup2e0tgnrn aa atesayyhaiecoyy e0 na1ir enrds iatancnaao eis fts13 at a a anp j t nha8,na lndai ee d ri i i s PKBTFw Tol((wo66 tAka22w n B--B.22g 1aa11k2nr))au gK66s Bkaa55aa v44Ps.n ua11Ndrp59oaau16r I23 1r Ka(,/ Pe1J1ekm.4craosare.tyiardoo r1)a0n610 SHAPING THE FUTURE THROUGH INNOVATION S Thharpoinugg ht Lha pIoreann T aFnhunuaon 2t0v1u1 aAnrtnuiael oRe pnort BusInEss POTEnTIAl sTrEngTHEnIng AccElErATIng OPTImIzATIOn BusInEss PIlArs THE cAPAcITy ExPAnsIOn Perubahan bisnis kebandarudaraan di Angkasa Pura Airports memiliki lima pilar kondisi bandara di bawah pengelolaan Indonesia memberikan dampak signifikan utama yang menjadi tolak ukur keberhasilan Angkasa Pura Airports telah mengalami lack bagi Angkasa Pura Airports. Pengoptimalan bandar udara di dunia. lima pilar tersebut of capacity. Oleh karena itu, manajemen porsi pendapatan dari sektor non aeronautika diimplementasikan melalui proses Angkasa Pura Airports berkomitmen pun dilakukan. pemahaman bisnis yang baik, pembentukan melaksanakan percepatan pembangunan anak perusahaan, pengembangan soft dan pengembangan bandara. The changes of airport business in Indonesia competence sDm, serta menjalin kerjasama has made a significant impact on Angkasa dengan pengelola bandara terbaik di dunia. The airports under the management of Pura Airports. Revenue share from the non Angkasa Pura Airports have experienced aeronautics sector has also been optimized. Angkasa Pura Airports are built based on five lack of capacity. Therefore, the management main pillars that are the benchmark of success of Angkasa Pura Airports is committed to for airports in the world. The five pillars are accelerate the development of its airports. implemented by following the processes: good business comprehension, establishment of new subsidiaries, enhancing the soft competence of employees, and building good relationships with the best airports operator all over the world. PPTT AAnnggkkAAssAA PPuurrAA II ((PPEErrssEErrOO)) || 22001155 AAnnnnuuaall RReeppoorrtt 33 Laporan Manajemen Profil Perusahaan Analisis dan Pembahasan Manajemen Management Report Company Profile Management Discussions and analysis Jejak langkah Milestones 1962 1964 1965 15 november / 15 november 20 februari / 20 february 17 mei / 17 may Pemerintah RI mengeluarkan PP No.33 Setelah melalui masa transisi selama dua Berdasarkan Peraturan Pemerintah Nomor Tahun 1962 tentang Pendirian Perusahaan tahun, terhitung mulai tanggal 20 Februari 21 Tahun 1965 tentang Perubahan dan Negara (PN) Angkasa Pura Kemayoran, 1964 PN Angkasa Pura Kemayoran resmi Tambahan PP Nomor 33 Tahun 1962, PN yang ditandatangani oleh Pejabat Presiden mengambil alih secara penuh aset dan Angkasa Pura “Kemayoran” berubah nama RI Ir. Djuanda. Tugas pokoknya adalah operasional Bandara Internasional menjadi PN Angkasa Pura dengan maksud pengelolaan dan pengusahaan Bandar Kemayoran, Jakarta dari Kementerian untuk lebih membuka kemungkinan Udara Kemayoran Jakarta yang saat itu Perhubungan Udara. Tanggal inilah yang mengelola bandar udara lain di wilayah merupakan satu-satunya bandar udara kemudian ditetapkan sebagai hari jadi Indonesia. internasional yang melayani penerbangan Angkasa Pura Airports. dari dan keluar negeri selain penerbangan Based on Government Regulation No. 21 of domestik. After undergoing a two-year transitional 1965 on the Amendment and Supplement period, since 20 February 1964, PN Angkasa to Regulation No. 33 of 1962, PN Angkasa Government of RI issued Government Pura Kemayoran officially took over all Pura “Kemayoran” changed its name to Regulation No. 33 of 1962 concerning the the assets and operations of Kemayoran PN Angkasa Pura with a view to further Establishment of State Corporation (PN) International Airport, Jakarta from the open up the possibility of managing other Angkasa Pura Kemayoran, which was Ministry of Air Transportation. This date airports in Indonesia. signed by Acting President of the Republic was then designated as the anniversary of of Indonesia, Ir. Djuanda. The main duties Angkasa Pura Airports. of the company were to manage and operate the Kemayoran Airport which at the time was the only international airport serving inbound and outbound travel both overseas and domestic flights. 2008 2011 22 september / 22 september 20 Oktober / 20 October 30 Desember / 30 December Peresmian Bandara Sultan Hasanuddin Peresmian Bandara Internasional Lombok Logo baru Angkasa Pura Airports sebagai oleh Presiden RI. (BIL) oleh Presiden RI Susilo Bambang salah satu identitas perusahaan (corporate Yudhoyono. identity) resmi diluncurkan. Official opening of the Sultan Hasanuddin Airport by the President of the Republic of Official opening of Lombok International The new logo of Angkasa Pura Airports Indonesia. Airport by the President of the Republic of as one of the corporate identities was Indonesia, Susilo Bambang Yudhoyono. officially launched. 1 Desember / 1 December Ground breaking proyek pembangunan Terminal 2 (T2) Bandara Juanda, Surabaya. Groundbreaking of Terminal 2 (T2) construction project at Juanda Airport, Surabaya. 4 Laporan Tahunan 2015 | PT AngkAsA PurA I (PErsErO) Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Sumber Daya Manusia Laporan Keuangan Good Corporate Governance Corporate Social Responsibility Human Capital Financial Report 1974 1987 1992 24 Oktober / 24 October 19 mei / 19 may 4 februari / 4 february Status badan hukum PN Angkasa Pura Wilayah pengelolaan bandar udara Berdasarkan PP Nomor 5 Tahun 1992, berubah menjadi Perusahaan Umum komersial di Indonesia di bagi dua, seiring bentuk Perum Angkasa Pura I diubah (Perum), berdasarkan PP Nomor 37 Tahun dengan perubahan Perum Angkasa menjadi Perseroan Terbatas (PT) yang 1974. Pura menjadi Perum Angkasa Pura I dan sahamnya dimiliki sepenuhnya oleh dibentuknya Perum Angkasa Pura II. Negara Republik Indonesia sehingga Status of legal entity PT Angkasa Pura Perum Angkasa Pura I mengelola bandara namanya menjadi PT Angkasa Pura I transformed into a Public Company di wilayah timur Indonesia, sedangkan (Persero). (Perum), under Regulation No. 37 Year 1974. Perum Angkasa Pura II mengelola bandara di wilayah barat Indonesia. Pursuant to the Government Regulation Number 5 of 1992, the status of the company The commercial airport management in was changed from a Public Company Indonesia was divided into two areas, (Perum) to a Limited Liability Company marked by the change of Perum Angkasa (PT), which shares are wholly owned by the Pura into Perum Angkasa Pura I and the State of Republic of Indonesia, and bearing establishment of Perum Angkasa Pura II. the name of PT Angkasa Pura I (Persero). Perum Angkasa Pura I manages airports in the eastern part of Indonesia and Perum Angkasa Pura II manages airports in the western part of Indonesia. 2012 2013 6 Januari / 6 January 20 februari / 20 february 2 Januari / 2 January Pembentukan Anak-anak Perusahaan, Peluncuran identitas perusahaan Implementasi Project Enterprise Resource yaitu Angkasa Pura Hotels, Angkasa Pura (corporate identity) berupa visi, misi, dan Planning (ERP) tahap pertama. Property dan Angkasa Pura Logistics. nilai-nilai perusahaan baru. Turut pula di- launching hymne dan mars serta seragam Implementation of the First Phase of Project Establishment of Subsidiaries, those are baru perusahaan. Enterprise Resource Planning (ERP). Angkasa Pura Hotels, Angkasa Pura Property, and Angkasa Pura Logistics. Launching of corporate identity in the form of new company vision, mission, and 4 Januari / 4 January values. The company’s hymn and march as 9 februari / 9 february well as new uniform were also launched. Pendirian SBU Commercial Ngurah Rai sesuai dengan Keputusan Direksi Pembentukan Anak Perusahaan Angkasa No.KEP.02/OM.01.01/2013. Pura Supports. Establishment of Ngurah Rai Commercial Establishment of subsidiary Angkasa Pura SBU pursuant to the Decision of the Board Supports. of Directors No. KEP.02/OM.01.01/2013. PT AngkAsA PurA I (PErsErO) | 2015 Annual Report 5 Laporan Manajemen Profil Perusahaan Analisis dan Pembahasan Manajemen Management Report Company Profile Management Discussions and analysis 2013 2014 6 Januari / 6 January 14 februari / 14 february 15 september / 15 september Pengalihan tugas pengelolaan Pengoperasian Terminal 2 Bandara Peresmian Bandara Internasional Sultan kenavigasian ke Perusahaan Umum Internasional Juanda Surabaya. Aji Muhammad Sulaiman Sepinggan Lembaga Penyelenggara Pelayanan Balikpapan dan Terminal 2 Bandara Navigasi Penerbangan Indonesia Operation of Terminal 2 at Juanda Internasional Juanda Surabaya oleh (Perum-LPPNPI) berdasarkan Peraturan International Airport, Surabaya. Presiden RI. Pemerintah Nomor 77 Tahun 2012. Official opening of Sultan Aji Muhammad 22 maret / 22 march Re-assignment of navigation management Sulaiman Sepinggan International Airport, to the Indonesian Air Navigation Service Balikpapan and Terminal 2 Juanda Pengoperasian Terminal Baru Bandara Provider Institution (Perum-LPPNPI) International Airport, Surabaya officially Internasional Sepinggan Balikpapan. pursuant to Government Regulation opened by the President of the Republic of Number 77 of 2012. Indonesia. Operation of the new terminal at Sepinggan International Airport. 7 April / 7 April 17 september / 17 september Pengoperasian kembali Bandara 17 Juni / 17 June Pengoperasian Terminal Domestik Selaparang untuk sekolah penerbangan. Bandara Internasional I Gusti Ngurah Rai Ground breaking Pengembangan Bandara Bali. Re-operation of Selaparang Airport for Internasional Ahmad Yani Semarang. flight school. Operation of Domestic Terminal at I Gusti Groundbreaking for the development Ngurah Rai International Airport, Bali. of Ahmad Yani International Airport, 12 september / 12 september Semarang. 19 Desember / 19 December Pengoperasian terminal baru Bandara Internasional I Gusti Ngurah Rai. Peresmian Bandara Internasional I Gusti Ngurah Rai Bali oleh Menteri Perhubungan. Operation of the new terminal at I Gusti Ngurah Rai International Airport. Official opening of I Gusti Ngurah Rai International Airport by the Minister of Transportation. 2015 18 mei / 18 may 17 Agustus / 17 August 13 Desember / 13 December Ground breaking Bandara Pengoperasian Terminal B Bandara Pengoperasian Terminal Khusus Syamsudin Noor Banjarmasin. Adisutjipto Yogyakarta. Umroh Bandara Juanda. Ground breaking of Syamsudin Operation of Terminal B at Operation of Special Terminal for Noor Airport, Banjarmasin. Adisutjipto Airport, Yogyakarta. Umroh at Juanda Airport. 6 Laporan Tahunan 2015 | PT AngkAsA PurA I (PErsErO) Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Sumber Daya Manusia Laporan Keuangan Good Corporate Governance Corporate Social Responsibility Human Capital Financial Report PPTT AAnnggkkAAssAA PPuurrAA II ((PPEErrssEErrOO)) || 22001155 AAnnnnuuaall RReeppoorrtt 77 Laporan Manajemen Profil Perusahaan Analisis dan Pembahasan Manajemen Management Report Company Profile Management Discussions and analysis KEUNGGULAN usAHA BUSINESS EXCELLENCE A A A A AIRLINE AIRLINE AIRLINE AIRLINE 13.2kg 11kg 0kg 15kg 88 LLaappoorraann TTaahhuunnaann 22001155 || PPTT AAnnggkkAAssAA PPuurrAA II ((PPEErrssEErrOO)) Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Sumber Daya Manusia Laporan Keuangan Good Corporate Governance Corporate Social Responsibility Human Capital Financial Report 1 WORLD CLASS ICT & MANAGEMENT SYSTEM Dalam upaya untuk memiliki world class ICT and In its efforts to have a world class ICT and management system, master plan ICT 2014-2018 management system, ICT Master Plan 2014-2018 telah disahkan oleh Board of Director dan telah has been approved by the Board of Directors and di sosialisasikan di kantor pusat. Untuk penerapan has been socialized in the central office. For the ICT system yang efektif, beberapa program kerja application of ICT systems that are effective, some IT Group 2015 telah memasuki proses pengadaan of the work program IT Group in 2015 has entered dan pelaksanaan pekerjaan, seperti program the process of procurement and implementation pengadaan aplikasi SIOPSKOM, penyempurnaan of the work, such as the procurement program aplikasi Human Capital Information System application SIOPSKOM, improved application (HCIS) dan pengadaan data center kantor pusat, Human Capital Information System (HCIS) and implementasi Document Management System, procurement of data center headquarters, pengadaan perangkat lunak windows server, implementation of the Document Management share point dan SQL server. Perseroan juga telah System, supplying device windows server software, mengimplementasikan sistem informasi keuangan Share Point and SQL server. The Company terintegrasi dengan Real Estate Management has also implemented an integrated financial (REM), Material Management (MM), dan Plan information system by Real Estate Management Management (PM). Di samping itu Perseroan (REM), Materials Management (MM), and Plan telah melakukan penyempurnaan implementasi Management (PM). In addition, the Company has ERP-SAP tahap II yaitu dari sisi Komersial, General made improvements ERP-SAP implementation Affair, dan Procurement yang terintegrasi dengan phase II on the side of Commercial, General Affairs keuangan. and Procurement integrated with finance. PT AngkAsA PurA I (PErsErO) | 2015 Annual Report 9