Ar 2003

Laporan Tahunan 2003 Annual Report RESPONDING TO MARKET DEMANDS
L a p o r a n Ta h u n a n
2003
Annual Report
MALAYSIA AIRPORTS HOLDINGS BERHAD
(487092-W)
Ibu Pejabat
Malaysia Airports Holdings Berhad (487092-W) Sultan Abdul Aziz Shah Airport, 47200 Subang, Selangor Darul Ehsan, Malaysia
Head Office
Notice of Annual General Meeting 4 Statement Accompanying the Notice of Annual General Meeting 6 Group Corporate Structure 22
Group Organisation Structure 24 Corporate Information 26 Directors Profile 30 Statement on Corporate Governance 38 Statement on
Internal Control 50 Board Audit Committee Report 54 Terms of Reference Board Audit Committee 56 Group Senior Management 62
Managements Profile 64 Group 4-Year Summary 68 Traffic Movements Summary 70 Airports Operated by The Group 71 Chairmans
Statement 72 Managing Directors Review of Operations 88 Calendar of Events 118 Awards Won in 2003 132 Financial Statements 136
Malaysia Airports Statistics 2003 241 Statistics on Shareholdings 268 List of Properties 271 Proxy Form
Notis Mesyuarat Agung Tahunan 12 Penyata yang Disertakan Bersama Notis Mesyuarat Agung Tahunan 14 Struktur Korporat Kumpulan 22
Struktur Organisasi Kumpulan 24 Maklumat Korporat 26 Profil Pengarah 30 Penyata Tadbir Urus Korporat 38 Penyata Kawalan Dalaman 50
Laporan Lembaga Jawatankuasa Audit 54 Bidang Kuasa Lembaga Jawatankuasa Audit 56 Pengurusan Kanan Kumpulan 62 Profil
Pengurusan 64 Ringkasan 4 Tahun Kumpulan 68 Ringkasan Pergerakan Trafik 70 Lapangan Terbang yang Dikendalikan oleh Kumpulan 71
Penyata Pengerusi 72 Laporan Operasi Pengarah Urusan 88 Rentetan Peristiwa 118 Anugerah-anugerah yang Dimenangi dalam Tahun
2003 132 Penyata Kewangan 136 Statistik Pegangan Saham 268 Senarai Hartanah 273 Borang Proksi
k a n d u n g a n
RESPONDING TO MARKET DEMANDS
At Malaysia Airports, we are focussed on being the international hub for travellers
and businesses worldwide and particularly for the ASEAN region.
We do this by not waiting for opportunities to appear.
Instead, we anticipate and pursue a pro-active approach

to create an environment that is simply too enticing to refuse.
We are simply responding to market demands even before they arrive.

Thats why we are integrated for ease.
MEMENUHI KEHENDAK PASARAN

not sure?
going away
going home
Some of us have a destination.

Some of us do not.
It doesnt really matter because

its all about the journey.
Were here to help you get there.

4
Notice of annual general meeting
NOTICE IS HEREBY GIVEN THAT the Fifth Annual General

Meeting of Malaysia Airports Holdings Berhad
(MAHB or the Company) will be held at Gateway
Ballroom, Level 1, The Pan Pacific Hotel Kuala Lumpur
International Airport, Jalan CTA 4B, 64000 KLIA, Sepang,
Selangor Darul Ehsan on Thursday, 27 May 2004 at
11.00 a.m. for the following purposes:
AGENDA iv) Datuk Siti Maslamah binti Osman Resolution 7

1. To receive and adopt the Audited Financial Statements for the v) Ahmad Kamal bin Abdullah Al-Yafii Resolution 8
financial year ended 31 December 2003 together with the
Reports of the Directors and Auditors. Resolution 1 vi) Eshah binti Meor Suleiman Resolution 9
2. To declare a final dividend of 2 sen less income tax of 28% for 5. To re-appoint Messrs. Ernst & Young as Auditors of the
the financial year ended 31 December 2003. Resolution 2 Company and to authorize the Directors to fix their
remuneration. Resolution 10
3. To approve the payment of Directors Fees for the financial year
ended 31 December 2003. Resolution 3 6. AS SPECIAL BUSINESS
To consider and, if thought fit, to pass the following Ordinary
4. To re-elect the following Directors who retire in accordance with Resolution:-
Article 129 of the Companys Articles of Association and being Authority to issue and allot shares
eligible, offer themselves for re-election:-
That, subject always to the Companies Act, 1965, the Articles
i) Tan Sri Datuk Dr. Aris bin Othman Resolution 4 of Association of the Company and the approvals of the relevant
ii) Dato Bashir Ahmad bin Abdul Majid Resolution 5 governmental/regulatory authorities, the Directors be and are
hereby authorised pursuant to Section 132D of the Companies
iii) Datuk Alias bin Haji Ahmad Resolution 6 Act, 1965 to issue and allot shares in the Company at any time
until the conclusion of the next Annual General Meeting and NOTICE OF DIVIDEND ENTITLEMENT 5
upon such terms and conditions and for such purposes as the NOTICE IS HEREBY GIVEN that the final dividend of 2 sen per share
Directors may, in their absolute discretion, deem fit provided less income tax of 28% in respect of the financial year ended 31
that the aggregate number of shares to be issued does not December 2003, if approved at the forthcoming Annual General
exceed ten per centum of the issued share capital of the Meeting, will be paid on 28 June 2004 to Depositors registered in the
Company for the time being. Resolution 11 Record of Depositors on 8 June 2004. A Depositor shall qualify for
entitlement only in respect of:
7. To consider any other business for which due notice has been
given. a) Shares transferred into the Depositors securities account before
4.00 p.m. on 8 June 2004, in respect of ordinary transfers; and
b) Shares bought on Malaysia Securities Exchange Berhad on a

cum entitlement basis according to the Rules of Malaysia
Securities Exchange Berhad.
By Order of the Board EXPLANATORY NOTES ON SPECIAL BUSINESS

The Ordinary Resolution proposed under item 6 of the Agenda,
if passed, will empower the Directors to issue shares in the Company
up to an amount not exceeding in total 10% of the issued share
MORIAMI BINTI MOHD (MAICSA 7031470) capital of the Company, subject to compliance with regulatory
Company Secretary requirements. The approval is sought to avoid any delay and cost in
convening a general meeting for such issuance of shares. This
Subang, Selangor Darul Ehsan authority, unless revoked or varied by the Company at a general
5 May 2004 meeting, will expire at the next Annual General Meeting.
NOTES
1. A member of the Company entitled to attend and vote at the Meeting is entitled to appoint a proxy to attend and to vote in his stead. A proxy may but need
not be a member of the Company.
2. The instrument appointing a proxy shall be in print or writing under the hand of the appointer or his duly constituted attorney, or if such appointer is a
corporation, under its common seal or the hand and seal of its attorney.
3. The instrument appointing a proxy must be deposited at the Registered Office of the Company at Head Office of MAB, Sultan Abdul Aziz Shah Airport, 47200
Subang, Selangor Darul Ehsan not less than 48 hours before the time set for holding the meeting or any adjournment thereof.
4. Shareholders attention is hereby drawn to the Listing Requirements of Malaysia Securities Exchange Berhad, which allows a member of the Company which
is an authorized nominee as defined under the Securities Industry (Central Depositories) Act, 1991, to appoint at least one (1) proxy in respect of each
securities account it holds with ordinary shares of the Company standing to the credit of the said securities account.
6 statement accompanying the notice of annual general meeting
Statement Accompanying Notice of Annual General Meeting Made Pursuant to Paragraph 8.28(2) of the Listing
Requirements of Malaysia Securities Exchange Berhad.
Details of Directors standing for re-election at the Annual General Meeting
NAME AGE
Tan Sri Datuk Dr. Aris bin Othman 59
NATIONALITY QUALIFICATION
Malaysian PhD in Development Economics from Boston University, Boston
Masters in Political Economy from Boston University, Boston
Masters in Development Economics from Williams College,
Williamstown, Massachusetts
Bachelor (Hons) in Analytical Economics from University of
Malaya
POSITION ON THE MAHB BOARD DATE FIRST APPOINTED TO THE MAHB BOARD
Chairman (Non-Independent Non-Executive) 7 June 2003
MEMBERSHIP OF MAHB BOARD WORKING EXPERIENCE

COMMITTEES
Managing Director/Chief Executive Officer, Bank Pembangunan
Board Risk Management Committee (Chairman) dan Infrastruktur Malaysia Berhad (7/6/2001-6/6/2003)
Board Tender Committee (Chairman) Executive Chairman, Bank Pembangunan dan Infrastruktur
Board Planning And Development Committee Malaysia Berhad (7/6/1999-6/6/2001)
(Chairman) Secretary General of Treasury (1998-1999)
Board Finance & Investment Committee Deputy Secretary General (Policy) Ministry of Finance (MOF)
(Chairman) (1994-1997)
Executive Director (South-East Asia Group) The World Bank,
Washington DC (1991-1994)
OCCUPATION Deputy Secretary General II, MOF (1989-1991)
Chairman Chief General Manager (Corporate Planning, Financial
Subsidiaries, Treasury, Human Resources) Bank Bumiputra
Malaysia Berhad (now taken over by Bumiputra Commerce
SECURITIES HOLDINGS IN MAHB AND Bank Berhad) (1986-1989)
ITS SUBSIDIARIES Deputy Director-General (Macro), Economic Planning Unit
Nil (EPU) (1985-1986)
Senior Director (Macro-Economics), EPU (1983-1985)
Director (Distribution and Macro-Economics), EPU (1978-1981)
LIST OF CONVICTIONS FOR OFFENCES Principal Assistant Director (Racial Balance, National
WITHIN THE PAST 10 YEARS OTHER THAN Development Planning Committee Secretariat and
TRAFFIC OFFENCES, IF ANY Administration), EPU (1970-1974)
Not Applicable Assistant Secretary (Macro-Economics), EPU (1966-1969)
ANY FAMILY RELATIONSHIP WITH ANY OTHER DIRECTORSHIPS IN PUBLIC COMPANIES

DIRECTOR AND/MAJOR SHAREHOLDER OF Nil
MAHB OR ANY COMPANIES THAT HAVE
ENTERED INTO ANY TRANSACTIONS WITH
MAHB OR ITS SUBSIDIARIES NUMBER OF MAHB BOARD MEETINGS ATTENDED IN
THE FINANCIAL YEAR
Nil
8/8 (100%)
7
NAME AGE
Dato Bashir Ahmad bin Abdul Majid 54
Malaysian Bachelor of Arts Degree (Honours) majoring in International
Relations, University of Malaya
Managing Director 7 June 2003
MEMBERSHIP OF MAHB BOARD

COMMITTEES WORKING EXPERIENCE
Board Planning and Development Committee Aviation Advisor to the Ministry of Transport (November 2001 to
Board Risk Management Committee June 2003)
Board Finance & Investment Committee Held various positions in Malaysian Airline System Berhad since
June 1972 to November 2001 including Director of Corporate
Planning, Commercial Director, Senior Vice President
Commercial and Executive Vice President Airline
OCCUPATION ANY OTHER DIRECTORSHIPS IN PUBLIC COMPANIES

Managing Director Nil
ANY FAMILY RELATIONSHIP WITH DIRECTOR

AND/MAJOR SHAREHOLDER OF MAHB OR ANY
SECURITIES HOLDINGS IN MAHB AND COMPANIES THAT HAVE ENTERED INTO ANY
ITS SUBSIDIARIES TRANSACTIONS WITH MAHB OR ITS SUBSIDIARIES
Nil Nil
LIST OF CONVICTIONS FOR OFFENCES

WITHIN THE PAST 10 YEARS OTHER THAN NUMBER OF MAHB BOARD MEETINGS ATTENDED IN
TRAFFIC OFFENCES, IF ANY THE FINANCIAL YEAR
Not Applicable 8/8 (100%)
NAME AGE
Datuk Alias bin Haji Ahmad 56
Malaysian Bachelor of Arts Degree (Honours) majoring in Economics and
Sociology, University of Malaya
Independent Non-Executive Director 1 December 2003

Board Remuneration Committee (Chairman) Deputy Secretary General (Finance), Ministry of Health (2001-
Board Nomination Committee July 2003)
Board Tender Committee Federal Secretary for Sabah (1999-April 2001)
Various senior positions, Ministry of Defence (1988-1998)
Director of Vocational Training, Manpower Department and then
Ministry of Labour (1987)
Special Officer to the Ministry of Trade and Industry (1984-1987)
Special Officer to the Ministry of Finance (1976-1984)
Assistant Secretary (Finance), Treasury (1972-1975)

Company Director Kris Components Berhad

Nil Nil

9
NAME AGE
Datuk Siti Maslamah binti Osman 56
Malaysian Fellow Member of the Chartered Institute of Management
Accountants (United Kingdom)

Board Audit Committee (Chairman) Accountant General (2000-2003)
Board Nomination Committee Deputy Accountant General (Operation) (2000)
Board Remuneration Committee Deputy Account General (Management) (1996-2000)
Board Finance & Investment Committee Director, Information Technology Services, Accountant General
Department (1992-1995)
Assistant Project Manager, Unit Permodenan Perakaunan,
Accountant General Department (1984-1992)
Finance Manager, Bank Simpanan Nasional (1981-1984)
Senior Treasury Accountant, Accountant General Department
(1975-1981)
Treasury Accountant, Jabatan Telekom Malaysia (1972-1975)

Company Director Avenue Capital Resources Berhad
BIMB Holding Berhad
Bank Islam Malaysia Berhad
SECURITIES HOLDINGS IN MAHB AND ANY FAMILY RELATIONSHIP WITH DIRECTOR

ITS SUBSIDIARIES AND/MAJOR SHAREHOLDER OF MAHB OR ANY
COMPANIES THAT HAVE ENTERED INTO ANY
Nil
TRANSACTIONS WITH MAHB OR ITS SUBSIDIARIES
Nil

NAME AGE
Ahmad Kamal bin Abdullah Al-Yafii 65
Malaysian Fellow Member of the Institute of Chartered Accountants

Board Nomination Committee (Chairman) Partner, Hanafiah Raslan & Mohamad (1970-1999)
Board Audit Committee Financial Controller, Malayawata Steel Berhad (1968-1970)
Board Remuneration Committee Tutor in Accounting, University of Malaya (1966-1967)
Chief Accountant, Federal Agricultural Marketing Authority
(1966-1967)

Company Director Chase Perdana Berhad
Keramat Tin Dredging Berhad
Malaysia Smelting Corporation Berhad
Berjuntai Tin Dredging Berhad
Pembinaan Jayabumi (Sarawak) Berhad
KUB Malaysia Berhad
Negara Properties (M) Berhad
Mentakab Rubber Company (Malaya) Berhad
Sitt Tatt Berhad

Nil Nil

11
NAME AGE
Eshah binti Meor Suleiman 49
Malaysian Masters in Business Administration (Finance) from Oklahoma
City University, USA
Bachelor of Economics (Hons.) Degree from University Malaya
Non-Independent Non-Executive Director 29 January 2004

Board Finance & Investment Committee Deputy Under Secretary MKD Division, Ministry of Finance
Board Risk Management Committee (MOF) (August, 2003 current)
Board Nomination Committee Principal Assistant Secretary, Finance Division, MOF (1995 to
Board Remuneration Committee July 2003)
Board Planning & Development Committee Assistant Secretary Public Service Department (1993-1994)
Assistant Secretary, Government Procurement Management
Division, MOF (mid-1991 to 1992)
Assistant Director, Macro Economics Section, Economic Planning
Unit, Prime Ministers Department (1981 to mid-1991)

Deputy Under Secretary, MKD Division, MOF Nil

Nil Nil

Not Applicable Nil
12
Notis mesyuarat agung tahunan
DENGAN INI DIMAKLUMKAN BAHAWA Mesyuarat Agung

Tahunan Malaysia Airports Holdings Berhad
(MAHB atau Syarikat) yang Kelima akan diadakan di
Gateway Ballroom, Aras 1, The Pan Pacific Hotel Kuala
Lumpur International Airport, Jalan CTA 4B, 64000 KLIA
Sepang, Selangor Darul Ehsan pada hari Khamis,
27 Mei 2004 jam 11.00 pagi bagi tujuan-tujuan berikut:
AGENDA iii) Datuk Alias bin Haji Ahmad Resolusi 6

1. Untuk menerima dan meluluskan Akaun yang telah Diaudit bagi iv) Datuk Siti Maslamah binti Osman Resolusi 7
tahun kewangan yang berakhir 31 Disember 2003 bersama
dengan Laporan Pengarah dan Laporan Juruaudit yang v) Ahmad Kamal bin Abdullah Al-Yafii Resolusi 8
dilampirkan. Resolusi 1 vi) Eshah binti Meor Suleiman Resolusi 9
2. Untuk mengisytiharkan dividen akhir sebanyak 2 sen tolak 28% 5. Untuk melantik semula Tetuan Ernst & Young sebagai Juruaudit
cukai pendapatan bagi tahun kewangan berakhir 31 Disember Syarikat dan memberi kuasa kepada para Pengarah untuk
2003. Resolusi 2 menetapkan bayaran khidmat mereka. Resolusi 10
3. Untuk meluluskan pembayaran yuran para Pengarah bagi tahun 6. SEBAGAI URUSAN KHAS
kewangan berakhir 31 Disember 2003. Resolusi 3 Untuk mempertimbangkan dan jika difikirkan wajar, meluluskan
resolusi biasa berikut:-
4. Untuk melantik semula para Pengarah berikut yang akan bersara
menurut Artikel 129 Tataurusan Pertubuhan Syarikat dan oleh Kuasa untuk menerbit dan memperuntuk saham
kerana layak, menawarkan diri mereka untuk dilantik semula:- Bahawa tertakluk kepada Akta Syarikat 1965, Tataurusan
i) Tan Sri Datuk Dr. Aris bin Othman Resolusi 4 Pertubuhan Syarikat dan kelulusan pihak-pihak berkuasa yang
berkenaan, para Pengarah dengan ini diberi kuasa berhubung
ii) Dato Bashir Ahmad bin Abdul Majid Resolusi 5 dengan Seksyen 132D Akta Syarikat, 1965 untuk menerbit dan
memperuntuk saham dalam Syarikat pada sebarang masa
sehingga tamat Mesyuarat Agung Tahunan akan datang dan
NOTIS KELAYAKAN DIVIDEN 13
DENGAN INI DIMAKLUMKAN BAHAWA dividen akhir sebanyak 2 sen
menurut syarat-syarat dan peraturan-peraturan tertentu bagi
tolak 28% cukai pendapatan bagi tahun kewangan berakhir
tujuan-tujuan tertentu menurut pertimbangan yang difikirkan
31 Disember 2003, jika diluluskan oleh para pemegang saham, akan
layak oleh Lembaga Pengarah dengan syarat agregat saham-
dibayar pada 28 Jun 2004 kepada para Pendeposit yang nama-nama
saham yang akan diterbitkan tidak melebihi sepuluh peratus
mereka tercatat di dalam Rekod Pendeposit pada 8 Jun 2004.
daripada modal saham terbitan Syarikat pada waktu tersebut.
Seorang Pendeposit akan layak untuk menerima bayaran dividen
Resolusi 11
hanya berhubung dengan:
7. Menjalankan sebarang urusniaga biasa lain yang notis

a. Saham-saham yang dipindahkan ke dalam akaun sekuriti
mengenainya telahpun diberikan.
Pendeposit sebelum pukul 4.00 petang pada 8 Jun 2004
berhubung dengan pindahan biasa; dan
b. Saham-saham yang dibeli di Malaysia Securities Exchange
Berhad atas dasar hak menurut Peraturan Malaysia Securities
Exchange Berhad.
Dengan Perintah Lembaga Pengarah KETERANGAN UNTUK URUSAN KHAS

Resolusi Biasa yang dicadangkan di bawah perkara 6 dalam Agenda, jika
diluluskan, akan memberi kuasa kepada para Pengarah untuk menerbitkan
saham dalam Syarikat sehingga satu jumlah yang tidak melebihi 10%
MORIAMI BINTI MOHD (MAICSA 7031470) jumlah keseluruhan modal saham terbitan syarikat bergantung kepada
Setiausaha Syarikat kepatuhan syarat-syarat peraturan yang berkaitan. Kelulusan ini diperlukan
bagi mengelak sebarang kelewatan dan kos mengadakan mesyuarat agung
Subang, Selangor Darul Ehsan untuk terbitan saham seumpamanya. Kuasa ini, jika tidak ditarik balik atau
5 Mei 2004 dipinda oleh Syarikat dalam mesyuarat agung, akan tamat pada Mesyuarat
Agung Tahunan akan datang.
NOTA
1. Seorang ahli syarikat yang layak untuk menghadiri dan mengundi di Mesyuarat tersebut layak untuk melantik seorang proksi untuk menghadiri dan mengundi
bagi pihak dirinya. Seorang proksi boleh tetapi tidak semestinya terdiri daripada ahli syarikat.
2. Suratcara perlantikan proksi mestilah dalam bentuk bertulis atau dicetak dari pemegang saham atau peguamnya atau jika pemegang saham itu merupakan
sebuah badan korporat, ia mesti dimeterai secara bertulis atau dengan cop mohor peguam syarikat tersebut.
3. Suratcara perlantikan tersebut hendaklah didepositkan ke Pejabat Berdaftar Syarikat di Ibu Pejabat MAB, Lapangan Terbang Sultan Abdul Aziz Shah, 47200
Subang, Selangor Darul Ehsan tidak kurang daripada 48 jam sebelum waktu untuk mengadakan mesyuarat atau sebarang penangguhan seterusnya.
4. Pemegang Saham diminta memberi perhatian kepada Syarat-syarat Penyenaraian Malaysia Securities Exchange Berhad, yang membenarkan seseorang ahli
syarikat yang merupakan penama yang diberi kuasa sebagaimana ditakrif di bawah Akta Industri Sekuriti (Depositori Pusat), 1991, untuk melantik sekurang-
kurangnya seorang (1) proksi bagi setiap akaun sekuriti yang dipegang dengan saham biasa Syarikat yang termasuk dalam kredit akaun sekuriti berkenaan.
14 penyata yang disertakan bersama notis mesyuarat agung tahunan
Penyata Yang Disertakan Bersama Notis Mesyuarat Agung Tahunan Dibuat Menurut Perenggan 8.28(2) Keperluan
Penyenaraian Malaysia Securities Exchange Berhad.
Butir-butir mengenai para Pengarah yang menawarkan diri untuk pemilihan semula di Mesyuarat Agung Tahunan
NAMA UMUR
Tan Sri Datuk Dr. Aris bin Othman 59
WARGANEGARA KELULUSAN
Malaysia PhD dalam Ekonomi Pembangunan dari Boston University, Boston
Sarjana dalam Ekonomi Politik dari Boston University, Boston
Sarjana dalam Ekonomi Pembangunan dari Williams College,
JAWATAN DALAM LEMBAGA PENGARAH Williamstown, Massachusetts
MAHB Sarjana Muda (Kepujian) Analisa Ekonomi dari Universiti Malaya
Pengerusi (Bukan Bebas Bukan Eksekutif)
TARIKH MULA DILANTIK KE LEMBAGA PENGARAH MAHB
KEAHLIAN JAWATANKUASA LEMBAGA MAHB 7 Jun 2003
Lembaga Jawatankuasa Pengurusan Risiko
(Pengerusi)
PENGALAMAN BEKERJA
Lembaga Jawatankuasa Tender (Pengerusi)
Lembaga Jawatankuasa Perancangan dan Pengarah Urusan/Ketua Pegawai Eksekutif Bank Pembangunan
Pembangunan (Pengerusi) dan Infrastruktur Malaysia Berhad (7/6/2001-6/6/2003)
Lembaga Jawatankuasa Kewangan & Pelaburan Pengerusi Eksekutif, Bank Pembangunan dan Infrastruktur
(Pengerusi) Malaysia Berhad (7/6/1999-6/6/2001)
Ketua Setiausaha Perbendaharaan (1998-1999)
Timbalan Ketua Setiausaha (Dasar) Kementerian Kewangan
PEKERJAAN (MOF) (1194-1997)
Pengerusi Pengarah Eksekutif (Kumpulan South-East Asia) Bank Dunia,
Washington DC (1991-1994)
Timbalan Ketua Setiausaha II, MOF (1989-1991)
PEGANGAN SEKURITI DALAM MAHB DAN Ketua Pengurus Besar (Perancangan Korporat, Subsidiari
SYARIKAT-SYARIKAT SUBSIDIARINYA Kewangan, Perbendaharaan, Sumber Manusia) Bank Bumiputra
Tiada Malaysia Berhad (sekarang diambil alih oleh Bumiputra
Commerce Bank Berhad) (1986-1989)
Timbalan Ketua Pengarah (Makro) Unit Perancang Ekonomi
SENARAI KESALAHAN YANG DISABITKAN (UPE) (1985-1986)
DALAM TEMPOH 10 TAHUN LALU SELAIN Pengarah Kanan (Makro Ekonomi) UPE (1983-1985)
DARIPADA KESALAHAN TRAFIK, JIKA ADA Pengarah (Pengagihan dan Makro Ekonomi) UPE (1978-1981)
Tiada Ketua Penolong Pengarah (Keseimbangan Kaum, Sekretariat dan
Pentadbiran Jawatankuasa Perancangan Pembangunan Negara)
UPE (1970-1974)
SEBARANG HUBUNGAN KEKELUARGAAN Penolong Setiausaha (Ekonomi Makro) UPE (1966-1969)
DENGAN PENGARAH DAN/ATAU PEMEGANG
SAHAM UTAMA MAHB ATAU SEBARANG
SYARIKAT YANG MEMPUNYAI URUSNIAGA JAWATAN PENGARAH LAIN DALAM SYARIKAT AWAM
DENGAN MAHB ATAU SYARIKAT-SYARIKAT Tiada
SUBSIDIARINYA
Tiada BILANGAN MESYUARAT LEMBAGA MAHB YANG
DIHADIRI PADA TAHUN KEWANGAN
8/8 (100%)
15
NAMA UMUR
Dato Bashir Ahmad bin Abdul Majid 54
Malaysia Sarjana Muda (Kepujian) Sastera jurusan Perhubungan Antarabangsa
dari Universiti Malaya
JAWATAN DALAM LEMBAGA PENGARAH

MAHB TARIKH MULA DILANTIK KE LEMBAGA PENGARAH MAHB
Pengarah Urusan 7 Jun 2003
KEAHLIAN JAWATANKUASA LEMBAGA MAHB PENGALAMAN BEKERJA

Lembaga Jawatankuasa Perancangan dan Penasihat Penerbangan kepada Kementerian Pengangkutan
Pembangunan (November 2001 hingga Jun 2003)
Lembaga Jawatankuasa Pengurusan Risiko Memegang pelbagai jawatan dalam Malaysian Airline System
Lembaga Jawatankuasa Kewangan & Pelaburan Berhad termasuk Pengarah Perancangan Korporat, Pengarah
Komersial, Naib Presiden Kanan, Komersial dan Naib Presiden
Eksekutif, Penerbangan dari bulan Jun 1972 hingga November
2001
PEKERJAAN JAWATAN PENGARAH LAIN DALAM SYARIKAT AWAM

Pengarah Urusan Penerbangan Malaysia Berhad
SEBARANG HUBUNGAN KEKELUARGAAN DENGAN

PENGARAH DAN/ATAU PEMEGANG SAHAM UTAMA MAHB
ATAU SEBARANG SYARIKAT YANG MEMPUNYAI
PEGANGAN SEKURITI DALAM MAHB DAN URUSNIAGA DENGAN MAHB ATAU SYARIKAT-SYARIKAT
SYARIKAT-SYARIKAT SUBSIDIARINYA SUBSIDIARINYA
Tiada Tiada
SENARAI KESALAHAN YANG DISABITKAN

DALAM TEMPOH 10 TAHUN LALU SELAIN BILANGAN MESYUARAT LEMBAGA MAHB YANG
DARIPADA KESALAHAN TRAFIK, JIKA ADA DIHADIRI PADA TAHUN KEWANGAN
Tiada 8/8 (100%)
NAMA UMUR
Datuk Alias bin Haji Ahmad 56
Malaysia Sarjana Muda (Kepujian) Sastera jurusan Ekonomi dan Sosiologi
dari Universiti Malaya

Pengarah Bebas Bukan Eksekutif 1 Disember 2003

Lembaga Jawatankuasa Ganjaran (Pengerusi) Timbalan Ketua Setiausaha (Kewangan) Kementerian Kesihatan
Lembaga Jawatankuasa Pencalonan (2001-Julai 2003)
Lembaga Jawatankuasa Tender Setiausaha Persekutuan untuk Sabah (1999-April 2001)
Pelbagai jawatan kanan di Kementerian Pertahanan (1988-1998)
Pengarah Latihan Vokasional di Jabatan Tenaga Manusia dan
kemudiannya Kementerian Buruh (1987)
Pegawai Khas kepada Kementerian Perdagangan dan Industri
(1984-1987)
Pegawai Khas kepada Kementerian Kewangan (1976-1984)
Penolong Setiausaha (Kewangan) Perbendaharaan (1972-1975)

Pengarah Syarikat Kris Components Berhad

Tiada Tiada

Tiada 1/1 (100%)
17
NAMA UMUR
Datuk Siti Maslamah binti Osman 56
Malaysia Ahli Fellow The Chartered Institute of Management Accountants
(United Kingdom)


Lembaga Jawatankuasa Audit (Pengerusi) Akauntan Negara (2000-2003)
Lembaga Jawatankuasa Pencalonan Timbalan Akauntan Negara (Operasi) (2000)
Lembaga Jawatankuasa Ganjaran Timbalan Akauntan Negara (Pengurusan) (1996-2000)
Lembaga Jawatankuasa Kewangan & Pelaburan Pengarah, Perkhidmatan Teknologi Maklumat, Jabatan Akauntan
Negara (1992-1995)
Penolong Pengurus Projek Unit Pemodenan Perakaunan, Jabatan
Akauntan Negara (1984-1992)
Pengurus Kewangan, Bank Simpanan Nasional (1981-1984)
Akauntan Perbendaharaan Kanan, Jabatan Akauntan Negara
(1975-1981)
Akauntan Perbendaharaan Jabatan Telekom Malaysia (1972-1975)

Pengarah Syarikat Avenue Capital Resources Berhad
BIMB Holding Berhad
Bank Islam Malaysia Berhad

PEGANGAN SEKURITI DALAM MAHB DAN PENGARAH DAN/ATAU PEMEGANG SAHAM UTAMA MAHB
SYARIKAT-SYARIKAT SUBSIDIARINYA ATAU SEBARANG SYARIKAT YANG MEMPUNYAI
URUSNIAGA DENGAN MAHB ATAU SYARIKAT-SYARIKAT
Tiada
SUBSIDIARINYA
Tiada

Tiada 1/1 (100%)
NAMA UMUR
Ahmad Kamal bin Abdullah Al-Yafii 65
Malaysia Ahli Fellow The Institute of Chartered Accountants


Lembaga Jawatankuasa Pencalonan (Pengerusi) Rakan Kongsi, Hanafiah Raslan & Mohamad (1970-1999)
Lembaga Jawatankuasa Audit Pengawal Kewangan, Malayawata Steel Bhd. (1968-1970)
Lembaga Jawatankuasa Ganjaran Tutor Perakaunan, Universiti Malaya (1966-1967)
Ketua Akauntan Lembaga Pemasaran Pertanian Persekutuan
(1966-1967)

Pengarah Syarikat Chase Perdana Berhad
Keramat Tin Dredging Berhad
Malaysia Smelting Corporation Berhad
Berjuntai Tin Dredging Berhad
Pembinaan Jayabumi (Sarawak) Berhad
KUB Malaysia Berhad
Negara Properties (M) Berhad
Sitt Tatt Berhad

Tiada Tiada

Tiada 1/1 (100%)
19
NAMA UMUR
Eshah binti Meor Suleiman 49
Malaysia Sarjana Pentadbiran Perniagaan (Kewangan) dari Oklahoma City
University, Amerika Syarikat
Ijazah Sarjana Muda Ekonomi (Kepujian) dari Universiti Malaya

Pengarah Bukan Bebas Bukan Eksekutif 29 Januari 2004

Lembaga Jawatankuasa Kewangan & Pelaburan Timbalan Setiausaha Bahagian MKD, Kementerian Kewangan
Lembaga Jawatankuasa Pengurusan Risiko (MOF) (Ogos 2003 sekarang)
Lembaga Jawatankuasa Pencalonan Ketua Penolong Setiausaha, Bahagian Kewangan, Kementerian
Lembaga Jawatankuasa Ganjaran Kewangan (1995 hingga Julai 2003)
Lembaga Jawatankuasa Perancangan dan Penolong Setiausaha Jabatan Perkhidmatan Awam (1993-1994)
Pembangunan Penolong Setiausaha Bahagian Pengurusan Pemerolehan
Kerajaan, MOF (Pertengahan tahun 1991-1992)
Penolong Pengarah (Bahagian Ekonomi Makro) Unit Perancang
Ekonomi, Jabatan Perdana Menteri (1981 hingga pertengahan
tahun 1991)

Timbalan Setiausaha Bahagian MKD, MOF Tiada

Tiada Tiada

Tiada Tiada
a pillow? Aspirin? coffee, sir?
Were responding to our customers needs

before they can even ask.
That isnt pr.

Its simply polite.
Because were customers too.

22 group corporate structure
struktur korporat kumpulan
MALAYSIA AIRPORTS HOLDINGS BERHAD (All 100% subsidiaries unless stated)

(Semua subsidiari milik 100% kecuali dinyatakan)
MALAYSIA AIRPORTS SDN. BHD. MALAYSIA AIRPORTS (SEPANG) MALAYSIA AIRPORTS (NIAGA)
(230646-U) SDN. BHD. SDN. BHD.
Management, operations and maintenance of designated (320480-D) (281310-V)
airports and provision of airport related services in Management, operations and maintenance of Operating duty free, non-duty free outlets and
Malaysia other than KL International Airport (KLIA), KLIA, Sepang and provision of airport related providing management services in respect of
Sepang. The designated airports comprise: services. food and beverage outlets at airports.
4 international airports (Pulau Pinang, Langkawi, Pengurusan, operasi dan penyenggaraan KLIA, Mengendalikan kedai-kedai bebas cukai, bukan
Kuching and Kota Kinabalu) Sepang serta penyediaan perkhidmatan bebas cukai dan menyediakan perkhidmatan
14 domestic airports berkaitan lapangan terbang. makanan dan minuman di lapangan terbang.
19 Short Take-off and Landing Ports (STOLports)
MALAYSIA AIRPORTS MANAGEMENT & MALAYSIA AIRPORTS
Pengurusan, pengendalian dan penyenggaraan lapangan
TECHNICAL SERVICES SDN. BHD. (PROPERTIES) SDN. BHD.
terbang dan penyediaan perkhidmatan berkaitan
(375245-X) (484656-H)
lapangan terbang di Malaysia selain daripada Lapangan
Provision of management, maintenance and Investment holding, management and operations
Terbang Antarabangsa KL (KLIA), Sepang. Lapangan-
technical services in connection with the of car park, Airside Hotel and Southern
lapangan terbang tersebut terdiri daripada:
airport industry. Common Amenities all at KLIA, Sepang.
4 lapangan terbang antarabangsa (Pulau Pinang,
Penyediaan perkhidmatan pengurusan, Pemegang pelaburan pengurusan dan
Langkawi, Kuching dan Kota Kinabalu)
penyenggaraan dan teknikal berhubung pengendalian tempat letak kereta, Hotel Airside
14 lapangan terbang domestik
dengan industri lapangan terbang. dan Kemudahan Bersama Selatan yang
19 padang terbang (STOLports)
kesemuanya di KLIA, Sepang.
23
MAB AGRICULTURE- ASIA PACIFIC AUCTION CAMBODIA AIRPORT KUALA LUMPUR AVIATION
HORTICULTURE SDN. BHD. CENTRE SDN. BHD. MANAGEMENT SERVICES FUELLING SYSTEM
(467902-D) (488190-H) LIMITED SDN. BHD.
Cultivation and selling of oil palm Operations and management of an (40%) (20%)
and other agricultural products and auction centre. Operations, management and Development, management and
engaging in horticulture activities. Pengurusan dan pengendalian commercial promotion of the operations of aviation fuelling
Penanaman dan penjualan kelapa pusat lelongan. Phnom Penh International Airport system at KLIA, Sepang.
sawit dan keluaran pertanian lain and Siem Reap International Pembangunan, pengurusan dan
serta terlibat dalam kegiatan SEPANG INTERNATIONAL Airport in Cambodia. operasi sistem bekalan bahan api
hortikultur. CIRCUIT SDN. BHD. Pengendalian, pengurusan dan penerbangan di KLIA, Sepang.
(45719-T) promosi komersil Lapangan
KL AIRPORT HOTEL SDN. BHD. Management and operations of Terbang Antarabangsa Phnom
(330863-D) Sepang F1 Circuit and Penh dan Lapangan Terbang
Owner of the hotel known as Pan organisation and promotion of Antarabangsa Siem Reap
Pacific Hotel Kuala Lumpur motor sports and entertainment di Kemboja.
International Airport. events.
Pemilik kepada hotel yang dikenali Pengurusan dan pengendalian
sebagai Pan Pacific Hotel Kuala Litar F1 Sepang serta penganjuran
Lumpur International Airport. dan promosi sukan bermotor dan
acara hiburan.
MALAYSIA AIRPORTS
TECHNOLOGIES SDN. BHD. URUSAN TEKNOLOGI
(512262-H) WAWASAN SDN. BHD.
Operations and maintenance of the (49%)
Total Airport Management System Provision of mechanical, electrical
at KLIA and undertaking ICT and civil engineering services at
business ventures. KLIA, Sepang.
Operasi dan penyenggaraan Penyediaan perkhidmatan
ke atas Total Airport Management kejuruteraan mekanikal, elektrikal
System di KLIA serta menjalankan serta kejuruteraan awam di KLIA,
perniagaan ICT. Sepang.
24 group organisation structure
struktur organisasi kumpulan
BOARD OF DIRECTORS
LEMBAGA PENGARAH
Internal Audit / Audit Dalaman
Managing Director /
Pengarah Urusan
Human Resource Services /

Perkhidmatan Sumber Manusia
OPERATION SERVICES / TECHNICAL SERVICES / COMMERCIAL SERVICES /

PERKHIDMATAN OPERASI PERKHIDMATAN TEKNIKAL PERKHIDMATAN KOMERSIL
Malaysia Airports Malaysia Airports Malaysia Airports

(Sepang) Sdn. Bhd. Management & (Niaga) Sdn. Bhd.
Technical Services Sdn. Bhd.
Malaysia Airports Malaysia Airports

Urusan Teknologi Properties Sdn. Bhd.
Sdn. Bhd. (MASB)
Wawasan Sdn. Bhd.
Commercial MA (Sepang) /
Malaysia Airports Komersil MA (Sepang)
Technologies Sdn. Bhd.
Commercial MASB /
Quality Assurance / Komersil MASB
Jaminan Kualiti
MAB Agriculture- KL Airport Hotel Sdn. Bhd. Asia Pacific Auction Centre Sepang International
Horticulture Sdn. Bhd. Sdn. Bhd. Circuit Sdn. Bhd.
25
Company Secretary /
Setiausaha Syarikat
Security & Safety Services /

Perkhidmatan Keselamatan
& Kebombaan
CORPORATE SERVICES /
FINANCE / KEWANGAN
PERKHIDMATAN KORPORAT
Marketing / Corporate Finance /

Pemasaran Kewangan Korporat
Corporate Communications / Group Accountant /

Komunikasi Korporat Akauntan Kumpulan
Legal Affairs / Finance MA (Sepang) /

Hal Ehwal Perundangan Kewangan MA (Sepang)
Research & Planning / Finance MASB /

Penyelidikan & Perancangan Kewangan MASB
Risk Management / Treasury /

Pengurusan Risiko Perbendaharaan
Procurement & Contract Management / Taxation /

Perolehan & Pengurusan Kontrak Percukaian
Land Management /
Pengurusan Tanah
26 corporate information
maklumat korporat
BOARD OF DIRECTORS Lembaga Pengarah

Tan Sri Datuk Dr. Aris bin Othman Long See Wool
(Chairman / Pengerusi) (Alternate Director to / Pengarah Silih Ganti kepada Dato Zaharaah
(Non-Independent Non-Executive Director / binti Shaari)
Pengarah Bukan Bebas Bukan Eksekutif) (Non-Independent Non-Executive Director /
(Appointed w.e.f. / Dilantik pada 7 June / Jun 2003) Pengarah Bukan Bebas Bukan Eksekutif)
(Appointed w.e.f. / Dilantik pada 1 March / Mac 2004)
Dato Bashir Ahmad bin Abdul Majid
(Managing Director / Pengarah Urusan) Tan Sri Dato Haji Basir bin Ismail
(Non-Independent Executive Director / Pengarah Bukan Bebas Eksekutif) (Independent Non-Executive Director / Pengarah Bebas Bukan Eksekutif)
(Appointed w.e.f. / Dilantik pada 7 June / Jun 2003) (Retired w.e.f. / Bersara pada 7 June / Jun 2003)
Dato Zaharaah binti Shaari Dato Izzuddin bin Dali

(Non-Independent Non-Executive Director / (Non-Independent Non-Executive Director /
Pengarah Bukan Bebas Bukan Eksekutif) Pengarah Bukan Bebas Bukan Eksekutif)
(Resigned w.e.f. / Meletak jawatan pada 7 June / Jun 2003)
Datuk Alias bin Haji Ahmad
(Independent Non-Executive Director / Pengarah Bebas Bukan Eksekutif) Tan Sri Dato Zaki bin Tun Azmi
(Appointed w.e.f. / Dilantik pada 1 December / Disember 2003) (Non-Independent Non-Executive Director /
Pengarah Bukan Bebas Bukan Eksekutif)
Datuk Siti Maslamah binti Osman (Resigned w.e.f. / Meletak jawatan pada 1 December / Disember 2003)
(Independent Non-Executive Director / Pengarah Bebas Bukan Eksekutif)
(Appointed w.e.f. / Dilantik pada 1 December / Disember 2003) Tan Sri Dato Thong Yaw Hong
Ahmad Kamal bin Abdullah Al-Yafii (Resigned w.e.f. / Meletak jawatan pada 1 December / Disember 2003)
(Appointed w.e.f. / Dilantik pada 1 December / Disember 2003) Datuk Mohamed Adnan bin Ali
Eshah binti Meor Suleiman (Resigned w.e.f. / Meletak jawatan pada 1 December / Disember 2003)
(Non-Independent Non-Executive Director /
Pengarah Bukan Bebas Bukan Eksekutif) Dato Adnan bin Shamsuddin
(Ceased as Alternate Director to / Berhenti sebagai Pengarah Gantian (Non-Independent Executive Director / Pengarah Bukan Bebas Eksekutif)
kepada Dato Izzuddin bin Dali on / pada 7 June / Jun 2003 and (Resigned w.e.f. / Meletak jawatan pada 30 April 2003)
Appointed as Director w.e.f. / dan Dilantik sebagai Pengarah pada
29 January / Januari 2004) Rosman bin Abdullah
(Non-Independent Executive Director / Pengarah Bukan Bebas Eksekutif)
Gho Peng Seng (Resigned w.e.f. / Meletak jawatan pada 4 July / Julai 2003)
(Alternate Director to / Pengarah Silih Ganti kepada
Eshah binti Meor Suleiman)
(Non-Independent Non-Executive Director /
Pengarah Bukan Bebas Bukan Eksekutif)
(Appointed w.e.f. / Dilantik pada 1 March / Mac 2004)
COMPANY SECRETARY Setiausaha Syarikat

Moriami binti Mohd (MAICSA 7031470)
27
SHARE REGISTRAR
Pendaftar Syarikat
Securities Services (Holdings) Sdn. Bhd.
Level 7, Menara Milenium
Pusat Bandar Damansara
Damansara Heights
50490 Kuala Lumpur
Tel : 603-2084 9000
Fax : 603-2094 9940/2095 0292
PRINCIPAL BANKERS
Bank-bank Utama
Malayan Banking Berhad
REGISTERED OFFICE
Bumiputra-Commerce Bank Berhad
Pejabat Berdaftar
Head Office of MAB
Sultan Abdul Aziz Shah Airport
AUDITORS Juruaudit
47200 Subang
Messrs. Ernst & Young
Selangor Darul Ehsan
Level 23A, Menara Milenium
Tel : 603-7846 7777
Jalan Damanlela
Fax : 603-7845 2254
Pusat Bandar Damansara
Website : www.klia.com.my
50490 Kuala Lumpur
E-mail : moriami@malaysiaairports.com.my
Tel : 603-2087 7000
Fax : 603-2095 5332
STOCK EXCHANGE LISTING

Penyenaraian di Bursa Saham
Main Board of Malaysia Securities Exchange Berhad
Papan Utama Malaysia Securities Exchange Berhad
walk run relax
Unlike some of our customers,

at malaysia airports, were prepared
for any eventuality.
Were not psychic.

and it isnt feng shui.
We call it understanding.
directors
profile profil pengarah
TAN SRI DATUK DR. ARIS BIN OTHMAN

CHAIRMAN,
NON-INDEPENDENT NON-EXECUTIVE
PENGERUSI,
PENGARAH BUKAN BEBAS BUKAN EKSEKUTIF
Tan Sri Datuk Dr. Aris bin Othman, aged 59 and

a Malaysian, was appointed to the Board of
MAHB as a Non-Independent Non-Executive
Director and Chairman of MAHB on 7 June
2003. He holds a Bachelor (Hons) in Analytical
Economics from University of Malaya, Masters
in Development Economics from Williams
College, Williamstown, Massachusetts and
Masters in Political Economy from Boston
University, Boston. He also holds a PhD in
Development Economics from Boston University,
Boston.
He has served as Assistant Secretary (Macro-

Economics) Economic Planning Unit (EPU),
Principal Assistant Director (Racial Balance,
National Development Planning Committee
Secretariat and Administration) EPU, Director
(Distribution and Macro-Economics) EPU, Senior
Director (Macro-Economics) EPU, Deputy
Director-General (Macro) EPU, Chief General
Manager (Corporate Planning, Financial
Subsidiaries, Treasury, Human Resource) Bank
Bumiputra Malaysia Berhad (now taken over by
Bumiputra Commerce Bank Berhad), Deputy
Secretary General II, Ministry of Finance
(MOF), Executive Director (South-East Asia
Group) The World Bank, Washington DC, Deputy Tan Sri Datuk Dr. Aris bin Othman, berusia 59 Manusia) Bank Bumiputra Malaysia Berhad
Secretary General (Policy) MOF and thereafter tahun dan seorang warganegara Malaysia, telah (sekarang diambil alih oleh Bumiputra
being elevated to the position of Secretary dilantik menganggotai Lembaga Pengarah MAHB Commerce Bank Berhad), Timbalan Ketua
General of Treasury. He was formerly the sebagai Pengarah Bukan Bebas Bukan Eksekutif Setiausaha II, Kementerian Kewangan (MOF),
Executive Chairman of Bank Pembangunan dan dan Pengerusi MAHB pada 7 Jun 2003. Beliau Pengarah Eksekutif (Kumpulan Asia Tenggara)
Infrastruktur Malaysia Berhad (7 June 1999 to berkelulusan ijazah Sarjana Muda (Kepujian) Bank Dunia, Washington DC, Timbalan Ketua
6 June 2001) and Managing Director/Chief jurusan Analisa Ekonomi dari Universiti Malaya, Setiausaha (Dasar) MOF dan kemudiannya
Executive Officer of the same bank (7 June Sarjana dalam Ekonomi Pembangunan dari dinaikkan ke jawatan Ketua Setiausaha
2001 to 6 June 2003) before being appointed as Williams College, Williamstown, Massachusetts, Perbendaharaan. Beliau pernah menyandang
Chairman of MAHB. Amerika Syarikat dan Sarjana dalam Ekonomi jawatan Pengerusi Eksekutif Bank Pembangunan
Politik dari Boston University, Boston. Beliau dan Infrastruktur Malaysia Berhad (7 Jun 1999
Tan Sri Datuk Dr. Aris chairs the Board Tender
turut memiliki Ph.D dalam Ekonomi hingga 6 Jun 2001) dan Pengarah Urusan/Ketua
Committee, Board Finance & Investment
Pembangunan dari Boston University, Boston. Pegawai Eksekutif bank yang sama (7 Jun 2001
Committee, Board Planning and Development
hingga 6 Jun 2003) sebelum dilantik sebagai
Committee and Board Risk Management Beliau berkhidmat sebagai Penolong Setiausaha
Pengerusi MAHB.
Committee of MAHB. (Ekonomi Makro) Unit Perancang Ekonomi
(EPU), Ketua Penolong Pengarah Tan Sri Datuk Dr. Aris mempengerusikan Lembaga
Tan Sri Datuk Dr. Aris has attended 8 out of 8
(Keseimbangan Kaum, Sekretariat dan Jawatankuasa Tender, Lembaga Jawatankuasa
Board Meetings held during the financial year
Pentadbiran Jawatankuasa Perancangan Kewangan & Pelaburan, Lembaga Jawatankuasa
since his appointment to the Board of Directors
Pembangunan Negara) EPU, Pengarah Perancangan dan Pembangunan dan Lembaga
of MAHB.
(Pengagihan dan Makro Ekonomi) EPU, Jawatankuasa Pengurusan Risiko MAHB.
Pengarah Kanan (Makro Ekonomi) EPU,
Tan Sri Datuk Dr. Aris telah menghadiri 8
Timbalan Ketua Pengarah (Makro) EPU, Ketua
daripada 8 Mesyuarat Lembaga Pengarah yang
Pengurus Besar (Perancangan Korporat,
diadakan sepanjang tahun kewangan sejak
Subsidiari Kewangan, Perbendaharaan, Sumber
perlantikan beliau ke Lembaga Pengarah MAHB.
31
Dato Bashir Ahmad bin Abdul Majid, Dato Bashir Ahmad sits on the Board
aged 54 and a Malaysian was Finance and Investment Committee,
appointed as Managing Director of Board Risk Management Committee
MAHB on 7 June 2003. He graduated and Board Planning and Development
from University of Malaya with a Committee of MAHB. Currently, he
Bachelor of Arts Degree (Honours) also sits on the board of Penerbangan
majoring in International Relations. Malaysia Berhad.
He has held various senior positions Dato Bashir Ahmad has attended 8
in Malaysian Airline System Berhad out of 8 Board Meetings held during
(MAS) within the 29 years of the financial year since his
service in the said organization which appointment to the Board of Directors
includes Director of Corporate of MAHB.
Planning, Commercial Director, Senior
Vice-President Commercial and
Executive Vice-President Airline. Prior
to his current employment, he was
the aviation advisor to the Ministry of
Transport.
DATO BASHIR AHMAD BIN ABDUL MAJID Dato Bashir Ahmad bin Abdul Majid, Dato Bashir Ahmad menganggotai
MANAGING DIRECTOR, NON-INDEPENDENT EXECUTIVE berusia 54 tahun dan seorang Lembaga Jawatankuasa Kewangan dan
PENGARAH URUSAN, BUKAN BEBAS EKSEKUTIF warganegara Malaysia, telah dilantik Pelaburan, Lembaga Jawatankuasa
sebagai Pengarah Urusan MAHB pada Pengurusan Risiko dan Lembaga
7 Jun 2003. Beliau berkelulusan Ijazah Jawatankuasa Perancangan dan
Sarjana Muda Sastera (Kepujian) Pembangunan MAHB. Buat masa ini,
jurusan Perhubungan Antarabangsa beliau turut menganggotai lembaga
dari Universiti Malaya. pengarah Penerbangan Malaysia
Berhad.
Dalam tempoh 29 tahun perkhidmatan
beliau di Malaysian Airline System Dato Bashir Ahmad telah menghadiri
Berhad (MAS), beliau telah 8 daripada 8 Mesyuarat Lembaga
memegang pelbagai jawatan kanan yang diadakan sepanjang tahun
termasuk Pengarah Perancangan kewangan sejak perlantikan beliau ke
Korporat, Pengarah Komersial, Naib Lembaga Pengarah MAHB.
Presiden Kanan, Komersial dan Naib
Presiden Eksekutif, Penerbangan.
Sebelum menyandang tugas sekarang,
beliau merupakan penasihat
penerbangan Kementerian
Pengangkutan.
DATO ZAHARAAH BINTI SHAARI
NON-INDEPENDENT NON-EXECUTIVE
BUKAN BEBAS BUKAN EKSEKUTIF Eshah binti Meor Suleiman, aged 49 and a Malaysian,
32 was appointed to the Board of MAHB on 29 January
2004 as a Non-Independent Non-Executive Director.
Dato Zaharaah binti Shaari, berusia 54 tahun dan She was previously the Alternate Director to Dato
seorang warganegara Malaysia, telah dilantik Izzuddin bin Dali from April 2000 to June 2003. She
sebagai Pengarah Bukan Bebas Bukan Eksekutif holds a Bachelor of Economics (Hon.) Degree from
Lembaga Pengarah MAHB pada tahun 1999. University Malaya and a Masters in Business
Beliau berkelulusan Sarjana Muda Sastera Administration (Finance) from Oklahoma City
(Kepujian) dari Universiti Malaya pada tahun University, USA.
1971 dan kemudian memperolehi Sarjana Sains
Perancangan & Pengurusan Pengangkutan dari She has served as Assistant Director (Macro
Polytechnic of Central London, United Kingdom. Economic Section) Economic Planning Unit, Assistant
Secretary, Government Procurement Management
Beliau memulakan kerjayanya dengan Kementerian Division, Ministry of Finance (MOF), Assistant
Pengangkutan sebagai Penolong Setiausaha, Secretary, Public Service Department and Principal
Bahagian Penerbangan Awam pada tahun 1971 Assistant Secretary, Finance Division, MOF. She was
dan kemudian sebagai Penolong Setiausaha promoted to her current position as Deputy Under
Kanan di Pembangunan Penerbangan Awam, Secretary MKD Division, MOF in August, 2003.
Bahagian Pengangkutan Udara dan Hal Ehwal
Antarabangsa. Pada tahun 1974, beliau dinaikkan Eshah binti Meor Suleiman sits on the Board
ke jawatan Pengarah Bahagian Pengangkutan Nomination Committee, Board Remuneration
Udara dan Hal Ehwal Antarabangsa dan Committee, Board Finance & Investment Committee,
kemudiannya ke jawatan Setiausaha Rendah Board Risk Management Committee and Board
Penerbangan di Kementerian Pengangkutan. Pada Planning and Development Committee.
tahun 1989, beliau dilantik sebagai Timbalan She also sits on the Board of Malaysia Airports
Pengarah Belanjawan, Kementerian Kewangan dan (Sepang) Sdn. Bhd., a wholly-owned subsidiary of
seterusnya sebagai Pengarah Belanjawan pada MAHB, since April 2000.
Dato Zaharaah binti Shaari, aged 54 and a tahun 1996 sebelum menyandang jawatannya
Malaysian was appointed as Non-Independent sekarang sebagai Ketua Setiausaha di Eshah binti Meor Suleiman, berusia 49 tahun dan
Non-Executive Director to the Board of MAHB in Kementerian Pengangkutan pada tahun 1999. seorang warganegara Malaysia, dilantik menganggotai
1999. She graduated with a Bachelor of Arts Lembaga Pengarah MAHB pada 29 Januari 2004
Beliau menganggotai Lembaga Jawatankuasa sebagai Pengarah Bukan Bebas Bukan Eksekutif.
(Hons) from University of Malaya in 1971 and
Audit, Lembaga Jawatankuasa Tender, Lembaga Sebelum ini, beliau merupakan Pengarah Silih Ganti
later obtained a Master of Science in Transport
Jawatankuasa Pengurusan Risiko, Lembaga kepada Dato Izzuddin bin Dali dari April 2000 hingga
Planning & Management from the Polytechnic of Jawatankuasa Perancangan dan Pembangunan.
Central London, United Kingdom. Jun 2003. Beliau berkelulusan Ijazah Sarjana Muda
Dato Zaharaah adalah Pengarah Malaysian Airline Ekonomi (Kepujian) dari Universiti Malaya dan Sarjana
She began her working career with the Ministry System Berhad dan Penerbangan Malaysia Pentadbiran Perniagaan (Kewangan) dari Oklahoma
of Transport ("MOT") as Assistant Secretary, Civil Berhad. Beliau juga merupakan Pengerusi Bintulu City University, Amerika Syarikat.
Port Authority, Ipoh Cargo Terminal Sdn. Bhd.
Aviation Division in 1971 and later as Principal
dan Perbadanan Aset Keretapi serta Timbalan Beliau pernah berkhidmat sebagai Penolong Pengarah
Assistant Secretary in Civil Aviation
Pengerusi Pelabuhan Johor dan Port of Tanjung (Bahagian Ekonomi Makro) Unit Perancang Ekonomi,
Development, Air Transport and International
Pelepas Authority. Penolong Setiausaha Bahagian Pengurusan
Affairs Division. In 1974, she was promoted to Pemerolehan Kerajaan, Kementerian Kewangan
Director of the Air Transport and International Dato Zaharaah telah menghadiri 12 daripada 14 (MOF), Penolong Setiausaha Jabatan Perkhidmatan
Affairs Division and subsequently to the post of Mesyuarat Lembaga yang diadakan sepanjang Awam dan Ketua Penolong Setiausaha, Bahagian
Under Secretary of Aviation in MOT. She was tahun kewangan ini. Kewangan, MOF. Beliau dinaikkan ke jawatan sekarang
appointed as Deputy Director of Budget in sebagai Timbalan Setiausaha Bahagian MKD,
Ministry of Finance in 1989 and subsequently as Kementerian Kewangan pada Ogos, 2003.
Director of Budget in 1996 before assuming her
present position as Secretary-General to MOT in Eshah binti Meor Suleiman menganggotai Lembaga
Jawatankuasa Pencalonan, Lembaga Jawatankuasa
1999.
Ganjaran, Lembaga Jawatankuasa Kewangan &
Dato Zaharaah sits on the Board Audit Pelaburan, Lembaga Jawatankuasa Pengurusan Risiko
Committee, Board Tender Committee, Board Risk serta Lembaga Jawatankuasa Perancangan dan
Management Committee and Board Planning and Pembangunan.
Development Committee of MAHB. Dato Beliau turut menganggotai Lembaga Pengarah
Zaharaah is a Director of Malaysian Airline Malaysia Airports (Sepang) Sdn. Bhd., sebuah
System Berhad and Penerbangan Malaysia syarikat subsidiari milik penuh MAHB sejak April
Berhad. She is also the chairman of Bintulu Port 2000.
Authority, Ipoh Cargo Terminal Sdn. Bhd. and
Railway Asset Corporation and Deputy-Chairman
of Johore Port and Port of Tanjung Pelepas
Authority.
Dato Zaharaah has attended 12 out of 14 Board ESHAH BINTI MEOR SULEIMAN
Meetings held during the financial year. NON-INDEPENDENT NON-EXECUTIVE
BUKAN BEBAS BUKAN EKSEKUTIF
Datuk Alias bin Haji Ahmad, berusia 56 tahun
dan seorang warganegara Malaysia, telah 33
dilantik ke Lembaga Pengarah MAHB sebagai
DATUK ALIAS BIN HAJI AHMAD Pengarah Bebas Bukan Eksekutif pada
INDEPENDENT NON-EXECUTIVE 1 Disember 2003. Beliau berkelulusan ijazah
BEBAS BUKAN EKSEKUTIF Sarjana Muda Sastera (Kepujian) jurusan
Ekonomi dan Sosiologi dari Universiti Malaya.
Beliau pernah berkhidmat sebagai Penolong

Setiausaha (Kewangan) Perbendaharaan,
Pegawai Khas kepada Kementerian Kewangan,
Pegawai Khas kepada Kementerian
Perdagangan dan Industri, Pengarah Latihan
Vokasional di Jabatan Tenaga Manusia dan
Datuk Alias bin Haji Ahmad, aged 56 and a Defence and Federal Secretary for Sabah. He kemudiannya Kementerian Buruh, pelbagai
Malaysian, was appointed to the Board of was formerly the Deputy Secretary General jawatan kanan di Kementerian Pertahanan dan
MAHB as an Independent Non-Executive (Finance) of the Ministry of Health before Setiausaha Persekutuan untuk Sabah. Beliau
Director on 1 December 2003. He holds a retiring in July 2003. juga pernah menyandang jawatan Timbalan
Ketua Setiausaha (Kewangan) Kementerian
Bachelor of Arts (Honours) Degree in
Datuk Alias chairs the Board Remuneration Kesihatan sebelum bersara pada Julai 2003.
Economics and Sociology from University of
Committee and sits on the Board Nomination
Malaya. Datuk Alias menjadi pengerusi Lembaga
Committee and Board Tender Committee of Jawatankuasa Ganjaran dan menganggotai
He has served as Assistant Secretary MAHB. Datuk Alias also sits on the Board of Lembaga Jawatankuasa Pencalonan dan
(Finance), Treasury, Special Officer to the Kris Components Berhad. Lembaga Jawatankuasa Tender MAHB. Datuk
Ministry of Finance, Special Officer to the Alias turut menjadi ahli Lembaga Kris
Datuk Alias has attended 1 out of 1 Board
Ministry of Trade and Industry, Director of Components Berhad.
Meeting held during the financial year since
Vocational Training at the Manpower
his appointment to the Board of Directors of Datuk Alias telah menghadiri 1 daripada 1
Department and then the Ministry of Labour, Mesyuarat Lembaga yang diadakan sepanjang
MAHB.
various senior positions in the Ministry of tahun kewangan sejak perlantikan beliau ke
Lembaga Pengarah MAHB.
Datuk Siti Maslamah binti Osman, aged 56 and appointed as Deputy Accountant General
a Malaysian, was appointed as an Independent (Operation) in 1996. She was elevated to the
Non-Executive Director of MAHB on 1 December position of Accountant General in October,
2003. She is a Fellow member of The Chartered 2000 before retiring in 2003.
Institute of Management Accountants (United
Datuk Siti Maslamah chairs the Board Audit
Kingdom).
Committee and sits on the Board Remuneration
Datuk Siti Maslamah was formerly the Committee, Board Nomination Committee and
Treasury Accountant of Jabatan Telekom Board Finance & Investment Committee of
Malaysia, Senior Treasury Accountant of MAHB. She is also a director of Avenue
Accountant General Department, Finance Capital Resources Berhad, BIMB Holding
Manager of Bank Simpanan Nasional, Assistant Berhad and Bank Islam Malaysia Berhad.
Project Manager of Unit Permodenan
Datuk Siti Maslamah has attended 1 out of 1
Perakaunan, Accountant General Department,
Board Meeting held during the financial year
Director, Information Technology Services of
since her appointment to the Board of
Accountant General Department and Deputy
Directors of MAHB.
Accountant General (Management). She was
Datuk Siti Maslamah binti Osman, berusia 56 Akauntan Negara (Operasi) pada 1996 dan
tahun dan seorang warganegara Malaysia, telah telah dinaikkan ke jawatan Akauntan Negara
dilantik sebagai Pengarah Bebas Bukan pada Oktober 2000 sebelum bersara pada 2003.
Eksekutif MAHB pada 1 Disember 2003. Beliau
Datuk Siti Maslamah menjadi Pengerusi
adalah ahli Fellow The Chartered Institute of
Lembaga Jawatankuasa Audit dan menganggotai
Management Accountants (United Kingdom).
Lembaga Jawatankuasa Ganjaran, Lembaga
Sebelum ini, Datuk Siti Maslamah merupakan Jawatankuasa Pencalonan dan Lembaga
Akauntan Perbendaharaan Jabatan Telekom Jawatankuasa Kewangan & Pelaburan MAHB.
Malaysia, Akauntan Perbendaharaan Kanan di Beliau juga merupakan pengarah Avenue
DATUK SITI MASLAMAH BINTI OSMAN Jabatan Akauntan Negara, Pengurus Kewangan Capital Resources Berhad, BIMB Holding
INDEPENDENT NON-EXECUTIVE Bank Simpanan Nasional, Penolong Pengurus Berhad dan Bank Islam Malaysia Berhad.
BEBAS BUKAN EKSEKUTIF Projek Unit Pemodenan Perakaunan di Jabatan
Datuk Siti telah menghadiri 1 daripada 1
Akauntan Negara, Pengarah, Perkhidmatan
Mesyuarat Lembaga yang diadakan sepanjang
Teknologi Maklumat di Jabatan Akauntan
tahun kewangan sejak perlantikan beliau ke
Negara dan Timbalan Ketua Akauntan
(Pengurusan). Beliau dilantik sebagai Timbalan
34
AHMAD KAMAL BIN ABDULLAH AL-YAFII Ahmad Kamal bin Abdullah Al-Yafii, berusia 65 Ahmad Kamal bin Abdullah Al-Yafii turut
INDEPENDENT NON-EXECUTIVE tahun dan seorang warganegara Malaysia, telah menganggotai Lembaga Pengarah beberapa syarikat
BEBAS BUKAN EKSEKUTIF dilantik sebagai Pengarah Bebas Bukan Eksekutif senarai awam termasuk Chase Perdana Berhad,
MAHB pada 1 Disember 2003. Beliau adalah Keramat Tin Dredging Berhad, Malaysia Smelting
Ahmad Kamal bin Abdullah Al-Yafii, aged 65
seorang akauntan profesional dan ahli Fellow The Corporation Berhad, Berjuntai Tin Dredging Berhad,
and a Malaysian, was appointed as an
Institute of Chartered Accountants (England & Pembinaan Jayabumi (Sarawak) Berhad, KUB
Independent Non-Executive Director of MAHB
Wales). Malaysia Berhad, Negara Properties (M) Berhad,
on 1 December 2003. He is an accountant by
Mentakab Rubber Company (Malaya) Berhad dan
profession and a Fellow member of The Sebelum ini, beliau pernah menyandang jawatan
Sitt Tatt Berhad.
Institute of Chartered Accountants (England & Ketua Akauntan Lembaga Pemasaran Pertanian
Wales). Persekutuan, tutor Perakaunan di Universiti Malaya Beliau menjadi pengerusi Lembaga Jawatankuasa
dan Pengawal Kewangan di Malayawata Steel Bhd. Pencalonan dan menganggotai Lembaga
He was formerly the Chief Accountant of
Beliau menjadi rakan kongsi di Hanafiah Raslan & Jawatankuasa Audit dan Lembaga Jawatankuasa
Federal Agricultural Marketing Authority, tutor
Mohamad pada tahun 1970 sebelum bersara pada Ganjaran MAHB.
in Accountancy in University Malaya and a
bulan November 1999.
Financial Controller in Malayawata Steel Bhd. Ahmad Kamal bin Abdullah Al-Yafii telah
He later became a partner of Hanafiah Raslan menghadiri 1 daripada 1 Mesyuarat Lembaga yang
& Mohamad in 1970 before retiring in diadakan sepanjang tahun kewangan sejak
November 1999. Ahmad Kamal bin Abdullah perlantikan beliau ke Lembaga Pengarah MAHB.
Al-Yafii also sits on the Board of several other
public listed companies which includes Chase
Perdana Berhad, Keramat Tin Dredging Berhad,
Malaysia Smelting Corporation Berhad,
Berjuntai Tin Dredging Berhad, Pembinaan
Jayabumi (Sarawak) Berhad, KUB Malaysia
Berhad, Negara Properties (M) Berhad,
and Sitt Tatt Berhad.
He chairs the Board Nomination Committee Gho Peng Seng, aged 46 and a Malaysian,
and sits on the Board Audit Committee and was appointed to the Board of MAHB on
Board Remuneration Committee of MAHB. 1 March 2004 as an Alternate Director to
Eshah binti Meor Suleiman. He holds a
Ahmad Kamal bin Abdullah Al-Yafii has
Bachelor of Arts (Hons) majoring in
attended 1 out of 1 Board Meeting held during
Economics from University of Malaya and a
the financial year since his appointment to the
Masters in Development Economics from
Board of Directors of MAHB.
Vanderbilt University, United States of
America.
He has served as an Assistant Secretary,

Ministry of Defence and Assistant Secretary,
Ministry of Agriculture. He was appointed as
Principal Assistant Secretary, Ministry of
GHO PENG SENG Finance since June 1998.
ALTERNATE DIRECTOR TO
Gho Peng Seng also sits on the Board of
ESHAH BINTI MEOR SULEIMAN
Technology Park Malaysia Berhad.
PENGARAH SILIH GANTI KEPADA
ESHAH BINTI MEOR SULEIMAN
Long See Wool, berusia 49 tahun dan seorang warganegara Malaysia, telah
dilantik menganggotai Lembaga Pengarah MAHB pada 1 Mac 2004 sebagai 35
Pengarah Silih Ganti kepada Dato Zaharaah binti Shaari. Beliau berkelulusan
ijazah Sarjana Muda Sastera (Kepujian) dari Universiti Malaya dan Diploma
dalam Pentadbiran Awam dari INTAN.
Beliau pernah berkhidmat sebagai Penolong Setiausaha (Pengangkutan Udara)

dan Ketua Penolong Setiausaha (Pembangunan Lapangan Terbang) Bahagian
Penerbangan, Kementerian Pengangkutan (MOT). Long See Wool telah dilantik
sebagai Setiausaha Rendah (Penerbangan), Bahagian Penerbangan, MOT sejak
16 Mei 2002.
Long See Wool turut menganggotai Lembaga Pengarah Malaysia Airports

(Sepang) Sdn. Bhd. dan Malaysia Airports Sdn. Bhd., kedua-duanya merupakan
LONG SEE WOOL syarikat subsidiari milik penuh MAHB, sejak Disember 2002.
ALTERNATE DIRECTOR TO DATO ZAHARAAH BINTI SHAARI
PENGARAH SILIH GANTI KEPADA DATO ZAHARAAH
BINTI SHAARI Moriami binti Mohd, aged 31 and a
Malaysian, is currently the Company
Secretary for MAHB and its Group of
Long See Wool, aged 49 and a Malaysian, was appointed Companies including an Associate
to the Board of MAHB on 1 March 2004 as an Alternate Company in Cambodia, Cambodia Airport
Director to Dato Zaharaah binti Shaari. He holds a Management Services Ltd. She is an
Bachelor of Arts (Hons) from University of Malaya and a Associate member of the Institute of
Diploma in Public Administration from Intan. Chartered Secretaries and Administrators.
Prior to joining the Group in 2000, she
He has served as an Assistant Secretary (Air Transport) was working with Securities Services
and Principal Assistant Secretary (Airport Development) of (Holdings) Sdn. Bhd. since 1995.
Aviation Division, Ministry of Transport (MOT). Long See
Wool was appointed as Under Secretary (Aviation), Moriami binti Mohd is also the Secretary
Aviation Division, MOT since 16 May 2002. for all seven (7) Board Committees of
MAHB namely Board Audit Committee,
Long See Wool also sits on the Board of Malaysia Board Nomination Committee, Board
Airports (Sepang) Sdn. Bhd. and Malaysia Airports Sdn. Remuneration Committee, Board Finance &
Bhd., both are wholly-owned subsidiaries of MAHB, since Investment Committee, Board Risk
December 2002. Management Committee, Board Tender
Committee and Board Planning &
Development Committee.
She is also the Secretary of the

Management Committee of MAHB.
MORIAMI BINTI MOHD MAICSA 7031470
Moriami binti Mohd, berusia 31 tahun dan COMPANY SECRETARY
seorang warganegara Malaysia, kini SETIAUSAHA SYARIKAT
merupakan Setiausaha Syarikat MAHB
serta Syarikat-syarikat dalam Kumpulannya
termasuk Syarikat Bersekutu di Kemboja,
Gho Peng Seng, berusia 46 tahun dan seorang Cambodia Airport Management Services
warganegara Malaysia, telah dilantik ke Lembaga Ltd. Beliau adalah ahli bersekutu Institute None of the Directors has any family
MAHB pada 1 Mac 2004 sebagai Pengarah Silih of Chartered Secretaries and Administrators. relationship with any Director and/or major
Ganti kepada Eshah binti Meor Suleiman. Beliau Beliau dahulunya bekerja dengan Securities shareholder nor conflict of interest with
berkelulusan ijazah Sarjana Muda Sastera Services (Holdings) Sdn. Bhd. sebelum Malaysia Airports Holdings Berhad.
(Kepujian) mengkhusus dalam Ekonomi dari menyertai Kumpulan ini pada tahun 2000.
None of the Directors has ever been convicted
Universiti Malaya dan Sarjana dalam jurusan for any offences (other than traffic offences,
Moriami binti Mohd juga merupakan
Ekonomi Pembangunan dari Vanderbill University, Setiausaha bagi kesemua tujuh (7) if any).
Amerika Syarikat. Lembaga Jawatankuasa MAHB iaitu Tiada seorangpun daripada para Pengarah yang
Gho pernah berkhidmat sebagai Penolong Lembaga Jawatankuasa Audit, Lembaga mempunyai hubungan kekeluargaan dengan
Setiausaha Kementerian Pertahanan dan Penolong Jawatankuasa Pencalonan, Lembaga mana-mana Pengarah dan/atau pemegang
Jawatankuasa Ganjaran, Lembaga saham utama atau konflik kepentingan dengan
Setiausaha, Kementerian Pertanian. Beliau dilantik
Jawatankuasa Kewangan & Pelaburan, Malaysia Airports Holdings Berhad.
sebagai Ketua Penolong Setiausaha, Kementerian
Lembaga Jawatankuasa Pengurusan
Kewangan sejak bulan Jun, 1998. Tiada seorangpun daripada para Pengarah yang
Risiko, Lembaga Jawatankuasa Tender dan
pernah disabitkan dengan sebarang kesalahan
Gho turut menganggotai Lembaga Pengarah Lembaga Jawatankuasa Perancangan &
(selain daripada kesalahan lalulintas, jika ada).
Technology Park Malaysia Berhad. Pembangunan.
Beliau juga merupakan Setiausaha

Jawatankuasa Pengurusan MAHB.
There are many levels
to the word demanding.
Our customers know all of them.

Except for one.
What we demand of ourselves.
tomorrow today yesterday

38
The Board of Directors of Malaysia Airports Holdings Berhad (MAHB or the Company) fully
appreciates the importance of adopting high standards of corporate governance within the Group.
As such, the Board remains committed to its efforts to implement and attain the highest standards of
corporate governance throughout the Group. Good corporate governance is a fundamental part of the
Boards responsibility to protect and enhance long-term shareholders value whilst taking into account
the interest of other stakeholders. The Board continues to undertake additional measures as
recommended by the Malaysian Code on Corporate Governance in order to enhance its corporate
governance practices and to comply with the Listing Requirements of Malaysia Securities Exchange
Berhad (Listing Requirements of MSEB).
Lembaga Pengarah Malaysia Airports Holdings Berhad (MAHB atau Syarikat) mengakui sepenuhnya
kepentingan untuk menerima pakai piawaian tadbir urus korporat pada tahap yang tinggi dalam Kumpulan.
Oleh yang demikian, Lembaga Pengarah kekal komited terhadap usahanya melaksana dan mencapai
piawaian tadbir urus korporat tertinggi di seluruh Kumpulan. Tadbir urus korporat yang baik merupakan
bahagian asas dalam tanggungjawab Lembaga Pengarah bagi melindungi dan mempertingkatkan nilai
jangka panjang pemegang saham dan pada masa yang sama, mengambil kira kepentingan para
pemegang kepentingan lain. Lembaga Pengarah terus mengambil langkah tambahan seperti yang
disyorkan oleh Kod Malaysia berhubung Tadbir Urus Korporat bagi mempertingkatkan amalan tadbir urus
korporatnya dan mematuhi Keperluan Penyenaraian Malaysia Securities Exchange Berhad (Keperluan
Penyenaraian MSEB).
Statement on Corporate
governance
Penyata Tadbir
A. DIRECTORS Pengarah Urus Korporat
The Board Lembaga Pengarah
The Board plays a primary role in corporate Lembaga Pengarah memainkan peranan
governance by formulating the strategic utama dalam tadbir urus korporat dengan
planning of the Group, steering the Group merumus perancangan strategik Kumpulan,
in the proper direction to achieve its menerajui Kumpulan ke hala tuju yang sesuai
untuk mencapai objektifnya, mengawasi
objectives, overseeing the conduct of the
amalan perniagaan Kumpulan bagi
Groups businesses to ensure that these are
memastikan supaya ia diurus dengan sebaik
properly managed, identifying and managing
mungkin, mengenalpasti dan menangani
the risks affecting the Group and reviewing risiko yang memberi kesan kepada Kumpulan
the adequacy and integrity of the Groups dan mengkaji kecukupan serta integriti sistem
system of internal control. The Board also kawalan dalaman Kumpulan. Lembaga
ensures orderly succession of management Pengarah juga memastikan penggantian
within the Group and that the Company pengurusan dalam Kumpulan berjalan lancar
maintains an effective information and dan supaya Syarikat mengekalkan satu
communications system with its sistem maklumat dan komunikasi yang
shareholders and the investing public. berkesan dengan para pemegang sahamnya
dan masyarakat pelabur.
39
Board Balance Keseimbangan Lembaga Pengarah

The Boards structure is important to assure its continuous Struktur Lembaga Pengarah adalah penting bagi memastikan
effectiveness. There is a well-balanced composition of the Board in keberkesanan yang berterusan. Lembaga Pengarah mempunyai
which the substantial shareholders are adequately represented whilst komposisi yang seimbang di mana para pemegang saham utama
protecting the interest of the minority shareholders. diwakili dengan sewajarnya dan pada masa yang sama melindungi
kepentingan para pemegang saham minoriti.
The year 2003 saw the appointment of Y.Bhg. Tan Sri Datuk Dr. Aris
bin Othman and Y.Bhg. Dato Bashir Ahmad bin Abdul Majid as the Tahun 2003 menyaksikan perlantikan Y.Bhg. Tan Sri Datuk Dr. Aris
new Chairman and Managing Director of MAHB, respectively. The bin Othman sebagai Pengerusi dan Y.Bhg. Dato Bashir Ahmad bin
appointments were made following the retirement of Y.Bhg. Tan Sri Abdul Majid sebagai Pengarah Urusan MAHB. Perlantikan tersebut
Dato Haji Basir bin Ismail as Chairman of MAHB. dibuat berikutan persaraan Y.Bhg. Tan Sri Dato Haji Basir bin Ismail
sebagai Pengerusi MAHB.
The two (2) Executive Directors of MAHB namely Y.Bhg. Dato
Adnan bin Shamsuddin and Rosman bin Abdullah, and a director, Kedua-dua Pengarah Eksekutif MAHB, iaitu Y.Bhg. Dato Adnan bin
Y.Bhg. Dato Izzuddin bin Dali resigned during the financial year Shamsuddin dan Rosman bin Abdullah, serta seorang lagi pengarah,
under review. Subsequently, Y.Bhg. Datuk Alias bin Ahmad, Y.Bhg. iaitu Y.Bhg. Dato Izzuddin bin Dali, telah meletak jawatan pada
Datuk Siti Maslamah binti Osman and Ahmad Kamal bin Abdullah tahun kewangan yang ditinjau. Manakala Y.Bhg. Datuk Alias bin
Al-Yafii, have been appointed to the Board as Independent Non- Ahmad, Y.Bhg. Datuk Siti Maslamah binti Osman dan Ahmad Kamal
Executive directors replacing Y.Bhg. Tan Sri Dato Thong Yaw Hong, bin Abdullah Al-Yafii, telah dilantik sebagai ahli lembaga pengarah
Y.Bhg. Tan Sri Dato Zaki bin Tun Azmi and Y.Bhg. Datuk Mohamed Bebas Bukan Eksekutif menggantikan Y.Bhg. Tan Sri Dato Thong
Adnan bin Ali effective 1 December 2003. The newly appointed Yaw Hong, Y.Bhg. Tan Sri Dato Zaki bin Tun Azmi dan Y.Bhg. Datuk
Mohamed Adnan bin Ali, berkuatkuasa 1 Disember 2003.
40 statement on corporate governance
penyata tadbir urus korporat
directors through their varied experience and Berasaskan kepada kepelbagaian pengalaman dan
qualification in accounting and economics kelayakan dalam bidang perakaunan serta ekonomi,
continually provide effective contribution and para pengarah yang baru dilantik ini diyakini akan
support to the functions of the Board. The terus memberi sumbangan dan sokongan yang
Independent Directors play an important role in berkesan kepada fungsi Lembaga Pengarah. Para
objectively assessing the feasibility of business Pengarah Bebas memainkan peranan penting dalam
proposals and strategies put forward by penilaian secara objektif berhubung daya maju
Management. cadangan-cadangan perniagaan dan strategi yang
diketengahkan oleh pihak Pengurusan.
Eshah binti Meor Suleiman, who was previously the
Alternate Director to Y.Bhg. Dato Izzuddin bin Dali, Eshah binti Meor Sulaiman yang dahulunya
was appointed as Director of MAHB representing merupakan Pengarah Silih Ganti kepada Y.Bhg. Dato
Minister of Finance (Incorporated) on 29 January Izzuddin bin Dali, telah dilantik sebagai Pengarah
2004. MAHB mewakili Menteri Kewangan (Diperbadankan)
pada 29 Januari 2004.
There is a clear division of responsibility between
the Chairman and Managing Director to maintain a Terdapat pembahagian tanggungjawab yang jelas
balance of power and authority. In order to ensure antara Pengerusi dan Pengarah Urusan bagi
this balance, the positions of the Chairman and mengekalkan keseimbangan kuasa dan autoriti. Bagi
Managing Director are held by separate members of memastikan kesimbangan tersebut, jawatan
the Board. The Chairman is primarily responsible for Pengerusi dan Pengarah Urusan dipegang oleh ahli
the orderly conduct and working of the Board whilst Lembaga Pengarah yang berlainan. Tanggungjawab
the Managing Director is responsible for utama Pengerusi adalah untuk memastikan
implementing the policies and decisions of the kelancaran perjalanan dan fungsi Lembaga Pengarah,
Board, overseeing the operations as well as sementara Pengarah Urusan pula bertanggungjawab
coordinating the development and implementation of melaksanakan dasar dan keputusan Lembaga
business and corporate strategies. The Managing Pengarah, mengawasi operasi serta menyelaras
Directors indepth knowledge of the Groups affairs pembangunan dan pelaksanaan strategi perniagaan
contributes significantly towards managing the dan korporat. Pengetahuan mendalam Pengarah
direction of the Group to achieve its goals and Urusan berhubung hal ehwal Kumpulan memberi
objectives. sumbangan yang besar terhadap pengurusan hala tuju
Kumpulan bagi mencapai matlamat dan objektifnya.
The Board currently has seven (7) Directors
comprising three (3) Independent Non-Executive Lembaga Pengarah pada masa ini dianggotai oleh
directors, three (3) Non-Independent Non-Executive tujuh (7) orang ahli yang terdiri daripada tiga (3)
directors and one (1) Managing Director. The pengarah Bebas Bukan Eksekutif, tiga (3) pengarah
composition of the Board is in compliance with the Bukan Bebas Bukan Eksekutif dan seorang (1)
Listing Requirements of MSEB which requires that Pengarah Urusan. Komposisi Lembaga Pengarah
at least one-third (1/3) of the Board to be mematuhi Keperluan Penyenaraian MSEB yang
Independent Directors. A brief profile of each memerlukan supaya sekurang-kurangnya satu per
director is presented on pages 30 to 35 of this tiga daripada Lembaga Pengarah adalah Pengarah
Annual Report. Bebas. Profil ringkas setiap pengarah dibentangkan
di muka surat 30 hingga 35 dalam Laporan Tahunan
ini.
41
Directors Training Pendidikan Berterusan untuk Pengarah

All the directors have attended and successfully completed the Semua pengarah telah menghadiri dan berjaya menamatkan Program
Mandatory Accreditation Programme conducted by KLSE Training Pertauliahan Mandatori yang dijalankan oleh KLSE Training Sdn.
Sdn. Bhd., a wholly-owned subsidiary of Kuala Lumpur Stock Bhd., sebuah syarikat subsidiari milik penuh Kuala Lumpur Stock
Exchange Berhad. The directors will continue to attend Continuous Exchange Berhad. Para pengarah akan terus menghadiri Program
Education Progranmme as required by the Listing Requirements of Pendidikan Berterusan seperti yang dikehendaki oleh Keperluan
MSEB. Penyenaraian MSEB.
Meetings and Attendance Mesyuarat dan Kehadiran

The Board meets once a month with additional meetings convened Lembaga Pengarah bermesyuarat setiap bulan, dengan mesyuarat
as and when necessary. During the financial year ended 31 December tambahan diadakan apabila perlu. Pada tahun kewangan berakhir
2003, twelve (12) Board Meetings and two (2) Special Board 31 Disember 2003, dua belas (12) Mesyuarat Lembaga Pengarah
Meetings were held. All of the Directors proportionately attended dan dua (2) Mesyuarat Khas Lembaga Pengarah telah diadakan.
more than 50% of the Board Meetings held for the full financial Semua Pengarah, secara nisbahnya, telah menghadiri lebih daripada
year. 50% Mesyuarat Lembaga Pengarah yang diadakan bagi tahun
kewangan penuh.
The attendance history of each director during the financial year is
as follows:- Kehadiran setiap pengarah ke Mesyuarat Lembaga pada tahun
kewangan yang ditinjau adalah seperti berikut:-
No. of Meetings
Directors Attended Held
Bil. Mesyuarat
Pengarah-pengarah Dihadiri Diadakan
Tan Sri Datuk Dr. Aris bin Othman (Appointed w.e.f./ dilantik berkuatkuasa 7 June/ Jun 2003) 8 8
Dato Bashir Ahmad bin Abdul Majid (Appointed w.e.f./ dilantik berkuatkuasa 7 June/ Jun 2003) 8 8
Dato Zaharaah binti Shaari 12 14
Datuk Alias bin Haji Ahmad (Appointed w.e.f./ dilantik berkuatkuasa 1 December / Disember 2003) 1 1
Datuk Siti Maslamah binti Osman (Appointed w.e.f./ dilantik berkuatkuasa 1 December / Disember 2003) 1 1
Ahmad Kamal bin Abdullah Al-Yafii (Appointed w.e.f./ dilantik berkuatkuasa 1 December / Disember 2003) 1 1
Tan Sri Dato Haji Basir bin Ismail (Resigned w.e.f./ meletak jawatan berkuatkuasa 7 June/ Jun 2003) 6 6
Dato Izzuddin bin Dali (Resigned w.e.f./ bersara berkuatkuasa 7 June/ Jun 2003) 3 6
(Alternate Director / Pengarah Silih Ganti Eshah binti Meor Suleiman attended 3 Board Meetings /
menghadiri 3 Mesyuarat Lembaga)
Tan Sri Dato Thong Yaw Hong (Resigned w.e.f./ meletak jawatan berkuatkuasa 1 December / Disember 2003) 12 13
Tan Sri Dato Zaki bin Tun Azmi (Resigned w.e.f./ meletak jawatan berkuatkuasa 1 December / Disember 2003) 11 13
Datuk Mohamed Adnan bin Ali (Resigned w.e.f./ meletak jawatan berkuatkuasa 1 December / Disember 2003) 12 13
Dato Adnan bin Shamsuddin (Resigned w.e.f./ meletak jawatan berkuatkuasa 30 April 2003) 3 4
Rosman bin Abdullah (Resigned w.e.f./ meletak jawatan berkuatkuasa 4 July / Julai 2003) 3 4
Note: The number of meetings held are applicable meetings for each director and varied on their dates of appointment.
Nota: Bilangan mesyuarat yang diadakan adalah mesyuarat yang berkenaan bagi setiap pengarah dan berbeza mengikut tarikh perlantikan
mereka.
At each Board Meeting, the Board deliberates on a formal schedule Pada setiap Mesyuarat Lembaga Pengarah, Lembaga Pengarah
of matters reserved specifically for the Boards deliberations and berbincang berdasarkan jadual formal berhubung hal-hal yang
approval which include, inter alia, the Groups financial statements dikhususkan untuk diperbincang dan diluluskan oleh Lembaga
and results for each quarter, the monthly performance of the Pengarah. Hal-hal ini antara lain termasuk, penyata kewangan dan
Groups businesses as against budgets, policies and strategic issues keputusan bagi setiap suku tahunan Kumpulan, prestasi bulanan
affecting the Groups business and acquisition and disposal of perniagaan Kumpulan berbanding belanjawan, isu-isu berhubung
assets of the Company and its subsidiaries that are material to the dasar dan strategi yang memberi kesan kepada perniagaan
Company. Kumpulan dan aktiviti perolehan dan penjualan aset Syarikat dan
subsidiari yang memberi kesan ketara.
The Board also considers the principal risks affecting the business
of the Group and measures that could be taken to mitigate such Lembaga Pengarah turut membincangkan risiko-risiko utama yang
risks. A yearly audit planning memorandum submitted by the menjejaskan perniagaan Kumpulan dan langkah-langkah yang boleh
External Auditors to the Board Audit Committee sets out the diambil untuk mengurangkan risiko tersebut. Memorandum
Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis perancangan audit tahunan yang diserahkan oleh Juruaudit Luar
of the Group which identifies and highlights the possible options kepada Lembaga Jawatankuasa Audit membentangkan Analisis
that could be implemented to mitigate the impact of business risks. Kekuatan, Kelemahan, Peluang dan Ancaman (SWOT) bagi Kumpulan
The External Auditors also, on an annual basis, issue a Management yang mengenalpasti dan mengetengahkan pelbagai pilihan yang
Letter raising issues affecting the business operations of the Group. mungkin boleh dilaksanakan untuk mengurangkan kesan risiko
The Board addresses and monitors risks and concerns affecting the perniagaan. Setiap tahun, Juruaudit Luar turut mengeluarkan Surat
Group through the Committees that had been established by the Pengurusan yang membangkitkan isu-isu yang mempengaruhi
Board. operasi perniagaan Kumpulan. Lembaga Pengarah menangani dan
memantau risiko serta masalah yang mendatangkan kesan kepada
Kumpulan melalui Jawatankuasa-jawatankuasa yang telah ditubuhkan
Access to Information and Advice oleh Lembaga Pengarah.
The directors have full and unrestricted access to all information
pertaining to the Groups business and affairs to enable them to
discharge their duties. Prior to the Board meetings, all directors Akses kepada Maklumat dan Nasihat
timely receive the agenda together with a full set of Board papers Para pengarah mempunyai akses penuh dan tidak terhad kepada
containing information relevant to the business of the meeting. semua maklumat berkaitan perniagaan dan hal ehwal Kumpulan
untuk membolehkan mereka menjalankan tugas. Sebelum mesyuarat
All directors have full access to the advice and services of the Lembaga Pengarah diadakan, semua pengarah menerima agenda
Company Secretary of the Group. The Board recognises the tepat pada masanya bersama-sama dengan satu set lengkap kertas-
enhanced role of the Company Secretary in maintaining good kertas Lembaga Pengarah yang mengandungi maklumat berkaitan
corporate governance, in terms of ensuring that procedures are hal-hal mesyuarat.
adhered to at all times during meetings, advising the Board on
matters pertaining to directors responsibilities under the respective Semua pengarah mempunyai akses penuh kepada nasihat dan
legislations and regulations and compliance with the relevant laws, khidmat Setiausaha Syarikat Kumpulan. Lembaga Pengarah
guidelines and regulations. mengiktiraf peningkatan peranan Setiausaha Syarikat dalam
mengekalkan tadbir urus korporat yang baik, dari sudut memastikan
The directors may, if necessary, obtain independent professional supaya prosedur sewaktu mesyuarat dipatuhi sepanjang masa,
advice in furtherance of their duties from external consultants, at menasihati lembaga pengarah berhubung perkara-perkara berkaitan
the Companys expense. tanggungjawab pengarah di bawah perundangan dan peraturan
masing-masing serta pematuhan terhadap undang-undang, garis
panduan dan peraturan yang berkaitan.
Dalam menjalankan tugas mereka, para pengarah boleh

mendapatkan nasihat profesional bebas dari perundingcara luar
dengan perbelanjaan ditanggung oleh Syarikat, jika perlu.
43
Appointments to the Board Perlantikan ke Lembaga Pengarah

The Board Nomination Committee and Board Remuneration Lembaga Jawatankuasa Pencalonan dan Lembaga Jawatankuasa
Committee select and propose to the Board suitable candidates for Imbuhan memilih dan mencadangkan kepada Lembaga Pengarah,
appointment as Director in MAHB and its significant subsidiary calon-calon yang sesuai untuk dilantik sebagai Pengarah MAHB dan
companies. Appointment to the Board of MAHB is made either by syarikat-syarikat subsidiari utamanya. Perlantikan ke Lembaga
the Special Shareholder (under Article 111 (1) of the Companys Pengarah MAHB dibuat sama ada oleh Pemegang Saham Khas (di
Articles of Association) or by the Board of Directors (under Article bawah Artikel 111 (1) Tataurusan Pertubuhan Syarikat) atau oleh
109 (1) of the Companys Articles of Association). Lembaga Pengarah (di bawah Artikel 109 (1) Tataurusan Pertubuhan
Syarikat).
The Board Nomination Committee was established on 30 August
2001. The Committees membership comprise exclusively of non- Lembaga Jawatankuasa Pencalonan ditubuhkan pada 30 Ogos 2001.
executive directors, the majority of whom are independent. Present Keahlian Jawatankuasa tersebut secara eksklusif terdiri daripada para
membership of the committee is shown on page 45 of this pengarah bukan eksekutif, yang majoritinya adalah bebas. Keahlian
Statement. Jawatankuasa tersebut pada masa ini dibentangkan di muka surat
45 dalam Laporan Tahunan ini.
The Nomination Committees responsibilities also includes the
following and such other responsibilities as may be determined by Tanggungjawab Jawatankuasa Pencalonan turut meliputi perkara-
the Board: perkara berikut dan tanggungjawab-tanggungjawab lain sebagaimana
yang ditentukan oleh Lembaga Pengarah:
To consider and make recommendation Directors to fill the
seats of Board Committees Mempertimbang dan mengesyorkan para Pengarah untuk
mengisi jawatan dalam Lembaga-lembaga Jawatankuasa
To review and make recommendation on an annual basis, the
required mix of skill and experience and other qualities, Mengkaji dan mengesyorkan setiap tahun, campuran
including core competencies which the directors should kemahiran dan pengalaman serta ciri-ciri lain yang diperlukan,
possess termasuk kecekapan teras yang perlu ada pada para pengarah
To make recommendation for the implementation of a process Mengesyorkan proses pelaksanaan bagi penilaian tahunan
for the annual assessment of the effectiveness of the Board as berhubung keberkesanan Lembaga Pengarah secara
a whole and the contribution of each Director keseluruhan dan sumbangan setiap Pengarah
To consider and make recommendation for the promotion of Mempertimbang dan mengesyorkan kenaikan pangkat bagi
General Manager and above for the Group. jawatan Pengurus Besar ke atas untuk Kumpulan.
During the financial year under review, the Board Nomination Pada tahun kewangan yang ditinjau, Lembaga Jawatankuasa
Committee has considered the nominations of Y.Bhg. Tan Sri Datuk Pencalonan telah mempertimbangkan pencalonan Y.Bhg. Tan Sri
Dr. Aris bin Othman as the new Chairman of MAHB, Y.Bhg. Dato Datuk Dr. Aris bin Othman sebagai Pengerusi baru MAHB, Y.Bhg.
Bashir Ahmad bin Abdul Majid as Managing Director of MAHB and Dato Bashir Ahmad bin Abdul Majid sebagai Pengarah Urusan
the appointment of other Directors of MAHB and the significant MAHB dan perlantikan Pengarah-pengarah MAHB yang lain dan
subsidiaries of the Group. syarikat-syarikat subsidiari utama Kumpulan.
Re-election of Directors Perlantikan Semula Pengarah-pengarah

In accordance with the Articles of Association of the company, all Menurut Tataurusan Pertubuhan Syarikat, semua pengarah adalah
directors are subject to the election by the shareholders at their first tertakluk kepada pemilihan semula oleh para pemegang saham pada
opportunity after their appointment and are subject to re-election at Mesyuarat Agung pertama selepas perlantikan dan tertakluk kepada
least once every three (3) years. Directors over seventy years of perlantikan semula sekurang-kurangnya sekali setiap tiga (3) tahun.
age are required to submit themselves for re-appointment annually
in accordance with Section 129 (6) of the Companies Act, 1965. Butir-butir pengarah yang akan dilantik semula pada Mesyuarat
Agung Tahunan yang akan datang dibentangkan dalam Penyata
Details of directors seeking re-election at the forthcoming AGM are Mengiringi Notis Mesyuarat Agung Tahunan dalam Laporan Tahunan
disclosed in the Statement Accompanying the Notice of AGM in this ini.
Annual Report.
Jawatankuasa Pengarah
Board Committees Lembaga Pengarah telah membahagikan tanggungjawab tertentu
The Board of Directors has delegated specific responsibilities to the kepada Lembaga Jawatankuasa Pengarah berikut yang beroperasi
following Board Committees which operate within clearly defined dalam bidang kuasa yang ditakrif dengan jelas:-
terms of reference:-
Board Committees Lembaga Jawatankuasa Key Functions Fungsi Utama

Board Audit Committee (BAC) Explained on pages 54 to 55 of this annual report
Lembaga Jawatankuasa Audit (BAC) Dinyatakan di muka surat 54 hingga 55 dalam Laporan Tahunan ini
Board Remuneration Committee (BRC) Explained on page 45 of this annual report

Lembaga Jawatankuasa Ganjaran (BRC) Dinyatakan di muka surat 45 dalam Laporan Tahunan ini
Board Nomination Committee (BNC) Explained on page 45 of this annual report

Lembaga Jawatankuasa Pencalonan (BNC) Dinyatakan di muka surat 45 dalam Laporan Tahunan ini
Board Finance & Investment Committee (BF&IC) Review and monitor the financial performance of the Group and monitor the
investment policy and portfolio of the Group
Lembaga Jawatankuasa Kewangan & Pelaburan (BF&IC) Mengkaji dan memantau prestasi kewangan Kumpulan dan memantau dasar
dan portfolio pelaburan Kumpulan
Board Risk Management Committee (BRMC) Oversee the overall risk management strategy of the Group
Lembaga Jawatankuasa Pengurusan Risiko (BRMC) Mengawasi keseluruhan strategi pengurusan risiko Kumpulan
Board Planning and Development Committee (BP&DC) Oversees the planning and development aspects of the Groups domestic
and international projects and ventures
Lembaga Jawatankuasa Perancangan dan Pembangunan Mengawasi aspek perancangan dan pembangunan projek-projek
(BP&DC) penglibatan Kumpulan di dalam negeri dan di peringkat antarabangsa
Board Tender Committee (BTC) To approve tender amount of up to RM10.0 million

Lembaga Jawatankuasa Tender (BTC) Meluluskan tender sehingga RM10.0 juta
45
The Chairmen of various committees Pengerusi jawatankuasa-jawatankuasa

will report the outcome of the tersebut akan melaporkan keputusan
committee meetings to the Board and mesyuarat-mesyuarat jawatankuasa
kepada Lembaga Pengarah dan laporan
such reports are incorporated in the
tersebut kemudiannya akan disertakan
minutes of the full Board meeting.
ke dalam minit mesyuarat Lembaga
These committees are formed in order Pengarah. Jawatankuasa-jawatankuasa ini
to enhance business and operational dibentuk bertujuan untuk
efficiency as well as efficacy. Prior to mempertingkatkan kecekapan serta nilai
the establishment of these committees, perniagaan dan operasi. Sebelum
their functions were assumed by the jawatankuasa-jawatankuasa ini ditubuhkan,
Board as a whole. fungsi mereka secara keseluruhannya
dilaksanakan oleh Lembaga Pengarah.
The current memberships of each of the

Keahlian bagi setiap jawatankuasa pada
committees are summarised as follows:- masa ini adalah seperti yang dinyatakan
dengan ringkas di bawah:-
Directors Pengarah BAC BRC BNC BF&IC BRMC BP&DC BTC

Tan Sri Datuk Dr. Aris bin Othman C C C C
Dato Bashir Ahmad bin Abdul Majid M M M
Dato Zaharaah binti Shaari M M M M
Eshah binti Meor Sulaiman M M M M M
Datuk Alias bin Haji Ahmad C M M
Datuk Siti Maslamah binti Osman C M M M
Ahmad Kamal bin Abdullah Al-Yafii M M C
Note / Nota : C : Chairman / Pengerusi

M : Member / Ahli
B. DIRECTORS REMUNERATION Ganjaran Pengarah

The Board Remuneration Committee was established on 30 August Lembaga Jawatankuasa Ganjaran telah ditubuhkan pada 30 Ogos
2001. The committees membership shall comprise wholly or mainly 2001. Keahlian jawatankuasa hendaklah meliputi keseluruhan atau
non-executive directors. Present membership of the committee is sebahagian besar daripada pengarah bukan eksekutif. Keahlian
shown above. Jawatankuasa pada masa ini ditunjukkan di atas.
The committee is authorised to review, assess and recommend to Jawatankuasa diberi kuasa untuk mengkaji, menilai dan mengesyor
the Board of Directors the remuneration packages of the executive kepada Lembaga Pengarah pakej ganjaran pengarah eksekutif dalam
directors in all forms, with other independent professional advice as semua bentuk, dengan nasihat profesional bebas lain jika perlu, dan
necessary and to recommend the revised salary for new untuk mengesyorkan semakan gaji bagi perlantikan baru jawatan
appointments of General Manager and above for the Group. The Pengurus Besar ke atas Kumpulan. Komponen ganjaran disusun
component parts of the remuneration are structured so as to link untuk mengaitkan imbuhan dengan prestasi korporat dan individu.
rewards to corporate and individual performance.
The Executive Directors remuneration comprises of basic salary. Ganjaran Pengarah Eksekutif terdiri daripada gaji asas. Lain-lain
Other customary benefits to the Group are made available as ganjaran biasa diberi mengikut kesesuaian.
appropriate.
Ganjaran para pengarah bukan eksekutif terdiri daripada yuran dan
The non-executive directors remuneration comprises fees and elaun. Penentuan ganjaran tersebut disesuaikan dengan peranan dan
allowances. Determination of the said remuneration is balanced with tanggungjawab yang diharapkan daripada mereka termasuk sebarang
their expected roles and responsibilities including any additional kerja dan sumbangan tambahan yang diperlukan. Kepakaran para
work and contribution required. The calibre of Non-Executive Pengarah Bukan Eksekutif kepada Syarikat adalah penting dalam
Directors serving the Company is essential in setting and menetapkan dan mengekalkan piawaian Tadbir Urus Korporat. Oleh
maintaining the standards of Corporate Governance. As such, the itu, pakej ganjaran yang dicadangkan untuk para Pengarah Bukan
remuneration package proposed to the Non-Executive Directors of Eksekutif Syarikat hendaklah mampu menarik dan mengekalkan para
the Company should be appreciable to attract and retain calibre Pengarah yang mempunyai kepakaran untuk mengurus operasi
Directors to effectively manage the operations of the Group. Kumpulan dengan berkesan.
The details of the total remuneration during the financial year Butir-butir jumlah ganjaran pada tahun kewangan yang dinyatakan
disclosed by category of Directors are as follows:- mengikut kategori Pengarah adalah seperti berikut:-
Salary, Bonus and

Other emoluments Fees & Allowance Benefits in kind Total
Gaji Asas, Bonus dan Manfaat
Emolumen lain Yuran & Elaun Seumpamanya Jumlah
(RM) (RM) (RM) (RM)
Executive Directors /
Pengarah Eksekutif* 784,648 36,908 821,556
Non-Executive Directors /
Pengarah Bukan Eksekutif 100,00 391,400 140,066 631,466
* comprised of two (2) Executive Directors and a Managing Director / terdiri daripada dua (2) orang Pengarah Eksekutif dan seorang
Pengarah Urusan
The Board opts not to disclose the Lembaga Pengarah memilih untuk tidak
remuneration of individual directors as menyatakan ganjaran bagi setiap individu
suggested by the Best Practice of the Code. pengarah seperti yang disarankan oleh
The Board believes that this information will Amalan Terbaik Kod. Lembaga Pengarah
not add significantly to the understanding percaya bahawa maklumat tersebut tidak
and evaluation of the Groups governance. akan memberi kesan terhadap pemahaman
dan penilaian tadbir urus Kumpulan.
47
C. SHAREHOLDERS Pemegang Saham

Dialogue with Investors Dialog dengan para Pelabur
The Board acknowledges the need for shareholders to be informed Lembaga Pengarah mengakui bahawa pemegang saham perlu
of all material business matters affecting the Company. As part of dimaklumkan tentang semua urusan penting yang memberi kesan
the Boards practise of good governance, the Board ensures timely kepada Syarikat. Sebagai sebahagian daripada amalan terbaik tadbir
announcements to MSEB and disseminate material information urus korporat, Lembaga Pengarah memastikan pengumuman tepat
pada masanya kepada MSEB dan penyebaran maklumat penting
which are clear, accurate and contain sufficient information to
secara jelas, tepat dan mengandungi maklumat yang cukup untuk
enable the shareholders and investors to make informed decisions.
membolehkan para pemegang saham dan pelabur membuat
The Company adheres to the requirements concerning disclosure as
keputusan termaklum. Syarikat mematuhi keperluan berhubung
laid down in the Listing Requirements of MSEB which include penyampaian maklumat seperti yang digariskan oleh Keperluan
among others the timely release of quarterly financial results, Penyenaraian MSEB yang antara lain termasuk, pengumuman
change in the composition of the Board and thorough dissemination keputusan kewangan suku tahunan yang tepat pada masanya,
of material information affecting the Group. The Board ensures that perubahan dalam komposisi Lembaga Pengarah dan penyebaran
all formal queries by MSEB and other regulatory authorities are secara meluas maklumat penting yang memberi kesan kepada
expeditiously responded. Kumpulan. Lembaga Pengarah memastikan supaya semua
pertanyaan oleh MSEB dan pihak berkuasa yang lain dijawab dengan
Briefings for fund managers, institutional investors and investment segera.
analysts are occasionally held after the quarterly financial results are
Taklimat kepada para pengurus dana, pelabur institusi dan
released to the MSEB. Press Conferences are also held to brief
penganalisis pelaburan diadakan selepas keputusan kewangan suku
members of the media on key events of the Group.
tahun dikeluarkan kepada MSEB dari semasa ke semasa. Sidang
akhbar turut diadakan untuk memberi taklimat kepada wakil-wakil
Other key investors relation initiatives were regular meetings with media berhubung peristiwa penting Kumpulan.
equity research analysts and fund managers of institutional
investment funds and participation in road shows and investors Inisiatif perhubungan pelabur utama yang lain termasuk mengadakan
conferences and forums, both domestically and internationally. mesyuarat dengan penganalisis penyelidikan ekuiti dan pengurus
dana pelaburan institusi, menyertai pameran penerangan dan
persidangan serta forum pelabur, di dalam dan juga di luar negara.
Annual General Meeting
The Company has been using the Annual General Meeting (AGM)
as the principal forum for dialogue with shareholders. Mesyuarat Agung Tahunan
Syarikat menggunakan Mesyuarat Agung Tahunan (AGM) sebagai
forum utama untuk berdialog dengan para pemegang saham.
The Annual Report is printed in English as well as Bahasa Malaysia
to reach out to a wider audience of investors and shareholders.
Laporan Tahunan dicetak dalam Bahasa Inggeris dan Bahasa
Malaysia supaya ia boleh diperluaskan kepada lebih ramai pelabur
The shareholders are encouraged to raise questions both about the dan pemegang saham.
resolutions being proposed or about the Groups operations in
general. The right to participate and vote at the AGM of the Pemegang saham digalakkan mengemukakan soalan sama ada
Company is an invaluable asset of shareholders and institutional mengenai resolusi yang dicadangkan atau mengenai operasi umum
investors which provide to influence the direction and management Kumpulan. Hak untuk menyertai dan mengundi di AGM Syarikat
of the Company. Shareholders who are unable to attend are allowed adalah suatu aset tidak ternilai bagi pemegang saham dan pelabur
to appoint proxies to attend and vote on their behalf. institusi yang menyediakan peluang untuk mempengaruhi hala tuju
Representatives of Management and the Auditors are also present to dan pengurusan Syarikat. Pemegang saham yang tidak
berkesempatan untuk hadir dibenarkan melantik proksi untuk hadir
answer questions and queries. This ensures a high level of
dan mengundi bagi pihak mereka. Wakil-wakil Pengurusan dan
accountability and transparency of the Groups business operations,
Juruaudit turut hadir untuk menjawab soalan dan pertanyaan. Ini
strategy and goals.
dapat memastikan tahap akauntabiliti dan ketelusan yang tinggi bagi
operasi, strategi dan matlamat perniagaan Kumpulan.
D. ACCOUNTABILITY & AUDIT Akauntabiliti & Audit

Financial Reporting Laporan Kewangan
The directors aim to provide and present a balanced, clear and Para Pengarah bertekad untuk menyedia dan membentangkan
comprehensive assessment of the Groups financial performance and penilaian yang seimbang, jelas dan lengkap mengenai prestasi dan
prospects primarily through the annual financial statements and prospek kewangan Kumpulan, terutamanya melalui penyata
quarterly announcements of results to shareholders. kewangan tahunan dan pengumuman keputusan suku tahunan
kepada para pemegang saham.
The Board is assisted by the Board Audit Committee in scrutinising

Lembaga Pengarah dibantu oleh Lembaga Jawatankuasa Audit untuk
information for disclosure to ensure accuracy and adequacy as well
memastikan kualiti keseluruhan laporan kewangan serta penyampaian
as the overall quality of its financial reporting prior to submission to maklumat yang tepat dan memadai sebelum diserahkan kepada
the Board for approval. Such information are released to the public Lembaga Pengarah untuk diluluskan. Maklumat tersebut diumumkan
upon endorsement by the Board. kepada orang ramai selepas diluluskan oleh Lembaga Pengarah.
Statement of Directors Responsibility in Relation to the Financial Penyata Tanggungjawab Pengarah Berhubung dengan Penyata
Statements Kewangan
In the preparation of the financial statements as set out on pages Dalam menyediakan penyata kewangan yang dibentangkan di muka
surat 191 hingga 242 Laporan Tahunan ini, para Pengarah
139 to 190 of this annual report, the Directors are of the opinion
berpendapat bahawa:-
that:-
Kumpulan telah menggunakan dasar-dasar perakaunan sesuai
The Group has used appropriate accounting policies which
yang telah diterima pakai secara seragam
have been consistently applied
Membuat pertimbangan dan anggaran yang berpatutan dan
Reasonable and prudent judgment and estimates are made berhemat
All applicable approved accounting standards in Malaysia have Semua piawaian perakaunan yang berkaitan di Malaysia telah
been followed dipatuhi
The directors are responsible for ensuring the Company maintains Para Pengarah bertanggungjawab untuk memastikan supaya Syarikat
accounting records that disclose with reasonable accuracy the mengekalkan rekod-rekod perakaunan yang menyatakan dengan
financial position of the Group and the company and that the said ketepatan yang munasabah mengenai kedudukan kewangan
financial statements comply with the Companies Act, 1965. Kumpulan dan Syarikat dan penyata kewangan tersebut mematuhi
Akta Syarikat, 1965.
The Statement by the Directors pursuant to Section 169 of the

Penyata para Pengarah menurut Seksyen 169 Akta Syarikat, 1965
Companies Act, 1965 is set out on page 142 of this annual report.
dibentangkan di muka surat 194 dalam Laporan Tahunan ini.
Internal Control Kawalan Dalaman

The report on the Groups internal control is presented in the Laporan berhubung kawalan dalaman Kumpulan dibentangkan dalam
Statement on Internal Control as set out on pages 50 to 53 of this Penyata Kawalan Dalaman di muka surat 50 hingga 53 dalam
Annual Report. Laporan Tahunan ini.
Perhubungan dengan Juruaudit

Relationship with the Auditors
Lembaga Pengarah mengekalkan perhubungan yang aktif, telus dan
The Board maintains an active, transparent and professional
profesional dengan Juruauditnya, melalui Lembaga Jawatankuasa
relationship with its Auditors, through the Board Audit Committee
Audit yang diberi kuasa untuk berhubung secara langsung dengan
which had been conferred authority to interface directly with both juruaudit dalaman dan luar Kumpulan.
external and internal auditors of the Group.
Lembaga Pengarah melalui Lembaga Jawatankuasa Audit,
The Board through the Board Audit Committee seeks the External mendapatkan nasihat profesional Juruaudit Luar dalam memastikan
Auditors professional advice in ensuring compliance with the pematuhan terhadap piawaian perakaunan yang sesuai.
appropriate accounting standards.
49
E. ADDITIONAL COMPLIANCE INFORMATION Maklumat Pematuhan Tambahan

The following information is provided in compliance with Paragraph Maklumat berikut disediakan untuk mematuhi Perenggan 9.25
9.25 of the Listing Requirements of MSEB:- Keperluan Penyenaraian MSEB:-
1. Options, Warrants or Convertible Securities 1. Opsyen, Waran atau Sekuriti Boleh Tukar
The Company did not issue any options, warrants or Syarikat tidak menerbitkan sebarang opsyen, waran atau
convertible securities during the financial year. sekuriti boleh tukar pada tahun kewangan.
2. Imposition of Sanctions/Penalties 2. Sekatan/Penalti yang dikenakan

There were no sanctions and/or penalties imposed on the Tiada sekatan dan/atau penalti (yang dihebahkan secara
umum) dikenakan oleh pihak berkuasa berperaturan kepada
Company and/or its subsidiary companies, directors or
Syarikat dan syarikat-syarikat subsidiarinya, para pengarah atau
management arising from any significant breach of
pentadbiran di sepanjang tahun kewangan.
rules/guidelines/legislations by the relevant regulatory bodies
during the financial year.
3. Kontrak Penting
Syarikat dan/atau syarikat-syarikat subsidiarinya tidak
3. Material contracts
memeterai sebarang kontrak yang melibatkan para Pengarah
Neither the Company and/or its subsidiary companies had
dan kepentingan pemegang saham utama pada tahun
entered into any material contracts which involved Directors
kewangan.
and major shareholders interest during the financial year.
4. Yuran Bukan Audit
4. Non-Audit Fees Pada tahun kewangan berakhir 31 Disember 2003, selain
During the financial year ended 31 December 2003, apart from daripada yuran audit, tiada yuran bukan audit yang telah
the audit fees, there were no non-audit fees paid to the dibayar kepada juruaudit luar.
external auditors.
5. Jaminan Keuntungan
5. Profit Guarantee Tiada jaminan keuntungan telah diberi oleh Syarikat pada
There was no profit guarantee given by the Company during tahun kewangan.
the financial year.
6. Polisi Penilaian Semula Hartanah
6. Revaluation Policy on Landed Properties Tiada penilaian semula hartanah Kumpulan dilakukan pada
There were no revaluation of properties of the Company tahun kewangan.
7. Pembelian Semula Saham
7. Share Buy Back Tiada pelaksanaan pembelian semula saham pada tahun
There was no share buy back exercise during the financial kewangan.
year.
8. Program Resit Depositori Amerika (ADR) atau Resit
Depositori Global (GDR)
8. American Depository Receipt (ADR) or Global Depository
Syarikat tidak menaja sebarang program ADR atau GDR pada
Receipt (GDR) Programme
tahun kewangan.
The Company did not sponsor any ADR or GDR programme
Penyata ini dibuat selaras dengan resolusi Lembaga Pengarah
bertarikh 25 Mac 2004.
This statement is made in accordance with a resolution of the
Board of Directors dated 25 March 2004.
50 statement on internal control
penyata kawalan dalaman
The Board of Directors (Board)

is ultimately responsible for the
Groups system of internal
control which includes the
establishment of an appropriate
control environment and review
of its adequacy and integrity on
a regular basis to ensure its
effectiveness. The Board is
committed to safeguard
shareholders investment,
Groups assets and other
stakeholders interests.
Lembaga Pengarah (Lembaga)

bertanggungjawab, secara
muktamad, ke atas sistem
kawalan dalaman yang meliputi
pembentukan persekitaran
kawalan yang sesuai dan kajian
secara kerap terhadap kecukupan
dan kewibawaannya bagi
memastikan keberkesanan sistem
tersebut. Lembaga komited
untuk melindungi pelaburan
para pemegang saham, aset
Kumpulan dan kepentingan para
pemegang lain.
statement on internal control

In accordance with the Statement on Internal Selaras dengan Penyata Kawalan Dalaman: Panduan
Control: Guidance for Directors of Public Listed bagi Pengarah Syarikat-syarikat Senarai Awam,
Companies, the Board confirms that there is an Lembaga mengesahkan bahawa terdapat proses
ongoing process for identifying, evaluating and berterusan bagi mengenal pasti, menilai dan
managing risks faced by the Group. This process mengurus risiko-risiko yang dihadapi oleh
has been in place for the year under review and up Kumpulan. Proses ini telah tersedia bagi tahun yang
to the date of issuance of the annual report and ditinjau dan sehingga ke tarikh penerbitan laporan
financial statements. However, in view of the tahunan dan laporan kewangan ini. Walau
limitations in any system of internal control, the bagaimanapun, memandangkan wujudnya had dalam
Board acknowledges that this system is designed to mana-mana sistem kawalan dalaman, Lembaga
manage rather than eliminate the risk completely. As mengakui bahawa sistem ini dirangka untuk
such, internal controls can only provide reasonable mengurus dan bukan menghapus risiko sepenuhnya.
and not absolute assurance against risk. Oleh itu, kawalan dalaman hanya mampu memberi
jaminan yang munasabah dan bukan muktamad
terhadap risiko.
51
The key features of the Groups internal control system during the financial year under review were as follows:
Defined organisational structure with clear lines of Financial Limits of Authority (FLOA) approved by the Board
responsibility and accountability in the Group. A review of the applicable to the whole Group, covering areas of
organisational structure was undertaken in the year under finances/accounts and selected corporate matters. Revisions
review in order to focus on core business of the Group. and additions are made to the FLOA when deemed necessary.
Reporting structure was also streamlined according to This authority facilitates quality and timely decision-making.
functional responsibilities.
Accounting Policies approved by the Board applicable to the
Existence of a Management Committee to assist the Board in whole Group, covering accounting policies related to the
ensuring the effectiveness of the Groups operations. The Group. Revisions and additions are made when necessary,
Management Committee is represented by heads of taking into consideration the new accounting standards in
Subsidiaries and heads of relevant functions at Head Office. Malaysia.

Ciri-ciri utama sistem kawalan dalaman Kumpulan pada tahun kewangan yang ditinjau adalah seperti berikut:
Mentakrif struktur organisasi dalam Kumpulan dengan had-had Kuasa Menentu Had Kewangan (FLOA) yang diluluskan oleh
tanggungjawab dan akauntabiliti yang jelas. Satu kajian Lembaga dan diterima pakai di seluruh Kumpulan, meliputi
berhubung struktur organisasi telah dijalankan pada tahun bidang kewangan/akaun serta hal-hal korporat terpilih.
yang ditinjau untuk memfokus kepada perniagaan teras Semakan semula dan penambahan dilakukan kepada FLOA jika
Kumpulan. Struktur laporan turut dipertingkatkan selaras difikirkan perlu. Kuasa ini memudahkan proses membuat
dengan tangggungjawab mengikut fungsi. keputusan yang berkualiti dan tepat pada masanya.
Wujudnya Jawatankuasa Pengurusan bagi membantu Lembaga Dasar perakaunan yang diluluskan oleh Lembaga diterima
memastikan keberkesanan operasi Kumpulan. Jawatankuasa pakai ke seluruh Kumpulan, meliputi dasar-dasar perakaunan
Pengurusan diwakili oleh ketua-ketua Subsidiari dan ketua yang berkaitan dengan Kumpulan. Semakan semula dan
fungsi yang berkaitan dari Ibu Pejabat. penambahan dilakukan jika perlu, dengan mengambil kira
piawaian perakaunan baru di Malaysia.
52 statement on internal control
Detail Procurement Policies and Procedures, also approved by Butir-butir Dasar dan Prosedur Pemerolehan yang turut
the Board, applicable to the whole Group. To ensure diluluskan oleh Lembaga, diterima pakai di seluruh Kumpulan.
effectiveness of the procurement system, two committees are Bagi memastikan keberkesanan sistem pemerolehan, dua
in place namely, Main Procurement Committee and Board jawatankuasa telah ditubuhkan iaitu, Jawatankuasa
Tender Committee. Major projects are subject to Boards Pemerolehan Utama dan Lembaga Jawatankuasa Tender.
review and approval and where required, approval from the Projek-projek utama tertakluk kepada kajian dan kelulusan
Ministry of Finance is sought. Lembaga, dan permohonan kelulusan daripada Menteri
Kewangan, jika perlu.
Annual Business Plan and Budgets prepared at subsidiary
levels and reviewed by the Finance and Investment Committee Rancangan Perniagaan dan Belanjawan Tahunan disediakan di
before tabled to the Board for approval. The business peringkat subsidiari dan dikaji oleh Jawatankuasa Kewangan
performance of the Company was compared with the approved dan Pelaburan sebelum dibentangkan kepada Lembaga untuk
budgets and submitted to the Board on a monthly basis, diluluskan. Prestasi perniagaan Syarikat dibandingkan dengan
facilitating management to focus on areas of concern. belanjawan yang diluluskan dan diserahkan kepada Lembaga
secara bulanan bagi memudahkan pengurusan untuk
The Audit Committee appointed by the Board, comprised three
memfokus ke atas bidang-bidang yang perlu diberi perhatian.
members of whom a majority are independent non-executive
directors, regularly reviewed reports of the Internal Audit Jawatankuasa Audit yang dilantik oleh Lembaga, terdiri
function, including an annual assessment on the adequacy of daripada tiga orang ahli yang mana majoritinya adalah
the functions scope of work and resources. A Board Audit pengarah bebas bukan eksekutif. Jawatankuasa ini mengkaji
Committee Report is provided on page 54. secara kerap laporan fungsi Audit Dalaman, termasuk penilaian
tahunan berhubung kecukupan skop kerja dan sumber fungsi
The Internal Audit Division carried out ongoing reviews of the
tersebut. Satu Laporan Lembaga Jawatankuasa Audit
internal control system of the Group. The audits conducted
disediakan di muka surat 54.
were in the areas of finance/accounts, operations,
management, information systems and investigation in Bahagian Audit Dalaman menjalankan kajian berterusan
accordance with the approved Audit Plan. The Internal Audit berhubung sistem kawalan dalaman Kumpulan. Audit yang
Division reports directly to the Board Audit Committee. dijalankan adalah bagi bidang kewangan/akaun, operasi,
pengurusan, sistem maklumat dan penyiasatan, selaras dengan
The Risk Management Committee appointed by the Board,
Rancangan Audit yang telah diluluskan. Bahagian Audit
reviewed the risk management framework in place with the
Dalaman melapor secara langsung kepada Lembaga
aim of formalising the risk management function across the
Jawatankuasa Audit.
Group.
Jawatankuasa Pengurusan Risiko yang dilantik oleh Lembaga,
Other Board committees that have been established with clear
mengkaji rangka kerja pengurusan risiko yang tersedia dengan
terms of reference to ensure effective management and
matlamat untuk memformalkan fungsi pengurusan risiko ke
monitoring of the Groups business operations include the
seluruh Kumpulan.
Nomination Committee and Remuneration Committee.
Jawatankuasa Lembaga lain yang telah ditubuhkan termasuk
Jawatankuasa Pencalonan dan Jawatankuasa Ganjaran.
Jawatankuasa-jawatankuasa ini mempunyai bidang tugas yang
jelas untuk memastikan pengurusan dan pemantauan operasi
perniagaan Kumpulan.
53
Implementation of competency based Human Resources Pelaksanaan proses Sumber Manusia berdasarkan kecekapan
processes covering human performances management, career yang meliputi pengurusan prestasi manusia, pembangunan
development and succession planning including hiring and kerjaya dan perancangan penggantian termasuk pengambilan
termination of staff and structured training program for all dan pemecatan kakitangan dan program latihan yang disusun
staff. untuk semua kakitangan.
Continuous documentation of Standard Operating Procedures Dokumentasi berterusan Piawaian Prosedur Operasi bagi
for all business units. Selected policies and procedures have semua unit perniagaan. Dasar dan prosedur yang terpilih telah
obtained ISO Certifications. berjaya memperolehi Pensijilan ISO.
Acquired Fire Certificate for KLIA and Penang (airport Memperolehi Sijil Perakuan Bomba bagi KLIA dan Pulau
buildings) as required under Fire Services (Designated Pinang (bangunan lapangan terbang) seperti yang diperlukan di
Premises) Order 1988 of Fire Services Act 341. Other airports bawah Perintah Perkhidmatan Bomba (Premis Yang Ditetapkan)
that meet the classification are currently pursuing for this 1988 Akta Perkhidmatan Bomba 341. Pada masa ini, lapangan
certification. terbang lain yang memenuhi klasifikasi tersebut, sedang
berusaha untuk mendapatkan pensijilan ini.
Completed documentation of Aerodrome Certification for all
international airports as required under Annex 14, ICAO Telah melengkapkan dokumentasi Sijil Aerodrom bagi semua
(International Civil Aviation Organisation), pending approval lapangan terbang antarabangsa seperti yang diperlukan di
from Department of Civil Aviation. This certification is a bawah Annex 14, ICAO (International Civil Aviation
requirement to ensure safety, regularity and efficiency of Organisation), sedang menunggu kelulusan daripada pihak
aerodromes. Going forward, a plan has been put in place to Jabatan Penerbangan Awam. Pensijilan tersebut adalah syarat
certify all domestic airports as well. untuk memastikan keselamatan, keseragaman dan kecekapan
aerodrom. Untuk kemajuan di masa hadapan, rancangan telah
disediakan untuk turut mengiktiraf semua lapangan terbang
domestik.
54 board audit committee report
laporan lembaga jawatankuasa audit
The Audit Committee comprises two Independent Non-Executive Directors and one Non-Independent Non-Executive Director of the Board.
In the financial year under review two (2) of the members resigned and were replaced by new members as follows:
Jawatankuasa Audit terdiri daripada dua orang Pengarah Bebas Bukan Eksekutif dan seorang Pengarah Bukan Bebas Bukan Eksekutif
daripada Lembaga. Bagi tahun kewangan yang ditinjau, dua (2) daripada ahli tersebut telah meletak jawatan dan diganti oleh ahli baru seperti
berikut:
Datuk Mohamed Adnan bin Ali Chairman, Independent Non-Executive

(resigned / meletak jawatan pada 1 December / Disember 2003) Pengerusi, Bebas Bukan Eksekutif
Datuk Siti Maslamah binti Osman Chairman, Independent Non-Executive
(appointed / dilantik pada 1 December / Disember 2003) Pengerusi, Bebas Bukan Eksekutif
Dato Zaharaah binti Shaari Non-Independent Non-Executive
Bukan Bebas Bukan Eksekutif
Tan Sri Dato Thong Yaw Hong Independent Non-Executive
(resigned / meletak jawatan pada 1 December / Disember 2003) Bebas Bukan Eksekutif
Ahmad Kamal bin Abdullah Al-Yafii Independent Non-Executive
(appointed / dilantik pada 1 December / Disember 2003) Bebas Bukan Eksekutif
The Chairman of the Board Audit Committee is a member of the Pengerusi Lembaga Jawatankuasa Audit merupakan ahli Institut
Malaysian Institute of Accountants (MIA) in accordance with the Akauntan Malaysia (MIA) selaras dengan Keperluan Penyenaraian
MSEB Listing Requirements. MSEB.
During the financial year under review, six (6) meetings were held Pada tahun kewangan yang ditinjau, Lembaga Jawatankuasa Audit
by the Board Audit Committee. Y.Bhg. Datuk Mohamed Adnan bin telah mengadakan enam (6) mesyuarat. Y.Bhg. Datuk Mohamed
Ali and Y.Bhg. Tan Sri Dato Thong Yaw Hong attended all six (6) Adnan bin Ali dan Y.Bhg. Tan Sri Dato Thong Yaw Hong telah
meetings, whilst Y.Bhg. Dato Zaharaah binti Shaari attended five (5) menghadiri kesemua enam (6) mesyuarat, sementara Y.Bhg. Dato
out of six (6) meetings. No meetings were held with the new Zaharaah binti Shaari telah menghadiri lima (5) daripada enam (6)
members in office. mesyuarat. Tiada mesyuarat diadakan dengan ahli baru.
Four (4) of these meetings were held in the presence of the Empat (4) daripada mesyuarat tersebut diadakan dengan kehadiran
External Auditors, Ernst & Young, to obtain an independent opinion Juruaudit Luar, Ernst & Young bagi mendapatkan pandangan bebas
on the financial performance of the Group. mengenai prestasi kewangan Kumpulan.
The meetings covered the following activities: Mesyuarat tersebut meliputi aktiviti berikut:
EXTERNAL AUDIT Audit Luaran

Reviewed with the External Auditors their Audit Planning Mengkaji Memorandum Perancangan Audit dengan Juruaudit
Memorandum. Luar.
Reviewed with the External Auditors the External Auditors Mengkaji Surat Pengurusan Juruaudit Luar berserta maklum
Management Letter together with the management response. balas pengurusan dengan Juruaudit Luar.
Evaluated the performance of the External Auditors and made Menilai prestasi Juruaudit Luar dan mengesyorkan kepada
recommendations to the Board of Directors on their Lembaga Pengarah berkenaan perlantikan semula mereka dan
reappointment and audit fees. yuran audit.
Reviewed the Statement on Internal Control. Mengkaji Penyata Kawalan Dalaman.
55
INTERNAL AUDIT Audit Dalaman

Reviewed the Internal Audit Plan to ensure key risk areas were Mengkaji Rancangan Audit Dalaman bagi memastikan bidang
covered. risiko utama diliputi.
Evaluated the performance of the Internal Audit Division Menilai prestasi Bahagian Audit Dalaman termasuk kecukupan
including the adequacy of the resources to carry out its work. sumber dalam menjalankan kerjanya.
Reviewed the Internal Audit Reports to ensure that corrective Mengkaji Laporan Audit Dalaman bagi memastikan tindakan
actions were taken by management on audit findings. pembetulan diambil oleh pengurusan di atas penemuan audit.
Recommended to the Board of Directors and Management on Mengesyorkan kepada Lembaga Pengarah dan pengurusan
improvement of internal controls. berhubung peningkatan kawalan dalaman.
FINANCIAL STATEMENTS Penyata Kewangan

Reviewed the quarterly financial results of the Group before Mengkaji keputusan kewangan suku tahunan Kumpulan sebelum
recommending to the Board of Directors. mengesyorkan kepada Lembaga Pengarah.
Reviewed the audited results of MAHB Group with the External Mengkaji keputusan Kumpulan MAHB yang telah diaudit
Auditors. bersama-sama dengan Juruaudit Luaran.
Ensured compliance to MSEB Listing Requirements, Applicable Memastikan pematuhan terhadap Keperluan Penyenaraian MSEB,
Accounting Standards in Malaysia, provisions of the Companies Piawaian Perakaunan yang diterima pakai di Malaysia,
Act 1965 and other legal and regulatory requirements. peruntukan Akta Syarikat 1965 dan keperluan perundangan serta
peraturan yang lain.
For the financial year under review, the Group Internal Audit Division produced twenty (20) reports. The scope of audits conducted were in
the area of finance/accounts, operations, management, information systems and investigation. In line with the terms of reference of Board
Audit Committee, the audits focused on the following areas:
Efficiency and effectiveness of operations

Adequacy of internal control systems
Compliance to established policies and procedures
Transparency in decision making process
Accountability of financial and management information
The minutes of the Board Audit Committee meetings were circulated to all members of the MAHB Board of Directors and material issues
were discussed at the Board meetings.
Bagi tahun kewangan yang ditinjau, Bahagian Audit Dalaman Kumpulan telah menghasilkan dua puluh (20) laporan. Skop audit yang
dijalankan meliputi bidang kewangan/akaun, operasi, pengurusan, sistem maklumat dan penyiasatan. Sejajar dengan bidang kuasa Lembaga
Jawatankuasa Audit, audit telah memberi penumpuan kepada bidang-bidang berikut:
Kecekapan dan keberkesanan operasi

Kecukupan sistem kawalan dalaman
Pematuhan terhadap dasar dan prosedur yang diwujudkan
Ketelusan dalam proses membuat keputusan
Akauntabiliti maklumat kewangan dan pengurusan
Minit mesyuarat Lembaga Jawatankuasa Audit telah diedarkan kepada semua ahli Lembaga Pengarah MAHB dan isu-isu penting telah
dibincangkan di mesyuarat Lembaga.
56 terms of reference board audit committee
bidang kuasa lembaga jawatankuasa audit
1. CONSTITUTION Perlembagaan
1.1 The authority and function of the Board Audit Committee 1.1 Kuasa dan fungsi Lembaga Jawatankuasa Audit meliputi
extends to MAHB and all its subsidiaries, joint ventures MAHB dan semua syarikat subsidiarinya, syarikat
and associates within the Group. usahasama dan syarikat-syarikat bersekutu di dalam
Kumpulan.
2. ESTABLISHMENT OBJECTIVES Objektif Penubuhan

2.1 Assist the Board of Directors in fulfilling its fiduciary 2.1 Membantu Lembaga Pengarah menjalankan tanggungjawab
responsibilities relating to the company's accounting fidusiarinya berkaitan dengan dasar-dasar perakaunan dan
policies and internal controls, financial reporting practices kawalan dalaman syarikat, amalan laporan kewangan dan
and business ethics policies. dasar-dasar etika perniagaan.
2.2 Ensure transparency, integrity and accountability in the 2.2 Memastikan ketelusan, integriti dan akauntabiliti dalam
Group's activities to safeguard the rights and interest of aktiviti Kumpulan untuk melindungi hak dan kepentingan
the Shareholders. para Pemegang Saham.
2.3 Maintain, through regularly scheduled meetings, a direct 2.3 Mengekalkan perhubungan komunikasi secara langsung
line of communication between the Board and the External antara Lembaga dan Juruaudit Luaran dan Dalaman melalui
and Internal Auditors. mesyuarat yang dijalankan secara kerap mengikut jadual.
2.4 Enhance the independence of the External and Internal 2.4 Mempertingkatkan kebebasan fungsi Audit Luaran dan
Audit functions. Dalaman.
3. MEMBERSHIP Keahlian
3.1 The Board Audit Committee comprises the following 3.1 Lembaga Jawatankuasa Audit dianggotai oleh Pengarah-
Directors: pengarah berikut:
Datuk Siti Maslamah binti Osman Datuk Siti Maslamah binti Osman
Chairman Pengerusi
(Independent Non Executive Director) (Pengarah Bebas Bukan Eksekutif)
Dato Zaharaah binti Shaari Dato Zaharaah binti Shaari
Member Ahli
(Non-Independent Non Executive Director) (Pengarah Bukan Bebas Bukan Eksekutif)
Ahmad Kamal bin Abdullah Al-Yafii Ahmad Kamal bin Abdullah Al-Yafii
Member Ahli
(Independent Non Executive Director) (Pengarah Bebas Bukan Eksekutif)
3.2 The Board Audit Committee shall be appointed by the 3.2 Lembaga Jawatankuasa Audit dilantik oleh Lembaga
Board of Directors of MAHB from among its members and Pengarah MAHB dari kalangan ahlinya dan
i. shall comprise of no fewer than three (3) members i. akan terdiri tidak kurang daripada tiga (3) ahli
ii. a majority of the members must be Independent ii. majoriti ahli adalah Pengarah Bebas
Directors iii. sekurang-kurangnya seorang ahli adalah ahli Institut
iii. at least one member must be a member of the Akauntan Malaysia, atau jika tidak, beliau perlu
Malaysian Institute of Accountants, or if he is not, memenuhi syarat perenggan 15.10 Keperluan
then he must comply with para 15.10 of the Malaysia Penyenaraian Malaysia Securities Exchange Berhad.
Securities Exchange Berhad Listing Requirements.
57
3.3 If for any reason the membership falls below three 3.3 Jika atas sebarang sebab, keahlian menjadi kurang
members, the Board of Directors shall within one month daripada tiga orang, maka dalam tempoh satu bulan dari
of the event, appoint such number of new members as tarikh tersebut, Lembaga Pengarah akan melantik bilangan
may be required to fulfill the minimum requirement. ahli yang diperlukan untuk mencukupkan keperluan
minimum ahli.
3.4 No alternate Director is to be appointed as a member of
the Board Audit Committee. 3.4 Pengarah pengganti tidak boleh dilantik sebagai salah
seorang ahli Lembaga Jawatankuasa Audit.
3.5 The Chairman of the Board Audit Committee shall be an
independent Non-Executive Director appointed by the 3.5 Pengerusi Lembaga Jawatankuasa Audit merupakan
Board of Directors. Pengarah Bebas Bukan Eksekutif yang dilantik oleh
Lembaga Pengarah.
4. AUTHORITY Kuasa
4.1 The Board Audit Committee shall have the following 4.1 Lembaga Jawatankuasa Audit mempunyai kuasa berikut
authority as empowered by the Board of Directors: seperti yang diberikan oleh Lembaga Pengarah:
i. Have authority to investigate any matter within its i. Mempunyai kuasa untuk menyiasat sebarang
terms of reference. perkara dalam bidang kuasanya.
ii. Have the resources required to perform its duties. ii. Mempunyai sumber yang diperlukan untuk
iii. Have full and unrestricted access to any information, menjalankan tugasnya.
records, properties and personnel within the Group. iii. Mempunyai akses penuh dan tidak terhalang untuk
iv. Have direct communication channels with the mendapatkan sebarang maklumat, rekod, harta dan
External Auditors and Internal Auditors. kakitangan di dalam Kumpulan.
v. Be able to obtain independent professional advisers iv. Mempunyai saluran komunikasi langsung dengan
or other advisers and to engage outsiders with Juruaudit Luaran dan Juruaudit Dalaman.
relevant experience and expertise if necessary. v. Boleh mendapatkan penasihat profesional bebas
vi. Be able to convene meetings with the External atau penasihat lain dan untuk melantik pihak luar
Auditors (excluding the executive members of the yang mempunyai pengalaman dan kepakaran
committee), whenever deemed necessary. berkaitan, jika perlu.
vi. Boleh mengadakan mesyuarat dengan Juruaudit
Luaran (tanpa ahli eksekutif jawatankuasa), apabila
dianggap perlu.
5. FUNCTIONS AND DUTIES Fungsi dan Tugas

The Functions and Duties of the Board Audit Committee shall be Fungsi dan tugas Lembaga Jawatankuasa Audit meliputi:
to:
5.1 Mempertimbangkan perlantikan Juruaudit Luaran, yuran
5.1 Consider the appointment of the External Auditors, the audit dan sebarang persoalan mengenai perletakan
audit fee and any questions of resignation or dismissal. jawatan atau pemberhentian.
5.2 Discuss with the External Auditors before the audit 5.2 Berbincang dengan Juruaudit Luaran sebelum audit
commences, the nature and scope of the audit, the annual bermula mengenai bentuk dan skop audit, pelan audit
audit plan and ensure co-ordination where more than one tahunan dan memastikan keselarasan sekiranya lebih
firm is involved. daripada sebuah firma terlibat.
58 terms of reference board of audit committee
bidang kuasa lembaga jawatankuasa audit
5.3 Review the quarterly and year-end financial statements of 5.3 Mengkaji penyata kewangan suku tahunan dan akhir
the Group prior to submission to the Board, focusing tahun kewangan Kumpulan sebelum dibentangkan kepada
particularly on: Lembaga Pengarah, dengan memfokus khususnya kepada:
any changes in accounting policies and practices sebarang perubahan dalam dasar dan amalan
significant adjustments arising from the audit perakaunan
extraordinary events pelarasan penting yang timbul daripada audit
the going concern assumption peristiwa luar biasa
compliance with accounting standards, MSEB Listing andaian perniagaan berterusan

Requirements and other legal requirements pematuhan terhadap piawaian perakaunan, Keperluan
Penyenaraian MSEB dan keperluan perundangan lain.
5.4 Review the efficiency of the Groups operations particularly
those relating to areas of significant risks. 5.4 Mengkaji kecekapan operasi Kumpulan khususnya yang
berkaitan dengan bidang risiko utama.
5.5 Assess the internal process for determining and managing
key risk. 5.5 Menilai proses dalaman bagi menentu dan menguruskan
risiko utama
5.6 Discuss problems and reservations arising from the
interim and final audits, and any matter the auditor may 5.6 Membincangkan masalah dan perkara khusus yang
wish to discuss in the absence of management where timbul daripada audit pertengahan dan akhir, dan
necessary. sebarang perkara yang ingin dibincangkan oleh juruaudit
tanpa kehadiran pengurusan, apabila perlu.
5.7 Review the External Auditor's Management Letter and
management's response. 5.7 Mengkaji Surat Pengurusan Juruaudit Luaran dan
tindakbalas pengurusan.
5.8 Oversee the Internal Audit functions by:
reviewing the adequacy of the plan, scope, functions 5.8 Menyelia fungsi Audit Dalaman dengan cara:
and resources and that it has the necessary authority mengkaji kecukupan rancangan, skop, fungsi dan
to carry out its work and have appropriate standing in sumber, dan memastikan bahawa ia mempunyai
the Group. kuasa yang perlu untuk menjalankan tugasnya dan
reviewing the internal audit programme and results of mempunyai kedudukan yang sesuai di dalam
the internal audit process and where necessary ensure Kumpulan.
that appropriate action is taken on its recommendations. mengkaji program audit dalaman dan keputusan
reviewing the appraisal or assessment of the proses audit dalaman dan jika perlu, memastikan
performance of its members. bahawa tindakan yang sesuai diambil berasaskan
kepada syor-syor yang dikemukakan.
approving the appointments of senior staff members.
mengkaji penilaian atau prestasi ahli-ahlinya.
being informed of resignations of staff members and
provide them the opportunity to submit reasons for meluluskan perlantikan ahli kakitangan kanan.
resigning. dimaklumkan tentang perletakan jawatan ahli
kakitangan dan memberi peluang kepada mereka
5.9 Review any related party transactions that may arise
untuk menyatakan sebab-sebab perletakan jawatan.
within the Group.
5.9 Mengkaji sebarang urusniaga pihak berkaitan yang
5.10 Consider the major findings of internal investigations and
mungkin timbul dalam Kumpulan.
managements response.
5.10 Mempertimbangkan sebarang penemuan penting daripada
5.11 Consider other duties as directed by the Board.
penyiasatan dalaman dan tindak balas pengurusan
terhadapnya.
5.11 Mempertimbangkan tugas-tugas lain yang diarahkan oleh

Lembaga.
59
5.12 Promptly report to Malaysia Securities Exchange Berhad 5.12 Melaporkan dengan segera kepada Malaysia Securities
on matters reported by it to the Board that have not been Exchange Berhad mengenai perkara yang dilaporkannya
satisfactorily resolved resulting in a breach of the Listing kepada Lembaga Pengarah tetapi tidak diselesaikan
Requirements of the Malaysia Securities Exchange Berhad. secara memuaskan yang menyebabkan kepada
pelanggaran Keperluan Penyenaraian Malaysia Securities
5.13 Direct any special investigations to be carried out by
Exchange Berhad.
Internal Audit.
5.13 Mengarahkan sebarang penyiasatan khas untuk dijalankan
5.14 Review and reassess, with the assistance of management
oleh Audit Dalaman.
and the External Auditors, the adequacy of the Terms of
Reference of the Board Audit Committee. 5.14 Mengkaji dan menilai semula kecukupan Bidang Kuasa
Lembaga Jawatankuasa Audit, dengan bantuan
pengurusan dan Juruaudit Luaran.
6. MEETINGS Mesyuarat
6.1 The Board Audit Committee Meetings shall be held at least 6.1 Mesyuarat Lembaga Jawatankuasa Audit perlu dijalankan
six times during the financial year. Notice of meetings sekurang-kurangnya enam kali sepanjang tahun
shall be circulated to the members one week in advance. kewangan. Notis mesyuarat perlu diedarkan kepada ahli
The agenda for each meeting shall be circulated at least seminggu lebih awal. Agenda bagi setiap mesyuarat perlu
three full working days before each meeting to the diedarkan kepada ahli Jawatankuasa sekurang-kurangnya
Committee members. tiga hari bekerja penuh sebelum setiap mesyuarat.
6.2 Upon the request of any member of the Board Audit 6.2 Apabila diminta oleh mana-mana ahli Lembaga
Committee, the Head of Internal Audit or the External Jawatankuasa Audit, Ketua Audit Dalaman atau Juruaudit
Auditor, the Chairman of the Board Audit Committee shall Luaran untuk mempertimbangkan sebarang perkara,
convene a special meeting to consider any matters. Pengerusi Lembaga Jawatankuasa Audit perlu
mengadakan mesyuarat khas.
6.3 A quorum of two members is the minimum required to be
present at any Board Audit Committee meetings. 6.3 Kourum dua orang ahli adalah bilangan minimum yang
diperlukan hadir di sebarang mesyuarat Lembaga
6.4 The Company Secretary shall be the Secretary of the
Jawatankuasa Audit.
Board Audit Committee.
6.4 Setiausaha Syarikat akan menjadi Setiausaha Lembaga
6.5 The meetings of the Board Audit Committee shall be
Jawatankuasa Audit.
normally attended by the Head of Internal Audit. The
Management of MAHB shall be represented by the 6.5 Mesyuarat Lembaga Jawatankuasa Audit biasanya dihadiri
Managing Director or his authorised representatives, oleh Ketua Audit Dalaman. Pengurusan MAHB akan
at the invitation of the Board Audit Committee and shall diwakili oleh Pengarah Urusan atau wakilnya, atas
excuse themselves when so directed by the Board Audit undangan Lembaga Jawatankuasa Audit dan perlu
Committee. meminta diri apabila diminta berbuat demikian oleh
Lembaga Jawatankuasa Audit.
6.6 The Committee may request other members of
management, Internal Auditors and External Auditors to 6.6 Jawatankuasa boleh meminta ahli lain daripada
participate in Board Audit Committee meetings, as pengurusan, juruaudit dalaman dan juruaudit luaran
necessary and when so invited and to carry out the untuk menyertai mesyuarat Jawatankuasa mengikut
Committees directives. keperluan dan apabila diundang, untuk menjalankan
arahan Jawatankuasa.
6.7 The minutes of the meetings shall be tabled at the MAHB
Board of Directors meetings. 6.7 Minit mesyuarat perlu dibentangkan di mesyuarat
tourist arrivals tourist arrivals
really?
will go up will go down
We dont believe in listening

Or waiting for rumours.
We react.
We are pro-active.
For you.
62
1. Dato Bashir Ahmad Abdul Majid

Managing Director
Pengarah Urusan
2. Datuk Kamaruddin Mohd. Ismail

Senior General Manager
Safety & Security Services
Pengurus Besar Kanan
Perkhidmatan Keselamatan & Kebombaan
3. Dato Abdul Hamid Mohd Ali

Senior General Manager Technical Services
Pengurus Besar Kanan Perkhidmatan Teknikal
4. Mahat Samah
Senior General Manager Operation Services
Pengurus Besar Kanan Perkhidmatan Operasi
5. Umar Bustamam
General Manager Corporate Services
Pengurus Besar Perkhidmatan Korporat
6. Suffian Baharuddin
General Manager Finance
Pengurus Besar Kewangan
7. Ahmad Zuber Abdul

General Manager Human Resource
Pengurus Besar Sumber Manusia
7 2 6 4 1 5 3
group
senior management
pengurusan kanan kumpulan
Azmi Murad 63
General Manager
Pengurus Besar
Malaysia Airports (Sepang) Sdn. Bhd.
Chan See Lan

General Manager Marketing
Pengurus Besar Pemasaran
Muhammad Arshad
Chief Executive Officer
Ketua Pegawai Eksekutif
Asia Pacific Auction Centre Sdn. Bhd.
Abdul Rahman Karim

General Manager
Pengurus Besar
Malaysia Airports Sdn. Bhd.
Ahmad Mustafa
General Manager
Pengurus Besar
Sepang International Circuit Sdn. Bhd.
Che Aziz Mohd Nor

Urusan Teknologi Wawasan Sdn. Bhd.
Suradini Abdul Ghani

General Manager
Pengurus Besar
Malaysia Airports Management &
Technical Services Sdn. Bhd.
Syed Ahmad Syed Salim

Malaysia Airports (Niaga) Sdn. Bhd.
Nasrein Fazal Sultan

Head, Internal Audit
Ketua, Audit Dalaman
Mohd. Nasir Ismail

General Manager
Pengurus Besar
MAB Agriculture-Horticulture Sdn. Bhd.
64 managements profile
profil pengurusan
Datuk Kamaruddin Mohd. Ismail Dato Abdul Hamid Mohd Ali Mahat Samah
Senior General Manager, Senior General Manager, Senior General Manager, Operation Services
Safety & Security Services, MAHB Technical Services, MAHB Pengurus Besar Kanan, Perkhidmatan Operasi
Pengurus Besar Kanan, Pengurus Besar Kanan,
Perkhidmatan Teknikal, MAHB Mahat Samah, aged 50, is the Senior
Perkhidmatan Keselamatan & General Manager of Operation Services
Kebombaan, MAHB Dato Abdul Hamid Mohd Ali is the MAHB. He graduated with a Bachelor of Umar Bustamam
Senior General Manager of Technical Engineering (Mechanical) from Universiti General Manager,
Datuk Kamaruddin Mohd. Ismail, Services, MAHB. Aged 48, Dato Abdul Teknologi Malaysia and a Master of Corporate Services, MAHB
aged 58, is currently the Senior Hamid holds a degree in Civil Engineering Science (Engineering) from the University
from University of Glasgow and a Pengurus Besar,
General Manager of Safety & of Edinburgh, United Kingdom. He began Perkhidmatan Korporat, MAHB
Masters of Science degree in Airport his career as Mechanical Engineer at the
Security Services MAHB, having Planning and Management from Department of Civil Aviation (DCA) in 1977 Umar Bustamam, aged 51, is the
held the post since 2001. Before Loughborough University of Technology, and was then Senior Mechanical Engineer General Manager of Corporate
joining MAHB, he had 34 years of United Kingdom. He has wide experience at MAHB and Subang Airport. His previous
experience serving the Royal in airport maintenance, airport planning, Services MAHB. He holds a
development and operations. His previous posts include Principal of DCA College
Malaysian Police at district, state Subang, Senior Manager (Human Resource, Bachelor of Science degree in
posts include Director of Airport Electronics Communications
and headquarters levels. His last Development Division at the Department Safety & Security) MAHB, Head of
post in the Royal Malaysian Police Engineering & Human Resource MAHB, Engineering from University of
of Civil Aviation (DCA), Head of
was as the Chief Police Officer for Engineering Division of Malaysia Airports General Manager Engineering/Operation/ Salford, United Kingdom. In his 26
the State of Johor. He holds a Sdn. Bhd., General Manager of Malaysia Business Development MAHB and General years working career, he had held
Airports Management & Technical Manager Technical & Quality Assurance several senior positions, which
Diploma in Public Administration, a
Services Sdn. Bhd. and General Manager Division, MAHB. He was also involved in include Director of Aeronautical
Degree in Business Administration the Operational Readiness of KLIA, Short
and a Masters Degree in Law of Malaysia Airports (Sepang) Sdn. Bhd. Communications with the
Term & Long Term Carparks project as
Enforcement Administration. Dato Abdul Hamid Mohd Ali, berusia 48 well as the Southern Common Amenities Department of Civil Aviation, Head
tahun, adalah Pengurus Besar Kanan Project at KLIA. He was the Chief of Total Airport Management
Datuk Kamaruddin Mohd. Ismail, Perkhidmatan Teknikal, MAHB. Beliau Executive Officer of Urusan Teknologi System (TAMS) of KLIA, General
berusia 58 tahun, adalah Pengurus berkelulusan Ijazah Kejuruteraan Awam dari Wawasan Sdn. Bhd. (UTW) before Manager of Malaysia Airports
Besar Kanan Perkhidmatan University of Glasgow dan Ijazah Sarjana attaining his current post.
Perancangan dan Pengurusan Lapangan (Technologies) Sdn. Bhd. and
Keselamatan & Kebombaan MAHB Terbang dari Loughborough University of Mahat Samah, berusia 50 tahun, adalah General Manager of Technical and
sejak tahun 2001. Sebelum Technology, United Kingdom. Beliau Pengurus Besar Kanan Perkhidmatan Quality Assurance MAHB.
menyertai MAHB, beliau berkhidmat berpengalaman luas dalam penyenggaraan, Operasi MAHB. Beliau mempunyai
dengan Polis DiRaja Malaysia di perancangan, pembangunan dan operasi kelulusan Ijazah Kejuruteraan (Mekanikal) Umar Bustamam, berusia 51 tahun,
peringkat daerah, negeri dan ibu lapangan terbang. Sebelum ini, beliau dari Universiti Teknologi Malaysia dan adalah Pengurus Besar
pejabat selama 34 tahun. Jawatan pernah memegang jawatan sebagai Ijazah Sarjana Sains (Kejuruteraan) dari Perkhidmatan Korporat MAHB.
Pengarah Bahagian Pembangunan Lapangan University of Edinburgh, United Kingdom. Beliau berkelulusan Ijazah Sarjana
terakhir yang beliau sandang adalah Terbang di Jabatan Penerbangan Awam Beliau memulakan kerjaya sebagai Jurutera Muda Kejuruteraan Komunikasi
sebagai Ketua Polis negeri Johor. (DCA), Ketua Bahagian Kejuruteraan Mekanikal di Jabatan Penerbangan Awam Elektronik dari University of Salford,
Beliau berkelulusan Diploma Malaysia Airport Sdn. Bhd., Pengurus Besar (DCA) pada tahun 1977 dan kemudian
Pentadbiran Awam, Ijazah Malaysia Airports Management & Technical United Kingdom. Sepanjang
dinaikkan pangkat sebagai Jurutera
Pentadbiran Perniagaan dan Ijazah Services Sdn. Bhd. dan Pengurus Besar Mekanikal Kanan MAHB dan Lapangan pengalaman kerjaya beliau selama
Sarjana Pentadbiran Penguatkuasaan Malaysia Airports (Sepang) Sdn. Bhd. Terbang Subang. Sebelum ini beliau 26 tahun, Umar Bustamam telah
Undang-undang. pernah memegang jawatan Pengetua Kolej memegang beberapa jawatan kanan
DCA Subang, Pengurus Kanan (Sumber termasuk Pengarah Komunikasi
Manusia, Keselamatan & Kebombaan) Aeronautikal di Jabatan
MAHB, Ketua Kejuruteraan & Sumber Penerbangan Awam, Ketua Total
Manusia MAHB, Pengurus Besar Airport Management System
Kejuruteraan/Operasi/Pembangunan (TAMS) di KLIA, Pengurus Besar
Perniagaan MAHB dan Pengurus Besar
Bahagian Jaminan Teknikal & Kualiti Malaysia Airports (Technologies)
MAHB. Beliau pernah terlibat di dalam Sdn. Bhd. dan Pengurus Besar
projek Operational Readiness of KLIA, Jaminan Teknikal dan Kualiti MAHB.
Short Term & Long Term Carparks serta
projek Southern Common Amenities di
KLIA. Beliau pernah menyandang jawatan
Ketua Pegawai Eksekutif Urusan Teknologi
Wawasan Sdn. Bhd. (UTW) sebelum
dilantik ke jawatan sekarang.
65
Ahmad Zuber Abdul Azmi Murad Chan See Lan

General Manager, General Manager / Pengurus Besar General Manager, Marketing, MAHB
Human Resource, MAHB Malaysia Airports (Sepang) Sdn. Bhd. Pengurus Besar, Pemasaran, MAHB
Pengurus Besar, Sumber Manusia, MAHB
Azmi Murad, aged 52, is the General Chan See Lan, aged 55, is the
Ahmad Zuber Abdul, aged 46, is the Manager of Malaysia Airports (Sepang) General Manager of Marketing,
General Manager, Human Resource, Sdn. Bhd. He started his career with the MAHB. He joined the Air Traffic
MAHB. He holds a Bachelor of Arts Department of Civil Aviation in 1970 as Control Service in 1968 and went
Suffian Baharuddin (Hons) from Universiti Sains Malaysia. an Air Traffic Controller. He was later on to obtain a Diploma in
General Manager, Finance, MAHB Prior to his present position, he had held appointed Airport Manager for Kota Marketing from the Chartered
Pengurus Besar, Kewangan, MAHB several senior managerial positions at Bharu, Alor Star, Kota Kinabalu, Penang Institute of Marketing, United
Suffian Baharuddin, aged 34, is the HICOM Berhad and Edaran Otomobil International Airport and KLIA. He was Kingdom in 1990. He has vast
General Manager of Finance, MAHB. Nasional Berhad (EON). He brings to the involved in the opening of KLIA in 1998 experience in airport planning, civil
He is a member of the Association Group 20 years of human resource as Head of Operations at MA (Sepang) aviation management and training,
of Chartered Certified Accountants management and development experience. Sdn. Bhd. Since then, he has acquired management and operations of
(United Kingdom) and holds a substantial experience in the management airports, commercial development
Ahmad Zuber Abdul, berusia 46 tahun, and operations of airports. He was also and the marketing of airports.
Bachelor of Science (Hons) degree adalah Pengurus Besar Sumber Manusia,
in accountancy from the University the General Manager of Sepang
MAHB. Beliau memegang Ijazah Sarjana International Circuit Sdn. Bhd. in 2000 Chan See Lan, berusia 55 tahun,
of East Anglia, United Kingdom. Muda Sastera (Kepujian) dari Universiti adalah Pengurus Besar Pemasaran,
He started his career in the before becoming the General Manager of
Sains Malaysia. Sebelum dilantik ke Corporate Communications and Air Traffic MAHB. Beliau mula berkhidmat
Corporate Finance Division of jawatan sekarang, beliau pernah dengan Perkhidmatan Kawalan
AmMerchant Bank Berhad in 1994. Services at MAHB in 2001.
memegang beberapa jawatan pengurusan Trafik Udara pada tahun 1968 dan
He joined Renong Berhad in 1996 kanan di HICOM Berhad dan Edaran Azmi Murad, berusia 52 tahun, adalah mendapat Diploma Pemasaran dari
and held various positions in the Otomobil Nasional Berhad (EON). Dengan Pengurus Besar Malaysia Airports Chartered Institute of Marketing,
company including the post of menyertai MAHB, beliau membawa (Sepang) Sdn. Bhd. Beliau mula United Kingdom pada tahun 1990.
Senior Manager (Finance) prior to bersama 20 tahun pengalaman dalam berkhidmat dengan Jabatan Penerbangan Beliau mempunyai pengalaman luas
joining MAHB in 1999. pengurusan dan pembangunan sumber Awam pada tahun 1970 sebagai Pengawal dalam perancangan lapangan
Suffian Baharuddin, berusia 34 manusia. Trafik Udara dan kemudian dinaikkan terbang, pengurusan dan latihan
tahun, adalah Pengurus Besar pangkat ke jawatan Pengurus Lapangan penerbangan awam, pengurusan
Kewangan, MAHB. Beliau Terbang dan ditugaskan ke Kota Bharu, dan operasi lapangan terbang serta
merupakan ahli Association of Alor Star, Kota Kinabalu, Lapangan pembangunan komersil dan
Chartered Certified Accountants Terbang Antarabangsa Pulau Pinang dan pemasaran lapangan terbang.
(United Kingdom) dan berkelulusan KLIA. Beliau terlibat semasa pembukaan
Ijazah Sarjana Muda Sains KLIA pada tahun 1998 sebagai Ketua
(Kepujian) Perakaunan dari Operasi di MA (Sepang) Sdn. Bhd. dan
University of East Anglia, United memperolehi pengalaman yang luas
Kingdom. Beliau memulakan kerjaya dalam pengurusan dan operasi lapangan
pada tahun 1994 di Bahagian terbang. Jawatan yang turut disandang
Kewangan Korporat AmMerchant sebelum menjadi Pengurus Besar
Bank Berhad. Sebelum menyertai Komunikasi Korporat dan Perkhidmatan
MAHB pada tahun 1999, beliau Trafik Udara di MAHB pada tahun 2001,
berkhidmat di Renong Berhad mulai adalah Pengurus Besar Sepang
tahun 1996 dengan memegang International Circuit Sdn. Bhd. pada tahun
pelbagai jawatan termasuk 2000.
Pengurus Kanan (Kewangan).
66 managements profile
profil pengurusan
Abdul Rahman Karim Syed Ahmad Syed Salim Mohd. Nasir Ismail
General Manager / Pengurus Besar Chief Executive Officer / General Manager / Pengurus Besar
Malaysia Airports Sdn. Bhd. Ketua Pegawai Eksekutif MAB Agriculture-Horticulture
Malaysia Airports (Niaga) Sdn. Bhd. Sdn. Bhd.
Suradini Abdul Ghani
Abdul Rahman Karim, aged 46, is General Manager / Pengurus Besar Mohd. Nasir Ismail, aged 48, is the
the General Manager of Malaysia Malaysia Airports Management & Syed Ahmad, aged 44, is the Chief General Manager of MAB Agriculture-
Airports Sdn. Bhd. He holds a Technical Services Sdn. Bhd. Executive Officer for Malaysia Airports Horticulture Sdn. Bhd. He holds a
Bachelor of Science in Electrical & (Niaga) Sdn. Bhd. or better known as Bachelor of Science in Engineering
Electronic Engineering from the Suradini Abdul Ghani, aged 43, is the ERAMAN Malaysia. He holds an MBA (Mechanical) from Plymouth
University of Leeds, United Kingdom. General Manager of Malaysia Airports from the University of Stirling, Scotland, Polytechnic, United Kingdom. Prior
Management & Technical Services Sdn. to joining the Group in 1998, he
He started his career in 1980 and Bhd. (MAMTS). She holds a Bachelor of United Kingdom. He started his career
had held several posts in various with Isetan, a well-known Japanese had held several positions at Sime
Science in Electrical & Electronics Darby Plantations including a senior
agencies prior to joining Department Engineering from the University of retailer in Singapore in 1980. In 1990, he
post with PT-Sime Indo Agro,
of Civil Aviation and Malaysia Nottingham, United Kingdom and a became a member of the project team based in Indonesia. He brings to
Airports. He has more than 20 years Postgraduate Diploma in Airport responsible for the construction and the Group 25 years of plantation
of experience in airport operation Engineering from Nanyang Technological development of Isetans maiden retail and agricultural experience.
which include facilities management, University, Singapore. Starting her career store in Malaysia. During this period, he
engineering and airport management. in the Public Works Department in 1983, also assumed responsibility for Isetan
she then joined the Engineering Division
Prior to the present post he has of Department of Civil Aviation and later Groups Duty Free outlets at the former
served as Chief Engineer and Malaysia Airports in 1992. She had held Subang International Airport. In 1995, he
Airport General Manager for Subang various positions in the Engineering assumed a senior management position
International Airport, Regional Division of the Group including Senior of a privatised Federal Government
General Manager for Sabah and Manager (Engineering) post at KLIA for establishment in Johor. He also headed
Sarawak and General Manager of five years. Her experience covers Malaysia Airlines Golden Boutique as Chief
Malaysia Airports (Sepang) Sdn. Bhd. Engineering Design & Supervision, Operating Officer prior to joining Malaysia
Operation & Maintenance of Airport Airports (Niaga) Sdn. Bhd. in 2002.
Abdul Rahman Karim, berusia 46 Facilities, Airport Planning, Design &
tahun, adalah Pengurus Besar Development, Contract Management and Syed Ahmad, berusia 44 tahun, adalah
Malaysia Airports Sdn. Bhd. Beliau Project Management. She is an Electrical Ketua Pegawai Eksekutif Malaysia Airports
Engineer by profession and brings to the
berkelulusan Ijazah Sarjana Muda Group 20 years of experience in (Niaga) Sdn. Bhd. atau lebih dikenali
Sains Kejuruteraan Elektrik & Engineering Management. sebagai ERAMAN Malaysia. Beliau
Elektronik dari University of Leeds, berkelulusan MBA dari University of
United Kingdom. Beliau memulakan Suradini Abdul Ghani, berusia 43 tahun, Stirling, Scotland, United Kingdom dan
kerjaya pada tahun 1980 dan telah adalah Pengurus Besar Malaysia Airports memulakan kerjaya pada tahun 1980 di
memegang beberapa jawatan dalam Management & Technical Services Sdn. Isetan, Singapura, sebuah syarikat jualan
Bhd. (MAMTS). Beliau memegang Ijazah
pelbagai agensi sebelum menyertai Sarjana Muda Sains (Elektrik & Elektronik) dari Jepun yang terkemuka. Pada tahun
Mohd. Nasir Ismail, berusia 48
Jabatan Penerbangan Awam dan dari University of Nottingham, UK. Beliau 1990, beliau menjadi ahli pasukan projek tahun, adalah Pengurus Besar MAB
Malaysia Airports. Pengalaman memulakan kerjaya pada tahun 1983 di yang bertanggungjawab membina dan Agriculture-Horticulture Sdn. Bhd.
beliau selama lebih 20 tahun dalam Jabatan Kerja Raya sebelum menyertai membangunkan gedung membeli-belah Beliau memegang Ijazah Sarjana
operasi lapangan terbang termasuk Bahagian Kejuruteraan, Jabatan Isetan pertama di Malaysia. Dalam tempoh Muda Kejuruteraan (Mekanikal) dari
pengurusan kemudahan, kejuruteraan Penerbangan Awam dan kemudian Malaysia tersebut, beliau turut bertanggungjawab Plymouth Polytechnic, United
dan pengurusan lapangan terbang. Airports pada tahun 1992. Beliau pernah ke atas cawangan-cawangan Bebas Cukai Kingdom. Sebelum menyertai
Sebelum memegang jawatan memegang beberapa jawatan dalam Kumpulan Isetan di Lapangan Terbang Kumpulan pada tahun 1998, beliau
Bahagian Kejuruteraan di dalam Kumpulan telah menyandang beberapa jawatan
Pengurus Besar Malaysia Airports termasuk Pengurus Kanan (Kejuruteraan) Antarabangsa Subang. Pada tahun 1995,
di Sime Darby Plantations termasuk
Sdn. Bhd., beliau telah berkhidmat di KLIA selama lima tahun. Beliau terlibat beliau menyandang jawatan pengurusan jawatan kanan dengan PT-Sime
sebagai Ketua Jurutera dan Pengurus di dalam bidang rekabentuk Kejuruteraan kanan di sebuah agensi Kerajaan Indo Agro yang berpusat di
Besar Lapangan Terbang bagi & Pengawasan, Operasi & Penyenggaraan Persekutuan yang telah diswastakan di Indonesia. Dengan pelantikannya di
Lapangan Terbang Antarabangsa Kemudahan Lapangan Terbang, Perancang, Johor. Beliau turut mengetuai Malaysia MAB Agriculture-Horticulture Sdn.
Subang, Pengurus Besar Wilayah Rekabentuk & Pembangunan Lapangan Airlines Golden Boutique sebagai Ketua Bhd., beliau membawa ke dalam
bagi Sabah dan Sarawak dan Terbang serta Pengurusan Kontrak dan Pegawai Operasi sebelum menyertai Kumpulan pengalaman selama 25
Pengurus Besar Malaysia Airports Projek. Beliau adalah seorang Jurutera Malaysia Airports (Niaga) Sdn. Bhd. pada tahun dalam bidang perladangan
Elektrik dan membawa kepada Kumpulan dan pertanian.
(Sepang) Sdn. Bhd. 20 tahun pengalaman di dalam tahun 2002.
Pengurusan Kejuruteraan.
67
Muhammad Arshad Nasrein Fazal Sultan

Chief Executive Officer / Head, Internal Audit, MAHB
Ketua Pegawai Eksekutif Ketua, Audit Dalaman, MAHB
Asia Pacific Auction Centre Sdn. Bhd.
Nasrein Fazal Sultan, aged 39 is the
Muhammad Arshad, aged 56, is the Head of Internal Audit MAHB. She
Chief Executive Officer of Asia holds a Bachelor of Accounting
Pacific Auction Centre Sdn. Bhd.
(APAC). He holds a Bachelor of (Hons) from Universiti Kebangsaan
Commerce & Administration Degree Malaysia. She is a Chartered
from Victoria University, Wellington, Accountant registered with the
New Zealand. Prior to joining the Malaysian Institute of Accountants
Group in 1998, he spent most of Ahmad Mustafa (MIA) and a Chartered Member of
his working life with Cold Storage the Institute of Internal Auditors
(Malaysia) Berhad. He had held the General Manager / Pengurus Besar
Sepang International Circuit Sdn. Bhd. Malaysia (IIA). She is also currently
position of General Manager (Legal a committee member of the
and Administration) cum Company
Secretary before moving to APAC. Ahmad Mustafa, aged 52, is an Electronic Academic Relations Committee
He brings to the Group over 25 years Engineer by profession. He holds a (ARC) of the IIA (Malaysia). She
of Sales & Marketing, Administrative Bachelor of Science in Electronics had held several Senior posts in
and Secretarial experience. Engineering from Northrop University, Che Aziz Mohd Nor Finance at SIRIM and was the
Los Angeles, California. He has served Chief Executive Officer / Finance Manager of a subsidiary of
Muhammad Arshad, berusia 56 tahun, Renong Group for 10 years and was also Ketua Pegawai Eksekutif the Sime Darby Group prior to
adalah Ketua Pegawai Eksekutif Asia Urusan Teknologi Wawasan Sdn. Bhd.
Pacific Auction Centre Sdn. Bhd. the Senior General Manager Engineering joining MAHB in 1998.
(APAC). Beliau berkelulusan Ijazah for TV3 before being appointed as the Che Aziz, aged 44, currently is the Chief
General Manager of Sepang International Nasrein Fazal Sultan, berusia 39
Sarjana Muda Perdagangan & Executive Officer of Urusan Teknologi
Pentadbiran dari Victoria University, Circuit Sdn. Bhd. in 2001. tahun, adalah Ketua Audit Dalaman
Wawasan Sdn. Bhd. He holds a Bachelor MAHB. Beliau memegang Ijazah
Wellington, New Zealand. Sebelum of Engineering (Electrical) Hons. from
menyertai Kumpulan pada tahun Ahmad Mustafa, berusia 52 tahun, Sarjana Muda Perakaunan (Kepujian)
Universiti Teknologi Malaysia and has vast
1998, beliau telah berkhidmat dengan mempunyai latar belakang kerjaya sebagai dari Universiti Kebangsaan Malaysia
experience in engineering, having served
Cold Storage (Malaysia) Berhad. Jurutera Elektronik. Beliau adalah lulusan dan merupakan Akauntan Bertauliah
Beliau pernah memegang jawatan the Public Works Department for almost
Northrop University, Los Angeles, 10 years before joining the Department of dengan Institut Akauntan Malaysia
Pengurus Besar (Perundangan dan California memegang Ijazah Sarjana Muda (MIA) serta ahli bertauliah dengan
Pentadbiran) merangkap Setiausaha Civil Aviation (DCA). He later held several
Sains Kejuruteraan Elektronik. Beliau telah senior posts at MAHB. He was the Institut Juruaudit Dalaman Malaysia
Syarikat sebelum menyertai APAC.
Beliau membawa ke dalam berkhidmat selama 10 tahun di Kumpulan General Manager of Malaysia Airports (IIA). Beliau buat masa kini adalah
Kumpulan pengalamannya selama Renong dan pernah menyandang jawatan Management & Technical Services Sdn. ahli Jawatankuasa Perhubungan
lebih 25 tahun dalam bidang Jualan sebagai Pengurus Besar Kejuruteraan Bhd. (MAMTS) before being appointed to Akademik bagi IIA (Malaysia).
& Pemasaran serta Pentadbiran & Kanan TV3 sebelum dilantik ke jawatan his current position. Beliau pernah menyandang
Kesetiausahaan. Pengurus Besar Sepang International beberapa jawatan Kanan dalam
Circuit Sdn. Bhd. pada tahun 2001. Che Aziz, berusia 44 tahun, adalah Ketua Bahagian Kewangan di Sirim dan
Pegawai Eksekutif Urusan Teknologi merupakan Pengurus Kewangan
Wawasan Sdn. Bhd. Beliau berkelulusan
sebuah syarikat subsidiari
Ijazah Sarjana Muda Kepujian
Kejuruteraan (Elektrik) dari Universiti Kumpulan Sime Darby sebelum
Teknologi Malaysia dan memperolehi menyertai MAHB pada tahun 1998.
pengalaman yang luas dalam bidang
kejuruteraan melalui perkhidmatan beliau
dengan Jabatan Kerja Raya selama
hampir 10 tahun sebelum menyertai
Jabatan Penerbangan Awam (DCA). Beliau
kemudian menyandang beberapa jawatan
kanan di MAHB sebelum dilantik sebagai
Pengurus Besar Malaysia Airports
Management & Technical Services Sdn.
Bhd. (MAMTS) dan kemudian ke jawatan
sekarang.
68 group 4-year summary
ringkasan 4 tahun kumpulan
Consolidated Income Statement Penyata Pendapatan Disatukan
Year Ended 31 December Tahun Berakhir 31 Disember
Amount in RM (Million) Jumlah Dalam RM (Juta) 2000 2001 2002 2003
Revenue Pendapatan 881.2 896.1 935.3 894.0
Profit Before Taxation Keuntungan Sebelum Cukai 203.8 256.9 221.8 151.6
Taxation Cukai (80.5) (78.8) (71.0) (66.9)
Profit After Taxation Keuntungan Selepas Cukai 123.3 178.1 150.8 84.7
Minority Interest Kepentingan Minoriti 3.5 1.9
Net Profit Attributable to Shareholders Keuntungan Bersih Yang Boleh

Diagihkan Kepada Para Pemegang Saham 126.8 180.0 150.8 84.7
Earnings Per Share (sen) Keuntungan Asas Sesaham (sen) 12 16 14 8
Consolidated Balance Sheet Kunci Kira-Kira Disatukan
As at 31 December Pada 31 Disember
Property, Plant and Equipment Hartanah, Loji dan Peralatan 1,960.3 2,279.1 2,519.9 2,696.6
Investments Pelaburan 194.9 140.7 124.0 123.6
Current Assets Aset Semasa 596.8 585.7 637.3 734.4
Current Liabilities Liabiliti Semasa (544.2) (479.6) (375.9) (352.7)
2,207.8 2,525.9 2,905.3 3,201.9
Share capital Modal Saham 1,100.0 1,100.0 1,100.0 1,100.0

Reserves Rizab 1,023.3 1,168.2 1,235.3 1,288.3
Shareholders Equity Ekuiti Pemegang Saham 2,123.3 2,268.2 2,335.3 2,388.3

Minority Interest Kepentingan Minoriti 33.6 28.3
Non Current Liabilities Liabiliti Tak Semasa 50.9 229.4 570.0 813.6
2,207.8 2,525.9 2,905.3 3,201.9
Net Tangible Assets Per Share (RM) Aset Ketara Bersih Sesaham (RM) 1.93 2.06 2.12 2.17
69
Revenue Pendapatan 881.2 896.1 935.3 894.0
Shareholders Equity Ekuiti Pemegang Saham 2,123.3 2,268.2 2,335.3 2,388.3
Shareholders Equity Ekuiti Pemegang Saham Revenue Pendapatan
2,500 100
2,388.3
935.3
2,335.3
2,268.2
896.1
894.0
881.2
2,123.3
2,000 80
(RM Million/Juta)
(RM Million/ Juta)
1,500 60
1,000 40
500 20
0 0
2000 2001 2002 2003 2000 2001 2002 2003
70 traffic movements summary
ringkasan pergerakan trafik
Passengers Penumpang Cargo Kargo

Aircraft Pesawat
35 1,000 500
34,138,751
34,013,942
32,904,419
32,363,969
872,436
000 (Metric Tonnes/ Tan Metrik)
29,474,181
415,280
412,508
28 800 400
817,559
394,887
775,144
386,341
381,413
703,310
(Million/ Juta)
658,233
21 600 300
000
14 400 200
7 200 100
0 0 0
99 00 01 02 03 99 00 01 02 03 99 00 01 02 03
airports operated by the Group 71
lapangan terbang yang dikendalikan oleh Kumpulan
LANGKAWI ALOR STAR

KOTA BHARU
PULAU PINANG KUALA TERENGGANU

Kudat
IPOH KOTA KINABALU
SANDAKAN
Pulau Pangkor
KUANTAN
LABUAN
LAHAD DATU
SUBANG Lawas
Limbang Semporna
KL INTERNATIONAL AIRPORT MIRI
Pulau Tioman Long Pasia TAWAU
MELAKA
Marudi Long Semado
Mulu
BINTULU Bakalalan
Long Seridan
Bario
Long Akah
Mukah Long Banga
Long Lellang
SIBU Belaga
Kapit
KUCHING
International Airports Domestic Airports Short Take-Off and Landing (STOL) Ports
Lapangan Terbang Antarabangsa Lapangan Terbang Domestik Padang Terbang
Responding to Market Demands
Memenuhi Kehendak Pasaran
penyata pengerusi
74 chairmans statement
penyata pengerusi
DEAR SHAREHOLDERS, PARA PEMEGANG SAHAM SEKALIAN,

It gives me great pleasure as the new Chairman of Malaysia Sebagai Pengerusi baru Malaysia Airports Holdings Berhad
Airports Holdings Berhad (MAHB) to present the Annual (MAHB), saya dengan sukacitanya ingin membentangkan
Report and Audited Financial Statements of the Group and Laporan Tahunan dan Penyata Kewangan Kumpulan dan
Company for the financial year ended 31 December 2003. Syarikat Yang Telah Diaudit bagi tahun kewangan berakhir
31 Disember 2003.
The year under review marked one of the most challenging
periods in MAHBs corporate history. The outbreak of the Tahun yang ditinjau merupakan salah satu tempoh paling
war in Iraq and more seriously, the Severe Acute mencabar dalam sejarah korporat MAHB. Peperangan yang
Respiratory Syndrome (SARS), dealt a severe blow to the meletus di Iraq dan Sindrom Pernafasan Akut Yang Teruk
regions tourism and airlines industries, which in turn (SARS) memberi tamparan hebat kepada industri
impacted adversely on MAHBs operations during the second pelancongan dan penerbangan rantau ini. Kesan ini
quarter of 2003. sebaliknya telah menjejaskan operasi MAHB sepanjang
tempoh suku kedua 2003.
In the face of adversity, I am pleased to announce that
MAHB was still able to turn in a commendable performance Di sebalik kesukaran ini, saya dengan sukacitanya ingin
on both the operational and financial fronts. Despite the mengumumkan bahawa MAHB masih mampu menampilkan
SARS setback, we were able to achieve overall passenger prestasi memberangsangkan dari segi operasi dan
growth of 0.4%. Passenger movements grew by 31.4% in kewangan. Walaupun terjejas akibat SARS, namun kita
the third quarter of 2003 compared to the second quarter berjaya mencatat pertumbuhan bilangan penumpang
and 6.7% in the fourth quarter. We also succeeded in keseluruhan sebanyak 0.4%. Pergerakan penumpang
attracting new airlines to the KL International Airport (KLIA), berkembang sebanyak 31.4% pada suku ketiga 2003
while old and familiar ones are making a welcome return. berbanding pada suku kedua dan 6.7% pada suku keempat.
Even as we were navigating through turbulent waters, we Kita juga berjaya menarik beberapa syarikat penerbangan
continued to maintain high standards of excellence baru ke Lapangan Terbang Antarabangsa KL (KLIA)
thoughout the MAHB system of airports. Our efforts have sementara syarikat penerbangan lama dan pernah singgah
not gone unrecognised and KLIA continued to be the ke lapangan terbang kita kini kembali semula ke KLIA.
recipient of numerous international awards and accolades. Walaupun kita mengharungi detik-detik yang mencabar,
namun kita terus mampu mengekalkan piawaian
Given the magnitude and range of challenges presented last kecemerlangan yang tinggi di seluruh sistem lapangan
year, it is no mean feat that MAHB has remained a terbang MAHB. Banyak usaha yang kita lakukan mendapat
profitable entity. Our financial performance, though pengiktirafan dan pada tahun ini, KLIA terus menjadi
commendable, could have been even better were it not for penerima anugerah dan kepujian di peringkat antarabangsa.
the various financial incentives given to airlines and retailers
affected by SARS. Profitability was also weighed down by Berdasarkan kesukaran dan pelbagai jenis cabaran yang kita
provision for bad debts. tempuhi pada tahun lepas, kemampuan MAHB mengekalkan
tahap keuntungan bukanlah suatu pencapaian yang kecil.
Prestasi kewangan kita walaupun memberangsangkan,
namun mungkin dapat mencapai tahap yang lebih baik lagi
sekiranya kita tidak memberi pelbagai insentif kewangan
kepada syarikat-syarikat penerbangan dan pengusaha
perniagaan yang terjejas akibat SARS. Keuntungan kita juga
disusutkan oleh peruntukan yang disediakan bagi hutang
lapuk.
75
OPERATING ENVIRONMENT PERSEKITARAN OPERASI

The past three years marked one of the most turbulent Tempoh operasi tiga tahun lepas merupakan salah satu
times in the global airline industrys 100-year history and jangka masa yang paling sukar dalam sejarah 100 tahun
this was exacerbated last year by the war in Iraq and the industri penerbangan global dan ini telah disukarkan lagi
outbreak of SARS. Preliminary figures released by the oleh perang di Iraq dan wabak SARS pada tahun lepas.
International Civil Aviation Organisation (ICAO) indicate that Angka peringkat awal yang dikeluarkan oleh International
international airline services declined by around 3% in 2003. Civil Aviation Organisation (ICAO) menunjukkan bahawa
The Asia Pacific region was the worst hit, with a 10% drop perkhidmatan penerbangan antarabangsa mengalami
in international services while passenger traffic fell by 6%. kemerosotan lebih kurang 3% pada tahun 2003. Rantau
Asia Pasifik pula mengalami kesan yang paling hebat
Like the rest of the region, Malaysia was not spared. Tourist dengan penyusutan perkhidmatan antarabangsa sebanyak
arrivals plummeted from one million recorded in January 10% dan kejatuhan trafik penumpang sebanyak 6%.
2003, to only 600,000 in April 2003. This was mirrored in
total international passenger movements at KLIA, which Malaysia, seperti negara-negara lain di rantau ini juga tidak
declined from 979,011 to 574,292 passengers over the terlepas daripada kesan tersebut. Ketibaan pelancong
same period. Domestic travel was similarly affected; menurun daripada 1 juta yang dicatat pada bulan Januari
plunging by 60% since the virus was first detected. The 2003 kepada hanya 600,000 pada bulan April 2003. Ini
Malaysian Government was quick to implement mitigating diikuti dengan kejatuhan pergerakan penumpang
measures to restore the economy on an even keel and antarabangsa di KLIA yang susut daripada 979,011 kepada
soften the blow to those businesses affected. The World 574,792 penumpang sepanjang tempoh yang sama.
Health Organisation working in unison with Government Perjalanan dalam negeri turut terjejas, merosot sebanyak
agencies, ICAO, International Air Transport Association 60% sejak virus tersebut mula dikesan. Kerajaan Malaysia
(IATA), Airport Council International (ACI), airlines and telah mengambil langkah yang pantas untuk melaksanakan
airports throughout the world brought the SARS crisis to a pelbagai usaha kawalan bagi mengembalikan ekonomi ke
reasonably speedy end. tahap yang lebih mantap dan meredakan kesan tersebut
yang telah menjejaskan perniagaan. Pertubuhan Kesihatan
Sedunia melalui permuafakatan erat dengan pelbagai agensi
kerajaan, ICAO, International Air Transport Association
(IATA), Airport Council International (ACI), syarikat
penerbangan dan lapangan terbang di seluruh dunia telah
menyelesaikan krisis SARS dalam tempoh yang agak pantas.
penyata pengerusi
FINANCIAL PERFORMANCE PRESTASI KEWANGAN

MAHB has proven its resilience to remain profitable for the MAHB telah membuktikan kemantapannya dalam mengekalkan
year under review ended 31 December 2003. As the SARS tahap keuntungan pada tahun berakhir 31 Disember 2003.
Semasa krisis SARS mula memberi kesan, Kerajaan telah
crisis began to take its toll, the Government announced a
mengumumkan pemberian diskaun sebanyak 50% bagi
50% discount on landing and parking fees for certain flights yuran pendaratan dan memakir pesawat kepada beberapa
operated by foreign airlines into KLIA for a period of one penerbangan tertentu yang dikendalikan oleh beberapa
year from 24 April 2003. The concession was expanded to syarikat penerbangan asing yang singgah di KLIA untuk
include a 50% discount on rental rates for duty-free shops tempoh satu tahun mulai 24 April 2003. Pemberian diskaun
50% ini juga telah diperluaskan pada kadar penyewaan bagi
and other outlets at airports operated by the Group from
kedai bebas cukai serta gedung lain yang beroperasi di
1 June to 31 December 2003. These incentives had to be lapangan terbang yang dikendalikan oleh Kumpulan mulai
borne by MAHB, cutting into profitability. The Groups 1 Jun hingga 31 Disember 2003. Pemberian insentif ini
bottomline was also affected by a proactive stance in terpaksa ditanggung oleh MAHB yang menyebabkan tahap
setting aside provisions amounting to approximately RM75.6 keuntungannya berkurangan. Asas kekuatan Kumpulan turut
million against long outstanding debts. terjejas akibat langkah proaktif yang diambil bagi
menyediakan peruntukan berjumlah hampir RM75.6 juta
daripada hutang yang telah lama tertunggak.
All this notwithstanding, Group revenue for the year was
recorded at RM894.0 million, which was 4% lower from Kumpulan mencatatkan hasil sebanyak RM894.0 juta, menurun
RM935.3 million recorded in the preceding financial year. 4% berbanding RM935.3 juta yang dicapai pada tahun
The Group registered a profit before tax (PBT) of RM151.6 kewangan sebelumnya. Kumpulan mencatatkan Keuntungan
Sebelum Cukai (KSC) sebanyak RM151.6 juta berbanding
million, against RM221.8 million posted in 2002.
RM221.8 juta yang dicapai pada tahun 2002.
Thanks to swift mitigating measures, airline traffic in the Hasil langkah kawalan segera yang diambil telah
Groups stable of airports began to stage an impressive membolehkan aliran trafik penerbangan di lapangan terbang
recovery as early as July 2003. This was measured in milik Kumpulan mula menampilkan pemulihan
terms of passenger traffic, aircraft and cargo movements, as memberangsangkan seawal bulan Julai 2003. Kesannya
boleh dilihat dari segi trafik penumpang, pergerakan pesawat
well as additional frequencies contributed by existing and
dan kargo serta pertambahan kekerapan perkhidmatan yang
new carriers. With the recovery in passenger movements, dibuat oleh syarikat penerbangan sedia ada dan syarikat
airport services were still the major contributor, accounting penerbangan yang baru. Pemulihan pergerakan penumpang
for 62% or RM555.4 million of the Groups revenue. More telah menyebabkan perkhidmatan lapangan terbang kekal
than 50% of total revenue was generated by KLIA alone. sebagai penyumbang utama iaitu sebanyak 62% atau
RM555.4 juta kepada hasil Kumpulan. KLIA sahaja telah
The commendable performance of the airport services
menjana lebih 50% daripada jumlah hasil. Prestasi
sectors bears testimony to a great deal of hard work that memberangsangkan daripada sektor perkhidmatan lapangan
has come to fruition. terbang ini jelas membuktikan bahawa usaha tekun yang
dilaksanakan telah menghasilkan pulangan.
MAHBs retail operations are vested in Malaysia Airports
(Niaga) Sdn. Bhd., better known as ERAMAN. The Groups Operasi runcit MAHB diletakkan di bawah Malaysia Airports
(Niaga) Sdn. Bhd., atau lebih dikenali sebagai ERAMAN.
retail subsidiary derives revenue from its duty-free and non-
Syarikat subsidiari runcit milik Kumpulan ini memperolehi
duty free shops as well as food and beverage outlets at hasil daripada kedai-kedai bebas cukai dan bukan bebas
airports operated by MAHB. An aggressive marketing and cukai miliknya serta kedai makanan dan minuman di
promotional blitz throughout the year all contributed to a beberapa lapangan terbang yang dikendalikan oleh MAHB.
better performance in 2003. Retail revenue rose 9% to Kempen pemasaran dan promosi yang dijalankan secara
agresif sepanjang tahun telah menyumbang kepada
RM173.9 million from RM160.1 million posted in 2002.
pencapaian prestasi lebih baik pada tahun 2003. Hasil runcit
meningkat sebanyak 9% kepada RM173.9 juta berbanding
RM160.1 juta yang dicapai pada tahun 2002.
77
CORPORATE DEVELOPMENTS PERKEMBANGAN KORPORAT

MAHB operates in a very challenging environment with MAHB beroperasi dalam persekitaran amat mencabar yang
demands placed on the organisation from various quarters. menyaksikan permintaan diterima daripada pelbagai pihak.
As custodian of the nations airport system, we are Sebagai pengendali sistem lapangan terbang negara, kita
answerable to the Government and the people. In competing bertanggungjawab kepada Kerajaan dan rakyat. Dalam usaha
bersaing untuk menjadi pusat penerbangan serantau, kita
to be a regional aviation hub, we need to be responsive to
perlu bertindak balas kepada pelbagai keperluan dan
the needs and demands of airlines. Todays customers are
permintaan syarikat-syarikat penerbangan. Pelanggan masa
also more unrelenting in their demands for efficient, safe
kini juga lebih bijak mengendalikan permintaan mereka bagi
and a pleasant airport experience. The recent SARS scare mendapatkan perkhidmatan lapangan terbang yang lebih
and the heightened fears of global terrorism have placed all cekap, selamat dan mesra. Kejadian SARS baru-baru ini
airports on the alert. We are also accountable to our serta kebimbangan terhadap keganasan peringkat global
shareholders who expect growing returns on their yang semakin memuncak telah menyebabkan semua
investments and increasing shareholder value. lapangan terbang lebih berwaspada. Kita juga
bertanggungjawab kepada para pemegang saham yang
In responding to these demands, one of the most important berharap mendapatkan pulangan bertambah baik daripada
measures we have taken was to restructure the organisation pelaburan mereka serta peningkatan nilai pemegang saham.
of MAHB. The new structure will serve as the platform
Ke arah memenuhi kehendak pasaran ini, salah satu langkah
towards more efficient operations. More streamlined and
paling penting yang telah kita laksanakan adalah penyusunan
intensely focused on the Groups core activity of managing
semula organisasi MAHB. Struktur baru ini akan menjadi
and operating airports, the new structure also enables
satu landasan ke arah operasi yang lebih cekap. Struktur
MAHB to work closely with the airlines and business baru yang lebih lancar dan lebih fokus kepada aktiviti teras
partners to improve services and facilities at all airports and mengurus dan mengendali lapangan terbang Kumpulan ini
in particular, KLIA. juga akan membolehkan MAHB bekerjasama erat dengan
syarikat-syarikat penerbangan dan rakan-rakan dalam
We began the restructuring exercise with a holistic and perniagaan untuk mempertingkatkan tahap perkhidmatan
comprehensive evaluation of the Groups businesses from dan kemudahan di semua lapangan terbangnya, khususnya
the perspective of our own strengths and weaknesses, di KLIA.
industry dynamics and what MAHB can do to best serve
the nations interest as well as enhance shareholder value. Kita telah memulakan langkah penyusunan semula ini
dengan penilaian secara menyeluruh terhadap perniagaan
Thus, processes and systems were upgraded, and where
Kumpulan mengikut perspektif keteguhan dan kelemahan
necessary, re-engineered to ensure greater effectiveness and
kita, dinamik industri serta cara bagaimana MAHB boleh
efficiency or replaced with new models that deliver results.
berkhidmat dengan baik untuk memenuhi kepentingan
negara sambil mempertingkatkan nilai pemegang saham.
Justeru, proses dan sistem telah dinaiktaraf dan apabila
perlu, disusun semula bagi mendapatkan tahap
keberkesanan dan kecekapan yang lebih tinggi atau
digantikan dengan model baru yang menunjukkan kesan.
78
We also took a critical look at structures and reporting Kita juga telah meneliti beberapa struktur, dengan
lines, fine-tuning them for greater accountability and ensure memperbaikinya bagi mencapai tahap akauntabiliti yang lebih
that everyone is focussed on achieving corporate goals. tinggi dan memastikan supaya setiap pihak fokus dalam
Under the new structure, there are five core divisions usaha untuk mencapai matlamat korporat. Di bawah struktur
namely, Operations, Technical, Finance, Commercial and baru ini, lima bahagian utama telah ditubuhkan; iaitu
Operasi, Teknikal, Kewangan, Perkhidmatan Komersil dan
Corporate Services, that report directly to the Managing
Perkhidmatan Korporat yang melapor secara terus kepada
Director of MAHB. The newly formed Technical Services
Pengarah Urusan MAHB. Bahagian Perkhidmatan Teknikal
Division will oversee the development of airports as well as
akan mengawasi perkembangan di lapangan terbang serta
maintenance policies and procedures. In line with the new meneliti dasar dan prosedur penyenggaraan. Selaras dengan
emphasis on increasing commercial revenue, the penekanan baru yang diberi untuk mempertingkatkan tahap
Commercial Services Division has been established. komersil yang lebih tinggi, Bahagian Perkhidmatan Komersil
telah ditubuhkan.
I am confident that the new structure will energise the
MAHB Group with a new competitive vigour to meet the Saya yakin bahawa struktur baru ini akan memberi tenaga
demands of the 21st Century. Already we are beginning to baru untuk menjana semangat yang lebih berdaya saing
see tangible results. With clearer reporting lines and untuk memenuhi pelbagai permintaan dalam Abad ke-21.
accountability, staff can focus on the common corporate Kini kita mula dapat melihat kesannya dengan ketara.
Dengan peringkat penyampaian laporan dan akauntabiliti
goals and what needs to be done to achieve them, and this
yang lebih jelas, kakitangan boleh fokus kepada matlamat
has translated into greater effectiveness and efficiency. The
korporat yang dikongsi bersama serta memikirkan apa yang
new set-up also facilitates the career pathing and
perlu dilakukan bagi mencapainya. Ini boleh ditafsir sebagai
succession planning processes, particularly for mission pencapaian tahap keberkesanan dan kecekapan yang tinggi.
critical positions. Integral to the change process taking Struktur baru ini juga mempermudahkan laluan pembinaan
place, emphasis has been placed on competency-based kerjaya serta proses perancangan penggantian, terutamanya
programmes as part of the human resource development bagi misi mencapai jawatan yang lebih tinggi. Penekanan
calendar. These programmes were designed to help MAHB telah diberi terhadap program berasaskan kecekapan sebagai
evolve towards becoming a world-class entity with a sebahagian daripada program pembangunan sumber
superior work culture. manusia, yang menjadi tonggak proses perubahan ini.
Program-program ini dirangka untuk membantu MAHB
Among other corporate developments, Sultan Ismail Airport bertukar menjadi sebuah entiti bertaraf dunia dengan budaya
kerja cemerlang.
(Senai Airport) in Johor was disposed to Senai Airport
Terminal Services Sdn. Bhd. for RM80 million in 2003.
Antara perkembangan korporat yang lain termasuk
Meanwhile, negotiations on the proposed disposal of the
pelupusan Lapangan Terbang Sultan Ismail (Lapangan
Sepang F1 Circuit and Sepang International Circuit Sdn. Terbang Senai), Johor kepada Senai Airport Terminal
Bhd. to the Government of Malaysia are on-going. Services Sdn. Bhd. dengan harga RM80 juta dalam tahun
2003. Sementara itu, rundingan berhubung cadangan
penjualan Litar F1 Sepang dan Sepang International Circuit
Sdn. Bhd. kepada Kerajaan Malaysia masih diteruskan.
79
OPERATIONAL HIGHLIGHTS MAKLUMAT OPERASI

Without question, one of the greatest achievements on the Salah satu daripada pencapaian terbesar dari segi operasi,
operational front was that, in the face of unprecedented walaupun berhadapan dengan keadaan yang amat sukar,
challenges, the MAHB system of airports was still able to sistem lapangan terbang MAHB masih mampu mencatatkan
record a 0.4% growth in total passenger traffic. KLIA pertumbuhan 0.4% dalam trafik penumpang. KLIA mencapai
pertumbuhan 6.4% berbanding lapangan terbang lain di
achieved a growth of 6.4%, compared to other international
rantau ini. Statistik ini membuktikan tahap kegigihan dan
airports in the region. These statistics bear testimony to a
usaha tekun seluruh Kumpulan untuk mengekalkan
great deal of hard work and concerted efforts across the
pertumbuhan penumpang.
Group to sustain passenger growth.
MAHB berpegang kepada pendekatan mengutamakan
MAHB adopts a customer-centric approach in fostering pengguna untuk memupuk hubungan baik dengan syarikat-
business relationships with the airlines. By being responsive syarikat penerbangan. Kita mampu meminimumkan
and sensitive to the plight of airlines, we were able to pembatalan penerbangan atau syarikat penerbangan yang
minimise cancellation of flights or airlines missing out on sama sekali enggan singgah di lapangan terbang di Malaysia
Malaysian airports altogether. Our operating philosophy is to dengan mengamalkan sikap responsif dan sensitif terhadap
assist in whatever way we can to make all airlines operating masalah yang dihadapi oleh syarikat-syarikat penerbangan.
in Malaysia feel comfortable in terms of service and cost Falsafah operasi kita adalah berusaha menghulur bantuan
dalam apa jua cara yang termampu untuk membuatkan
efficiency. This is evidenced, for instance, by the KLIA
semua syarikat penerbangan yang beroperasi di Malaysia
Incentive programme that offers free landing and parking
berasa selesa dari segi perkhidmatan dan kos. Ini jelas
charges to qualifying airlines. With the SARS outbreak,
terbukti, melalui program Insentif KLIA yang menawarkan
MAHB was cited for its sensitive airport marketing and was pendaratan percuma dan caj memakir pesawat kepada
awarded with a special Airport Marketing award at the 9th syarikat penerbangan yang layak. Ketika kebimbangan
World Route Development Forum. When AirAsia Sdn. Bhd. terhadap wabak SARS berleluasa, MAHB telah diberi
(AirAsia), the low-cost no frills airline began operating in penghargaan atas usaha pemasaran lapangan terbangnya
KLIA in July 2002, we accommodated its request to cater yang sensitif dan telah diberikan anugerah Pemasaran
for its special needs in turn benefiting both parties. Since Lapangan Terbang di 9th World Route Development Forum.
AirAsia started operations, there has been a marked Apabila AirAsia Sdn. Bhd. (AirAsia), syarikat penerbangan
increase in the number of domestic air travellers. kos rendah memulakan operasi di KLIA pada bulan Julai
2002, kami memenuhi permintaan untuk memberi
kemudahan kepada keperluan khususnya yang telah
At the same time, we persevered in our efforts to woo
memanfaatkan kedua-dua belah pihak. Sejak AirAsia
international airlines to hub at KLIA. During the year, MAHB
memulakan operasi, peningkatan yang ketara telah dialami
has made or renewed business ties with more than 30
dalam bilangan penumpang domestik.
airlines through visits as well as participation at various
forums and conferences. Our efforts have paid off, having Pada masa yang sama, kita tetap meneruskan usaha kita
attracted no less than six new airlines to date to land at untuk menarik minat syarikat penerbangan antarabangsa
KLIA, with Lufthansa German Airlines being the most recent untuk menggunakan KLIA. Pada tahun ini, MAHB telah
addition to the list. menjalinkan atau memperbaharui hubungan perniagaan
dengan lebih daripada 30 syarikat penerbangan melalui
lawatan serta penyertaan dalam pelbagai forum dan
persidangan. Usaha tersebut telah membuahkan hasil apabila
sehingga kini berjaya menarik minat tidak kurang daripada
enam syarikat penerbangan untuk mendarat di KLIA, dengan
Lufthansa German Airlines menjadi pelanggan terbaru dalam
senarai kita.
81
In a continual effort to promote KLIA as the preferred Dalam usaha berterusan untuk mempromosi KLIA sebagai
aviation hub and shopping destination, MAHB embarked on hab penerbangan dan destinasi membeli-belah pilihan,
an aggressive campaign to showcase the best of KLIA. MAHB telah melaksanakan kempen agresif untuk
Apart from participation at major aviation and travel-related menampilkan ciri-ciri terbaik KLIA. Selain daripada menyertai
forums, conferences and exhibitions, MAHB also organised forum, persidangan dan pameran penerbangan utama dan
yang berkaitan pelancongan, MAHB juga telah menganjur
and hosted the first New Route Asia Forum in October
dan menjadi tuan rumah forum New Route Asia yang
2003. In our objective to increase non-aeronautical revenue,
pertama pada bulan Oktober 2003. Di dalam matlamat untuk
MAHBs strategy is to offer an optimal mix of quality airport
menambah hasil bukan aeronautikal, MAHB telah merangka
shopping and food and beverage outlets. Four new outlets strategi campuran gedung membeli belah, kedai makanan
dealing with luxury branded items opened in 2003, dan minuman yang berkualiti di lapangan terbang ini. Empat
enhancing the wing of the Satellite Building known as the kedai baru yang menawarkan barangan berjenama mewah
High Fashion Street. To increase average spending per telah dibuka pada tahun 2003 bagi mempertingkatkan sayap
passenger at KLIA, a series of promotional and shopping Bangunan Satelit yang dikenali sebagai High Fashion Street.
campaigns were organised throughout the year. Lucky Bagi meningkatkan perbelanjaan purata setiap penumpang di
shoppers also walked away with attractive prizes. KLIA has KLIA, satu siri kempen promosi dan membeli-belah telah
fast gained a reputation as the Happening place. This was dianjurkan sepanjang tahun ini. Para pembeli yang bertuah
reinforced during the year by a number of events such as telah memenangi pelbagai hadiah menarik. KLIA semakin
dikenali sebagai tempat yang meriah. Usaha ini
an exhibition showcasing the creative talents of Lat,
dipertingkatkan melalui penganjuran beberapa acara seperti
Malaysias favourite cartoonist, traditional Malay musical
pameran yang menampilkan bakat kreatif Lat, seorang
performances during the month of Ramadhan and cultural
kartunis terkenal Malaysia, persembahan muzik Melayu
performances for Colours of Malaysia 2003. tradisional sepanjang bulan Ramadhan dan persembahan
kebudayaan bagi acara Citrawarna 2003.
KLIA has been the recipient of numerous coveted awards
and accolades ever since it was commissioned in 1998. In KLIA telah menjadi penerima beberapa anugerah dan
the IATA Global Airport Monitor ranking, KLIA was ranked kepujian terkemuka sejak ia dibuka pada tahun 1998. Dalam
5th Best Airport in the world. Admittedly, it is gratifying to penarafan IATA Global Airport Monitor, KLIA telah diberi
be acknowledged by world-renowned organisations for our penarafan sebagai Lapangan Terbang ke-5 Terbaik di dunia.
efforts. But in giving off our best, this is what the various Hakikatnya, pengiktirafan daripada badan-badan yang
parties we serve have come to expect of us, and deserve. terkemuka di seluruh dunia itu memang membanggakan
kita. Namun usaha yang kita lakukan dalam memberi
It is a continual journey to excellence. To help us along this
perkhidmatan terbaik kepada pelbagai pihak yang juga
journey, MAHB is aiming for group-wide certification to the
merupakan pelanggan kita, sepertimana yang mereka
internationally recognised ISO quality management system
harapkan, memang wajar. Ia merupakan usaha berterusan
by the year 2005. So far, we are on track with six divisions kita menuju kecemerlangan. Bagi membantu kita mencapai
and operating units providing core services within MAHB matlamat ini, MAHB bertekad untuk mendapatkan
accredited to ISO 9001:2000. pengiktirafan sistem pengurusan kualiti ISO peringkat
antarabangsa menjelang tahun 2005. Setakat ini, kita sudah
berada di landasan yang tepat untuk menuju ke matlamat
itu kerana enam bahagian dan unit operasi yang
menyediakan pelbagai perkhidmatan utama dalam MAHB
sudahpun diberikan akreditasi ISO 9001:2000.
penyata pengerusi
While striving for operational excellence, MAHB is Sambil berusaha mempertingkatkan kecemerlangan operasi,
committed towards environmental and social sustainability. MAHB komited untuk mencapai matlamat kemampanan alam
In recognition of KLIAs efforts in this area, it earned the sekitar dan sosial. Sebagai pengiktirafan terhadap usaha dalam
distinction of becoming the first international airport in the bidang ini, KLIA telah menyerlahkan kecemerlangannya
Asia Pacific region to be certified by Green Globe 21 kerana berjaya muncul sebagai lapangan terbang
antarabangsa pertama di rantau Asia Pasifik yang diberi
(GG21). The certification was awarded as an endorsement
pengiktirafan oleh Green Globe 21 (GG21). Pengiktirafan ini
of KLIAs efforts to identify, control and improve the
diberikan sebagai pengesahan terhadap usaha KLIA untuk
environmental and social impacts of its operations.
mengenalpasti, mengawal dan memperbaiki kesan alam
sekitar dan sosial dalam operasinya.
MAHBs stance on safety is simply that there can be no
compromise on safety standards. We have worked very MAHB berpendirian bahawa piawaian keselamatan tidak
hard to maintain an excellent safety record. Safety is every boleh diambil mudah. Justeru, kita berusaha gigih untuk
employees responsibility and is a pre-requisite in the mengekalkan rekod keselamatan yang cemerlang.
training programme for all levels of staff. Employees also Keselamatan merupakan tanggungjawab setiap kakitangan
participate with other relevant agencies in annual safety dan ia menjadi syarat wajib dalam program latihan yang
drills and simulation exercises to ensure a state of diberikan kepada semua peringkat kakitangan. Mereka turut
preparedness to cope with an emergency situation. All mengambil bahagian dalam latihan kawad keselamatan dan
simulasi tahunan yang dianjurkan bersama beberapa agensi
airports carried out two such exercises during the year, one
berkaitan bagi memastikan tahap persediaan menghadapi
simulating an aircraft crash and the other involving a fire
situasi kecemasan. Semua lapangan terbang telah
evacuation drill. These simulation exercises are in
mengendalikan kedua-dua latihan tersebut pada tahun ini,
compliance with the security and aerodrome requirements of satu latihan simulasi kemalangan pesawat dan satu lagi
the ICAO. The ICAO and the Department of Civil Aviation yang melibatkan latihan pengosongan semasa kebakaran.
also conduct regular audits to ensure conformity to national Semua latihan simulasi ini menepati keperluan keselamatan
and international standards of safety and security. In the dan aerodrom seperti yang ditetapkan oleh ICAO. ICAO dan
wake of the 11 September (9/11) 2001 attack on America Jabatan Penerbangan Awam kerap mengendalikan audit bagi
and the Bali bombing, MAHB has enhanced security memastikan pematuhan kepada piawaian keselamatan dan
measures at all its airports, working closely with the sekuriti kebangsaan dan antarabangsa. Peristiwa serangan
relevant authorities. 11 September (9/11) 2001 ke atas Amerika Syarikat dan
pengeboman di Bali telah mendorong MAHB untuk
mempertingkatkan langkah keselamatan di semua lapangan
The past year has been one of transition. However, let me
terbangnya melalui kerjasama erat yang dijalin dengan
assure you that the changes made are pro-active action to
pihak-pihak berkuasa berkaitan.
this situation. Ongoing changes are being carried out to
improve airport efficiency as some of the infrastructure have Tahun lepas merupakan satu tahun peralihan. Namun, saya
reached maturity and will soon become obsolete. One ingin memberi jaminan bahawa semua perubahan yang
critical area is the baggage handling system at KLIA. MAHB dilakukan adalah tindakan proaktif kepada situasi ini.
is working very closely with the Government to improve the Perubahan yang berlaku ini dilaksanakan untuk
baggage delivery time. Generally, there will be continual mempertingkatkan kecekapan kerana sesetengah infrastruktur
upgrading of facilities, introduction of new facilities and kita perlu diperbaharui supaya sentiasa memenuhi keperluan
activities to make KLIA more efficient, reliable and semasa. Bidang yang paling kritikal ialah sistem
customer-friendly. pengendalian bagasi di KLIA. MAHB sedang bekerjasama
dengan Kerajaan untuk memendekkan masa ketibaan bagasi.
Secara umum, kerja menaiktaraf kemudahan akan dilakukan
secara berterusan, kemudahan dan aktiviti baru akan
diperkenalkan untuk menjadikan KLIA lebih cekap,
berwibawa dan mesra pelanggan.
83
MAHB continued to make headway in its overseas MAHB terus mencatatkan kemajuan besar dalam operasi luar
operations. The Group is providing airport management negaranya. Kumpulan menyediakan perkhidmatan
services to the concessionaire of the Phnom Penh and Siem pengurusan kepada pemegang konsesi lapangan terbang
Reap airports in Cambodia. During the year, MAHB seized Phnom Penh dan Siem Reap di Kemboja. Pada tahun ini,
an opportunity to move further down the path to be an MAHB telah merebut peluang untuk mempertingkatkan
kedudukannya sebagai peneraju antarabangsa dalam
international player in the business of managing and
perniagaan mengurus dan mengendalikan lapangan terbang.
operating airports. On the strength of its track record,
Berdasarkan keteguhan rekod pencapaiannya, MAHB telah
MAHB has won a bid to be involved in the development
mendapat bida untuk terlibat dalam pembangunan dan
and operation of a new international airport at Hyderabad, pengendalian lapangan terbang baru di Hyderabad, India.
India.
RISK MANAGEMENT PENGURUSAN RISIKO

The business landscape in the 21st Century has changed Lanskap perniagaan pada Abad ke 21 telah berubah secara
dramatically, particularly in the aftermath of 9/11. Global mendadak, terutamanya selepas peristiwa 9/11. Perniagaan
businesses are taking a new look at risks in a proactive global kini menangani risiko secara proaktif berbanding
manner rather than having to deal with its consequences. bertindak hanya selepas berlaku sesuatu. Sejak dahulu lagi
MAHB has long recognised risk management as a vital MAHB telah menyedari tentang keperluan pengurusan risiko
professional tool and has applied its principles in the key sebagai alat profesional yang penting dan telah
areas of safety and security. In line with the listing mempraktikkan prinsip-prinsipnya ke dalam beberapa bidang
requirements of Malaysia Securities Exchange Berhad keselamatan dan sekuriti utama. Selaras dengan keperluan
(MSEB), a formal groupwide risk management strategy has Malaysia Securities Exchange Berhad (MSEB), satu strategi
now been developed and integrated with other commercial pengurusan risiko seluruh kumpulan yang dirangka secara
and business risks. formal kini telah dibina dan disepadukan dengan risiko-risiko
komersil dan perniagaan yang lain.
The risk management strategy includes elements such as
policies and standards; responsibilities and accountability; Strategi pengurusan risiko meliputi elemen-elemen seperti
reporting format in communicating risks; formal schedule dasar dan piawaian; tanggungjawab dan akauntabiliti; format
on risk issues at Board meetings and a format report on laporan semasa menghebahkan risiko; jadual formal
performance, with remedial action taken where necessary. mengenai isu risiko di mesyuarat Lembaga Pengarah dan
format laporan mengenai prestasi, dan ini melibatkan
Underscoring the importance of risk management in the pengenalan tindakan pembetulan apabila diperlukan.
Group, it comes under the purview of the Managing
Director who will routinely assess the effectiveness of the Memandangkan pengurusan risiko amat penting kepada
risk management system. Kumpulan, ia telah diletakkan di bawah penyeliaan Pengarah
Urusan yang secara rutin akan menilai keberkesanan sistem
pengurusan risiko.
84
TINJAUAN & PROSPEK MASA DEPAN

Bukti empirikal menandakan wujud korelasi positif antara
pengembangan ekonomi dengan pertumbuhan trafik
penerbangan. Ekonomi dunia dijangka akan mencatatkan
pertumbuhan lebih tinggi sebanyak 4.1% pada tahun 2004,
di mana ekonomi Amerika Syarikat, Jepun dan Eropah
menunjukkan tanda-tanda pertumbuhan positif yang
OUTLOOK & PROSPECTS mampan. Ekonomi Malaysia yang disokong oleh keteguhan
Empirical evidence points to a positive correlation between
permintaan dalam negeri dijangka akan mencapai
economic expansion and airline traffic growth. The global
pertumbuhan keluaran dalam negara kasar yang lebih kukuh
economy is expected to post a higher growth of 4.1% in
iaitu antara 6.0%-6.5% pada tahun 2004. ICAO dan IATA
2004, with the US, Japan and Euro zone economies
meramalkan peningkatan trafik penumpang global berjadual.
showing signs of sustained positive growth. Underpinned by
Pertumbuhan di rantau Asia Pasifik diunjur sebanyak
stronger domestic demand, the Malaysian economy is
4.9%-6.0%.
expected to achieve a stronger gross domestic product
growth of 6.0%-6.5% for 2004. Both ICAO and IATA have
Berlatarkan senario ini, kita mempunyai keyakinan berhati-
forecasted an increase in scheduled global passenger traffic.
hati terhadap tahun kewangan akan datang. Dari segi
For the Asia Pacific region, growth is projected at 4.9%-6.0%.
operasi, tahun 2004 sudah pun menunjukkan tanda-tanda
yang memberangsangkan, walaupun keadaan mencabar.
Against this scenario, we are cautiously optimistic about the
Sebagai langkah ke hadapan, cabaran yang akan dihadapi ini
coming financial year. Operationally, the year 2004 is already
adalah keperluan untuk menambah aliran penumpang dan
shaping up to be a promising, albeit challenging one.
selepas matlamat ini tercapai, pencapaian matlamat lain
Moving ahead, the challenge will be the need to increase
akan menyusul. Jika tidak berlaku keadaan di luar jangkaan,
passenger flows, and after that, the rest would follow.
KLIA akan kekal di landasan yang tepat untuk mencapai
Barring any unforeseen hiccups, KLIA remains on track to
sasaran 18.5 juta dari segi trafik penumpang pada tahun
achieve the 18.5 million target in terms of passenger traffic
depan. Usaha menarik penerbangan jarak jauh, terutamanya
within the coming year. We are already in talks with
syarikat penerbangan besar supaya singgah di Malaysia,
potential new airlines and the prospects look promising.
merupakan satu cabaran yang amat besar. Kita sudah
The recent resumption of flights to KLIA by Lufthansa
mengadakan rundingan dengan beberapa syarikat
German Airlines, one of Europes largest passenger airlines,
penerbangan baru dan prospeknya adalah cerah. Kehadiran
after an absence of almost five years is a major coup for
semula penerbangan Lufthansa German Airlines, salah
us. Although getting major carriers to Malaysia remains a
sebuah syarikat penerbangan penumpang terbesar di Eropah
priority, MAHB is not overlooking low-cost carriers (LCC).
ke KLIA baru-baru ini selepas ketiadaannya selama hampir
They are expected to mushroom all over Asia, inspired by
lima tahun merupakan satu kejayaan besar bagi kita.
the success of AirAsia, which is already going regional.
Walaupun usaha mendapatkan beberapa syarikat
penerbangan utama kekal sebagai keutamaan, MAHB juga
tidak mengabaikan kehadiran syarikat penerbangan kos
rendah (LCC). LCC dijangka akan berkembang di seluruh
Asia, didorong oleh kejayaan AirAsia menembusi pasaran
serantau.
85
On the financial front, the Group expects the various Dari segi kewangan, Kumpulan menjangka pelbagai sektor
business sectors to significantly contribute to consolidated perniagaan akan menyumbang dengan ketara kepada
financial performance, even though the various concessions prestasi kewangan yang disatukan, walaupun pelbagai
and incentives offered in the wake of SARS will continue to konsesi dan insentif yang ditawarkan dalam kebimbangan
weigh on profits. However, the terms of the Concession terhadap SARS akan terus memberi kesan terhadap
Agreement in relation to KLIA are expected to adversely keuntungan. Walau bagaimanapun, terma Perjanjian Konsesi
affect the financial performance of the Group. berkaitan KLIA dijangka akan membawa kesan yang
menjejaskan prestasi kewangan Kumpulan.
As such the Group has proposed to renegotiate certain
terms of the KLIA Concession Agreement to reduce the Justeru, Kumpulan bercadang untuk merunding semula
various payment obligations and hence, improve the Groups beberapa terma tertentu Perjanjian Konsesi KLIA bagi
financial performance. mengurangkan pelbagai kewajipan pembayaran, dan dengan
demikian mempertingkatkan prestasi kewangan Kumpulan.
While aeronautical revenue will remain the mainstay of
Group turnover, we are realigning our business strategies to Hasil aeronautikal akan kekal sebagai penyumbang utama
ensure a greater contribution from the commercial activities. kepada penyumbang perolehan Kumpulan. Kita juga sedang
The shift in revenue stream is in line with what other major mengatur semula strategi perniagaan untuk memastikan
airport operators are doing globally, where as much as 60% aktiviti komersil juga memberi sumbangan yang lebih besar.
of their revenues are derived from commercial operations. Perubahan aliran hasil ini adalah selaras dengan apa yang
We have set a target for commercial revenue to go up to pengendali lapangan terbang utama lain di seluruh dunia
more than 50% over the next two to three years from 35% lakukan, di mana lebih kurang 60% hasil mereka diperolehi
currently. We have already established the platform to daripada operasi komersil. Kita telah meletakkan sasaran
achieve this goal with the newly established Commercial supaya hasil komersil meningkat kepada lebih 50%
Division. In the coming year, the Division will be sepanjang tempoh dua hingga tiga tahun akan datang
consolidating the tenant mix and will also introduce the berbanding 35% sekarang. Kita telah menyediakan landasan
Anchor Tenant Concept to boost sales. Also in the pipeline untuk mencapai matlamat ini melalui penubuhan Bahagian
is a makeover and enhancement of the retail faade of Komersil. Pada tahun hadapan, Bahagian ini akan
KLIA. memantapkan campuran penyewa dan akan memperkenalkan
konsep penyewa utama untuk merangsang jualan.
Primed with a new structure and a road-map for the future, Rancangan juga sedang diatur untuk memperbaharui dan
MAHB is ready to take on the challenges and opportunities mempertingkatkan fasad gedung runcit KLIA.
that will be coming its way. Designed for the 21st Century,
KLIA is already making plans to accommodate the next Dengan struktur baru dan rancangan masa depan yang
generation aircraft. This will take the form of the Airbus dirangka, kini MAHB sudah bersedia untuk menyahut
380, with load capacity of 555 passengers. The Airbus 380 pelbagai cabaran dan peluang yang bakal ditempuhinya.
will take to the skies in 2006. KLIA yang dibina untuk memenuhi keperluan Abad ke-21
sudah bersedia untuk merangka rancangan untuk memenuhi
I am excited about the future. It is a new challenge and the keperluan pesawat generasi baru, misalnya pesawat Airbus
Group plans to be a dominant player in the aviation 380 yang mempunyai kapasiti 555 penumpang. Airbus 380
industry within the region. We would like you, our akan memulakan perkhidmatan pada tahun 2006.
shareholders, to be part of it.
Saya melihat masa depan dengan penuh minat. Ia satu
cabaran baru dan Kumpulan merancang untuk menjadi
peneraju utama dalam industri penerbangan di rantau ini.
Sebagai pemegang kepentingan, kami ingin anda sekalian
menjadi sebahagian daripadanya.
87
ACKNOWLEDGEMENTS PENGHARGAAN
The Management and staff have proven themselves in Pengurusan dan kakitangan telah membuktikan kesungguhan
meeting the challenges of the past year. Commitment, mereka dalam memenuhi pelbagai cabaran pada tahun
professionalism and hard work are all bedrock elements of lepas. Komitmen, profesionalisme dan ketekunan merupakan
success, and our people have amply demonstrated these asas kejayaan yang kita capai di mana ciri-ciri ini telah
traits. ditampilkan dengan berkesan oleh tenaga kerja kita.
MAHB is also very fortunate to have the backing and MAHB juga amat bertuah kerana mendapat sokongan dan
cooperation of a very strong support group. This comprise kerjasama yang kukuh daripada pelbagai pihak. Mereka
of the various Government agencies, in particular Ministry terdiri daripada pelbagai agensi kerajaan, terutamanya
of Transport, Ministry of Finance, Tourism Malaysia, Kementerian Pengangkutan, Kementerian Kewangan,
Immigration, Customs, Police, Fire Department, with whom Pelancongan Malaysia, Imigresen, Kastam, Polis, dan Bomba
we enjoy a long and close working relationship; as well as yang mempunyai hubungan kerja yang lama dan erat. Ia
our bankers and financiers, airlines from all over the world juga meliputi bank dan pembiaya, syarikat penerbangan dari
and also our customers. Our stakeholders deserve special seluruh dunia dan juga para pelanggan kita. Pemegang
mention for being supportive of all we were trying to kepentingan kita juga harus diberi penghargaan kerana telah
achieve. On behalf of the Board, I thank all of you. memberi sokongan padu untuk membolehkan kita mencapai
matlamat yang ditetapkan. Kepada anda sekalian, saya bagi
The year in review saw a number of changes to the Boards pihak Lembaga Pengarah mengucapkan terima kasih.
composition. My predecessor, Tan Sri Dato Hj Basir Ismail,
retired during the year and Dato Adnan Shamsuddin and Tahun yang ditinjau menampilkan beberapa perubahan
Encik Rosman Abdullah, who served the Board in the kepada komposisi Lembaga Pengarah. Pengerusi sebelum
capacity of Executive Directors, resigned in 2003. The Board saya, Tan Sri Dato Hj Basir Ismail telah bersara pada tahun
and I thank these gentlemen and the former Board ini dan Dato Adnan Shamsuddin serta Encik Rosman
Members and also wish them every success in their future Abdullah yang berkhidmat di dalam Lembaga Pengarah
undertakings. sebagai Pengarah Eksekutif, meletak jawatan pada tahun
2003. Saya dan Lembaga Pengarah ingin mengucapkan
Last but not least, I would like to welcome the new Board terima kasih kepada mereka dan juga bekas ahli-ahli
Members and Dato Bashir Ahmad, appointed to the Board Lembaga Pengarah yang lain dan berharap semoga mereka
as Managing Director in June 2003. Having served the mencapai kejayaan dalam sebarang penglibatan yang mereka
national carrier for many years, Dato Bashir brings with ceburi pada masa depan.
him valuable insights and experience. We have no doubt
that MAHB will benefit from them. Akhir sekali saya ingin mengalu-alukan Ahli-Ahli Lembaga
Pengarah baru dan Dato Bashir Ahmad yang dilantik ke
dalam Lembaga Pengarah sebagai Pengarah Urusan pada
bulan Jun 2003. Sejak sekian lama berkhidmat dengan
syarikat penerbangan kebangsaan, Dato Bashir memiliki
pengetahuan dan pengalaman yang amat bernilai. Kita tidak
merasa ragu bahawa MAHB akan mendapat manfaat
daripada kelebihan tersebut.
TAN SRI DATUK DR ARIS OTHMAN

Chairman / Pengerusi
Managing Directors Review of Operations
Laporan Operasi Pengarah Urusan
89
CORPORATE PROFILE PROFIL KORPORAT

Since its inception on 1 November 1992, MAHB has Sejak mula diperbadankan pada 1 November 1992,
been the primary operator and manager of Malaysias MAHB telah menjadi pengendali dan pengurus utama
38 airports, including one of the worlds most 38 buah lapangan terbang di Malaysia, termasuk
technologically advanced airports, KL International lapangan terbang termaju dari segi teknologi iaitu
Lapangan Terbang Antarabangsa KL (KLIA). MAHB
Airport (KLIA). Upon the successful completion of its
menjadi syarikat lapangan terbang pertama yang
listing exercise on the Malaysia Securities Exchange
disenaraikan di Asia dan salah sebuah daripada tujuh
Berhad (MSEB) in November 1999, MAHB became syarikat lapangan terbang yang tersenarai di dunia
the first airport company to be listed in Asia, and one berikutan kejayaan penyenaraiannya di Malaysia
of just seven listed airport companies in the world. Securities Exchange Berhad (MSEB) pada bulan
November 1999.
MAHBs present corporate structure includes ten
operating subsidiaries: Malaysia Airports Sdn. Bhd., Buat masa ini, struktur korporat MAHB meliputi
Malaysia Airports (Sepang) Sdn. Bhd., Malaysia sepuluh buah syarikat subsidiari yang beroperasi:
Airports (Niaga) Sdn. Bhd., Malaysia Airports Malaysia Airports Sdn. Bhd., Malaysia Airports
Management & Technical Services Sdn. Bhd., Sepang (Sepang) Sdn. Bhd., Malaysia Airports (Niaga) Sdn.
Bhd., Malaysia Airports Management & Technical
International Circuit Sdn. Bhd., Malaysia Airports
Services Sdn. Bhd., Sepang International Circuit Sdn.
Technologies Sdn. Bhd., Malaysia Airports
Bhd., Malaysia Airports Technologies Sdn. Bhd.,
(Properties) Sdn. Bhd., K.L Airport Hotel Sdn. Bhd., Malaysia Airports (Properties) Sdn. Bhd., K.L Airport
MAB Agriculture-Horticulture Sdn. Bhd. and Asia Hotel Sdn. Bhd., MAB Agriculture-Horticulture Sdn.
Pacific Auction Centre Sdn. Bhd. Its associated Bhd. dan Asia Pacific Auction Centre Sdn. Bhd.
companies are Urusan Teknologi Wawasan Sdn. Bhd., Syarikat-syarikat bersekutunya pula terdiri daripada
Kuala Lumpur Aviation Fuelling System Sdn. Bhd. Urusan Teknologi Wawasan Sdn. Bhd., Kuala Lumpur
and Cambodia Airport Management Services Limited. Aviation Fuelling System Sdn. Bhd. dan Cambodia
The Group has a total staff strength of over 5,000, Airport Management Services Limited. Kumpulan
deployed across 38 offices nationwide. mempunyai kakitangan seramai lebih 5,000 orang,
yang berkhidmat di 38 pejabat di seluruh negara.
The Groups core business activities include the
Aktiviti perniagaan utama Kumpulan meliputi
development, management and maintenance of
pembangunan, pengurusan dan penyenggaraan
airports under its wing, placing emphasis on the lapangan terbang di bawah pengendaliannya, dengan
operational efficiency, safety and security of its memberi tumpuan terhadap kecekapan dan
passengers and aircraft. It also provides airport keselamatan dari segi operasi para penumpangnya
management services for the Phnom Penh International dan juga pesawat. Ia turut menyediakan perkhidmatan
Airport and Siem Reap International Airport in pengurusan lapangan terbang untuk Lapangan
Cambodia through a joint-venture arrangement with Terbang Antarabangsa Phnom Penh dan Lapangan
Aeroports de Paris Management S.A. Terbang Antarabangsa Siem Reap di Kemboja melalui
syarikat pengurusan usahasama dengan Aeroports de
Through its subsidiaries, MAHB is also involved in Paris Management S.A.
non-aeronautical activities such as the management
Melalui syarikat-syarikat subsidiarinya, MAHB turut
of duty free and non-duty free outlets, hotels, food
terlibat dalam pelbagai aktiviti bukan aeronautikal
and beverage services, free commercial zones, seperti pengurusan kedai perniagaan bebas cukai dan
plantations, auction centre, as well as the bukan bebas cukai, hotel, perkhidmatan makanan dan
management of the Sepang F1 circuit, which is minuman, zon perdagangan bebas, perladangan,
owned by the Group. pusat lelongan, serta litar F1 Sepang yang dimiliki
oleh Kumpulan.
90 managing directors review of operations
laporan operasi pengarah urusan
dear shareholders,
para pemegang saham sekalian,
The year under review was a challenging one. These challenges were both unexpected and far-reaching with
profound implications for the global airline industry and the business of operating airports. In an already
demanding industry, the war in Iraq and spread of the Severe Acute Respiratory Syndrome (SARS)
presented new demands and unprecedented challenges for the Group. By responding to these demands, we
have demonstrated that the Group has not just coped, but indeed in the face of adversity, continued to make
important strides to secure its competitiveness in the industry. Aside from just the financial numbers where
we chalked up a very commendable performance, considering the circumstances MAHB can also look back
with great satisfaction on a successful year on the operational front.
Tahun yang ditinjau merupakan satu tahun yang mencabar. Cabaran-cabaran tersebut adalah di luar jangkaan
dan mempunyai kesan yang mendalam ke atas industri penerbangan dan perniagaan pengendalian lapangan
terbang. Bagi industri yang sememangnya mencabar, perang di Iraq dan ancaman Sindrom Pernafasan Akut
Yang Teruk (SARS) memberi cabaran yang belum pernah dihadapi oleh Kumpulan sebelum ini. Dengan
bertindak balas terhadap permintaan tersebut, kami telah mempamerkan kemampuan Kumpulan untuk bukan
sahaja menyesuaikan diri, malah terus mencatat pencapaian membanggakan bagi mengukuhkan lagi daya
saingannya dalam industri ini. Selain daripada pencapaian dari segi kewangan di mana kami berjaya
menampilkan prestasi yang amat memberangsangkan, walaupun menghadapi pelbagai cabaran, MAHB juga
boleh mengimbas tahun kewangan yang lepas dengan pencapaian yang membanggakan dari segi operasi.
91
The developments of the past year also presented an Perkembangan pada tahun lepas juga membuka
opportune moment for MAHB to sharpen its peluang untuk MAHB mengukuhkan lagi daya tahan
resilience and secure the Group against any future dan menjamin keteguhan Kumpulan bagi menghadapi
challenges. Towards this objective, one of the key sebarang cabaran masa hadapan. Bagi memenuhi
initiatives is the organisation restructuring exercise objektif ini, salah satu daripada inisiatif utama adalah
langkah penyusunan semula organisasi yang
undertaken during the year. As a result of the
dilaksanakan pada tahun ini. Langkah tersebut yang
exercise, completed in early 2004, MAHB has
diselesaikan pada awal tahun 2004, membolehkan
morphed into a leaner entity, more intensely focussed MAHB muncul sebagai sebuah entiti yang lebih
on service delivery and attaining operational kukuh, lebih fokus terhadap usaha memberi
excellence in the core business of managing and perkhidmatan dan mencapai kecemerlangan operasi
operating airports. Simultaneously, the Group has dalam perniagaan terasnya iaitu mengurus dan
also moved ahead to safeguard the competitiveness mengendalikan lapangan terbang. Berikutan itu,
and sustainability of its businesses through Kumpulan juga telah bergerak maju ke hadapan untuk
certification to the internationally recognised ISO memantapkan lagi daya saingan dan kesinambungan
quality system. At the same time, MAHB continued to perniagaannya melalui pensijilan sistem kualiti ISO
invest in technology to gain operational efficiencies yang diiktiraf di peringkat antarabangsa. Pada masa
yang sama, MAHB terus menyalurkan pelaburan
and increase productivity. Relationship management
dalam bidang teknologi untuk menguasai kecekapan
has always been the key to our business strategy.
dari segi operasi dan mempertingkatkan produktiviti.
During the year, we continued to strengthen Pengurusan hubungan sentiasa menjadi kunci utama
relationships not only with the global airlines but also strategi perniagaan kami. Pada tahun ini, kami terus
other commercial customers. We have also enhanced mengukuhkan perhubungan bukan sahaja dengan
our commitment in the important area of health, syarikat penerbangan dari seluruh dunia malahan
safety and the environment (HSE). To achieve the dengan para pelanggan komersil lain. Kami juga telah
goals we have set, human resource development has memperkukuhkan komitmen kami dalam bidang yang
been given a new emphasis, the focus during the penting iaitu kesihatan, keselamatan dan persekitaran
year being on competency-based human performance (HSE). Bagi mencapai matlamat yang telah kami
management. tetapkan, pembangunan sumber manusia menjadi
tumpuan yang baru, dengan fokus pada tahun ini
diberi kepada pengurusan prestasi sumber manusia
The new organisation structure that was put in place
berasaskan kecekapan.
also reflects a strategic orientation for the Group in
terms of diversifying its earning base. All this while, Struktur organisasi yang baru juga menggambarkan
the majority of MAHB's revenue was derived from its orientasi strategik bagi Kumpulan dari segi
aeronautical charges. We are now realigning our mempelbagaikan asas pendapatannya. Sebelum ini,
business strategies in order to maximise the sebahagian besar daripada hasil MAHB diperolehi
opportunities to enhance our commercial revenue daripada caj perkhidmatan aeronautikalnya. Kami
potential. sedang menyelaraskan strategi perniagaan bagi
memaksimumkan peluang untuk mempertingkatkan
potensi hasil komersil perniagaan.
INDUSTRY OVERVIEW TINJAUAN INDUSTRI

The past three years saw the global airline industry Tempoh tiga tahun lepas menyaksikan industri
going through one of its worst periods in its 100- penerbangan dunia melalui satu tempoh yang paling
year history. Barely recovering from the sukar dalam sejarah 100 tahunnya. Ketika belum
11 September 2001 attack on America and the Bali pulih sepenuhnya daripada kesan serangan
bombing in 2002, this was compounded in 2003 by 11 September 2001 ke atas Amerika Syarikat dan
the outbreak of the war in Iraq, followed by the pengeboman di Bali pada 2002, industri ini ditimpa
spread of SARS in the Asia Pacific region in the pula oleh kemelut peperangan di Iraq, diikuti oleh
second quarter of 2003. wabak SARS di rantau Asia Pasifik dalam suku tahun
kedua 2003.
MAHB introduced a series of measures, in concert
with the efforts of the Government of Malaysia to MAHB telah memperkenalkan beberapa langkah
prevent the spread of SARS in Malaysia. We are selaras dengan usaha gigih Kerajaan untuk mencegah
grateful that the impact of SARS on air travel in SARS daripada merebak di Malaysia. Kami berasa
Malaysia largely ended in July 2003. The recovery in amat bersyukur kerana kesan SARS ke atas industri
passenger movements in the third and fourth quarter penerbangan di Malaysia berakhir pada bulan Julai
was very encouraging. Overall, despite the challenges 2003. Pemulihan dalam pergerakan penumpang dalam
faced, MAHB managed to record 34.1 million suku tahun ketiga dan keempat amat menggalakkan.
passenger movements in 2003 which was 0.4% Walaupun berhadapan dengan pelbagai cabaran,
higher than 2002. secara keseluruhan MAHB tetap mampu mencatatkan
34.1 juta penumpang pada 2003 iaitu 0.4% lebih
tinggi berbanding tahun 2002.
93
RESPONDING TO MARKET DEMANDS MEMENUHI KEHENDAK PASARAN

The impact of SARS on MAHBs operations was both SARS telah memberi kesan yang teruk dan secara
severe and immediate. Passenger traffic to Malaysian langsung ke atas operasi MAHB. Trafik penumpang
airports in April 2003 declined by 17.8% on a year- lapangan terbang di Malaysia pada bulan April
on-year (y-o-y) comparison. International airlines merosot 17.8% berasaskan perbandingan tahun ke
tahun. Syarikat penerbangan antarabangsa yang
operating in Asia Pacific were among those hardest
beroperasi di Asia Pasifik merupakan antara yang
hit by SARS, with many having to resort to routes
paling teruk terjejas akibat SARS. Banyak syarikat
rationalisation, schedule cutbacks or even cancellation penerbangan memutuskan untuk merasionalisasi
of services altogether. laluan, mengurangkan penerbangan berjadual atau
membatalkan terus perkhidmatan.
The Malaysian Government and MAHB reacted swiftly
to assist the airlines and in April 2003, offered a 50% Kerajaan Malaysia dan MAHB bertindak membantu
discount on landing and parking charges to all flights syarikat-syarikat penerbangan yang terjejas dan pada
operated by foreign airlines which do not enjoy any bulan April 2003, menawarkan pengurangan 50% ke
other incentives which had been offered by MAHB. atas caj pendaratan dan memakir pesawat kepada
Commercial outlet operators at the airports were also semua pesawat yang dikendalikan oleh syarikat
penerbangan asing yang belum menerima sebarang
given a 50% reduction on rental payments from June
insentif lain yang ditawarkan oleh MAHB. Pengendali
2003 to December 2003. Although the incentives
kedai komersil di lapangan terbang juga diberi
offered by MAHB to the airlines and commercial potongan 50% ke atas bayaran sewa dari bulan Jun
operators at the airports resulted in lower revenues 2003 hingga Disember 2003. Walaupun insentif yang
to MAHB, such incentives were part of our efforts to ditawarkan oleh MAHB kepada syarikat-syarikat
reduce the impact of SARS to these businesses. penerbangan dan pengendali kedai komersil di
lapangan terbang mengakibatkan hasil MAHB menurun,
MAHB enjoys a symbiotic relationship with the namun insentif sedemikian merupakan sebahagian
airlines. It stems from our conviction that just as a daripada usaha kami untuk mengurangkan kesan
successful airline needs a successful airport, the SARS ke atas perniagaan-perniagaan ini.
same is true in reverse. Thus, we practise a
MAHB menikmati hubungan simbiotik dengan
customer-driven approach with the airlines or any
syarikat-syarikat penerbangan. Ia terbentuk melalui
other parties with whom we conduct business. In the
persefahaman bahawa syarikat penerbangan dan
case of SARS, by being sensitive to the needs of lapangan terbang saling memerlukan untuk mencapai
those affected, we believe that it will pay in the long- kejayaan. Justeru, kami mengamalkan pendekatan
run through goodwill and lasting relationships. The mengutamakan pelanggan sama ada dengan syarikat
incentive programme launched in May 2002 at KLIA penerbangan atau pihak lain yang menjalankan
encompassing waiver of landing and parking charges urusan perniagaan dengan kami. Dalam hal SARS,
to qualifying foreign airlines was expanded to include kami percaya dengan menjadi lebih sensitif kepada
the other four international airports in Malaysia, i.e. pihak yang terjejas, maka usaha kami akan
at Langkawi, Pulau Pinang, Kota Kinabalu and membuahkan hasil dalam tempoh jangka panjang
Kuching airports. melalui jalinan muhibah dan perhubungan yang
berkekalan. Program insentif yang dilancarkan di
KLIA pada bulan Mei 2002 merangkumi pengecualian
caj pendaratan dan memakir pesawat kepada
syarikat-syarikat penerbangan asing yang layak telah
diluaskan ke empat lapangan terbang antarabangsa
lain di Malaysia iaitu Langkawi, Pulau Pinang, Kota
Kinabalu dan Kuching.
However, financial incentives alone cannot attract Walau bagaimanapun, memberi insentif kewangan
airlines to begin or increase operations to Malaysia. sahaja tidak mampu menarik syarikat penerbangan
A multi-pronged approach is necessary to cover untuk memula atau mempertingkatkan operasi mereka
areas such as bilateral arrangements and meeting a ke Malaysia. Pendekatan pelbagai matlamat perlu
particular airlines expectations in terms of support untuk meliputi bidang-bidang seperti perjanjian dua
and service levels. hala dan memenuhi jangkaan tertentu syarikat
penerbangan dari segi sokongan dan tahap
Apart from its effort to attract the traditional network perkhidmatan.
airlines, MAHB is also aware of the potential that
Selain daripada usaha untuk menarik syarikat
low-cost carriers (LCC) have created. The revitalised
penerbangan rangkaian tradisi, MAHB turut
Air Asia Sdn. Bhd. (AirAsia) which commenced as a
menyedari potensi yang diwujudkan oleh syarikat
low-cost airline in December 2001 has added a
penerbangan kos rendah (LCC). AirAsia Sdn. Bhd.
significant number to overall traffic. However, to keep
(AirAsia) yang bermula sebagai syarikat penerbangan
costs low, LCCs have a different set of demands and
kos rendah pada bulan Disember 2001 telah
require considerable support from airport operators.
menambah jumlah keseluruhan trafik. Walau
For example, LCCs have requested for special bagaimanapun, untuk mengekalkan kos pada tahap
requirements, such as simple and expeditious yang rendah, LCC mempunyai permintaan yang agak
check-in services, quick baggage handling and fast berbeza dan memerlukan sokongan tersendiri
turnaround. Since LCCs are expected to grow in Asia, daripada pengendali lapangan terbang. Contohnya,
MAHB will need to cater to their needs at its airports. LCC telah mengemukakan permintaan khas, seperti
pemeriksaan masuk yang ringkas dan pantas,
Meanwhile, the era of larger capacity aircraft in the pengendalian bagasi yang cepat dan tempoh berpatah
form of Airbus 380 (A380) is set to make its debut balik yang pantas. Berasaskan kepada jangkaan
in international skies in early 2006, while Malaysia bahawa LCC akan berkembang di rantau Asia, MAHB
Airlines will commence A380 operations from 2007. perlu memenuhi permintaan mereka di lapangan
Fortunately, in the construction of KLIA, the basic terbang.
requirements of New Large Aircraft and Very Large
Capacity Aircraft have already been incorporated. Sementara itu, kemunculan pesawat berkapasiti besar
Nonetheless some upgrading of the facilities has to iaitu Airbus 380 (A380) akan beroperasi di laluan
be made to meet the requirements of the A380 aircraft antarabangsa pada awal tahun 2006 dan Syarikat
such as boarding bridges, lounges and taxiways. Penerbangan Malaysia akan mula menggunakan A380
pada tahun 2007. KLIA telah sedia dibina dengan
keperluan asas untuk Pesawat Besar Baru dan
The Government and MAHB have always played the
Pesawat Kapasiti Sangat Besar. Walau bagaimanapun,
leading role in airport development. The recent
peningkatan kemudahan perlu dibuat untuk memenuhi
development of the new airports at Tawau, Bintulu
keperluan pesawat A380 seperti jambatan udara,
and Miri was largely funded by the Government.
ruang menunggu dan laluan taksi pesawat.
Kerajaan dan MAHB sentiasa memainkan peranan

sebagai peneraju dalam pembangunan lapangan
terbang. Pembangunan lapangan terbang baru di
Tawau, Bintulu dan Miri sebahagian besarnya dibiayai
oleh Kerajaan.
95
Over the years, MAHB has invested more than Sejak beberapa tahun kebelakangan ini, MAHB telah
RM500 million to upgrade the Langkawi, Penang, melabur lebih RM500 juta untuk mempertingkatkan
Johor Bahru and Kota Bharu airports as part of its lapangan terbang Langkawi, Pulau Pinang, Johor
commitment to improve the facilities and services of Bahru dan Kota Bharu sebagai sebahagian daripada
these airports. The second phase for the development komitmennya untuk memperbaiki tahap kemudahan
of KLIA to increase its capacity from 25 million dan perkhidmatan. Fasa kedua pembangunan KLIA
passengers per annum (mppa) to 35 mppa is already untuk mempertingkatkan kapasitinya daripada 25 juta
in the planning stage. penumpang setahun kepada 35 juta penumpang
setahun sedang dalam peringkat perancangan.
It remains a continual challenge for MAHB to live up
to the expectations of airline passengers. Todays Memenuhi keperluan para penumpang terus menjadi
passengers demand excellent services and facilities cabaran kepada MAHB. Para penumpang masa kini
provided by airports. As airports are the international mahukan perkhidmatan dan kemudahan terbaik yang
gateways to a country, MAHB has the responsibility disediakan oleh lapangan terbang. Oleh kerana
to give visitors their first favourable impression of lapangan terbang merupakan pintu masuk
Malaysia. The newly formed Technical Services antarabangsa ke sesebuah negara, MAHB
Division is responsible for improving the facilities and bertanggungjawab untuk memberikan tanggapan
systems at all MAHB airports. To determine areas pertama yang terbaik tentang Malaysia. Bahagian
that need improvements, operational and technical Perkhidmatan Teknikal yang baru dibentuk
audits are conducted regularly, while operating bertanggungjawab untuk memperbaiki kemudahan
procedures are continually reviewed. dan sistem di semua lapangan terbang MAHB. Untuk
menentukan bidang yang memerlukan peningkatan,
MAHB is also appreciative of the feedback it has audit operasi dan teknikal dijalankan secara kerap,
received from passengers and the public, and has sementara prosedur operasi sentiasa dikaji dari
been prompt to act on them. We are actively looking semasa ke semasa.
into improving our service offerings which include
improvements to the baggage handling system at MAHB juga menghargai maklum balas yang diterima
KLIA. MAHB is working closely with the Government daripada para penumpang dan orang ramai, dan
to improve baggage delivery times at KLIA as such sentiasa bertindak pantas untuk menyelesaikannya.
improvements are expected to involve huge Kami meneliti secara aktif langkah mempertingkatkan
investments. lagi taraf perkhidmatan kami termasuk memperbaiki
sistem pengendalian bagasi di KLIA. MAHB
bekerjasama secara erat dengan Kerajaan untuk
mempercepatkan masa penyerahan bagasi di KLIA,
memandangkan usaha meningkatkan sistem tersebut
dijangka melibatkan pelaburan yang besar.
96
AERONAUTICAL OPERATIONS
Taking into consideration the severity of SARS,
MAHBs aeronautical operations came out of the
crisis far better than expected. While many airports in
the region experienced negative traffic growth for
2003, MAHBs system of airports was able to buck
the trend to record a 0.4% growth in 2003 compared
to 2002. KLIA fared even better to record a y-o-y
passenger growth of 6.4% in 2003 as compared
to 2002 benefited from traffic diversion from
neighbouring airports, since Malaysia was not as
badly affected by SARS as some of its neighbours.
Signs of early recovery were evident as early as July

2003, with passenger traffic steadily growing before
reaching a y-o-y all-time high in December for KLIA
and the MAHB system of airports. MAHB airports
handled a total of 3.6 million passengers in
December 2003, surpassing the previous record by
almost 240,000 passengers. KLIA alone received 1.8
million passengers, beating its previous record set in
August 2002. By year-end, all the key performance
indicators indicate that a healthy growth in passenger
movements for 2004 is expected. Total passenger
movements in the MAHB system of airports stood at
34.1 million, with the KLIA accounting for 51% or
17.5 million passengers. Most of the airports
operated by MAHB in Peninsular Malaysia turned in
a satisfactory performance. Total number of
passengers handled by airports in Sabah and
Sarawak grew by 4.3% and 2.3% respectively in
2003. The increase was attributed mainly to
increased frequencies of flights, introduction of new
services and destinations. After KLIA, Kota Kinabalu
and Kuching international airports were ranked
second and third respectively in terms of passenger
movements.
As in the previous year, passenger movements at

KLIA were dominated by the Asian sector, which
accounted for 51% of market share. Passenger
movements in the North Asia market bore the scars
of SARS, to record a 16% decline in traffic. On a
more encouraging note, MAHB continued to make
inroads in the South Asia market, recording a 5%
growth in passenger traffic. Positive growth was also
recorded for the Southwest Pacific, European and
African markets.
97
2.3%. Peningkatan ini didorong terutamanya oleh

peningkatan kekerapan penerbangan, pengenalan
beberapa perkhidmatan dan destinasi baru. Selepas
KLIA, lapangan terbang antarabangsa Kota Kinabalu
dan Kuching masing-masing menduduki tempat
kedua dan ketiga dari segi pergerakan penumpang.
Seperti pada tahun lepas, pergerakan penumpang di

KLIA dikuasai oleh sektor Asia, yang merupakan 51%
daripada bahagian pasaran. Pergerakan penumpang
di pasaran Asia Utara yang terjejas akibat SARS,
merosot sebanyak 16%. Namun, perkembangan yang
OPERASI AERONAUTIKAL lebih menggalakkan dicapai apabila MAHB terus
Dengan turut mengambilkira kesan SARS, operasi berjaya menembusi pasaran Asia Selatan, mencatatkan
aeronautikal MAHB bangkit daripada krisis tersebut 5% pertumbuhan dalam trafik penumpang.
jauh lebih baik daripada yang dijangkakan. Sistem Pertumbuhan positif turut dialami oleh pasaran
lapangan terbang MAHB mampu merekodkan daripada Barat Daya Pasifik, Eropah dan Afrika.
pertumbuhan 0.4% pada tahun 2003 berbanding
tahun 2002, walaupun kebanyakan lapangan terbang
di rantau ini mengalami pertumbuhan negatif bagi
tahun ini. KLIA menampilkan prestasi yang lebih baik
dalam perbandingan pertumbuhan tahun ke tahun,
iaitu 6.4% pada tahun 2003 berbanding tahun 2002.
Kami berada pada kedudukan yang lebih baik untuk
mengendalikan peralihan trafik dari lapangan terbang
negara jiran, kerana wabak SARS yang melanda
Malaysia tidak seteruk negara-negara jirannya.
Tanda-tanda pemulihan mula kelihatan seawal bulan

Julai 2003, dengan trafik penumpang mencatat
pertumbuhan teguh sebelum mencapai tahap tertinggi
dalam perbandingan tahun ke tahun pada bulan
Disember bagi KLIA dan sistem lapangan terbang
MAHB. Semua lapangan terbang MAHB mengendalikan
3.6 juta penumpang pada bulan Disember 2003,
mengatasi rekod sebelumnya hampir kepada 240,000
penumpang. KLIA sahaja menerima 1.8 juta
penumpang, mengatasi rekod sebelum ini yang
dicatat dalam bulan Ogos 2002. Menjelang akhir
tahun, semua petunjuk prestasi utama memperlihatkan
pertumbuhan mantap dalam pergerakan penumpang
bagi tahun 2004. Pergerakan penumpang dalam
sistem lapangan terbang MAHB berjumlah 34.1 juta
dengan KLIA menguasai 51% atau 17.5 juta
penumpang. Kebanyakan lapangan terbang yang
dikendalikan oleh MAHB di Semenanjung Malaysia
menghasilkan prestasi yang memuaskan. Pada tahun
2003, jumlah penumpang di Sabah dan Sarawak
masing-masing berkembang pada kadar 4.3% dan
Attesting to the tremendous efforts put in during the Sejajar dengan usaha gigih yang dilaksanakan pada
year, aircraft movements staged a dramatic recovery tahun ini, pergerakan pesawat pulih dengan dramatik
from the second quarter to finish the year with a dari suku tahun kedua untuk mencapai 0.7% pada
0.7% growth for the MAHB system of airports. A akhir tahun ini bagi sistem lapangan terbang MAHB.
total of 415,280 aircraft movements were recorded in Sebanyak 415,280 pergerakan pesawat telah
2003, of which KLIA accounted for 139,101, an dicatatkan pada tahun 2003, yang mana dari jumlah
improvement of 9.1% from the previous year. In tersebut KLIA mencatatkan 139,101, meningkat 9.1%
terms of cargo movements where SARS had minimal berbanding tahun sebelumnya. Dari segi pergerakan
impact, the MAHB system of airports handled a total kargo yang kurang terjejas akibat SARS, sistem
of 872,436 metric tonnes in 2003, an increase of lapangan terbang MAHB telah mengendalikan
6.7% from 2002. International cargo made up 83% sejumlah 872,436 tan metrik kargo pada tahun 2003,
of total cargo movements. Some 586,195 metric meningkat 6.7% dari tahun 2002. Kargo antarabangsa
tonnes were channeled through KLIA, representing an merupakan 83% daripada jumlah keseluruhan
11.2% growth from the previous year. pergerakan kargo. Kira-kira 586,195 tan metrik telah
dikendalikan melalui KLIA, berkembang 11.2% dari
tahun sebelumnya.
During the year, MAHB remained committed to the Pada tahun ini, MAHB kekal komited terhadap
matlamat negara untuk mempromosi KLIA sebagai 99
national goal of promoting KLIA as the regional
aviation hub. This took on a note of urgency when pusat udara serantau. Usaha ini menjadi kritikal
apabila wabak SARS mengancam usaha yang sedang
the SARS outbreak threatened to derail the efforts
dijalankan. Melalui hubungan erat dengan Kerajaan,
underway. Working closely with the Government,
MAHB telah memeterai atau memperbaharui hubungan
MAHB has made or renewed relationships with more dengan lebih daripada 30 syarikat penerbangan.
than 30 airlines. The collaborative efforts have paid Usaha bersepadu ini membuahkan hasil dan bagi
off, and for the year under review to date, we have tahun yang ditinjau sehingga kini, kami telah berjaya
succeeded in adding six new airlines to our airline menambah enam syarikat penerbangan baru dalam
customer base. The new airlines that made their senarai pelanggan kami. Syarikat penerbangan baru
yang menjalin hubungan atau kembali ke ruang udara
debut or returned to Malaysian skies include Air
Malaysia termasuk Air China, Philippine Airlines,
China, Philippine Airlines, Australian Airlines and
Australian Airlines dan Royal Nepal Airlines. Kami
Royal Nepal Airlines. We are especially pleased to dengan sukacitanya ingin mengalu-alukan kedatangan
welcome back the Philippine Airlines to Malaysia after semula Philippine Airlines ke Malaysia setelah
an absence of almost five years. As at the end of menggantungkan perkhidmatannya selama hampir
2003, a total of 40 foreign airlines are operating at lima tahun. Pada akhir tahun 2003, sebanyak 40
KLIA. Of this total, 5 airlines are operating as pure syarikat penerbangan asing beroperasi di KLIA.
Daripada bilangan tersebut, lima syarikat penerbangan
freight carriers. In addition, MAHB is delighted that
beroperasi sebagai syarikat pengangkutan kargo. Di
Lufthansa German Airlines has commenced its Frankfurt
samping itu, MAHB amat mengalu-alukan Lufthansa
Kuala Lumpur services on 18 March 2004. German Airlines telah memulakan perkhidmatan
Frankfurt Kuala Lumpur pada 18 Mac 2004.
It is also gratifying that several airlines have shown Keyakinan terhadap faktor muatan dan pulangan di
their confidence in the load and yield factor in Malaysia yang dipamerkan oleh beberapa syarikat
Malaysia by either introducing new destinations or penerbangan sama ada dengan memperkenalkan
adding frequencies to the KLIA and other airports run destinasi baru atau menambah kekerapan ke KLIA
by MAHB. For the year, additional frequencies were atau lapangan terbang lain yang dikendalikan oleh
contributed by 13 carriers, three of which were new. MAHB juga merupakan suatu perkembangan yang
Foreign passenger airlines frequencies per week memberangsangkan. Bagi tahun ini, kekerapan
increased by 14.3% over 2002. Airlines from China, tambahan telah disumbang oleh 13 syarikat
Indonesia, Vietnam, Sri Lanka and the Philippines penerbangan, tiga daripadanya adalah syarikat baru.
were among those that have made such moves. Bilangan syarikat penerbangan penumpang asing
dalam seminggu meningkat 14.3% berbanding pada
tahun 2002. Syarikat penerbangan dari China,
Indonesia, Vietnam, Sri Lanka dan Filipina adalah
antara yang mengambil langkah tersebut.
Xiamen Airlines now flies twice weekly plying the Xiamen Airlines kini terbang dua kali seminggu
Xiamen-Penang route. Australian Airlines has added menggunakan laluan Xiamen-Pulau Pinang. Australian
another flight to Kota Kinabalu effective 1 December, Airlines menambah satu lagi penerbangan ke Kota
bringing the total number of flights to thrice weekly. Kinabalu bermula dari 1 Disember, menjadikan jumlah
Vietnam Airlines began direct flights on the Hanoi- penerbangannya tiga kali seminggu. Vietnam Airlines
KLIA route on 27 October, operating three times a yang memulakan penerbangan terus menggunakan
week. The airline also operates daily flights between laluan Hanoi-KLIA pada 27 Oktober, beroperasi tiga
Ho Chih Minh City and Kuala Lumpur. In addition, Sri kali seminggu. Syarikat penerbangan tersebut juga
Lankan Airways also increased its flights from five mengendalikan penerbangan harian antara Bandaraya
times weekly to daily flights beginning 26 October. Ho Chih Minh dan Kuala Lumpur. Tahun ini turut
The following day, the Royal Brunei Airlines started menyaksikan Sri Lankan Airways menambah
its eighth and ninth frequencies for the Brunei-Kuala penerbangannya dari lima kali seminggu kepada
Lumpur route and the carrier has also increased the penerbangan harian bermula 26 Oktober. Pada hari
frequencies between Brunei and Kota Kinabalu to berikutnya, Royal Brunei Airlines memulakan
daily service from five times weekly. The Indonesian penerbangan kelapan dan kesembilannya bagi laluan
national carrier, Garuda Airlines has mounted more Brunei-Kuala Lumpur dan syarikat tersebut juga telah
flights to KLIA. menambah kekerapan antara Brunei dan Kota
Kinabalu kepada perkhidmatan harian dari lima kali
During the year, MAHB moved further down the path seminggu. Syarikat penerbangan kebangsaan
to be an international player in the business of Indonesia, Garuda Airlines juga telah menambah
operating and managing airports. MAHB is part of the penerbangan ke KLIA.
Hyderabad International Airport Limited (HIAL)
consortium that has been awarded a contract to Pada tahun ini, KLIA meneruskan langkahnya untuk
build, operate and manage the new Hyderabad menjadi syarikat perniagaan bertaraf antarabangsa
International Airport in the Indian state of Andhra dalam penggendalian dan pengurusan lapangan
Pradesh. The airport development project is to be terbang. MAHB menjadi sebahagian daripada
implemented in stages. For the initial phase, the konsortium Hyderabad International Airport Limited
airport will have the capacity to handle five million (HIAL) yang diberi kontrak untuk membina, mengendali
passengers and 100,000 metric tons of cargo per dan mengurus Lapangan Terbang Antarabangsa
annum. In the second phase, targeted for 2010, the Hyderabad yang baru di negeri Andhra Pradesh,
airports handling capacity will be increased to 10 India. Projek pembangunan lapangan terbang
million passengers per annum. Currently, the project tersebut akan dilaksanakan dalam beberapa peringkat.
is in the planning and design stage, with construction Bagi fasa permulaan, lapangan terbang ini akan
expected to begin by the end of 2004. mempunyai kapasiti untuk mengendalikan lima juta
penumpang dan 100,000 tan metrik kargo setahun.
Dalam fasa kedua yang disasar pada tahun 2010,
kapasiti pengendalian akan mencapai 10 juta
penumpang setahun. Buat masa ini, projek tersebut
sedang dalam peringkat perancangan dan rekabentuk,
dengan pembinaan dijangka akan bermula menjelang
akhir tahun 2004.
101
COMMERCIAL OPERATIONS OPERASI KOMERSIL

The new organisation structure that we have put Struktur organisasi baru yang kami sediakan
in place recognises the importance of MAHBs mengakui kepentingan operasi komersil MAHB yang
commercial operations which have huge potential berpotensi untuk menghasilkan aliran hasil masa
to increase the Groups future revenue stream. At hadapan Kumpulan. Buat masa ini, hanya 35%
daripada segmen perkhidmatan lapangan terbang
present, only 35% of MAHBs airport services
MAHB dihasilkan daripada aktiviti komersil. Jumlah
segment revenue is derived from our commercial
tersebut adalah rendah berbanding dengan beberapa
activities, which is low when compared with certain lapangan terbang tertentu lain yang memperolehi
other airports that have up to 60% of its revenue sehingga 60% hasilnya daripada sumber bukan
from non-aeronautical sources. The present low yield aeronautikal. Hasil yang rendah daripada operasi
from our commercial operations is an indication of komersil ini merupakan petunjuk bahawa potensi
the potential that is available and could be tapped. aktiviti ini sememangnya wujud dan boleh diterokai.
In line with MAHBs aspirations, the Commercial Selaras dengan aspirasi MAHB, Bahagian Komersil
Division of MAHB has been streamlined to tap this MAHB telah disusun untuk memanfaatkan potensi
potential. To this end, among the efforts of MAHB is tersebut. Bagi mencapai matlamat ini, antara usaha
yang dilaksanakan oleh MAHB adalah dengan
to provide a high quality mix of airport shopping,
meningkatkan aktiviti membeli-belah, menyediakan
F&B outlets and other services that meet passenger
rangkaian kedai makanan & minuman dan pelbagai
demand especially at the international airports. perkhidmatan lain yang berkualiti di lapangan terbang
Simultaneously, new commercial opportunities will be yang dapat memenuhi permintaan pelanggan
created to maximise commercial revenue. To khususnya di lapangan terbang antarabangsa.
encourage passengers to spend more, KLIA will be Justeru, pelbagai peluang komersil baru akan
repositioned as a shopping hub. diwujudkan untuk memperolehi hasil komersil yang
maksimum. Bagi menggalakkan para penumpang
Four new outlets selling luxury branded items were supaya berbelanja lebih banyak, KLIA akan dipromosi
opened in 2003. Hermes, Mont Blanc, Coach and sebagai pusat membeli-belah.
Godiva Chocolatier have now joined other high-end
Empat buah gedung baru yang menjual barangan
retailers in a section of the Satellite Building at KLIA
berjenama mewah telah dibuka pada tahun 2003.
called High Fashion Street.
Hermes, Mont Blanc, Coach dan Godiva Chocolatier
kini menyertai peniaga barangan mewah di bahagian
Malaysia Airports (Niaga) Sdn. Bhd., operating under Bangunan Satelit di KLIA yang dikenali sebagai High
the brand name of ERAMAN, the retail subsidiary of Fashion Street.
MAHB, was able to chalk up an improved performance
in 2003. ERAMAN has outlets at KLIA, Penang, Malaysia Airports (Niaga) Sdn. Bhd., yang beroperasi
Kuching and Kota Kinabalu airports as well as a Tie di bawah nama ERAMAN, iaitu syarikat subsidiari
Rack outlet at Suria KLCC. The Company also aktiviti runcit MAHB, mampu menampilkan prestasi
manages the food and beverage outlets at KLIA. yang semakin baik pada tahun 2003. ERAMAN
mempunyai rangkaian di KLIA, lapangan terbang
Pulau Pinang, Kuching dan Kota Kinabalu serta kedai
Tie Rack di Suria KLCC. Syarikat ini turut menguruskan
rangkaian kedai makanan dan minuman di KLIA.
Commercial outlets at the other MAHB airports have Rangkaian komersil di lapangan terbang MAHB yang
been given a makeover during the past year. The lain telah diberi wajah baru pada tahun lepas.
retail outlets at the new Miri, Bintulu and Kota Bharu Rangkaian kedai di lapangan terbang Miri, Bintulu
airports have been expanded and upgraded. MAHB dan Kota Bharu yang baru telah diperluas dan
has already started planning a new retail placement dinaiktaraf. MAHB telah mula merancang satu konsep
concept for the proposed new terminal buildings at jualan runcit yang baru untuk bangunan terminal
the Kuching and Kota Kinabalu International airports. yang bakal dibina di Lapangan Terbang Antarabangsa
Kuching dan Kota Kinabalu.
To support the commercial activities at KLIA, and
reinforce MAHBs efforts to transform KLIA into a Tahun ini menyaksikan satu siri kempen promosi dan
shoppers haven, the year saw a series of promotional acara dianjurkan sebagai langkah untuk menyokong
campaigns and events staged. The KLIA Shopping aktiviti komersil di KLIA dan memantapkan usaha
Campaign launched in the preceding October MAHB untuk mengubah KLIA menjadi pusat membeli-
continued into 2003, culminating with the Grand belah. Pilihan KLIA Shopping yang dilancarkan pada
Shopping Bonanza Draw. A lucky passenger from bulan Oktober 2002 dan berterusan hingga tahun
Bangladesh walked away with a brand new Jaguar 2003, diakhiri dengan acara Cabutan. KLIA Grand
X-Type 2.5. KLIA Shopping is built around two Shopping Bonanza sebagai acara kemuncak. Seorang
promises i.e. real value, real style, ensuring that penumpang dari Bangladesh membawa pulang
customers enjoy quality products at competitive sebuah kereta Jaguar X-Type 2.5 baru. KLIA Shopping
prizes whenever they shop at KLIA. Among the most ditampilkan dengan komitmen untuk memenuhi dua
memorable was the exotically themed Lets janji iaitu nilai sebenar dan gaya sebenar yang
Fiesta@KLIA carnival, organised in conjunction with memastikan supaya para pelanggan mendapat produk
the KLIA Grand Shopping Bonanza. Lets Fiesta@KLIA berkualiti pada harga yang kompetitif apabila mereka
helped bring KLIA a step closer to its objective of membeli-belah di KLIA. Antara acara paling menarik
becoming one of the top shopping destinations in the ialah karnival Lets Fiesta@KLIA, yang dianjurkan
country. The Festivals of Malaysia campaign was sempena Bonanza Grand Shopping KLIA. Lets
another highlight of the year, showcasing the multi- Fiesta@KLIA membantu KLIA menghampiri
cultural fabric of Malaysian society. To coincide with objektifnya untuk menjadi salah sebuah destinasi
the fasting month, a Ramadhan Fest was organised membeli-belah paling terkemuka di negara ini.
towards year-end. The fest included special traditional Kempen Festivals of Malaysia merupakan satu lagi
dance performances, weaving demonstrations amidst acara kemuncak tahun ini yang menampilkan
an assortment of stalls selling Malaysian handicraft. kebudayaan majmuk masyarakat di Malaysia.
For Christmas, visitors to KLIA were greeted by a Sempena bulan puasa, Sambutan Ramadhan telah
giant Christmas tree and naturally, Santarinas were dianjurkan pada akhir tahun. Sambutan tersebut
also around to distribute goodies and good cheer all termasuk persembahan tarian tradisional khas,
round. The Christmas spirit was enhanced by a walk- demonstrasi tenunan di samping pelbagai pilihan
about saxophonist playing Christmas favourites and gerai yang menjual hasil kraftangan rakyat Malaysia.
classics. Sementara itu, pada musim Krismas pula, KLIA telah
dihiasi dengan pokok Krismas dan para pengunjung
ke KLIA telah disambut oleh Santarinas yang
membahagikan hadiah kepada semua. Semangat
perayaan Krismas juga kelihatan dengan adanya
seorang pemain saksofon yang memainkan lagu-lagu
kegemaran dan klasik perayaan Krismas.
103
OPERASI LAIN
Sepang International Circuit Sdn. Bhd. (SIC)
Pada tahun 2003, SIC telah menganjurkan perlumbaan
Formula One Grand Prix, World Motorcycle Grand
Prix, Merdeka Millennium Endurance Race, Asian
Festival of Speed dan Malaysian Super Series.
Jumlah hasil yang dijana bagi tahun ini adalah
RM109.6 juta
The Pan Pacific Hotel Kuala Lumpur International

Airport
Penyata misi hotel ini menggariskan komitmennya
untuk sentiasa diiktiraf sebagai Hotel Lapangan
Terbang Terbaik di Asia. Untuk mencapai matlamat
tersebut, hotel ini sentiasa menepati jangkaan dan
OTHER OPERATIONS memenangi anugerah Hotel Lapangan Terbang
Sepang International Circuit Sdn. Bhd. (SIC) Terbaik Asia oleh majalah Asia Business dan CNBC
SIC has organised the Formula One Grand Prix, Asia pada tahun 2000, 2002 dan 2003. Anugerah ini
World Motorcycle Grand Prix, Merdeka Millennium merupakan salah satu anugerah yang paling
Endurance Race, Asian Festival of Speed and the berprestij dalam industri Hotel Asia Pasifik yang
Malaysian Super Series in 2003. Total revenue kompetitif. Ia memberi pengiktirafan kepada hotel
generated for the year was RM109.6 million. yang menyediakan perkhidmatan dan kemudahan
cemerlang kepada ahli perniagaan, dengan
The Pan Pacific Hotel Kuala Lumpur International menetapkan ukurujuk bagi kualiti untuk seluruh
Airport industri hotel perniagaan.
The hotels mission statement is to be consistently
recognised as the Best Airport Hotel in Asia. To this The Pan Pacific Hotel Kuala Lumpur International
end, the hotel has consistently lived up to Airport komited sepenuhnya untuk memastikan
expectations, winning the Best Airport Hotel in Asia bahawa tetamunya menerima layanan mesra cara
award by Business Asia magazine and CNBC Asia in Malaysia yang terbaik. Ia berjaya mengekalkan
the years 2000, 2002 and 2003. This award is one of kedudukannya dalam industri sukan bermotor sebagai
the most sought after prizes in the highly competitive satu-satunya hotel bertaraf lima bintang mewah
Asia Pacific Hotel industry. It acknowledges hotels that berhampiran SIC. Berdasarkan kepada lokasi dan
provide the business traveller with excellence in kemudahan yang tersedia, hotel ini juga menjadi
service and facilities, setting the benchmark for destinasi pilihan bagi mesyuarat perniagaan di rantau
quality throughout the business hotel industry. Asia Tenggara.
The Pan Pacific Hotel Kuala Lumpur International

Airport is fully committed towards ensuring that its
guests receive the best of Malaysian hospitality.
It has maintained its strong position within the motor
sports industry as the only five-star deluxe hotel
within the vicinity of SIC. The hotel has also become
a desired venue for business meetings in the
Southeast Asian region, owing to its location and
facilities.
Asia Pacific Auction Centre Sdn. Bhd. (APAC)

APAC which is an auction centre operated by the
MAHB Group saw a significant expansion of activities
in 2003. A total of 81 auctions were conducted
during the year, generating gross sales of RM130
million and RM9.7 million in revenue. APAC has
expanded its operations in Sabah with the opening of
an operating branch at the Kota Kinabalu International
Airport. A total of 11 vehicle and machinery auctions
were conducted in Sabah and Sarawak, of which five
were in Kota Kinabalu and six in Kuching.
MAB Agriculture-Horticulture Sdn. Bhd. (MAAH)

The principal activities of MAAH are to cultivate,
manage and sell oil palm and other agricultural
products. MAAH also undertakes all horticulture-
related activities within the MAHB Group. As at year-
end 2003, MAAH managed a total of 8,637 hectares
of plantation land around KLIA, Subang and Kota
Bharu airport planted with oil palm and coconut
trees. From its activities, MAAH recorded a profit of
RM490,091 on the back of total revenue of RM11.6
million. Revenue was generated mainly from the sale
of fresh fruit bunches (palm oil).
Asia Pacific Auction Centre Sdn. Bhd. (APAC)

APAC, sebuah pusat lelongan yang dikendalikan oleh
Kumpulan MAHB menampilkan aktiviti yang semakin
berkembang pada tahun 2003. Sebanyak 81 lelongan
dilakukan sepanjang tahun ini, menghasilkan jualan
kasar berjumlah RM130 juta dan hasil sebanyak
RM9.7 juta. APAC telah memperluaskan operasi di
Sabah dengan pembukaan sebuah cawangan operasi
di Lapangan Terbang Antarabangsa Kota Kinabalu.
Sebanyak 11 lelongan kenderaan dan jentera telah
diadakan di Sabah dan Sarawak yang mana lima
dijalankan di Kota Kinabalu dan enam di Kuching.
MAB Agriculture-Horticulture Sdn. Bhd. (MAAH)

Aktiviti utama MAAH adalah menanam, mengurus
dan menjual kelapa sawit dan produk pertanian yang
lain. MAAH juga menjalankan semua aktiviti berkaitan
hortikultur dalam Kumpulan MAHB. Pada akhir tahun
2003, MAAH telah mengurus tanah ladang seluas
8,637 hektar di sekitar KLIA, Lapangan Terbang
Subang dan Kota Bharu yang ditanam dengan kelapa
sawit dan pokok kelapa. Daripada aktiviti-aktivitinya,
MAAH mencatatkan keuntungan sebanyak RM490,091
daripada hasil berjumlah RM11.6 juta. Hasil dijana
terutamanya daripada jualan buah tandan segar
(kelapa sawit).
105
MEMPERTINGKATKAN KELUK
PEMBELAJARAN
MAHB mempunyai seramai lebih 5,000 kakitangan
yang berkhidmat di 38 pejabat di Malaysia. Kejayaan
masa hadapan Kumpulan bergantung kepada
pengetahuan, kepakaran dan kemahiran mereka.
Itulah sebabnya MAHB memberi tumpuan utama
terhadap pembangunan sumber manusianya. Pada
tahun 2003, Kumpulan telah melaburkan hampir
RM3.0 juta untuk latihan, 2.8% daripada jumlah
ASCENDING THE LEARNING CURVE emolumen. Secara purata, setiap kakitangan menerima
MAHB has a total staff strength of over 5,000, spread 13 jam latihan, menepati sasaran latihan bagi tahun ini.
across 38 offices in Malaysia. It is the cumulative
Kursus yang dijalankan pada tahun 2003 meliputi
knowledge, expertise and talents of these men and
terutamanya program berasaskan tugas dalam
women who will lead the Group to future success.
perkhidmatan yang merangkumi aspek-aspek
That is why MAHB places a premium on the keselamatan, pengurusan, teknikal dan bidang
development of its human resources. In 2003, the kejuruteraan. Pusat Latihan Malaysia Airports (MATC)
Group invested approximately RM3.0 million on adalah pusat latihan yang diiktiraf kecemerlangannya
training, representing a sizeable 2.8% of total oleh International Civil Aviation Organisation (ICAO).
emoluments. On average, each employee received 13 Pada tahun 2003, program MATC berkaitan pengurusan
hours of training, meeting the year's training target. krisis, pengurusan keselamatan penerbangan,
keselamatan kargo udara dan kursus jurulatih
Courses conducted in 2003 comprised mainly in- keselamatan penerbangan telah menarik para peserta
dari rantau Asia Pasifik. Beberapa kakitangan yang
service task-based programmes covering the aspects
terpilih juga menghadiri program latihan khas di luar
of safety, management, security, technical and
negeri, khususnya dalam kursus pengurusan operasi
engineering areas. Our Malaysia Airports Training
lapangan terbang, teknikal dan kejuruteraan. Sepanjang
Centre (MATC) is a recognised centre of excellence tahun ini, MAHB turut menaja 30 kakitangan untuk
by the International Civil Aviation Organisation menghadiri Program Pengurusan Diploma Eksekutif
(ICAO). In 2003, MATCs programmes on crisis selama satu tahun yang dianjurkan dengan kerjasama
management, aviation security management, aviation Pusat Pengajian Lanjutan Universiti Malaya. Kesemua
security air cargo and aviation security instructors' 30 kakitangan tersebut telah berjaya menamatkan
course attracted participants from the Asia-Pacific pengajian mereka.
region. Selected employees also attended specialised
training programmes overseas, particularly in airport MAHB sedang melalui satu proses peralihan ke arah
sebuah organisasi bertaraf dunia dan mampu
operation management, technical and engineering
menghadapi cabaran serta memenuhi permintaan
courses. During the year, MAHB also sponsored 30
persekitaran operasi. Sejajar dengan objektif tersebut,
employees to attend a one-year Executive Diploma
beberapa inisiatif telah dilaksanakan untuk memupuk
Management Programme organised in collaboration budaya mengutamakan prestasi di kalangan tenaga
with Universiti Malaya Centre for Continuing Education. kerja MAHB. Bahagian sumber manusia meletakkan
All 30 employees have since graduated. sasaran untuk menghasilkan nilai perniagaan strategik
ke arah mencapai kecemerlangan organisasi.
MAHB is undergoing a change process to transform
itself into a world-class organisation and to meet the
challenges and demands of the operating environment.
In line with these objectives, several initiatives were
undertaken to inculcate a performance-driven culture
in MAHBs workforce. It is the aim of the HR
organisation to deliver strategic business value
towards organisational excellence.
On 19 May 2003, MAHB launched a competency- Pada 19 Mei 2003, MAHB telah melancarkan projek
based human resource processes project code proses sumber manusia berasaskan kompetensi yang
named Project COMET. The objective of Project dikenali sebagai Projek COMET. Objektif yang ingin
COMET is to transform the current HR processes as dicapai daripada Projek COMET ini adalah untuk
the enabling foundation in managing and developing mengubah proses pengurusan dan pembangunan
the Groups human capabilities in all phases of the sumber manusia sedia ada sebagai asas untuk
employees lifecycle, from hire to retirement. menggerakkan usaha mengurus dan membangunkan
keupayaan sumber manusia Kumpulan sepanjang
Project COMET consists of seven critical HR processes tempoh perkhidmatan kakitangan, iaitu daripada
i.e. Competency Management the development of peringkat pengambilan sehingga bersara.
competency directory and models for every job in
MAHB; Human Performance Management defines Projek COMET merangkumi beberapa proses HR yang
what the various employees are expected to kritikal iaitu Pengurusan Kompetensi pembangunan
demonstrate and would be measured upon; Career direktori kompetensi dan model bagi setiap jawatan
Pathing defines expected behaviours for each role, di MAHB; Pengurusan Prestasi Pekerja mentakrif
so development plans can be established; Succession apa yang perlu dicapai oleh kakitangan dan penilaian
Planning assess high potentials based on current prestasi; Pembangunan Kerjaya mentakrif
competency proficiency versus proficiency required tingkahlaku yang diharapkan bagi setiap peranan
of the next position; Learning Management untuk membolehkan rancangan pembangunan
identifies performance gap and means to address; diperkukuhkan; Perancangan Penggantian menilai
Recruitment & Selection defines where we search potensi berasaskan kepada kompetensi semasa
for recruits and behaviours to be screened; berbanding kompetensi yang diperlukan untuk
Compensation & Reward defines the incremental jawatan seterusnya; Pengurusan Pembelajaran
proficiency that we will pay. mengenalpasti jurang prestasi dan kaedah untuk
menanganinya; Pemilihan & Pengambilan mentakrif
To ensure the successful implementation of all the bagaimana kami mengenalpasti kakitangan yang
initiatives, Change Management activities are sesuai berdasarkan kompetensi sesuatu jawatan;
embedded as a tool to measure the success of the Ganjaran mentakrif peningkatan kompetensi yang
initiatives. The primary goal of Change Management akan diberi ganjaran.
activities is to encourage MAHB employees to accept
and embrace new ideas throughout the change Untuk memastikan semua inisiatif ini mencapai
process and enable them to continually improve their kejayaan, aktiviti Pengurusan Perubahan digunakan
performance. sebagai alat untuk mengukur kejayaan inisiatif ini.
Matlamat utama aktiviti Pengurusan Perubahan ini
With all these initiatives in place and with the Change adalah untuk menyokong kakitangan MAHB menerima
Management activities to support the implementation, dan mengamalkan idea-idea baru di sepanjang proses
MAHB will be able to fit the right people with the perubahan dan membolehkan mereka sentiasa
right competency to the right job in its journey mempertingkatkan prestasi.
towards becoming a world-class airport operator.
Melalui segala usaha yang dijalankan serta aktiviti
Pengurusan Perubahan yang dijalankan bagi
menyokong pelaksanaannya, MAHB akan mampu
menyesuaikan tenaga kerja yang tepat yang menepati
kecekapan yang diperlukan bagi menjalankan tugas
sewajarnya ke arah mencapai matlamat sebagai
pengendali lapangan terbang bertaraf dunia.
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HEALTH, SAFETY & ENVIRONMENT

From day one of its operations, MAHB has been committed to maintaining the highest HSE standards in all the airports under its management.
MAHB is guided by its operating philosophy to strike a balance between the economic considerations with the need to preserve the environment
as well as Malaysia's social and cultural heritage. MAHB is committed to preserving this national heritage, not only for the millions of visitors
but for the posterity of all Malaysians, present as well as for generations yet unborn.
KESIHATAN, KESELAMATAN & PERSEKITARAN

Sejak mula beroperasi, MAHB sentiasa komited untuk mengekalkan piawaian HSE tertinggi di semua lapangan terbang di bawah pengurusannya.
Berpandukan falsafah operasinya, MAHB memastikan keseimbangan antara keperluan ekonomi dengan kepentingan untuk menjaga persekitaran
serta warisan sosial dan budaya Malaysia. MAHB komited untuk memelihara warisan negara, bukan hanya untuk berjuta-juta pelawat malah
untuk kesejahteraan semua rakyat Malaysia, serta generasi yang akan datang.
In the safety arena, MAHB's policy is that there can Sebagai polisi, MAHB amat menitik beratkan aspek-
be no room for either complacency or compromise. aspek keselamatan. MAHB mematuhi sepenuhnya
MAHB fully complies with ICAO Annex 17 on security ICAO Annex 17 mengenai pengaturan keselamatan
arrangements and Annex 14 on aerodrome dan Annex 14 mengenai keperluan aerodrom. Audit
requirements. Regular audits carried out by the ICAO secara kerap dijalankan oleh ICAO dan Jabatan
and the Department of Civil Aviation (DCA) bear out Penerbangan Awam (DCA) pada tahap keselamatan
the high levels of safety and security performance in dan jaminan tertinggi di lapangan terbang yang
the airports operated by MAHB. To date, there have dikendalikan oleh MAHB. Sehingga kini, tiada
been no reported cases of serious non-conformity to sebarang kes pelanggaran piawaian keselamatan dan
international and national security and safety standards. jaminan keselamatan antarabangsa dan nasional yang
This record has helped earn the KLIA a consistent serius. Rekod ini membantu KLIA mendapat penarafan
rating as one of the top five airports in the world. yang konsisten sebagai salah sebuah di kalangan
lima buah lapangan terbang terbaik di dunia.
To ensure management and staff at all airports are
prepared to cope with any emergency, simulation Bagi memastikan pengurusan dan kakitangan di
exercises are a regular feature on the safety training semua lapangan terbang dapat bertindak sewajarnya
calendar. This is in conformance with the Airport Fire ketika berlaku sebarang kecemasan, latihan simulasi
& Rescue Services' standard operating procedures as merupakan acara tetap dalam kalendar latihan
per the requirements of ICAO. keselamatan. Ini selaras dengan prosedur operasi
standard Perkhidmatan Bomba & Penyelamat
Lapangan Terbang serta keperluan ICAO.
Two such drills were organised for KLIA during the Dua latihan telah dianjurkan untuk KLIA pada tahun
year, involving 11 agencies and relevant government ini, melibatkan tidak kurang dari 11 agensi dan
departments. The first exercise conducted on jabatan kerajaan yang berkenaan. Latihan pertama
7 August, involved a Fire Emergency and Evacuation dijalankan pada 7 Ogos, melibatkan Latihan
Drill at the Free Commercial Zone at KLIA. By Kecemasan Kebakaran dan Pengosongan Bangunan
engaging the management and staff, together with di Zon Perdagangan Bebas di KLIA. Latihan yang
the relevant agencies, the drill ensured participants of melibatkan pengurusan dan kakitangan bersama-
hands-on experience in ensuring an orderly and sama dengan agensi-agensi berkenaan ini,
expeditious evacuation. The second exercise, memastikan para peserta memperolehi pengalaman
conducted on 30 September simulated a Dry Run sebenar dalam memastikan pengosongan dapat
Aircraft Crash. The day-long exercise tested the dilakukan dengan teratur dan pantas. Latihan kedua
adequacy, efficiency and capabilities of the yang dijalankan pada 30 September menampilkan
Aerodrome Emergency Plan; coordination between Dry Run Aircraft Crash. Latihan selama sehari ini
Malaysia Airlines and MA (Sepang) Sdn. Bhd.; menguji kemampuan, kecekapan dan keupayaan
Facilities, logistics and manpower support at the Pelan Kecemasan Aerodrom; memastikan keselarasan
respective terminal centres and media relations room; antara Penerbangan Malaysia dan MA (Sepang) Sdn.
communication and flow of information between the Bhd.; Kemudahan dan logistik serta sokongan tenaga
relevant parties; and finally, the key personnel in manusia di pusat terminal masing-masing dan bilik
handling the situation. perhubungan media; komunikasi dan aliran maklumat
antara pihak-pihak berkenaan dan akhir sekali
personel utama yang mengendalikan situasi tersebut.
The primary functions of airport security are the prevention of hijacking and acts of sabotage and
measures to prevent such incidences are in place throughout the MAHB system of airports. In the
wake of the 9/11 incidents and the Bali bombing, MAHB has enhanced security measures in line
with the recommendations of the ICAO and DCA of Malaysia. MAHB is also working closely with
the Royal Malaysian Police and other relevant authorities. As a recognition for its security
measures that met international standard, the Groups aviation security division has been
accredited to MS ISO 9001:2000.
Fungsi utama keselamatan lapangan terbang adalah untuk mencegah rampasan dan tindakan
sabotaj dan mengambil pelbagai langkah untuk mencegah kejadian seumpama itu daripada berlaku
di seluruh sistem lapangan terbang MAHB. Selepas digegarkan oleh kejadian 9/11 dan
pengeboman di Bali, MAHB telah mempertingkatkan langkah-langkah keselamatan sejajar dengan
syor ICAO dan DCA Malaysia. MAHB juga bekerjasama erat dengan Polis DiRaja Malaysia dan
pelbagai pihak berkenaan yang lain. Sebagai pengiktirafan terhadap langkah keselamatan yang
menepati piawaian antarabangsa, bahagian keselamatan penerbangan Kumpulan telah diberi
akreditasi MS ISO 9001:2000.
109
SUSTAINING THE ENVIRONMENT

As manifestation of this commitment, KLIA became the first international airport in the Asia Pacific region to be
certified by Green Globe 21 (GG21). GG21 is the global benchmarking, certification and improvement system for
sustainable travel and tourism. It is based on Agenda 21 and principles for sustainable development endorsed by 182
Heads of State at the United Nations Rio de Janeiro Earth Summit. The certification by GG21 is an endorsement of
KLIAs efforts to identify, control and improve the environmental and social impacts of its operations.
In line with MAHBs commitment to uphold the principles of GG21, KLIA would strive towards achieving the following
goals and objectives:
Progressively establishing, maintaining and constantly improving the company-wide management system as
outlined in the GG21 standards.
Integrating all aspects of environmental and social factors into the planning and operational decisions and
processes.
Looking out continually for opportunities to improve its environmental performance, including measures to reduce
the negative effects of emissions and developing opportunities for recycling and the more efficient use of energy,
water and other natural resources.
Rehabilitating the environment affected by KLIAs activities.
Conserving significant populations of flora and fauna.
Promoting environmental awareness among company personnel, contractors and other airport users.
Promoting the use of locally produced products and local services.
Actively supporting employment for the local population within the catchment area of the airport.
MEMELIHARA ALAM SEKITAR

Bagi menggambarkan komitmen ini, KLIA menjadi lapangan terbang pertama di rantau Asia Pasifik yang diberi pensijilan
oleh Green Globe 21 (GG21). GG21 adalah ukurujuk yang diterima di peringkat global, pensijilan dan peningkatan
sistem untuk memastikan kesinambungan industri kembara dan pelancongan. Ia berasaskan kepada Agenda 21 dan
prinsip-prinsip untuk pembangunan berterusan yang disahkan oleh 182 Ketua Negara di Sidang Kemuncak Dunia
Bangsa-Bangsa Bersatu di Rio de Janeiro. Pensijilan oleh GG21 ini merupakan pengesahan terhadap usaha KLIA untuk
mengenalpasti, mengawal dan memperbaiki kesan alam sekitar dan sosial disebabkan oleh operasinya.
Selaras dengan komitmen MAHB untuk sentiasa mengamalkan prinsip-prinsip GG21, KLIA akan gigih berusaha untuk
mencapai matlamat dan objektif berikut:-
Mewujud, mengekal dan sentiasa memperbaiki sistem pengurusan di seluruh syarikat secara berperingkat seperti
yang digariskan di dalam piawaian GG21.
Menyatukan semua aspek alam sekitar dan faktor sosial ke dalam proses perancangan dan keputusan operasi.
Sentiasa mengenalpasti peluang untuk mempertingkatkan prestasi alam sekitarnya, termasuk langkah-langkah untuk
mengurangkan kesan negatif pelepasan dan membuka peluang untuk kitar semula dan penggunaan tenaga, air dan
sumber semulajadi dengan lebih cekap.
Memulihkan alam sekitar yang terjejas disebabkan oleh aktiviti di KLIA.
Memulihara populasi flora dan fauna.
Memupuk kesedaran alam sekitar di kalangan kakitangan syarikat, kontraktor dan para pengguna lapangan terbang.
Menggalakkan penggunaan produk dan perkhidmatan tempatan.
Menyokong secara aktif peluang pekerjaan untuk penduduk tempatan di sekitar kawasan lapangan terbang.
THE JOURNEY TO EXCELLENCE As for the other airports, four international airports at Penang,
MAHBs quest for quality is encapsulated in its Policy Statement, Kuching, Langkawi and Kota Kinabalu, are at various stages of
To manage, operate and maintain all its airports in a safe, secure and implementing the standard operating procedures (SOPs) setting out
efficient manner, providing uninterrupted services that exceeds the rules and regulations for more effective airport operations. All
customer expectations and satisfaction. Living up to the expectations relevant training of personnel to carry out the internal quality audits
of the statement presents an ongoing operational challenge. It takes were conducted during 2003, paving the way for targeted certification
concerted effort to ensure all facilities and equipment needed for the by SIRIM from mid-2004. MAHB plans to implement the SOPs at the
smooth operations of the airports are fully functioning all the time. In domestic airports and at the same time, introduce ISO practices and
the aftermath of 9/11, airport security and safety have taken on principles to reinforce the Group's quality culture.
critical importance. From dealing with customer complaints to coping
with any emergency situations, the airport is always in a state of Apart from ISO certification, MAHBs airports also have to conform
preparedness. with mandatory standards of international aviation bodies such as the
ICAO, International Air Transport Association (IATA) and Airport
MAHB will stop at nothing short of excellence in the attainment of its Council International (ACI). The Aerodrome Certification is a regulatory
operational goals. In the quest for excellence, the management and all requirement to ensure safety, efficiency and regularity of airports in
employees throughout the Group are committed to implement and compliance with ICAO Standards and Practices. The Aerodrome
maintain the internationally recognised ISO quality management Certification process for KLIA has been successfully completed and
system. To date, six divisions and subsidiaries within the KLIA have certified by DCA. Other international airports have completed the
been accredited to the ISO 9001:2000 system certified by Standard documentation process while the certification programme for
Industrial Research Institute Malaysia (SIRIM) and other certification domestic airports is expected to get underway by April 2004.
bodies. The latest addition to the elite circle is the Engineering
Division of Malaysia Airports (Sepang) Sdn. Bhd., which received the
MS ISO 9001:2000 certification from SIRIM QAS International Sdn.
Bhd. in August 2003. The scope of registration is for the operation,
maintenance and management of KLIA infrastructure and facilities. In
September, the Aviation Security Services (AVSEC) Division and
Airport Fire and Rescue Services (AFRS) Division successfully
upgraded their ISO registration to comply with the more stringent
requirements of the new ISO 9001:2000 certification.
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KE ARAH KECEMERLANGAN
Usaha MAHB mencapai kecemerlangan kualiti digariskan dengan jelas di dalam Penyata Dasarnya
Untuk mengurus, mengendali dan menyenggara semua lapangan terbangnya dengan selamat,
terjamin dan cekap, dengan menyediakan perkhidmatan berterusan yang melebihi jangkaan dan
kepuasan pelanggan. Penyata tersebut merupakan cabaran operasi berterusan bagi MAHB untuk
memastikannya ditepati. Ia memerlukan usaha bersepadu untuk menentukan semua kemudahan
dan peralatan berfungsi pada setiap masa bagi menghasilkan operasi lapangan terbang yang
lancar. Selepas peristiwa 9/11, langkah kawalan di lapangan terbang menjadi lebih penting. Dari
menguruskan aduan pelanggan hinggalah kepada menangani keadaan kecemasan, lapangan
terbang sentiasa bersedia menghadapi sebarang kemungkinan.
MAHB tidak akan bertolak-ansur demi mencapai kecemerlangan dalam matlamat operasinya.
Justeru, pihak pengurusan dan semua kakitangan di seluruh Kumpulan komited untuk melaksana
dan mengekalkan sistem pengurusan kualiti ISO yang diiktiraf di peringkat antarabangsa.
Sehingga kini, enam bahagian dan syarikat subsidiari di dalam KLIA telah menerima akreditasi
sistem ISO 9001:2000 yang disahkan oleh Institut Standard Penyelidikan Perindustrian Malaysia
(SIRIM) dan badan-badan pensijilan yang lain. Pensijilan terbaru telah diterima oleh Bahagian
Kejuruteraan Malaysia Airports (Sepang) Sdn. Bhd., yang memperolehi pensijilan MS ISO
9001:2000 daripada SIRIM QAS International Sdn. Bhd. pada bulan Ogos 2003. Skop pendaftaran
adalah untuk operasi, penyenggaraan dan pengurusan infrastruktur dan kemudahan KLIA. Pada
bulan September, Bahagian Keselamatan (AVSEC) dan Bahagian Bomba dan Penyelamat
Lapangan Terbang (AFRS) berjaya menaik taraf pendaftaran ISO mereka, mematuhi keperluan
pensijilan ISO 9001:2000 baru yang lebih ketat.
Empat lapangan terbang antarabangsa di Pulau Pinang, Kuching, Langkawi dan Kota Kinabalu
juga sedang dalam pelbagai peringkat pelaksanaan prosedur operasi standard (SOP) yang
menggariskan peraturan dan keperluan untuk operasi lapangan terbang yang lebih berkesan.
Semua latihan berkaitan kakitangan untuk menjalankan audit kualiti dalaman telah dilaksanakan
pada tahun 2003, yang merintis laluan ke arah pensijilan oleh SIRIM menjelang pertengahan
tahun 2004. MAHB merancang untuk melaksanakan SOP di lapangan terbang domestik dan pada
masa yang sama, memperkenalkan amalan dan prinsip ISO bagi mengukuhkan budaya
mengutamakan kualiti Kumpulan.
Selain daripada pensijilan ISO, lapangan terbang MAHB juga perlu mematuhi piawaian badan
penerbangan, antaranya seperti ICAO, International Air Transport Association (IATA) dan Airport
Council International (ACI). Pensijilan Aerodrom merupakan keperluan yang wajib dipatuhi bagi
memastikan keselamatan, kecekapan dan peraturan lapangan terbang adalah menepati Standard
dan Amalan ICAO. Proses Pensijilan Aerodrom bagi KLIA telah berjaya diselesaikan dan disahkan
oleh DCA. Lapangan terbang antarabangsa yang lain telah menyiapkan proses dokumentasi,
sementara program pensijilan bagi lapangan terbang domestik dijangka akan bermula pada April
2004.
THE TECHNOLOGICAL EDGE KELEBIHAN DARI SEGI TEKNOLOGI

MAHB operates in a very dynamic environment. As in MAHB beroperasi dalam persekitaran yang sangat
so many other industries, technology in all its various dinamik. Seperti pelbagai industri lain, teknologi
facets, has permeated almost every aspect of the merupakan teras dalam hampir kesemua aspek
airport management business. The rise and perniagaan pengurusan lapangan terbang. Kemajuan
convergence of information communications dan kecanggihan teknologi maklumat komunikasi
technology (ICT), in particular, has made airport (ICT), secara khusus telah menjadikan perniagaan
management a hi-tech business. From smoother and pengurusan lapangan terbang suatu perniagaan
faster aeronautical operations, improved operational berteknologi tinggi. Daripada operasi aeronautikal
efficiencies, tightening safety precautions, right down yang lancar dan pantas, kecekapan operasi yang
to increasing customer satisfaction, technology is dipertingkatkan, langkah pengawasan keselamatan
playing a vital role in MAHBs airport operations. yang diperketatkan, sehinggalah kepada peningkatan
kepuasan pelanggan, teknologi memainkan peranan
Malaysia Airports Technologies Sdn. Bhd. (MA yang amat penting dalam operasi lapangan terbang
Technologies) is the wholly-owned subsidiary of MAHB.
MAHB that is principally involved in the operation
and maintenance (O&M) services for KLIAs Total Malaysia Airports Technologies Sdn. Bhd. (MA
Airport Management Systems (TAMS), which is the Technologies) adalah syarikat subsidiari milik penuh
technological core of the entire airport operations. MAHB yang terlibat terutamanya dalam perkhidmatan
TAMS links up more than 40 systems, including air operasi dan penyenggaraan (O&M) untuk Total Airport
traffic management, runway/taxiway lighting control, Management Systems (TAMS), yang merupakan
baggage handling, passenger check-in and flight tunggak dari segi teknologi untuk keseluruhan
information display. operasi lapangan terbang. TAMS menghubungkan
lebih daripada 40 sistem, termasuk pengurusan trafik
MA Technologies has a total of 260 ICT personnel udara, kawalan pencahayaan landasan/laluan taksi
helping to manage TAMS at KLIA, ensuring system pesawat, pengendalian bagasi, pemeriksaan masuk
availability and optimal performance round the clock. penumpang dan paparan maklumat penerbangan.
The companys business has been expanded to
include the provision of O&M services for Express MA Technologies mempunyai seramai 260 kakitangan
Rail Link (ERL) and KLIA Meteorological Department. ICT yang membantu menguruskan TAMS di KLIA
bagi memastikan ketersediaan dan prestasi optimum
In its endeavours to provide world-class services, MA sepanjang masa. Perniagaan teras syarikat telah
Technologies has been accredited to the ISO diperluaskan untuk meliputi Express Rail Link (ERL)
9001:2000 quality system since August 2001. It also dan Jabatan Kajicuaca KLIA.
gained the distinction of being the first ICT company
in Malaysia to earn ISO certification in the field of Dalam usahanya menyediakan perkhidmatan bertaraf
aviation. The company has also taken major strides dunia, MA Technologies telah diberi akreditasi sistem
in the increasingly important area of occupational kualiti ISO 9001:2000 sejak Ogos 2001. Ia turut
health and safety, with certification to OHSAS mempunyai kelebihan sebagai syarikat ICT pertama di
18001:1999 in October 2003. Malaysia yang memperolehi pensijilan ISO. Syarikat
ini juga telah melaksanakan usaha penting dalam
bidang kesihatan dan keselamatan pekerjaan yang
semakin penting dengan memperolehi pensijilan
OHSAS 18001:1999 pada bulan Oktober 2003.
113
As part of MA Technologies continual improvement initiatives, several efforts to

enhance systems availability at KLIA were undertaken in 2003, which included:
Upgrading and redevelopment of Information Broker sub-system, the main

TAMS integration module for KLIA.
Upgrading of SCADA outside plant copper cable to network solution using

unpowered fibre optics. This is to prevent disruption of connectivity to all the
power sub-stations due to lightning strikes.
Upgrading of BHS server to improve performance of the servers during peak

hours.
Implementation of a Drawing Management System for easy storage, retrieval

and updating of technical drawings.
Implementation of a Passenger Service Charge (PSC) Billing System to

automate the processing of data for billing purposes and reduce the monthly
billing cycle to a weekly cycle.
Upgrading of SAP system to cater for the enhancement of the financial system
and incorporation of other subsidiaries within the Group.
Flight Information Display System for Langkawi International Airport and VVIP
Building in KLIA.
Sebagai sebahagian daripada usaha peningkatan berterusan MA Technologies, MA Technologies has its own team of research and
beberapa usaha untuk mempertingkatkan ketersediaan sistem di KLIA telah development (R&D) personnel who have developed a
dilaksanakan pada tahun 2003, yang antara lain meliputi: myriad of new applications for replacing old and
Usaha menaik taraf dan membangunkan semula sub-sistem Broker Maklumat, outdated systems. Some of the systems developed
modul penyepaduan utama TAMS untuk KLIA. are the Information Broker System, PSC Billing
System, Flight Information Display System, and the
Usaha menaik taraf SCADA kabel tembaga di luar loji kepada penyelesaian
ViC@Community portal to facilitate information
rangkaian menggunakan optik fiber yang tidak menggunakan tenaga. Ini
exchange among agencies operating in KLIA. In
bertujuan untuk mencegah gangguan perhubungan kepada semua sub-stesen
recognition of MA Technologies R&D expertise, it
tenaga akibat dipanah petir.
has successfully implemented a number of projects
Usaha menaiktaraf server BHS untuk mempertingkatkan prestasi server semasa for government agencies, thereby broadening its
waktu puncak. horizons.
Pelaksanaan Sistem Pengurusan Lukisan untuk penyimpanan, pengeluaran dan
mengemaskini lukisan teknikal dengan lebih mudah.
Pelaksanaan Sistem Pengebilan Caj Perkhidmatan Pelanggan (PSC) untuk MA Technologies mempunyai pasukan penyelidikan
pemprosesan data secara automatik bagi tujuan pengebilan dan mengurangkan dan pembangunan (R&D) sendiri yang memajukan
pusingan pengebilan setiap bulan kepada pusingan setiap minggu. pelbagai aplikasi baru untuk menggantikan sistem
Usaha menaiktaraf sistem SAP bagi meningkatkan sistem kewangan subsidiari lama. Antara sistem yang dimajukan termasuk
Sistem Broker Maklumat, Sistem Pengebilan PSC,
Kumpulan.
Sistem Paparan Maklumat Penerbangan, portal
Sistem Paparan Maklumat Penerbangan untuk Lapangan Terbang Antarabangsa
ViC@Community yang memudahkan pertukaran
Langkawi dan Bangunan VVIP di KLIA.
maklumat di kalangan agensi yang beroperasi di
KLIA. Sebagai bukti kepakarannya, MA Technologies
telah berjaya melaksanakan beberapa projek untuk
agensi-agensi kerajaan dan seterusnya memperluaskan
lagi rangkuman bidang perniagaannya.
TANGGUNGJAWAB KORPORAT
Sebagai sebuah warga korporat yang
bertanggungjawab, MAHB mempunyai tradisi
berkongsi kejayaannya dengan anggota masyarakat
CORPORATE CITIZENSHIP yang kurang bernasib baik. Kami menyokong
As a corporate citizen, MAHB has a long tradition of pelbagai usaha yang memerlukan bantuan dan
sharing its success with the less fortunate members pertubuhan amal. Adakalanya, kami membantu bukan
of the community. We support many worthy causes setakat dalam bentuk wang ringgit. Kami melakukan
and charitable organisations. Sometimes, we reach apa yang kami mampu untuk membawa perbezaan
out to the community not merely in the form of kepada kehidupan golongan kurang bernasib baik dan
money. We do whatever we can to make the anggota masyarakat yang sering dilupakan. Pada
difference to the lives of the under-privileged and the tahun lepas, semasa sambutan Hari Raya, Pengerusi
often forgotten members of society. Last year, during MAHB dan isteri beliau meluangkan masa untuk
the Hari Raya festive season, the Chairman of MAHB menyambut Hari Raya dengan 40 kanak-kanak di Pan
and his wife took time off to celebrate Hari Raya with Pacific Hotel Kuala Lumpur International Airport. Para
40 orphans at the Pan Pacific Hotel Kuala Lumpur jemputan istimewa MAHB itu juga diberikan duit raya.
International Airport. MAHBs special guests were Di samping itu, ERAMAN dan sebuah stesen radio
also presented with a traditional festive gift of money. tempatan turut sama menghidupkan keceriaan Hari
ERAMAN and a local radio station joined efforts to Raya kepada 80 kanak-kanak kurang bernasib baik
bring Hari Raya cheer to 80 under-privileged children dari dua buah rumah anak yatim di Subang Jaya dan
from two orphanages in Subang Jaya and Port Port Dickson. Acara tersebut adalah turutan kepada
Dickson. The occasion complemented the KLIA Sambutan Ramadhan di KLIA yang diadakan di
Ramadhan Fest being held at the airport for the first lapangan terbang tersebut untuk pertama kali.
time. As part of the fest, a collection box was placed Sebagai sebahagian daripada sambutan, sebuah kotak
at the bazaar, with the proceeds channeled to various derma telah ditempatkan di bazaar, dengan
charitable organisations. sumbangan yang diterima disalurkan kepada pelbagai
pertubuhan amal yang memerlukan.
We have also not forgotten those who have sacrificed
so much to defend the country. As a token of our Kami juga tidak melupakan jasa mereka yang telah
appreciation for their sacrifice, MAHB donated towards mempertaruhkan nyawa demi mempertahankan
the Armed Forces Malaysia fund in conjunction with negara. Sebagai tanda penghargaan terhadap
the celebration of Hari Raya Aidilfitri. The Group has pengorbanan mereka, MAHB telah menghulur
also organised a Charity Dinner where the proceeds sumbangan kepada Tabung Angkatan Tentera
from the dinner were donated to four charity Malaysia sempena sambutan Hari Raya Aidilfitri.
organisations such as MAKNA and Malaysian Liver Kumpulan juga telah menganjurkan Makan Malam
Foundation. During the year, Pan Pacific Hotel Kuala Amal di mana kutipan daripada majlis tersebut telah
Lumpur International Airport also donated to the didermakan kepada empat pertubuhan amal seperti
Persatuan Kanak-Kanak Istimewa Kajang Selangor. MAKNA dan Yayasan Hati Malaysia. Pada tahun ini,
Part of the collection came from the street soccer Pan Pacific Hotel Kuala Lumpur International Airport
tournament organised by the hotels community care juga menyumbang kepada Persatuan Kanak-Kanak
and sports club committee. As part of a collaborative Istimewa Kajang Selangor. Sebahagian daripada
effort, Pan Pacific Hotel Kuala Lumpur International kutipan tersebut dihasilkan daripada pertandingan
Airport also organised a reaching-out programme street soccer yang dianjurkan oleh jawatankuasa
that focused on skill-building and education for masyarakat prihatin dan kelab sukan hotel. Sebagai
disadvantaged youngsters in the Klang Valley. sebahagian daripada usaha bersama, Pan Pacific
Hotel Kuala Lumpur International Airport turut
menganjurkan program khidmat masyarakat yang
memfokus kepada pembinaan kemahiran dan
pendidikan bagi remaja kurang bernasib baik di
Lembah Klang.
115
The hotel also took the opportunity to brief its young Hotel tersebut turut mengambil kesempatan untuk
visitors on the hotel's operations and the career memberi taklimat kepada para pelawat muda ini
opportunities available in the hotel management and mengenai operasinya serta peluang kerjaya yang
service industry. The children also had an opportunity tersedia dalam industri pengurusan dan perkhidmatan
to observe a fire drill put on by Malaysia Airports perhotelan. Para remaja ini juga berpeluang melihat
(Sepang) Sdn. Bhd., where they had first hand latihan kecemasan kebakaran yang dilakukan oleh
experience seeing fire-fighters in action. In ways like Malaysia Airports (Sepang) Sdn. Bhd. di mana mereka
these, we are planting roots in the various mendapat gambaran yang lebih dekat bagaimana
communities we serve. pasukan bomba bertindak memadam kebakaran.
Dengan berbuat demikian, kami berusaha gigih untuk
memupuk hubungan baik dengan pelbagai lapisan
MOVING ON masyarakat di mana kami berkhidmat.
As we begin the current financial year, the prospects
look promising. Barring unforeseen circumstances,
passenger traffic in the MAHB system of airports is MENUJU KE HADAPAN
set to grow stronger. Riding on the growth Awal tahun kewangan semasa menampilkan prospek
momentum established towards the end of 2003 and yang cerah. Jika tidak berlaku sebarang keadaan di
with sustained improvements in the economic luar jangkaan, trafik penumpang di lapangan terbang
environment, we are likely to achieve higher growth MAHB diramal akan berkembang dengan lebih pesar.
Berdasarkan momentum pertumbuhan yang dicapai
rates, especially for passenger and aircraft
menjelang akhir tahun 2003 dan dengan persekitaran
movements. When these targets are achieved, the
ekonomi yang terus meningkat kami berkemungkinan
rest as they say, will follow.
akan mencapai kadar pertumbuhan yang lebih tinggi,
terutamanya bagi pergerakan penumpang dan
MAHB will continue with efforts to unlock the hidden
pesawat. Apabila semua sasaran ini berjaya dicapai,
potential of its commercial operations. We are
prestasi yang lain juga akan bertambah baik.
currently working on an innovative arrangement with
retail outlets that would boost productivity as well as MAHB akan meneruskan usaha untuk menyerlahkan
provide an element of risk sharing between MAHB potensinya di dalam operasi komersil. Kini kami
and the retailers. For the coming year, the Commercial sedang mengusahakan terma inovatif dengan gedung
Division will continue with efforts to improve retailing runcit yang akan mempertingkatkan tahap produktiviti
standards and presentation. This is to enhance the serta menyediakan elemen pembahagian risiko antara
image of KLIAs commercial activities to be on par, if MAHB dan para peruncit. Pada tahun hadapan,
not better, than other major airports in the region. Bahagian Komersil akan terus mempertingkatkan taraf
A facelift and enhancement of the retail faade at dan penampilan gedung runcit. Ia bertujuan untuk
KLIA is in the pipeline, while more aggressive mempertingkatkan imej aktiviti komersil KLIA supaya
marketing and promotional activities are being dapat mengatasi atau setanding dengan lapangan
planned. The Division will also be consolidating the terbang utama lain di rantau ini. Rancangan telah
tenant mix and will introduce an anchor tenant diatur untuk melaksanakan kerja pengubahsuaian dan
concept, which is more practical and efficient menaik taraf fasad gedung runcit di KLIA dan pada
operationally. masa yang sama aktiviti pemasaran dan promosi juga
sedang dirangka. Bahagian ini juga akan mengukuhkan
lagi campuran penyewanya dan akan memperkenalkan
konsep penyewa utama yang mana dari segi operasi
adalah lebih praktikal dan cekap.
DATO BASHIR AHMAD ABDUL MAJID

Managing Director / Pengarah Urusan
london paris dubai bentong
Our customers come from

here, there and everywhere.
They can be individuals.

or multinationals.
There is one thing they can be

assured of - equal priority.
118 calendar of events
rentetan peristiwa
04-25 January/Januari 2003

MALAYSIA CULTURE & HERITAGE EXHIBITION AT KLIA
KLIA played host to renowned Malaysian artist Anuar Dans
solo exhibition from 4 to 25 January 2003. The event was
part of KLIAs efforts to make it a family destination and
regional travel hub.
PAMERAN KEBUDAYAAN & WARISAN MALAYSIA DI KLIA

KLIA menjadi tuan rumah kepada pameran solo Anuar Dan,
seorang pelukis ternama di Malaysia mulai 4 hingga 25
Januari 2003. Acara tersebut merupakan sebahagian
daripada usaha untuk menjadikan KLIA sebuah destinasi 08 January/Januari 2003
keluarga dan hab kembara serantau. KLIA ANNOUNCES FIRST GRAND SHOPPING BONANZA WINNER
KLIAs Grand Shopping Bonanza featuring three Grand Prizes,
announces its first winner, Masaaki Nakashima a tourist from
Japan who won a glittering jewellery set worth more than
RM100,000. The contest ended June 2003.
KLIA MENGUMUMKAN PEMENANG PERTAMA GRAND

SHOPPING BONANZA
Grand Shopping Bonanza anjuran KLIA yang memaparkan tiga
Hadiah Utama mengumumkan pemenang pertamanya, Masaaki
Nakashima, seorang pelancong dari Jepun yang memenangi
satu set barang kemas bernilai lebih RM100,000. Peraduan ini
berlangsung sehingga Jun 2003.
21 January/Januari 2003
SPORTS PASSION SHOPPING CAMPAIGN
KLIA Shopping Campaign from January to March 2003
themed Sports Passion was launched, showcasing
the passion, finesse & energy associated with sports.
KEMPEN MEMBELI-BELAH SPORTS PASSION

Pelancaran Kempen KLIA Shopping mulai Januari
hingga Mac 2003 bertema Sports Passion
menampilkan kesungguhan, ketangkasan & tenaga yang
dikaitkan dengan bidang sukan.
AVIATION ACTIVITIES EXPANSION AT SUBANG AIRPORT
The expansion of general aviation activities at Sultan Abdul Aziz
Shah Airport in Subang commenced following agreements
signed between Malaysia Airports Sdn. Bhd, MHS Aviation
Berhad and Grouptech Sdn. Bhd.
AKTIVITI PENERBANGAN DI LAPANGAN TERBANG SUBANG

DILUASKAN
Aktiviti penerbangan awam di Lapangan Terbang Sultan Abdul
Aziz Shah, Subang diperluaskan selepas persetujuan
ditandatangani antara Malaysia Airports Sdn. Bhd., MHS
Aviation Berhad dan Grouptech Sdn. Bhd.
119
18-26 February/Februari 2003

MAHB PARTICIPATION IN SHOWCASE MALAYSIA
Held in conjunction with the XIII NAM (Non-Alligned Movement)
Summit, the Showcase Malaysia exhibition saw MAHB
showcasing information of their services and facilities.
MAHB MENYERTAI SHOWCASE MALAYSIA

Pameran Showcase Malaysia yang dianjurkan sempena Sidang PAN PACIFIC HOTEL KUALA LUMPUR INTERNATIONAL AIRPORT
Kemuncak NAM XIII (Pertubuhan Negara-negara Berkecuali) AWARDED NATIONAL CERTIFICATE
turut disertai oleh MAHB yang memaparkan maklumat mengenai Pan Pacific Hotel Kuala Lumpur International Airport was awarded a
perkhidmatan dan kemudahan yang disediakan. National Certificate by Selangors Menteri Besar Y.A.B. Dato Seri Dr.
Mohamad Khir Toyo for organising Malaysia's Longest Golf Drive on the
KLIA runway, an annual charity event held in conjunction with KLIAs
anniversary.
PAN PACIFIC HOTEL KUALA LUMPUR INTERNATIONAL AIRPORT

DIBERI ANUGERAH SIJIL KEBANGSAAN
Menteri Besar Selangor, Y.A.B. Dato Seri Dr. Mohamad Khir Toyo
menyampaikan anugerah Sijil Kebangsaan kepada Pan Pacific Hotel
Kuala Lumpur International Airport kerana menganjurkan Longest Golf
Drive di Malaysia di landasan KLIA. Ia merupakan sebuah acara
kebajikan tahunan yang dianjurkan bersempena dengan ulangtahun KLIA.
06 March/Mac 2003
ERAMAN LAUNCHES NEW CUSTOMER SERVICE PROGRAMME
ERAMAN launched its Customer Service Philosophy, New Uniform &
Website under their Customer Service Programme to promote greater
customer interaction and service.
ERAMAN MELANCARKAN PROGRAM BARU

PERKHIDMATAN PELANGGAN
ERAMAN melancarkan Falsafah Perkhidmatan Pelanggan, Pakaian
Seragam & Laman Web baru di bawah Program Perkhidmatan
Pelanggannya bagi menggalakkan interaksi dan khidmat pelanggan yang
lebih erat lagi.
07 March/Mac 2003
ENAK BERSELERA DI KLIA PROGRAMME DEBUTS ON TV3
Enak Berselera di KLIA, which showcases KLIA as a
culinary haven, made its debut on TV3s popular Malaysia
Hari Ini.
RANCANGAN ENAK BERSELERA DI KLIA DITAYANGKAN

DI TV3
Rancangan Enak Berselera di KLIA, yang menampilkan
KLIA sebagai syurga makanan, ditayangkan melalui program
popular TV3, Malaysia Hari Ini.
rentetan peristiwa
21-23 March/Mac 2003

PETRONAS MALAYSIAN GRAND PRIX 2003
Sepang International Circuit once again hosted this international
event which had 100,000 spectators and millions of TV viewers
from all over the world watching live.
PETRONAS MALAYSIAN GRAND PRIX 2003

Litar Antarabangsa Sepang sekali lagi menjadi tuan rumah
kepada acara bertaraf dunia yang berjaya menarik seramai
100,000 penonton di litar dan berjuta penonton televisyen
di seluruh dunia menyaksikan perlumbaan ini secara langsung
di kaca TV.
26 March/Mac 2003
CHARITY FLIGHT FOR ORPHANS
In conjunction with the Sultan Of Selangors Coronation Day, 100
orphans were treated to a 1 hour charity flight on Regent Air at
KLIA by His Royal Highness Sultan Sharafuddin Idris Shah, who
also presented goody bags to them.
PENERBANGAN AMAL UNTUK ANAK-ANAK YATIM

Bersempena dengan Hari Pertabalan Sultan Selangor, seramai 100
orang anak yatim telah diraikan oleh DYMM Sultan Sharafuddin
Idris Shah dengan penerbangan amal Regent Air selama 1 jam.
Baginda Sultan turut menghadiahkan buah tangan kepada mereka.
30 March/Mac 2003
NEW BINTULU AIRPORT COMMENCED OPERATIONS
The new Bintulu airport, capable of handling up to 400,000
passengers annually, begins operations at its modern premises
31 March/Mac 2003
located about 23km from Bintulu town. Passengers are now able to QATAR AIRWAYS BEGINS DAILY FLIGHTS BETWEEN DOHA & KLIA
fly direct from Bintulu to KLIA. Qatar Airways flies daily between Doha & KLIA and on to Jakarta.
The arrivals into Doha are conveniently timed to provide easy
LAPANGAN TERBANG BINTULU BARU MEMULAKAN OPERASI connections to Europe, Africa and the Middle East.
Lapangan Terbang Bintulu baru, yang mampu mengendalikan
sehingga 400,000 penumpang setahun, mula beroperasi di QATAR AIRWAYS MULAKAN PENERBANGAN HARIAN ANTARA
premisnya yang moden terletak kira-kira 23km dari bandar Bintulu. DOHA & KLIA
Para penumpang kini boleh mengambil penerbangan terus dari Qatar Airways memulakan penerbangan harian antara Doha &
Bintulu ke KLIA. KLIA dan seterusnya ke Jakarta. Ketibaan di Doha menyediakan
penerbangan sambungan ke Eropah, Afrika dan Timur Tengah.
121
01 April/April 2003
ROYAL NEPAL AIRLINES FLIES INTO KLIA
Royal Nepal Airlines, flies into KLIA and receives a warm reception
from MAHB and Tourism Malaysia. Passengers were greeted and
presented with souvenirs by the former Transport Minister Y.B. Dato
Seri Dr. Ling Liong Sik. These twice-weekly flights utilised the
Kathmandu-Singapore-KLIA-Kathmandu route.
ROYAL NEPAL AIRLINES TERBANG KE KLIA

Royal Nepal Airlines memulakan penerbangan ke KLIA dan disambut
oleh MAHB dan Pelancongan Malaysia. Ketibaan para penumpang
dialu-alukan dan cenderahati disampaikan oleh bekas Menteri
Pengangkutan Y.B. Dato Seri Dr. Ling Liong Sik. Penerbangan
dua kali seminggu ini menggunakan laluan
Kathmandu-Singapura-KLIA-Kathmandu.
10 April/April 2003
THIRD PHASE OF KLIA SHOPPING CAMPAIGN LAUNCH
The campaign themed Spring Romance was launched by the former
Culture, Arts & Tourism Minister Y.B. Dato Paduka Abdul Kadir Hj. Sheikh
Fadzir. It highlighted elements of spring fashion.
PELANCARAN FASA KETIGA KEMPEN MEMBELI-BELAH KLIA

Kempen yang bertema Spring Romance telah dilancarkan oleh bekas
Menteri Kebudayaan, Kesenian & Pelancongan Y.B. Dato Paduka Abdul Kadir
Hj. Sheikh Fadzir. Kempen ini memberi tumpuan kepada fesyen musim
bunga.
19 April/April 2003
MAHB STAFF RECOGNISED FOR LOYAL SERVICE
188 MAHB staff who have served the company for more than 25 years were
presented with Loyal Service Awards by the former Deputy Minister of
Human Resource Y.B. Dr. Hj. Abdul Latiff Ahmad. The ceremony also saw
the signing of a collective agreement between MAHB management and
MAHB union.
KAKITANGAN MAHB TERIMA PENGIKTIRAFAN BAGI PERKHIDMATAN SETIA

Seramai 188 kakitangan MAHB yang telah berkhidmat untuk Syarikat lebih
25 tahun telah diberikan Anugerah Perkhidmatan Setia oleh bekas Timbalan
Menteri Sumber Manusia Y.B. Dr. Hj. Abdul Latiff Ahmad. Upacara ini turut
menyaksikan majlis menandatangani perjanjian bersama antara pengurusan
MAHB dan kesatuan sekerja MAHB.
rentetan peristiwa
19 May/Mei 2003
MAHB LAUNCHED COMPETENCY BASED
HUMAN RESOURCES PROCESS
The official launching of MAHBs Competency Based Human
Resources Process was held at KLIA. This new HR process will
enable the Company to fit the right people with the right
competencies to the right job.
MAHB LANCARKAN PROSES SUMBER MANUSIA

BERASASKAN KOMPETENSI
Pelancaran Proses Sumber Manusia MAHB berasaskan
Kompetensi telah diadakan di KLIA. Proses Pembangunan
Sumber Manusia yang baru ini akan membolehkan Syarikat
menempatkan tenaga kerja dengan kompetensi dan tugas
yang sesuai.
21 May/Mei 2003
VISIT TO MAHB BY CAMBODIA WORKERS UNION
Seven representatives from workers unions of several
organisations in Cambodia visited MAHBs headquarters
where they were briefed on Malaysia Airports
organisational structure and human resource activities.
KESATUAN SEKERJA KEMBOJA MELAWAT MAHB

Seramai tujuh perwakilan dari kesatuan sekerja
beberapa pertubuhan di Kemboja telah melawat ibu
pejabat MAHB di mana mereka telah diberi taklimat
ringkas mengenai struktur organisasi dan aktiviti
sumber manusia Malaysia Airports.
27 May/Mei 18 June/Jun 2003

KLIA HOSTS COLOURS OF MALAYSIA 2003
MAHB in collaboration with Tourism Malaysia played host to a variety of
cultural performances in conjunction with Colours of Malaysia 2003. The
event also commemorated KLIAs fifth anniversary celebrations.
KLIA MENJADI TUAN RUMAH CITRAWARNA MALAYSIA 2003

MAHB dengan kerjasama Pelancongan Malaysia menjadi tuan rumah
kepada pelbagai persembahan kebudayaan bersempena dengan
Citrawarna Malaysia 2003. Acara ini juga serentak dengan sambutan
perayaan ulangtahun kelima KLIA.
123
29 May/Mei 2003
28-31 May/Mei 2003 MAHB HOLDS 4TH ANNUAL GENERAL MEETING
MAHB held its fourth Annual General Meeting (AGM) at the Pan
CAREER PATHING WORKSHOPS HELD FOR MAHB STAFF
Pacific Hotel Kuala Lumpur International Airport during which
This workshop were held at MAHBs headquarters and Pan
the Groups Financial results were tabled and adopted.
Pacific Hotel Kuala Lumpur International Airport. A total of 20
mission critical positions were selected as pioneers for the
MAHB MENGADAKAN MESYUARAT AGUNG TAHUNAN KE-4
career pathing development.
MAHB mengadakan Mesyuarat Agung Tahunannya
Yang Keempat di Pan Pacific Hotel Kuala Lumpur International
BENGKEL PEMBANGUNAN KERJAYA DIADAKAN UNTUK
Airport di mana Laporan Kewangan Kumpulan telah dibentang
KAKITANGAN MAHB
dan diluluskan.
Bengkel ini telah diadakan di ibu pejabat MAHB dan Pan Pacific
Hotel Kuala Lumpur International Airport. Sebanyak 20 misi
jawatan kritikal telah dipilih sebagai perintis untuk pembangunan
laluan kerjaya.
07 June/Jun 2003 23 June/Jun 2003

MAHB WELCOMES NEW CHAIRMAN RIAU AIRLINES ADDS MALACCA TO ITS DESTINATIONS
& MANAGING DIRECTOR P.T. Riau Airlines, a Riau Provincial government owned
MAHB welcomes its new Chairman Y.Bhg. Tan Sri Datuk Dr. airline, started servicing Malacca four times a week on the
Aris Othman and new Managing Director Y.Bhg. Dato Pekan Baru Malacca route. The service has helped boost
Bashir Ahmad. Malaccas tourism industry.
MAHB MENGALU-ALUKAN PENGERUSI & PENGARAH MELAKA DESTINASI TAMBAHAN RIAU AIRLINES
URUSAN BARU P.T. Riau Airlines, sebuah syarikat penerbangan milik
MAHB mengalu-alukan kedatangan Pengerusi barunya kerajaan Wilayah Riau, memulakan perkhidmatan empat kali
Y.Bhg. Tan Sri Datuk Dr. Aris Othman dan Pengarah Urusan seminggu ke Melaka menggunakan laluan Pekan Baru-
baru iaitu Y.Bhg. Dato Bashir Ahmad. Melaka. Perkhidmatan ini membantu menggalakkan lagi
industri pelancongan Melaka.
rentetan peristiwa
29 June/Jun 2003
AUSTRALIAN AIRLINES FLIES INTO SABAH
Australian Airlines started flying non-stop once weekly flight between
Kota Kinabalu and Sydney commenced from 29 June 2003. This new
service opened up Sabah, Sarawak and Borneo to Australian visitors
and vice versa.
AUSTRALIAN AIRLINES TERBANG KE SABAH

Penerbangan tanpa henti Australian Airlines sekali seminggu antara
Kota Kinabalu dan Sydney bermula dari 29 Jun 2003. Perkhidmatan
baru ini membuka pintu Sabah, Sarawak dan Borneo kepada
pelancong Australia dan juga sebaliknya.
01 July/Julai 2003
MIRI AIRPORT COMMENCES OPERATIONS
Miri Airport commenced operations at its new state-of-the-art terminal on
today. The former Prime Minister Y.A.Bhg. Tun Dr. Mahathir Mohamad
officiated the launching ceremony.
LAPANGAN TERBANG MIRI MULA BEROPERASI

Lapangan Terbang Miri mula beroperasi di terminal barunya yang serba
moden pada hari ini. Perdana Menteri ketika itu Y.A.Bhg. Tun Dr.
Mahathir Mohamad telah merasmikan lapangan terbang tersebut.
03 July/Julai 2003
GARUDA INDONESIA INTRODUCES NEW SERVICE
A new direct service between Surabaya & Kuala
Lumpur was established on 3 July 2003. Garuda
now operates three flights a week plying the route.
The new service is aimed at strengthening
Malaysia-Indonesia ties and boosting the tourism
industry of both countries.
GARUDA INDONESIA PERKENALKAN

PERKHIDMATAN BARU
Perkhidmatan terus yang baru antara Surabaya &
Kuala Lumpur telah dimulakan pada 3 Julai 2003.
Garuda kini mengendalikan tiga penerbangan
seminggu menggunakan laluan tersebut. 04 July/Julai 2003
Perkhidmatan baru ini bermatlamat untuk KLM ADDS FLIGHT FREQUENCY TO KLIA
mengukuhkan hubungan Malaysia-Indonesia dan KLM Royal Dutch Airlines added another flight on the
menggalakkan industri pelancongan di kedua-dua AmsterdamKLIAManila route, thus now operating six
negara. flights a week. The addition is aimed at further boosting
tourism between Malaysia and Holland and it reflects the
airline's confidence in KLIAs abilities.
KLM TAMBAH KEKERAPAN PENERBANGAN KE KLIA

KLM Royal Dutch Airlines menambah satu lagi penerbangan
di laluan Armsterdam-KLIA-Manila, menjadikan kini enam
penerbangan seminggu. Tambahan ini bermatlamat untuk
menggalakkan pertumbuhan pelancongan antara Malaysia
dan Belanda dan ia menggambarkan keyakinan syarikat
penerbangan tersebut terhadap kemampuan KLIA.
125
08 July/Julai 2003
KLIA ORGANISES ANOTHER GIVE BLOOD CAMPAIGN
For the fifth time, KLIA organised the Give Blood Campaign aimed
at creating awareness on the importance of saving lives through
blood donation. The blood donation was jointly organised by
Malaysia Airports (Sepang), Aeromed Medical Clinic and the National
Blood Centre.
KLIA ANJURKAN SATU LAGI KEMPEN DERMA DARAH

Untuk kali kelima, KLIA menganjurkan Kempen Derma Darah yang
bermatlamat untuk memupuk kesedaran berhubung kepentingan
menyelamatkan nyawa melalui derma darah. Kempen tersebut telah
dianjurkan bersama oleh Malaysia Airports (Sepang), Aeromed
Medical Clinic dan Pusat Darah Negara.
19 July/Julai 2003
ROYAL JORDANIAN AIRLINES INCREASES PASSENGERS LOAD TO KLIA
Effective 19 July 2003, Royal Jordanian Airlines introduces a new route plying
AmmanBangkokKLIA. For these operations, Airbus 340 with bigger capacity is used.
A welcome reception was organised, led by the former Deputy Transport Minister Y.B. Tan Sri
Dato Seri Ramli Ngah Talib who greeted and presented souvenirs to the disembarking
passengers.
ROYAL JORDANIAN AIRLINES TAMBAH MUATAN PENUMPANG KE KLIA

Bermula 19 Julai 2003, Royal Jordanian Airlines memperkenalkan laluan baru Amman-
Bangkok-KLIA. Operasi ini menggunakan pesawat Airbus 340 dengan kapasiti yang lebih
besar. Timbalan Menteri Pengangkutan ketika itu, Y.B. Tan Sri Dato Seri Ramli Ngah Talib
telah menyambut dan menyampaikan cenderahati kepada para penumpang.
07 August/Ogos 2003
KLIA FIRE EMERGENCY & EVACUATION DRILL
To ensure all agencies are always well
prepared in the event of fire and to ensure
evacuations are carried out in an orderly and
smooth manner, Malaysia Airports conducted a
Fire Emergency & Evacuation Drill at the Free
Commercial Zone (FCZ) building.
LATIHAN KECEMASAN KEBAKARAN &

PENGOSONGAN BANGUNAN
Bagi memastikan semua agensi sentiasa
bersedia sekiranya berlaku kebakaran dan
memastikan pengosongan bangunan dijalankan
dengan teratur dan lancar, Malaysia Airports
telah mengadakan Latihan Kecemasan
Kebakaran & Pengosongan di bangunan Zon
Perdagangan Bebas.
rentetan peristiwa
09-10 August/Ogos 2003

KLIA CELEBRATES SHOPPING FIESTA
Lets Fiesta@KLIA shopping carnival, the culmination of its shopping
bonanzas was held on 9 and 10 August 2003. Its success further
strengthened KLIAs position as a shopping haven for travellers.
FIESTA MEMBELI-BELAH DI KLIA

Acara kemuncak bonanza membeli-belah Lets Fiesta@KLIA telah diadakan
pada 9 dan 10 Ogos 2003. Kejayaan fiesta tersebut mengukuhkan lagi
kedudukan KLIA sebagai syurga membeli-belah untuk para kembara.
09 August/Ogos 2003
KLIA GRAND SHOPPING BONANZA DINNER
KLIA hosted their Grand Shopping Bonanza Dinner, which was
attended by 300 invited guests and members of the media.
Highlights included the presentation of Airport Service Excellence
Appreciation awards to KLIAs various agencies and a lucky draw
which saw a lucky winner take home a Jaguar X-Type 2.5 worth
more than RM300,000.
MAKAN MALAM KLIA GRAND SHOPPING BONANZA

KLIA menganjurkan Majlis Makan Malam Grand Shopping Bonanza,
yang dihadiri oleh 300 orang tetamu dan wakil media. Acara
kemuncak di majlis tersebut termasuk penyampaian anugerah Airport
Service Excellence Appreciation kepada pelbagai agensi KLIA dan
cabutan bertuah yang menyaksikan pemenang bertuah membawa
pulang Jaguar X-Type 2.5 berharga lebih daripada RM300,000.
19 August/Ogos 2003
LATS EXHIBITION AT KLIA
Renowned cartoonist Dato Lat showcases his work at KLIA. Y.Bhg.
Tan Sri Datuk Dr. Aris Othman launched the exhibition, which was
held until 15 September 2003. The objective of the exhibition was
to create family activities at KLIA in order to make it a popular
family destination.
PAMERAN LAT DI KLIA

Kartunis terkenal Dato Lat mempamerkan karya beliau di KLIA.
Y.Bhg. Tan Sri Datuk Dr. Aris Othman telah melancarkan pameran
tersebut, yang telah berlangsung sehingga 15 September 2003.
Objektif pameran ini adalah untuk mewujudkan aktiviti keluarga di
KLIA untuk menjadikannya destinasi yang popular.
127
26 August/Ogos 2003
KLIA ENGINEERING DIVISION RECEIVES ISO CERTIFICATION
KLIA received another boost when the Engineering Division of
Malaysia Airports (Sepang) Sdn. Bhd. received the ISO 9001:2000
certification from SIRIM. MAHBs Managing Director Y.Bhg. Dato
Bashir Ahmad received the certificate from SIRIM president Y.Bhg.
Dato Dr. Mohd Ariffin Hj. Aton.
BAHAGIAN KEJURUTERAAN KLIA MENERIMA PENSIJILAN ISO

KLIA menerima satu lagi pengiktirafan apabila Bahagian Kejuruteraan
Malaysia Airports (Sepang) Sdn. Bhd. menerima pensijilan
ISO 9001:2000 daripada SIRIM. Pengarah Urusan MAHB, Y.Bhg.
Dato Bashir Ahmad telah menerima sijil tersebut daripada presiden
SIRIM Y.Bhg. Dato Dr. Mohd Ariffin Hj. Aton.
31 August/Ogos 2003
AMBANG MERDEKA CELEBRATION AT KLIA
In conjunction with Merdeka Day, MAHB hosted the Ambang Merdeka
celebration, participated by more than 500 staff from 25 agencies
operating at KLIA. MAHBs Chairman, Y.Bhg. Tan Sri Datuk Dr. Aris
Othman headed the celebration.
SAMBUTAN AMBANG MERDEKA DI KLIA

Sempena dengan Hari Merdeka, MAHB menganjurkan perayaan
Ambang Merdeka, yang disertai oleh lebih 500 kakitangan dari 25
agensi yang beroperasi di KLIA. Pengerusi MAHB, Y.Bhg. Tan Sri
Datuk Dr. Aris Othman mengetuai sambutan tersebut.
25 September/September 2003
AIR CHINA FLIES INTO KLIA
The Republic of Chinas largest carrier made its debut at KLIA
where passengers were greeted with souvenirs by the former
Culture, Arts & Tourism Minister Y.B. Dato Paduka Abdul Kadir Hj.
Sheikh Fadzir. Thereafter, Air China begins operating three flights
weekly to KLIA.
AIR CHINA TERBANG KE KLIA

Syarikat penerbangan terbesar Republik Rakyat China memulakan
perkhidmatan ke KLIA di mana para penumpang telah disambut dan
diberi cenderahati oleh bekas Menteri Kebudayaan, Kesenian &
Pelancongan Y.B. Dato Paduka Abdul Kadir Hj. Sheikh Fadzir. Air
China mula mengendalikan tiga penerbangan seminggu ke KLIA.
rentetan peristiwa
30 September/September 05 October/Oktober 2003

LIMA 2003
The Langkawi International Maritime & Aerospace Exhibition 2003 (LIMA) launched by former
Prime Minister, Y.A.Bhg. Tun Dr. Mahathir Mohamad, saw the participation of more than 26
countries. MAHB took this opportunity to showcase their service and facilities by organising
an exhibition at the airport. MAHBs Managing Director Y.Bhg. Dato Bashir Ahmad attended
the event in show of MAHB support for this international event.
LIMA 2003
Pertunjukan Maritim & Udara Antarabangsa Langkawi 2003 (LIMA) yang dirasmikan oleh
bekas Perdana Menteri, Y.A.Bhg. Tun Dr. Mahathir Mohamad, menyaksikan penyertaan lebih
daripada 26 negara. MAHB mengambil peluang ini untuk mempamerkan perkhidmatan dan
kemudahan yang ditawarkannya. Pengarah Urusan MAHB Y.Bhg. Dato Bashir Ahmad turut
sama menyaksikan dan memberi sokongan MAHB kepada acara antarabangsa ini.
01 October/Oktober 2003
CATHAY PACIFIC ADDS ANOTHER DAILY FLIGHT TO KLIA
Cathay Pacific Airways began flying three times daily between
Hong Kong & KLIA. The commencement of the additional flight
frequency was officiated by Y.Bhg Tan Sri Datuk Dr. Aris
Othman and Cathay Pacific Country Manager for Malaysia &
Brunei, Vivian Lo who greeted and presented souvenirs to
arriving passengers.
CATHAY PACIFIC TAMBAH PENERBANGAN HARIAN KE KLIA

Cathay Pacific Airways memulakan penerbangan tiga kali sehari
antara Hong Kong & KLIA. Permulaan penerbangan tambahan
ini telah dirasmikan oleh Y.Bhg. Tan Sri Datuk Dr. Aris Othman
dan Pengurus Cathay Pacific untuk Malaysia & Brunei,
Vivian Lo yang menyambut dan menyampaikan cenderamata
kepada para penumpang yang tiba.
COMMITMENT DECLARATION FOR THE EXECUTION
OF HUMAN PERFORMANCE MANAGEMENT
Held at the Pan Pacific Hotel Kuala Lumpur International Airport,
this event involved 474 Management staff of MAHB where the
group pledged to implement and execute the competency-based
Human Performance Management effectively.
PERISYTIHARAN KOMITMEN UNTUK PELAKSANAAN PENGURUSAN

PRESTASI TENAGA KERJA
Acara yang berlangsung di Pan Pacific Hotel Kuala Lumpur
International Airport yang melibatkan 474 kakitangan pengurusan
MAHB di mana kumpulan tersebut berikrar akan melaksana dan
menguatkuasakan Pengurusan Prestasi Sumber Manusia berasaskan
kompetensi dengan berkesan.
03 October/Oktober 2003 129
LAUNCHING OF HR PORTAL
myairportshr4u.com.my, an online portal providing Human
Resource related information, was launched for the benefit of the
Groups employees.
PELANCARAN PORTAL HR
myairportshr4u.com.my sebuah portal berkaitan Sumber Manusia,
telah dilancarkan untuk manfaat semua kakitangan Kumpulan.
10-12 October/Oktober 2003

SEPANG CIRCUIT HOSTS MARLBORO MALAYSIAN MOTORCYCLE
GRAND PRIX 2003
Sepang International Circuit hosted the Marlboro Malaysian
Motorcycle Grand Prix 2003 for the 4th consecutive year. More
than 30,000 spectators witnessed the event along with millions of
TV viewers from all over the world watching live.
LITAR SEPANG ANJURKAN MARLBORO MALAYSIAN

MOTORCYCLE GRAND PRIX 2003
Litar Antarabangsa Sepang telah menganjurkan Marlboro Malaysian
Motorcycle Grand Prix 2003 untuk tahun ke-4 berturut-turut.
Perlumbaan tersebut disaksikan oleh lebih 30,000 penonton di litar
serta berjuta-juta penonton lain yang menyaksikan secara langsung
di kaca TV di seluruh dunia.
AIRCRAFT CRASH TRAINING AT KUALA TERENGGANU AIRPORT
This exercise is to remind Kuala Terengganu Airport staff of their respective duties should
such an incident occur and to ensure that all agencies operating at the airport and external
agencies such as the police and fire department co-ordinate smoothly.
LATIHAN PESAWAT TERHEMPAS DI LAPANGAN TERBANG KUALA TERENGGANU

Latihan ini bertujuan untuk sentiasa mengingatkan kakitangan Lapangan Terbang Kuala
Terengganu tentang tanggungjawab masing-masing jika sebarang kemalangan berlaku dan
untuk memastikan semua agensi yang beroperasi di lapangan terbang tersebut serta
agensi-agensi luar seperti polis dan jabatan bomba bertindak dengan pantas.
MAHB HOSTS THE FIRST NEW ROUTE ASIA 2003
Delegates from 150 international airports and airlines attended the
first ever New Route Asia 2003 Forum, held at the Pan Pacific Hotel
Kuala Lumpur International Airport from 19 to 21 October 2003.
The Ministry of Transport, Ministry of Culture, Arts & Tourism,
MAHB and Malaysia Airlines jointly made the event possible.
MAHB MENJADI TUAN RUMAH NEW ROUTE ASIA 2003

YANG PERTAMA
Delegasi daripada 150 lapangan terbang dan syarikat penerbangan
menghadiri New Route Asia 2003 yang berlangsung di
Pan Pacific Hotel Kuala Lumpur International Airport dari 19 hingga
21 Oktober 2003. Acara tersebut diadakan dengan kerjasama
Kementerian Pengangkutan, Kementerian Kebudayaan, Kesenian &
Pelancongan, MAHB dan Malaysia Airlines.
rentetan peristiwa
20-21 October/Oktober 2003

KUANTAN AIRPORT HOSTS THE KAMU. AKU. SEIRING. CARNIVAL
Organised by the National Unity & Social Development Ministry, the
Kamu. Aku. Seiring was held at the Kuantan Airport field. The two
day carnival featured activities such as a Pantomime show,
performances by local artists, a fireworks display and traditional
sports.
LAPANGAN TERBANG KUANTAN ANJURKAN KARNIVAL KAMU.

AKU. SEIRING
Kementerian Perpaduan Negara & Pembangunan Sosial telah
menganjurkan karnival Kamu. Aku. Seiring di padang Lapangan
Terbang Kuantan. Karnival dua hari ini turut menampilkan pelbagai
aktiviti seperti persembahan Pantomin, persembahan oleh artis
tempatan, pertunjukan bunga api dan sukan tradisional.
PHILIPPINE AIRLINES MAKES DEBUT AT KLIA
Philippine Airlines, the national carrier of Philippines made its debut at
KLIA greeted by former Deputy Minister of Transport
Y.B. Tan Sri Dato Seri Ramli Ngah Talib. Philippine Airlines operates
four flights weekly to and from KLIA.
PHILLIPPINE AIRLINES MEMBUAT PENDARATAN SULUNG KE KLIA

Philippine Airlines, syarikat penerbangan kebangsaan Filipina membuat
pendaratan pertama di KLIA dan ketibaannya disambut oleh bekas
Timbalan Menteri Pengangkutan Y.B. Tan Sri Dato Seri Ramli Ngah
Talib. Philippine Airlines mengendalikan empat penerbangan setiap
minggu ke dan dari KLIA.
TAHLIL & BREAKING OF FAST CEREMONY IN CONJUNCTION WITH MAHBS
11TH ANNIVERSARY
Held at the Sultan Abdul Samad Mosque KLIA, this ceremony was to usher in
the holy Ramadhan month and also to celebrate MAHB's 11th anniversary.
MAHBs Chairman Tan Sri Datuk Dr. Aris Othman along with the general
managers of MAHB and its subsidiaries attended the ceremony. Staff from
MAHB Headquarters and Malaysia Airports (Sepang) also joined in for a
memorable celebration.
MAJLIS TAHLIL & BERBUKA PUASA SEMPENA ULANG TAHUN KE-11

Majlis ini diadakan di Masjid Sultan Abdul Samad, KLIA bersempena bulan
Ramadhan dan juga untuk meraikan ulangtahun MAHB ke-11. Tan Sri Datuk Dr.
Aris Othman, Pengerusi MAHB dan para pengurus besar MAHB dan
subsidiarinya serta kakitangan Ibu Pejabat MAHB dan Malaysia Airports (Sepang)
turut menyertai sambutan yang sungguh bermakna ini.
131
01 November/November 2003
DISPOSAL OF SULTAN ISMAIL AIRPORT, SENAI, JOHOR DARUL
TAKZIM
MAHB completed the disposal of Sultan Ismail Airport, Senai, Johor
Darul Takzim to Senai Airport Terminal Services Sdn. Bhd. for a
cash consideration of RM80 million.
PELUPUSAN LAPANGAN TERBANG SULTAN ISMAIL, SENAI, JOHOR

DARUL TAKZIM
MAHB telah melupuskan Lapangan Terbang Sultan Ismail, Senai,
Johor Darul Takzim kepada Senai Airport Terminal Services Sdn.
Bhd. dengan harga tunai sebanyak RM80 juta.
21 December/Disember 2003
MAHB CELEBRATES HARI RAYA WITH ORPHANS
An Aidil Fitri celebration with orphans was held at the Pan Pacific Hotel Kuala
Lumpur International Airport. It was part of MAHBs efforts to encourage social
interaction and welfare contribution towards the less fortunate. MAHBs Chairman,
Y.Bhg. Tan Sri Datuk Dr. Aris Othman and his wife, Y.Bhg. Puan Sri Sherina Aris
also presented the children with duit raya.
MAHB MENYAMBUT HARI RAYA BERSAMA ANAK-ANAK YATIM

Satu majlis sambutan Hari Raya Aidil Fitri untuk Anak-anak Yatim telah diadakan di
Pan Pacific Hotel Kuala Lumpur International Airport. Ia merupakan sebahagian
daripada usaha MAHB untuk menggalakkan interaksi sosial dan sumbangan
kebajikan kepada mereka yang kurang bernasib baik. Pengerusi MAHB,
Y.Bhg. Tan Sri Datuk Dr. Aris Othman dan isteri, Y.Bhg. Puan Sri Sherina Aris turut
menyampaikan hadiah dan duit Raya kepada kanak-kanak tersebut.
awards won in 2003
anugerah-anugerah yang dimenangi dalam tahun 2003
KLIA is among top five airports in the world in

terms of overall passenger satisfaction in a
survey by International Air Transport
KLIA is runner up for Best Airport in the
Association (IATA) Global Airport Monitor.
world (15-25 mppa) and Asia Pacific region
Dubai, Singapore, Hong Kong and Copenhagen
(less than 25 mppa) categories in the Airport
Airport were ranked top four followed by KLIA.
World Global Service Excellence Award.
KLIA voted Best Emerging Airport in Asia in
KLIA merupakan antara lima lapangan terbang
KLIA dipilih sebagai Lapangan Terbang kedua the category for handling less than 500,000
terbaik di dunia dari segi kepuasan penumpang
terbaik di dunia bagi kategori (15-25 juta tonnes of cargo annually at the Asian Freight &
keseluruhan berdasarkan kaji selidik oleh
penumpang setahun) dan rantau Asia Pasifik Chain Supply Awards 2003 (AFSCAs).
International Air Transport Association (IATA)
(kurang daripada 25 juta penumpang setahun)
Global Airport Monitor. Lapangan Terbang
dalam Airport World Global Service Excellence KLIA dipilih sebagai Lapangan Terbang Baru
Dubai, Singapura, Hong Kong dan Copenhagen
Award. Terbaik di Asia bagi kategori pengendalian
menduduki empat tempat teratas diikuti oleh
kurang daripada 500,000 tan kargo setahun di
KLIA.
Asian Freight & Chain Supply Awards 2003
(AFSCAs).
KLIA is among the top ten airports in the 2003 KLIA is second for the Best Airport Category
Airport of the Year survey organised by Skytrax in the Conde Nast Readers Travel Award
Research, a British based air travel industry 2003. KLIA is also the Best in the Cleanliness
research company. and Design/Layout categories.
KLIA merupakan antara sepuluh lapangan KLIA menduduki tempat kedua bagi Kategori
terbang terbaik dalam kaji selidik Lapangan Lapangan Terbaik dalam Conde Nast Readers
Terbang Terbaik Tahun 2003 oleh Skytrax Travel Award 2003. Bagi kategori Kebersihan
Research, sebuah syarikat penyelidikan industri dan Rekabentuk/Pelan, KLIA merupakan yang
kembara udara yang berpangkalan di Britain. KLIA selected second runner-up in the Terbaik.
Favourite Airport Category for the 3rd
annual TIME Readers Travel Choice Awards
survey.
KLIA dipilih menduduki tempat ketiga bagi

kategori Lapangan Terbang Pilihan dalam
kaji selidik tahunan ke-3 TIME Readers Travel
Choice Awards.
133
KLIA received a special Airport Marketing Award in recognition of

consistent marketing activities during SARS period at the 9th World Route
Development Forum, in Edinburgh, Scotland.
KLIA menerima Anugerah Khas Pemasaran Lapangan Terbang di 9th

World Route Development Forum di Edinburgh, Scotland sebagai mengiktiraf
aktiviti pemasaran yang berterusan ketika wabak SARS berleluasa.
KLIA is the third best airport in the world in

the Asia Pacific Readers Poll 2003 organised by
Business Traveller Asia Pacific magazine.
KLIA dipilih sebagai lapangan terbang ketiga

terbaik di dunia dalam Asia Pacific Readers
Poll 2003 anjuran majalah Business Traveller
Asia Pacific.
Y.Bhg. Dato Bashir Ahmad receiving the special Airport Marketing Award from His
MAHB awarded top three airport Royal Highness the Duke of York.
authorities in Asia Pacific Region in the Y.Bhg. Dato Bashir Ahmad menerima Anugerah Khas Pemasaran Lapangan Terbang
Most Supportive Approach to Travel dari His Royal Highness the Duke of York.
Retail at the Annual Raven Fox Travel
Retail Excellence Award 2003 in Cannes,
France.
MAHB diberi anugerah sebagai antara tiga

pihak pengurusan lapangan terbang yang
terbaik di Rantau Asia Pasifik bagi kategori
Most Supportive Approach to Travel
Retail di Annual Raven Fox Travel
Retail Excellence Award 2003 di Cannes,
Perancis.
The Pan Pacific Hotel Kuala Lumpur International Airport been
awarded Best Airport Hotel in Asia 2003 by Business Asia
magazine and CNBC Asia.
Pan Pacific Hotel Kuala Lumpur International Airport dianugerahkan

Hotel Lapangan Terbang Terbaik di Asia 2003 oleh Majalah
Business Asia dan CNBC Asia.
Safe
Safer
Safest
We all want to feel safe.

Especially when we travel.
Our customers certainly

feel safer in our airports.
Maybe thats why

They are reluctant
To leave our airports.
Directors Report 137
Statement by Directors 140
Statutory Declaration 140
Report of the Auditors 141
Consolidated Income Statement 142
Consolidated Balance Sheet 143
Consolidated Statement of Changes in Equity 144
Consolidated Cash Flow Statement 145
Income Statement 147
Balance Sheet 148
Statement of Changes in Equity 149
Cash Flow Statement 150
Notes to the Financial Statements 151
Financial Statements
penyata kewangan
Laporan Para Pengarah 189

Penyata Para Pengarah 192
Perakuan Berkanun 192
Laporan Juruaudit 193
Penyata Pendapatan Disatukan 194
Kunci Kira-kira Disatukan 195
Penyata Perubahan Dalam Ekuiti Disatukan 196
Penyata Aliran Tunai Disatukan 197
Penyata Pendapatan 199
Kunci Kira-kira 200
Penyata Perubahan Dalam Ekuiti 201
Penyata Aliran Tunai 202
Nota-nota Kepada Penyata Kewangan 203
directors report 137
The directors have pleasure in presenting their report together with the audited financial statements of the Group and of the Company for the
financial year ended 31 December 2003.
PRINCIPAL ACTIVITIES
The principal activity of the Company is investment holding.
The principal activities of the subsidiaries are disclosed in Note 11 to the financial statements.
There have been no significant changes in the nature of the principal activities during the financial year.
RESULTS
Group Company
RM000 RM000
Net profit/(loss) for the year 84,673 (77,459)
There were no material transfers to or from reserves or provisions during the year.
In the opinion of the directors, the results of the operations of the Group and of the Company during the financial year were not substantially
affected by any item, transaction or event of a material and unusual nature.
DIVIDENDS
The amount of dividends paid by the Company since 31 December 2002 were as follows:
RM000
In respect of the financial year ended 31 December 2002 as reported in the directors report of that year:
Interim tax exempt dividend of 2.6%, paid on 20 January 2003 28,600
Interim dividend of 1.4% less 28% taxation, paid on 20 January 2003 11,088
Final dividend of 4% less 28% taxation, paid on 25 June 2003 31,680
71,368
At the forthcoming Annual General Meeting, a final dividend in respect of the financial year ended 31 December 2003, of 2% less 28% taxation
on 1,100,000,000 ordinary shares, amounting to a total dividend payable of RM15,840,000 (1.44 sen net per share) will be proposed for
shareholders approval. The financial statements for the current financial year do not reflect this proposed dividend. Such dividend, if approved
by the shareholders, will be accounted for in shareholders equity as an appropriation of retained profits in the financial year ending
31 December 2004.
MALAYSIA AIRPORTS HOLDINGS BERHAD (487092-W)

138 directors report
DIRECTORS
The names of the directors of the Company in the office since the date of the last report and at the date of this report are:
Tan Sri Datuk Dr. Aris bin Othman (appointed on 7 June 2003)
Dato Bashir Ahmad bin Abdul Majid (appointed on 7 June 2003)
Dato Zaharaah binti Shaari
Eshah binti Meor Suleiman (resigned as alternate director to Dato Izzuddin bin Dali on 7 June 2003, reappointed
as director on 29 January 2004)
Datuk Siti Maslamah binti Osman (appointed on 1 December 2003)
Datuk Alias bin Hj Ahmad (appointed on 1 December 2003)
Ahmad Kamal bin Abdullah Al-Yafii (appointed on 1 December 2003)
Long See Wool (appointed as alternate director to Dato Zaharaah binti Shaari on 1 March 2004)
Gho Peng Seng (appointed as alternate director to Eshah binti Meor Suleiman on 1 March 2004)
Tan Sri Dato Haji Basir bin Ismail (resigned on 7 June 2003)
Dato Izzuddin bin Dali (resigned on 7 June 2003)
Tan Sri Dato Thong Yaw Hong (resigned on 1 December 2003)
Tan Sri Dato Zaki bin Tun Azmi (resigned on 1 December 2003)
Datuk Mohamed Adnan bin Ali (resigned on 1 December 2003)
Dato Adnan bin Shamsuddin (resigned on 30 April 2003)
Rosman bin Abdullah (resigned on 4 July 2003)
DIRECTORS BENEFITS
Neither at the end of the financial year, nor at any time during that year, did there subsist any arrangement to which the Company was a party,
whereby the directors might acquire benefits by means of acquisition of shares in or debentures of the Company or any other body corporate.
Since the end of the previous financial year, no director has received or become entitled to receive a benefit (other than benefits included in
the aggregate amount of emoluments received or due and receivable by the directors as shown in Note 6 to the financial statements or the
fixed salary of a full time employee of the Company) by reason of a contract made by the Company or a related corporation with any director
or with a firm of which he is a member, or with a company in which he has a substantial financial interest.
DIRECTORS INTERESTS
According to the register of directors shareholdings, none of the directors in office at the end of the financial year had any interest in shares
in the Company or its related corporations during the financial year.
OTHER STATUTORY INFORMATION

(a) Before the income statements and balance sheets of the Group and of the Company were made out, the directors took reasonable steps:
(i) to ascertain that proper action had been taken in relation to the writing off of bad debts and the making of provision for doubtful
debts and satisfied themselves that all known bad debts had been written off and that adequate provision had been made for
doubtful debts; and
(ii) to ensure that any current assets which were unlikely to realise their value as shown in the accounting records in the ordinary
course of business had been written down to an amount which they might be expected so to realise.

139
OTHER STATUTORY INFORMATION (CONTD.)

(b) At the date of this report, the directors are not aware of any circumstances which would render:
(i) the amount written off for bad debts or the amount of the provision for doubtful debts inadequate to any substantial extent; and
(ii) the values attributed to the current assets in the financial statements of the Group and of the Company misleading.
(c) At the date of this report, the directors are not aware of any circumstances which have arisen which would render adherence to the
existing method of valuation of assets or liabilities of the Group and of the Company misleading or inappropriate.
(d) At the date of this report, the directors are not aware of any circumstances not otherwise dealt with in this report or financial statements
of the Group and of the Company which would render any amount stated in the financial statements misleading.
(e) As at the date of this report, there does not exist:
(i) any charge on the assets of the Group and of the Company which has arisen since the end of the financial year which secures the
liabilities of any other person; or
(ii) any contingent liability of the Group or of the Company which has arisen since the end of the financial year.
(f) In the opinion of the directors:
(i) no contingent or other liability has become enforceable or is likely to become enforceable within the period of twelve months after
the end of the financial year which will or may affect the ability of the Group or of the Company to meet their obligations when
they fall due; and
(ii) no item, transaction or event of a material and unusual nature has arisen in the interval between the end of the financial year and
the date of this report which is likely to affect substantially the results of the operations of the Group or of the Company for the
financial year in which this report is made.
SIGNIFICANT EVENTS
The significant events are as disclosed in Note 27 to the financial statements.
AUDITORS
The auditors, Ernst & Young, have expressed their willingness to continue in office.
Signed on behalf of the Board in accordance with a resolution of the directors
Tan Sri Datuk Dr. Aris bin Othman Dato Bashir Ahmad bin Abdul Majid
Kuala Lumpur, Malaysia

Date: 25 March 2004

140 statement by directors
pursuant to section 169(15) of the companies act, 1965
We, Tan Sri Datuk Dr. Aris bin Othman and Dato Bashir Ahmad bin Abdul Majid, being two of the directors of Malaysia Airports Holdings
Berhad, do hereby state that, in the opinion of the directors, the accompanying financial statements set out on pages 142 to 188 are drawn
up in accordance with applicable Approved Accounting Standards in Malaysia and the provisions of the Companies Act, 1965 so as to give a
true and fair view of the financial position of the Group and of the Company as at 31 December 2003 and of the results and the cash flows
of the Group and of the Company for the year then ended.
Signed on behalf of the Board in accordance with a resolution of the directors

Date: 25 March 2004
statutory declaration
pursuant to section 169(16) of the companies act, 1965
I, Suffian bin Baharuddin (ACCA Number: 2425713), being the officer primarily responsible for the financial management of Malaysia Airports
Holdings Berhad, do solemnly and sincerely declare that the accompanying financial statements set out on pages 142 to 188 are in my opinion
correct, and I make this solemn declaration conscientiously believing the same to be true and by virtue of the provisions of the Statutory
Declarations Act, 1960.
Subscribed and solemnly declared by the

abovenamed Suffian bin Baharuddin
at Kuala Lumpur in the Federal Territory
on 25 March 2004 Suffian bin Baharuddin
Before me,
Abas bin Hasan

Commissioner for Oaths
Kuala Lumpur

report of the auditors 141
to the members of Malaysia Airports Holdings Berhad (incorporated in Malaysia)
We have audited the accompanying financial statements set out on pages 142 to 188. These financial statements are the responsibility of the
Company's directors. Our responsibility is to express an opinion on these financial statements based on our audit.
We conducted our audit in accordance with applicable Approved Standards on Auditing in Malaysia. Those standards require that we plan and
perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes
examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the
accounting principles used and significant estimates made by the directors, as well as evaluating the overall presentation of the financial
statements. We believe that our audit provides a reasonable basis for our opinion.
In our opinion:
(a) the financial statements have been properly drawn up in accordance with the provisions of the Companies Act, 1965 and applicable
Approved Accounting Standards in Malaysia so as to give a true and fair view of:
(i) the financial position of the Group and of the Company as at 31 December 2003 and of the results and the cash flows of the Group
and of the Company for the year then ended; and
(ii) the matters required by Section 169 of the Companies Act, 1965 to be dealt with in the financial statements; and
(b) the accounting and other records and the registers required by the Act to be kept by the Company and by its subsidiaries have been
properly kept in accordance with the provisions of the Act.
We are satisfied that the financial statements of the subsidiaries that have been consolidated with the financial statements of the Company are
in form and content appropriate and proper for the purposes of the preparation of the consolidated financial statements and we have received
satisfactory information and explanations required by us for those purposes.
The auditors reports on the financial statements of the subsidiaries were not subject to any qualification material to the consolidated financial
statements and did not include any comment required to be made under Section 174(3) of the Act.
Ernst & Young Dato Nordin bin Baharuddin

AF: 0039 No. 837/03/06(J)
Chartered Accountants Partner

Date: 25 March 2004

142 consolidated income statement
for the year ended 31 December 2003
2003 2002
Note RM000 RM000
Revenue 3 894,000 935,271

Other operating income 67,360 57,175
Changes in inventories 2,048 1,940
Purchases of inventories (93,989) (87,962)
Staff costs 4 (192,794) (192,087)
Depreciation 10 (64,949) (70,074)
Contract costs (16,700) (37,458)
Other operating expenses (436,506) (380,422)
Profit from operations 5 158,470 226,383

Finance costs (6,425) (6,349)
Share of results of associated companies (441) 1,796
Profit before taxation 151,604 221,830

Taxation 7 (66,931) (70,987)
Net profit for the year 84,673 150,843
Earnings per share (sen) basic 8 8 14
Net dividends per share (sen)

Proposed 9 1.4 2.9
Declared 9 3.6
The accompanying notes form an integral part of the financial statements.

consolidated balance sheet 143
as at 31 December 2003
2003 2002
Note RM000 RM000
NON-CURRENT ASSETS
Property, plant and equipment 10 2,696,561 2,519,882
Investment in associates 12 25,022 25,068
Other investments 13 98,538 99,013
2,820,121 2,643,963
CURRENT ASSETS
Inventories 14 32,088 30,714
Trade receivables 15 264,381 351,829
Other receivables 16 219,985 70,962
Marketable securities 17 5,814 5,267
Cash and bank balances 18 212,198 178,519
734,466 637,291
CURRENT LIABILITIES
Trade payables 19 53,295 36,581
Other payables 20 242,500 250,439
Taxation 56,899 49,224
Dividend payable 39,688
352,694 375,932
NET CURRENT ASSETS 381,772 261,359
3,201,893 2,905,322
FINANCED BY:
Share capital 21 1,100,000 1,100,000
Reserves 1,288,303 1,235,310
Shareholders equity 2,388,303 2,335,310
Deferred liabilities 22 713,590 470,012

Long term borrowing (unsecured) 23 100,000 100,000
Non-current liabilities 813,590 570,012
3,201,893 2,905,322

144 consolidated statement of changes in equity
<-----------Reserves----------->
Non-
distributable Distributable
Share Share Retained
Capital Premium Profits Total
RM000 RM000 RM000 RM000
At 1 January 2002 1,100,000 822,744 345,411 2,268,155

Dividends (Note 9) (83,688) (83,688)
At 31 December 2002 1,100,000 822,744 412,566 2,335,310

Dividends (Note 9) (31,680) (31,680)
At 31 December 2003 1,100,000 822,744 465,559 2,388,303

consolidated cash flow statement 145
2003 2002
RM000 RM000
CASH FLOWS FROM OPERATING ACTIVITIES

Adjustments for:
Share of results of associated companies 441 (1,796)
(Gain)/loss on disposal of property, plant and equipment (4,027) 269
Gain on disposal of investments (872) (2,608)
Bad debts written off 2,510 2,393
Goodwill written off 9,660
Inventories written off 2,610 32
Property, plant and equipment written off 39 105
Provision for doubtful debts 75,624 11,391
Retirement benefits 16,098 14,642
Provision for short term accumulating compensated absences 3,083
Depreciation 64,949 70,074
Impairment loss of property, plant and equipment 441
Amortisation of premium on investments 467 403
Accretion of discount in investments (2) (2)
(Reversal)/provision for diminution in value of investments (366) 366
Investment income (1,829) (347)
Interest income (10,346) (9,921)
Interest expense 6,425 6,349
Operating profit before working capital changes 306,408 323,281

Increase in inventories (3,984) (10,093)
Increase in receivables (139,709) (41,615)
Increase in payables 4,593 29,692
Cash flow generated from operations 167,308 301,265

Income tax paid (56,529) (140,439)
Retirement benefits paid (1,213) (985)
Net cash flow generated from operating activities 109,566 159,841

146 consolidated cash flow statement
2003 2002
RM000 RM000
CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of property, plant and equipment (94,502) (102,526)
Proceeds from disposal of property, plant and equipment 83,532 15,191
Purchase of other investments (3,550) (3,277)
Purchase of additional shares in an existing subsidiary (38,000)
Proceeds from disposal of investments 4,251 23,378
Investment income received 1,829 347
Interest received 10,346 9,921
Net cash flow generated from/(used in) investing activities 1,906 (94,966)
CASH FLOWS FROM FINANCING ACTIVITIES

Repayment of short term borrowings (100,000)
Interest paid (6,425) (6,349)
Dividends paid (71,368) (44,243)
Drawdown of long term borrowings 100,000
Net cash flow used in financing activities (77,793) (50,592)
NET INCREASE IN CASH AND CASH EQUIVALENTS 33,679 14,283

CASH AND CASH EQUIVALENTS AT BEGINNING OF FINANCIAL YEAR 178,519 164,236
CASH AND CASH EQUIVALENTS AT END OF FINANCIAL YEAR (NOTE 18) 212,198 178,519

income statement 147
2003 2002
Note RM000 RM000
Revenue 3 94,119
Other operating income 1,183 22,630
Staff costs 4 (4,116) (2,321)
Depreciation 10 (299) (287)
Other operating expenses (67,674) (4,333)
(Loss)/profit from operations 5 (70,906) 109,808

Finance costs (6,283) (6,209)
(Loss)/profit before taxation (77,189) 103,599

Taxation 7 (270) (19,226)
Net (loss)/profit for the year (77,459) 84,373

148 balance sheet
as at 31 December 2003
2003 2002
Note RM000 RM000
NON-CURRENT ASSETS
Property, plant and equipment 10 1,159 842
Investment in subsidiaries 11 1,807,607 1,807,607
Other investments 13 6
1,808,772 1,808,449
CURRENT ASSETS
Other receivables 16 536,941 552,871
Cash and bank balances 18 5,287 12,267
542,228 565,138
CURRENT LIABILITIES
Other payables 20 354,284 229,844
Taxation 6,589 6,558
Dividend payable 39,688
360,873 276,090
NET CURRENT ASSETS 181,355 289,048
1,990,127 2,097,497
FINANCED BY:
Share capital 21 1,100,000 1,100,000
Reserves 788,358 897,497
Shareholders equity 1,888,358 1,997,497
Deferred liabilities 22 1,769

Long term borrowing 23 100,000 100,000
Non-current liabilities 101,769 100,000
1,990,127 2,097,497

statement of changes in equity 149
<-----------Reserves----------->
Distributable
Non- Retained
distributable Profits/
Share Share (Accumulated
Capital Premium losses) Total
RM000 RM000 RM000 RM000
At 1 January 2002 1,100,000 822,744 74,068 1,996,812

Dividends (Note 9) (83,688) (83,688)
At 31 December 2002 1,100,000 822,744 74,753 1,997,497

Net loss for the year (77,459) (77,459)
Dividends (Note 9) (31,680) (31,680)
At 31 December 2003 1,100,000 822,744 (34,386) 1,888,358

150 cash flow statement
2003 2002
RM000 RM000
CASH FLOWS FROM OPERATING ACTIVITIES

Adjustment for:
Depreciation 299 287
Interest expense 6,283 6,209
Dividend income (94,119)
Retirement benefits 2,139
Provision for short term accumulating compensated absences 528
Interest income (326) (22,443)
Interest income receivable from a subsidiary adjusted 64,989
Operating loss before working capital changes (3,277) (6,467)

Increase in receivables (167) (217)
Increase in payables 334 592
Increase in related company balances 74,370 23,501
Cash flow generated from operations 71,260 17,409

Retirement benefits paid (54)
Income tax paid (239) (322)
Net cash flow generated from operating activities 70,967 17,087
CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of property, plant and equipment (616) (1,008)
Purchase of other investments (6)
Dividends received 44,000
Interest income received 326 780
Net cash flow (used in)/generated from investing activities (296) 43,772
CASH FLOWS FROM FINANCING ACTIVITIES

Interest paid (6,283) (6,209)
Dividends paid (71,368) (44,243)
Repayment of short term borrowings (100,000)
Drawdown of long term borrowings 100,000
Net cash flow used in financing activities (77,651) (50,452)
NET (DECREASE)/INCREASE IN CASH AND CASH EQUIVALENTS (6,980) 10,407

CASH AND CASH EQUIVALENTS AT BEGINNING OF FINANCIAL YEAR 12,267 1,860
CASH AND CASH EQUIVALENTS AT END OF FINANCIAL YEAR (NOTE 18) 5,287 12,267

notes to the financial statements 151
31 December 2003
1. CORPORATE INFORMATION
The principal activity of the Company is investment holding. The principal activities of the subsidiaries are described in Note 11. There
have been no significant changes in the nature of the principal activities during the financial year.
The Company is a public limited liability company, incorporated and domiciled in Malaysia, and is listed on the Main Board of the Malaysia
Securities Exchange Berhad. The registered office of the Company is located at Head Office of MAB, Sultan Abdul Aziz Shah Airport,
47200 Subang, Selangor Darul Ehsan.
The holding and ultimate holding body is The Minister of Finance (Incorporated), a corporate body incorporated under The Minister of
Finance (Incorporation) Act, 1957.
The numbers of employees in the Group and in the Company at the end of financial year were 5,075 (2002: 5,008) and 205 (2002: 185)
respectively.
The financial statements were authorised for issue by the Board of Directors in accordance with a resolution of the directors on 25 March
2004.
2. SIGNIFICANT ACCOUNTING POLICIES

(a) Basis of Preparation
The financial statements of the Group and of the Company have been prepared under the historical cost convention unless otherwise
indicated in the accounting policies below. The financial statements comply with the provisions of the Companies Act, 1965 and
applicable Approved Accounting Standards in Malaysia.
The new applicable Malaysian Accounting Standards Board (MASB) Standards adopted in these financial statements since the
previous financial year and their impact to the financial statements are as follows:
(i) MASB 25: Income Taxes
(ii) MASB 29: Employee Benefits
These two standards require retrospective application. Apart from the inclusion of these new policies and extended disclosures as
required by the standards, the adoption of these standards has not had an effect on the financial statements presented, nor led to
a restatement of prior year results.
(b) Basis of Consolidation

(i) Subsidiaries
The consolidated financial statements include the financial statements of the Company and all its subsidiaries. Subsidiaries are
those companies in which the Company has a long term equity interest and when it has power to exercise control over the
financial and operating policies so as to obtain benefits therefrom.
Subsidiaries are consolidated using the acquisition method of accounting. Under the acquisition method of accounting, the
results of the subsidiaries acquired or disposed of during the year are included in the consolidated income statement from
the effective date of acquisition or up to the effective date of disposal, as appropriate. The assets and liabilities of a subsidiary
are measured at their fair value at the date of acquisition and these values are reflected in the consolidated balance sheet.
The difference between the cost of an acquisition and the fair value of the Groups share of the net assets of the acquired
subsidiary at the date of the acquisition is included in the consolidated balance sheet as goodwill or negative goodwill arising
on consolidation.

152 notes to the financial statements
31 December 2003
2. SIGNIFICANT ACCOUNTING POLICIES (CONTD.)

(b) Basis of Consolidation (Contd.)
(i) Subsidiaries (Contd.)
Intragroup transactions, balances and resulting unrealised gains are eliminated on consolidation and the consolidated financial
statements reflect external transactions only. Unrealised losses are eliminated on consolidation unless costs cannot be
recovered.
The gain or loss on disposal of a subsidiary company is the difference between net disposal proceeds and the Groups share
of its net assets together with any unamortised balance of goodwill and exchange differences which were not previously
recognised in the consolidated income statements.
Minority interest is measured at the minorities share of post acquisition fair values of the identifiable assets and liabilities of
the acquiree.
(ii) Associates
Associates are those companies in which the Group has a long term equity interest and where it exercises significant influence
but no control over the financial and operating policies.
Investments in associates are accounted for in the consolidated financial statements by the equity method of accounting based
on the audited or management financial statements of the associates. Under the equity method of accounting, the Groups
share of profits less losses of associates during the year is included in the consolidated income statement. The Groups
interest in associates is carried in the consolidated balance sheet at cost plus the Groups share of post-acquisition retained
profits or accumulated losses and other reserves as well as goodwill on acquisition.
Unrealised gains on transactions between the Group and the associates are eliminated to the extent of the Groups interest in
the associates. Unrealised losses are eliminated unless cost cannot be recovered.
(c) Goodwill
Goodwill is stated at cost less accumulated amortisation and impairment losses. The policy for the recognition and measurement
of impairment losses is in accordance with Note 2(q). Goodwill arising on the acquisition of subsidiaries is presented separately in
the balance sheet while goodwill arising on the acquisition of associates is included within the carrying amount of investments in
associates.
(d) Investments in Subsidiaries and Associates

The Companys investments in subsidiaries and associates are stated at cost less impairment losses. The policy for the recognition
and measurement of impairment losses is in accordance with Note 2(q).
On disposal of such investments, the difference between net disposal proceeds and their carrying amounts is recognised in the
income statement.

153

(e) Property, Plant and Equipment and Depreciation
(i) Property, plant and equipment are stated at cost less accumulated depreciation and impairment losses. The policy for the
recognition and measurement of impairment losses is in accordance with Note 2(q).
(ii) Concession rights amounting to RM1,308,350,000 comprise fees payable in advance by a subsidiary to the Government of
Malaysia (GoM) for the rights to operate, manage and undertake future development of the K.L. International Airport (KLIA)
in Sepang for the concession period of 50 years, which commenced on 5 May 1998 subject to an extension for an unspecified
further period at the discretion of the GoM.
The KLIA concession rights awarded to the said subsidiary is at no charge for the first five years in order to ensure KLIA
achieves a certain level of traffic volume to support its operations. The concession rights will be amortised over the remaining
period of the concession of 45 years, commencing from 1 January 2004.
(iii) Capital improvements relate to the upgrading and resurfacing of runway.
(iv) Capital work-in-progress in relation to the construction of buildings is not depreciated.
(v) Depreciation of other property, plant and equipment is provided for on a straight line basis to write off the cost of each asset
to its residual value over the estimated useful life at the following annual rates:
Leasehold land Over 50 94 years
Terminal buildings 2%
Plantations 4%
Vehicles 10% 20%
Office, communication and electronic equipment 10% 50%
Furniture and fittings 10% 20%
Plant and machinery 20%
Racing circuit 2%
Capital improvements 12.5%
Hotel property 2%
Crockery, glassware, cutlery and linen 25%
Upon the disposal of an item of property, plant and equipment, the difference between the net disposal proceeds and the net
carrying amount is recognised in the income statement.
(f) Inventories
Inventories are stated at the lower of cost (determined on a weighted average basis) and net realisable value. Cost of inventories
comprises cost of purchase of goods. Net realisable value represents the estimated selling price less all estimated costs to be
incurred in marketing, selling and distribution.
(g) New Planting Expenditure

New planting expenditure incurred on land clearing and upkeep of trees to maturity are capitalised under plantations.
(h) Replanting Expenditure

Replanting expenditure incurred during the year is recognised in the income statement. Replanting expenditure represents the total
cost incurred from land clearing to the point of harvesting.

31 December 2003

(i) Cash and Cash Equivalents
For the purposes of the cash flow statements, cash and cash equivalents include cash on hand and at bank, deposits at call and
short term highly liquid investments which have an insignificant risk of changes in value.
(j) Leases
Operating lease payments are recognised as an expense in the income statement on a straight-line basis over the term of the
relevant lease.
(k) Provision for Liabilities

Provisions for liabilities are recognised when the Group has a present obligation as a result of a past event and it is probable that
an outflow of resources embodying economic benefits will be required to settle the obligation, and a reliable estimate of the amount
can be made. Provisions are reviewed at each balance sheet date and adjusted to reflect the current best estimate. Where the effect
of the time value of money is material, the amount of a provision is the present value of the expenditure expected to be required
to settle the obligation.
(l) Income Tax

Income tax on the profit or loss for the year comprises current and deferred tax. Current tax is the expected amount of income
taxes payable in respect of the taxable profit for the year and is measured using the tax rates that have been enacted at the balance
sheet date.
Deferred tax is provided for, using the liability method, on temporary differences at the balance sheet date between the tax bases
of assets and liabilities and their carrying amounts in the financial statements. In principle, deferred tax liabilities are recognised for
all taxable temporary differences and deferred tax assets are recognised for all deductible temporary differences, unused tax losses
and unused tax credits to the extent that it is probable that taxable profit will be available against which the deductible temporary
differences, unused tax losses and unused tax credits can be utilised. Deferred tax is not recognised if the temporary difference
arises from goodwill or negative goodwill or from the initial recognition of an asset or liability in a transaction which is not a
business combination and at the time of the transaction, affects neither accounting profit nor taxable profit.
Deferred tax is measured at the tax rates that are expected to apply in the period when the asset is realised or the liability is settled,
based on tax rates that have been enacted or substantively enacted at the balance sheet date. Deferred tax is recognised in the
income statement, except when it arises from a transaction which is recognised directly in equity, in which case the deferred tax
is also charged or credited directly in equity, or when it arises from a business combination that is an acquisition, in which case
the deferred tax is included in the resulting goodwill or negative goodwill.
Prior to the adoption of MASB 25: Income Taxes on 1 January 2003, deferred tax was provided for using the liability method in
respect of significant timing differences and deferred tax assets were not recognised unless there was reasonable expectation of
their realisation.
(m) Employee Benefits

(i) Short term benefits
Wages, salaries, bonuses and social security contributions are recognised as an expense in the year in which the associated
services are rendered by employees of the Group. Short term accumulating compensated absences such as paid annual leave
are recognised when services are rendered by employees that increase their entitlement to future compensated absences, and
short term non-accumulating compensated absences such as sick leave are recognised when the absences occur.

155

(m) Employee Benefits (Contd.)
(ii) Defined contribution plans
As required by law, companies in Malaysia make contributions to the state pension scheme, the Employees Provident Fund.
Such contributions are recognised as an expense in the income statement as incurred.
(iii) Defined benefit plans

The Group operates an unfunded, defined benefit Retirement Benefit Scheme (the Scheme) for all qualifying staff who have
been confirmed in service which is based on the number of years employed and equivalent factoring unit.
The Groups obligations under the Scheme are determined based on triennial actuarial valuation where the amount of benefit
that employees have earned in return for their service in the current and prior years is estimated. That benefit is discounted
using the Projected Unit Credit Method in order to determine its present value.
The amount recognised in the balance sheet represents the present value of the defined benefit obligations adjusted for
unrecognised transitional obligations or assets. The Group has amortised the unrecognised transitional obligations over a two
year period beginning from the current financial year.
(n) Provision for Pension

Provision made for the services of the staff of Department of Civil Aviation (DCA) as recorded in the books and records of DCA
as at 31 October 1992 has been transferred to a subsidiary. The subsidiary intends to pay the book balance to the GoM after
appropriate confirmation and instructions are received.
(o) Revenue Recognition

Revenue is recognised when it is probable that the economic benefits associated with the transaction will flow to the enterprise and
the amount of the revenue can be measured reliably.
(i) Dividend Income

Dividend income is recognised when the right to receive payment is established.
(ii) Revenue from Services

Revenue from airport management, horticulture and auction services rendered is recognised net of service taxes and discounts
as and when the services are performed.
(iii) Sale of Goods

Revenue relating to sale of retail goods and agriculture products is recognised net of sales taxes and discounts upon the
transfer of risk and rewards.
(iv) Revenue from Hotel Operations

Revenue from rental of hotel rooms, sale of food and beverages and other related income are recognised on an accrual basis.
(v) Revenue from Event Management Services

Revenue from events management is recognised net of discounts as and when the event takes place.

31 December 2003

(p) Foreign Currencies
Transactions in foreign currencies are initially recorded in Ringgit Malaysia at rates of exchange ruling at the date of the transaction.
At each balance sheet date, foreign currency monetary items are translated into Ringgit Malaysia at exchange rates ruling at that
date. Non-monetary items initially denominated in foreign currencies, which are carried at historical costs are translated using the
historical rate as of the date of acquisition and non-monetary items which are carried at fair value are translated using the exchange
rate that existed when the values were determined. All exchange differences are taken directly to income statement.
The principal exchange rates used for every unit of foreign currency ruling at the balance sheet date used are as follows:
2003 2002
RM RM
Great Britain Pound 6.77 6.09

Swiss Franc 3.06 2.74
United States Dollar 3.80 3.80
(q) Impairment of Assets

At each balance sheet date, the Group reviews the carrying amounts of its assets, other than inventories and financial assets, to
determine whether there is any indication of impairment. If any such indication exists, impairment is measured by comparing the
carrying values of the assets with their recoverable amounts. Recoverable amount is the higher of net selling price and value in
use, which is measured by reference to discounted future cash flows. Recoverable amounts are estimated for individual assets or,
if it is not possible, for the cash-generating unit to which the asset belongs.
An impairment loss is recognised as an expense in the income statement immediately, unless the asset is carried at a revalued
amount. Reversal of impairment losses recognised in prior years is recorded when the impairment losses recognised for the asset
no longer exist or have decreased.
(r) Financial Instruments

Financial instruments are recognised in the balance sheet when the Group has become a party to the contractual provisions of the
instrument.
Financial instruments are classified as liabilities or equity in accordance with the substance of the contractual arrangement. Interest,
dividends and gains and losses relating to a financial instrument classified as a liability, are reported as expense or income.
Distributions to holders of financial instruments classified as equity are charged directly to equity. Financial instruments are offset
when the Group has a legally enforceable right to offset and intends to settle either on a net basis or to realise the asset and settle
the liability simultaneously.

157

(r) Financial Instruments (Contd.)
(i) Other Non-current Investments
Bonds are stated at cost adjusted for accretion of discount or amortisation of premiums calculated on a straight line basis,
to maturity date.
Non-current investments are stated at cost less provision for diminution in value. Such provision is made when there is a
decline other than temporary in the value of investments and is recognised as an expense in the period in which the decline
occurred.
On disposal of an investment, the difference between net disposal proceeds and its carrying amount is recognised in the
income statement.
(ii) Marketable Securities

Marketable securities are carried at the lower of cost and market value, determined on an aggregate basis. Cost is determined
on the weighted average basis while market value is determined based on quoted market values. Increases or decreases in
the carrying amount of marketable securities are recognised in the income statement. On disposal of marketable securities,
the difference between net disposal proceeds and the carrying amount is recognised in the income statement.
(iii) Receivables
Receivables are carried at anticipated realisable values. Bad debts are written off when identified. An estimate is made for
doubtful debts based on a review of all outstanding amounts as at the balance sheet date.
(iv) Payables
Payables are stated at cost which is the fair value of the consideration to be paid in the future for goods and services received.
(v) Interest-Bearing Borrowings

Interest-bearing bank loans are recorded at the amount of proceeds received, net of transaction costs.
All other borrowing costs are recognised as an expense in the income statement as an expense in the period in which they
are incurred.
(vi) Equity Instruments

Ordinary shares are classified as equity. Dividends on ordinary shares are recognised in equity in the period in which they
are declared.

31 December 2003
3. REVENUE
Revenue of the Group and the Company consists of the following:
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Airport operations 555,435 623,248

Sale of goods 173,942 160,148
Agriculture and horticulture 7,828 4,230
Hotel operations 35,576 34,275
Event management services 108,025 103,010
Management services and auction 13,194 10,360
Dividend income 94,119
894,000 935,271 94,119
4. STAFF COSTS
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Wages and salaries 115,455 111,924 796 1,621

Bonus 6,746 8,097 249 523
Employees Provident Fund defined contribution plan 15,705 15,142 76 34
Social security costs 1,825 1,753 1 3
Short term accumulating compensated absences 3,083 528
Retirement benefits defined benefits plan (Note 22) 16,098 14,642 2,139
Other staff related expenses 33,882 40,529 327 140
192,794 192,087 4,116 2,321
Included in staff costs of the Group and the Company are executive directors remuneration amounting to RM970,000 (2002: RM675,000)
and RM785,000 (2002: RM483,000) respectively as further disclosed in Note 6.

159
5. PROFIT/(LOSS) FROM OPERATIONS

Profit/(loss) from operations is stated after charging/(crediting):
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Audit fees 307 295 28 28

Non-executive directors remuneration (Note 6) 547 949 491 527
Utilities cost 158,643 136,426 1,433 2,992
Event staging, management and promotion costs 72,633 83,811
Repair and maintenance costs 80,772 86,213 54 159
(Gain)/loss on disposal of property, plant and equipment (4,027) 269
Rental expense 10,426 2,982
Adjustments to interest income receivable from a subsidiary 64,989
Bad debts recovered (2,912) (389)
Bad debts written off 2,510 2,393
Goodwill written off 9,660
Provision for doubtful debts 75,624 11,391
(Reversal)/provision for diminution in value of investments (366) 366
Impairment loss of property, plant and equipment 441
Lease rental paid to Government of Malaysia 5,000 5,000
Amortisation of premium on investment 467 403
Inventories written off 2,610 32
Property, plant and equipment written off 39 105
Management fee paid to hotel operator 1,150 998
Accretion of discount in investments (2) (2)
Gain on disposal of investments (872) (2,608)
Realised foreign exchange gain (633) (990)
Investment income (1,829) (347)
Interest income (10,346) (9,921) (326) (22,443)
Rental income (5,068) (4,405)
6. DIRECTORS REMUNERATION
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Directors of the Company

Executive:
Salaries, bonus and other emoluments 785 675 785 483
Benefit-in-kind 37 172 37 172
822 847 822 655

31 December 2003
6. DIRECTORS REMUNERATION (CONTD.)

Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Directors of the Company

Non-Executive:
Salaries, bonus and other emoluments 100 360 100 360
Fees 393 167 391 167
Benefit-in-kind 140 140
633 527 631 527
Other Directors
Executive:
Salaries and other emoluments 189
Benefit-in-kind 2
191
Non-Executive:
Salaries, bonus and other emoluments 422
Fees 54
Benefit-in-kind 9
54 431
Total 1,700 1,805 1,453 1,182
The number of directors of the Company whose total remuneration during the year fell within the following bands is analysed below:
Number of Directors
2003 2002
Executive directors:
RM150,001 RM200,000 1
RM200,001 RM250,000 1
RM400,001 RM450,000 1 2
Non-Executive directors:
Less than RM50,000 9 5
RM50,001 RM100,000 1
RM350,001 RM400,000 1 1

161
7. TAXATION
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Tax expense for the year:

Malaysian income tax 64,618 66,923 270 19,226
Deferred tax:
Relating to origination and reversal of temporary difference (Note 22) 3,122 1,476
Income tax (over)/underprovided in prior years (414) 1,150
Share of taxation of associated companies (395) 1,438
66,931 70,987 270 19,226
Domestic income tax is calculated at the Malaysian statutory tax rate of 28% (2002: 28%) of the estimated assessable profit for the year.
Taxation for other jurisdictions is calculated at the rates prevailing in the respective jurisdictions.
A reconciliation of income tax expense applicable to profit before taxation at the statutory income tax rate to income tax expense at the
effective income tax rate of the Group and of the Company is as follows:
2003 2002
RM000 RM000
Group
Taxation at Malaysian statutory tax rate of 28% (2002: 28%) 42,449 62,112
Effect of different tax rates in the first RM100,000 (24)
Income not subject to tax (878) (7,673)
Expenses not deductible for tax purposes 39,836 17,881
Utilisation of previously unrecognised tax losses (7,267) (1,621)
Utilisation of previously unabsorbed capital allowances (5,753) (240)
Deferred tax assets recognised during the year (3,758) (3,160)
Deferred tax assets not recognised during the year 2,740 2,538
(Over)/underprovision of income tax in prior years (414) 1,150
Tax expense for the year 66,931 70,987

31 December 2003
7. TAXATION (CONTD.)
2003 2002
RM000 RM000
Company
Taxation at Malaysian statutory tax rate of 28% (2002: 28%) (21,613) 29,008
Income not subject to tax (13,490)
Expenses not deductible for tax purposes 21,883 3,708
Tax expense for the year 270 19,226
Tax losses are analysed as follows:
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Tax savings recognised during the year arising from:
Utilisation of tax losses brought forward from previous years 7,267 2,418
Unutilised tax losses carried forward 36,365 62,261
8. EARNINGS PER SHARE

Earnings per share of the Group is calculated by dividing the net profit for the year of RM84,673,000 (2002: RM150,843,000) by the
number of ordinary shares in issue of RM1,100,000,000 (2002: 1,100,000,000) during the financial year.
There are no shares in issuance which have a dilutive effect to the earnings per share of the Group.

163
9. DIVIDENDS
Amount Dividend per share
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Final tax exempt dividend of 4.0% in respect of the financial year

ended 31 December 2001, paid on 6 June 2002 44,000 4.0
Interim tax exempt dividend of 2.6% in respect of the financial year
ended 31 December 2002, paid on 20 January 2003 28,600 2.6
Interim dividend of 1.4% less 28% taxation in respect of the
financial year ended 31 December 2002, paid on 20 January 2003 11,088 1.0
Final dividend of 4.0% less 28% taxation, in respect of the financial
year ended 31 December 2002, paid on 25 June 2003 31,680 2.9
31,680 83,688 2.9 7.6
At the forthcoming Annual General Meeting, a final dividend in respect of the financial year ended 31 December 2003, of 2% less 28%
taxation on 1,100,000,000 ordinary shares, amounting to a total dividend payable of RM15,840,000 (1.44 sen net per share) will be
proposed for shareholders approval. The financial statements for the current financial year do not reflect this proposed dividend. Such
dividend, if approved by the shareholders, will be accounted for in shareholders equity as an appropriation of retained profits in the
financial year ending 31 December 2004.
10. PROPERTY, PLANT AND EQUIPMENT

Vehicles, office
communications
and electronic
equipment,
furniture and
fittings, plant Racing
and machinery, circuit, capital
crockery, improvements
Leasehold glassware, and capital
land and cutlery and work-in
buildings* Plantations linen** progress*** Total
Group RM000 RM000 RM000 RM000 RM000
Cost
At 1 January 2003 1,863,841 60,748 240,543 655,022 2,820,154
Additions 229,532 7,899 11,456 72,285 321,172
Disposals (85,184) (9,282) (4,816) (99,282)
Write offs (173) (173)
Transfers 28,949 58,353 (87,302)
At 31 December 2003 2,037,138 68,647 300,897 635,189 3,041,871

31 December 2003
10. PROPERTY, PLANT AND EQUIPMENT (CONTD.)

Vehicles, office
communications
and electronic
equipment,
furniture and
fittings, plant Racing
and machinery, circuit, capital
crockery, improvements
Leasehold glassware, and capital
land and cutlery and work-in
buildings* Plantations linen** progress*** Total
Accumulated Depreciation
At 1 January 2003 107,080 1,681 131,428 60,083 300,272
Charge 20,135 676 29,553 14,585 64,949
Disposals (12,744) (7,033) (19,777)
Write offs (134) (134)
At 31 December 2003 114,471 2,357 153,814 74,668 345,310
Net Book Value

At 31 December 2003 1,922,667 66,290 147,083 560,521 2,696,561
At 31 December 2002 1,756,761 59,067 109,115 594,939 2,519,882
Depreciation charge for 2002 19,968 420 34,531 15,155 70,074
* Leasehold Land and Buildings

Concession Leasehold Terminal Hotel
rights land buildings property Total
Cost
At 1 January 2003 855,010 103,810 737,370 167,651 1,863,841
Additions 226,670 2,862 229,532
Disposals (1,282) (83,902) (85,184)
Transfers 28,949 28,949
At 31 December 2003 1,081,680 102,528 685,279 167,651 2,037,138

165

Concession Leasehold Terminal Hotel
rights land buildings property Total
At 1 January 2003 7,805 84,052 15,223 107,080
Charge 1,999 14,783 3,353 20,135
Disposals (31) (12,713) (12,744)
At 31 December 2003 9,773 86,122 18,576 114,471
Net Book Value

At 31 December 2003 1,081,680 92,755 599,157 149,075 1,922,667
At 31 December 2002 855,010 96,005 653,318 152,428 1,756,761
Depreciation charge for 2002 2,000 14,460 3,508 19,968
** Vehicles, Office, Communication and Electronic Equipment, Furniture and Fittings, Plant and Machinery, Crockery, Glassware,
Cutlery and Linen.
Office,
communication
and electronic Crockery,
equipment, glassware,
furniture Plant and cutlery and
Vehicles and fittings machinery linen Total
Cost
At 1 January 2003 49,525 185,854 256 4,908 240,543
Additions 1,433 9,960 63 11,456
Disposals (5,215) (4,067) (9,282)
Write-offs (33) (131) (9) (173)
Transfers 16,824 41,529 58,353
At 31 December 2003 62,534 233,145 319 4,899 300,897

31 December 2003

Office,
communication
and electronic Crockery,
equipment, glassware,
furniture Plant and cutlery and
Vehicles and fittings machinery linen Total
At 1 January 2003 38,804 88,816 128 3,680 131,428
Charge 4,425 23,862 41 1,225 29,553
Disposals (4,517) (2,516) (7,033)
Write-offs (27) (101) (6) (134)
At 31 December 2003 38,685 110,061 169 4,899 153,814
Net Book Value

At 31 December 2003 23,849 123,084 150 147,083
At 31 December 2002 10,721 97,038 128 1,228 109,115
Depreciation charge for 2002 3,732 29,532 37 1,230 34,531
*** Racing Circuit, Capital Improvements and Capital Work-In Progress

Capital
Racing Capital work-in-
circuit improvements progress Total
Group RM000 RM000 RM000 RM000
Cost
At 1 January 2003 397,974 55,743 201,305 655,022
Additions 1,594 70,691 72,285
Disposals (4,816) (4,816)
Transfers 1,359 (88,661) (87,302)
At 31 December 2003 397,974 58,696 178,519 635,189
At 1 January 2003 39,561 20,522 60,083
Charge 7,959 6,626 14,585
At 31 December 2003 47,520 27,148 74,668

167

Capital
Racing Capital work-in-
circuit improvements progress Total
Net Book Value

At 31 December 2003 350,454 31,548 178,519 560,521
At 31 December 2002 358,413 35,221 201,305 594,939
Depreciation charge for 2002 7,956 7,199 15,155
As elaborated in Note 27, the Company has proposed to dispose the racing circuit.
Included in the Capital work-in-progress is an amount RM160,541,000 incurred in relation to the proposed development of the National
Exhibition and Convention Centre at Subang which have remained suspended since 2001. The Group is proposing to dispose off the
project to potential parties based on the carrying value of the assets.
Motor Office
vehicles equipment Total
Company RM000 RM000 RM000
Cost
At 1 January 2003 306 840 1,146
Addition 356 260 616
At 31 December 2003 662 1,100 1,762
At 1 January 2003 39 265 304
Charge 85 214 299
At 31 December 2003 124 479 603
Net Book Value

At 31 December 2003 538 621 1,159
At 31 December 2002 267 575 842
Depreciation charge for 2002 39 248 287

31 December 2003

Included in the cost of property, plant and equipment of the Group and the Company are cost of fully depreciated assets which are still
in use amounting to RM85,784,000 (2002: RM63,831,000) and RM34,000 (2002: RM23,000) respectively.
11. INVESTMENTS IN SUBSIDIARIES

Company
2003 2002
RM000 RM000
Unquoted shares, at cost 1,807,607 1,807,607
Details of the subsidiaries, all of which are incorporated in Malaysia, are as follows:
Issued and Effective

Paid-up Interest Held
Name of Company Capital 2003 2002 Principal Activities
RM % %
Malaysia Airports Sdn. Bhd. 360,113,847 100 100 Management, operations and maintenance of designated
(230646-U) airports and provision of airport related services in
Malaysia other than KLIA.
Malaysia Airports (Sepang) Sdn. Bhd. 50,000,003 100 100 Management, operations, maintenance and future
(320480-D) development of KLIA in Sepang and provision of airport
related services.
Malaysia Airports (Niaga) Sdn. Bhd. 5,000,002 100 100 Operating duty free, non-duty free outlets and providing
(281310-V) management services in respect of food and beverage
outlets at airports.
Malaysia Airports Management 500,002 100 100 Provision of management, maintenance and technical
& Technical Services Sdn. Bhd. services in connection with the airport industry.
(375245-X)
Malaysia Airports (Properties) 2 100 100 Investment holding, management and operations of car
Sdn. Bhd. (484656-H) park, airside hotel, and Southern Common Amenities at
KLIA in Sepang.
MAB Agriculture-Horticulture 10,000,000 100 100 Cultivation and selling of oil palm and other agricultural
Sdn. Bhd. (467902-D) products, and engaging in horticulture activities.
K.L. Airport Hotel Sdn. Bhd. 10,900,000 100 100 Owner of the hotel known as The Pan Pacific Hotel KLIA.
(330863-D)

169
11. INVESTMENT IN SUBSIDIARIES (CONTD.)

RM % %
Malaysia Airports Technologies 1,150,002 100 100 Operations and maintenance services and undertaking
Sdn. Bhd. (512262-H) Information and Communication Technology (ICT)
business ventures.
Sepang International Circuit 10,000,000 100 100 Management and operations of Sepang F1 Circuit and
Sdn. Bhd. (457149-T) organisation and promotion of motor sports and
entertainment events.
Asia Pacific Auction Centre 10,556,000 100 100 Management and operations of an auction centre.
Sdn. Bhd. (488190-H)
NECC Sdn. Bhd. (521231-V) 10,000,000 100 100 Undertaking the proposed development of the National
Exhibition and Convention Centre at Subang. The
activities of the Company have been suspended since
2001 and remained suspended throughout the financial
year.
Airport Ventures Sdn. Bhd. (512527-U) 2 100 100 Investment holding.
Cargo One Restaurant & 2 100 100 Involved in the business of restaurant operations. The
Lounge Sdn. Bhd. (528261-V) Company has ceased operations since 2001.
Asia Pacific Auction Sales 2,000 95 95 Involved in the auction of general machineries. The
Sdn. Bhd. (523300-X) Company has ceased operations since 2001.
Asia Pacific Machinery 2,000 51 51 Involved in the auction of light and heavy machineries.
Auctions Sdn. Bhd. (484656-H) The Company has ceased operations since 2001.
Malaysia Motor Auctions 2,000 51 51 Involved in the auction of general motor vehicles. The
Sdn. Bhd. (500189-H) Company has ceased operations since 2001.
Beans Around The World 2 100 100 Provide services in respect of sale of beverages. The
Coffee Shop Sdn. Bhd. (528250-P) Company has ceased operations since 2001.
Eraman (Malaysia) Sdn. Bhd. 2 100 100 Dormant. Intended principal activity is general trading.
(324329-K)
Malaysia Airports (Air Traffic 2 100 100 Dormant. Intended principal activity is the provision of
Services) Sdn. Bhd. (438244-H) consultancy services in relation to air traffic management.

31 December 2003
11. INVESTMENT IN SUBSIDIARIES (CONTD.)

RM % %
KLIA.com Sdn. Bhd. 2 100 100 Dormant. Intended principal activities are to provide
(516854-V) internet services, development and incubation of
electronic commerce, and to acquire, manage, lease,
establish, equip, maintain and operate radio wireless,
close circuit television and television telecast.
12. INVESTMENT IN ASSOCIATES

Group
2003 2002
RM000 RM000
Unquoted shares, at cost 18,627 18,627

Groups share of post acquisition retained profits 6,395 6,441
25,022 25,068
Represented by:
Share of net tangible assets 25,022 25,068
Details of the associates are as follows:

Country of paid-up share Interest Held Financial
Name of Associates Incorporation capital 2003 2002 Year End Principal Activities
% %
Cambodia Airport Management Cambodia USD25,000 40 40 31 December Provision of services in

Services Limited connection with the
operations, management
and commercial promotion
of the Phnom Penh
International Airport and
Siem Reap Airport, both in
Cambodia.

171
12. INVESTMENT IN ASSOCIATES (CONTD.)

Country of paid-up share Interest Held Financial
Name of Associates Incorporation capital 2003 2002 Year End Principal Activities
% %
Kuala Lumpur Aviation Malaysia 20 20 31 March Development, management

Fuelling System Sdn. Bhd. and operations of aviation
fuelling system at KLIA in
Sepang.
ordinary shares RM3,000,000
preference shares RM2,360,000
Urusan Teknologi Wawasan Malaysia RM750,000 49 49 30 June Provision of mechanical,

Sdn. Bhd. electrical and civil
engineering services at KLIA
in Sepang.
13. OTHER INVESTMENTS

Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Bonds net of accretion of discount of RM3,383,000

(2002: RM2,981,000) 76,061 76,542
Unquoted shares, at cost 22,477 22,471 6
98,538 99,013 6
Market value of investments in Malaysia:

Bonds 84,779 86,972

31 December 2003
14. INVENTORIES
Group
2003 2002
RM000 RM000
At cost:
Spares and consumables 15,085 15,309
Trading goods 16,731 15,274
Food and beverages 114 131
31,930 30,714
At net realisable value:
Trading goods 158
32,088 30,714
15. TRADE RECEIVABLES

Group
2003 2002
RM000 RM000
Trade receivables 398,984 443,633

Less: Provision for doubtful debts (134,603) (91,804)
264,381 351,829
The movement in provision for doubtful debts is as follows:

Group
2003 2002
RM000 RM000
At beginning of year 91,804 83,218

Additional provision made 75,040 10,734
Write off of provision against trade receivables (32,241) (2,148)
At end of year 134,603 91,804
Included in trade receivables is Private Sector Projects (PSP) accrued revenue amounting to RM39,654,000 (2002: RM94,799,000). The
Group has finalised the financial terms of the PSP charges and currently in the process of formalising the agreements.
The Groups normal trade credit term ranges from 7 to 60 (2002: 7 to 60) days. Other credit terms are assessed and approved on a
case-by-case basis.
As at balance sheet date, the Group has a significant concentration of credit risk in the form of outstanding balances due from six (2002:
eight) customers representing approximately 56% (2002: 50%) of the total trade receivables.

173
16. OTHER RECEIVABLES

Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Due from subsidiaries

Interest bearing 261,000
Interest free 536,557 291,654
Staff loan 27,317 29,698
Other accrued revenue 2,853 7,170
Tax recoverable 1,365 677
Prepayment for event management activities 86,778
Amounts recoverable arising from event management activities 91,530 24,769
Other prepayments and sundry receivables 11,383 9,305 384 217
221,226 71,619 536,941 552,871

Less: Provision for doubtful debts (1,241) (657)
219,985 70,962 536,941 552,871
The movement in provision for doubtful debts is as follows:

Group
2003 2002
RM000 RM000
At beginning of year 657

Additional provision made 584 657
At end of year 1,241 657
The amounts due from subsidiaries are unsecured and have no fixed terms of repayment. The interest rate for the interest bearing balance
is 8.30% per annum in the prior year.
As at balance sheet date, the Group has a significant concentration of credit risk in the form of outstanding balances due from one (2002:
one) debtor representing approximately 42% (2002: 35%) of the total other receivables. The Group has no significant concentration of
credit risk that may arise from exposures to a single debtor or to groups of debtors in prior year.

31 December 2003
17. MARKETABLE SECURITIES

Group
2003 2002
RM000 RM000
Shares quoted in Malaysia, at cost 5,814 6,586

Less: Provision for diminution in value of investments (1,319)
5,814 5,267
Market value of quoted shares 5,980 5,267
18. CASH AND CASH EQUIVALENTS

Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Cash on hand and at bank 53,283 68,944 1,443 1,482

Deposits with:
Licensed banks 133,898 56,886 9,785
Licensed finance companies 11,600 9,050 1,000
Licensed discount house 1,733 2,329
Money on call with:
Licensed banks 9,684 41,310 3,844
Licensed discount house 2,000
Cash and bank balances 212,198 178,519 5,287 12,267
Included in the deposits in discount house is an amount RM1,129,000 (2002: RM533,000) which is held by fund managing company on
behalf of a subsidiary.

175
18. CASH AND CASH EQUIVALENTS (CONTD.)

The range of weighted average effective interest rates during the financial year and the range of average maturities of deposits at the
balance sheet date were as follows:
Weighted Average Average

Interest Rate Maturities
2003 2002 2003 2002
% % Days Days
Group
Deposits with:
Licensed banks 2.67 3.05 17 28
Licensed finance companies 3.09 3.11 7 39
Licensed discount house 2.67 2.68 30 7
Money on call with:

Licensed banks 2.61 2.60 2 3
Licensed discount house 2.76 6
Company
Deposits with:
Licensed banks 2.66 7
Licensed finance companies 3.20 7
Money on call with:

Licensed banks 2.50 3
19. TRADE PAYABLES

The normal trade credit term granted to the Group ranges from 20 to 90 (2002: 20 to 90) days respectively.
20. OTHER PAYABLES

Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Land premium payable 93,332 93,332

Accruals 87,492 86,045
Provision for short term accumulating compensated absences 3,083 528
Sundry payables 45,954 59,207 2,476 2,142
Deposits 10,327 10,642
Retirement benefit obligations (Note 22) 2,312 1,213 316
Due to subsidiaries 350,964 227,702
242,500 250,439 354,284 229,844

31 December 2003
20. OTHER PAYABLES (CONTD.)

The amounts due to subsidiaries are unsecured, interest-free and have no fixed terms of repayment.
The land premium payable is in respect of costs incurred on the KLIA leasehold land payable to the GoM.
21. SHARE CAPITAL

Number of Shares
of RM1 each Amount
2003 2002 2003 2002
RM RM
Authorised:
Special Rights Redeemable Preference Share of RM1 each 1 1 1 1
Ordinary shares of RM1 each 2,000,000,000 2,000,000,000 2,000,000,000 2,000,000,000
2,000,000,001 2,000,000,001 2,000,000,001 2,000,000,001
Issued and fully paid:

Special Rights Redeemable Preference Share of RM1 each 1 1 1 1
Ordinary shares of RM1 each 1,100,000,000 1,100,000,000 1,100,000,000 1,100,000,000
1,100,000,001 1,100,000,001 1,100,000,001 1,100,000,001
(a) The Special Rights Redeemable Preference Share (Special Share) of RM1 enables the GoM, through the Ministry of Finance
("MoF"), to ensure that certain major decisions affecting the operations of the Company are consistent with GoM policies. The
Special Shareholder, which may only be the GoM or any representative or person acting on its behalf, is entitled to receive notices
of meetings but not entitled to vote at such meetings of the Company. However, the Special Shareholder is entitled to attend and
speak at such meetings.
The Special Shareholder has the right to appoint any person, but not more than six at any time, to be directors.
(b) The Special Shareholder has the right to require the Company to redeem the Special Share at par at any time by serving written
notice upon the Company and delivering the relevant share certificate.
(c) The Special Shareholder shall be entitled to repayment of the capital paid-up on the Special Share in priority to any repayment of
capital to any other member.
(d) The Special Shareholder does not have any right to participate in the capital or profits of the Company.
(e) Certain matters which vary the rights attached to the Special Share can only be effective with the written consent of the Special
Shareholder, in particular matters relating to the creation and issue of additional shares which carry different voting rights, the
dissolution of the Company, substantial disposal of assets, amalgamations, merger and takeover.

177
22. DEFERRED LIABILITIES

Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Retirement benefit obligations (a) 44,482 30,696 1,769

Provision for pension 34,352 34,352
Concession rights payable (b) 630,010 403,340
Deferred taxation (c) 4,746 1,624
713,590 470,012 1,769
(a) Retirement benefit obligations

The Group and the Company operates an unfunded, defined benefit Retirement Benefit Scheme (the Scheme) for its eligible
employees. Under the Scheme, eligible employees are entitled to retirement benefits varying between 50% and 150% of average
salary (non-executives) and last drawn salary (executives) on attainment of the retirement age of 55.
The amounts recognised in the balance sheet are determined as follows:
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Present value of unfunded defined benefit obligations 54,452 47,191 3,649 3,128
Unrecognised transitional obligations (7,658) (15,282) (1,564) (3,128)
Net liability 46,794 31,909 2,085
Analysed as:
Current 2,312 1,213 316
Non-current:
Later than 1 year but not later than 2 years 2,098 2,312 125
Later than 2 years but not later than 5 years 7,675 7,215 378
Later than 5 years 34,709 21,169 1,266
44,482 30,696 1,769
46,794 31,909 2,085

31 December 2003
22. DEFERRED LIABILITIES (CONTD.)

(a) Retirement benefit obligations (Contd.)
The amounts recognised in the income statement are as follows:
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Current service cost 5,230 7,402 360

Interest cost 3,218 4,102 215
Amortisation of transitional obligations during the year 7,650 3,138 1,564
Total, included in staff costs (Note 4) 16,098 14,642 2,139
Movements in the net liability in the current year were as follows:
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
At 1 January 31,909 18,252

Amounts recognised in the income statement 16,098 14,642 2,139
Contributions paid (1,213) (985) (54)
At 31 December 46,794 31,909 2,085
Principal actuarial assumptions used:

Group Company
2003 2002 2003 2002
% % % %
Discount rate 7.0 7.0 7.0

Expected rate of salary increases 4.0 4.0 4.0
(b) The GoM had granted an extension of time for the payment of balance of the concession rights fee for years 2001 and 2002. The
concession rights fee was due pursuant to the concession agreement dated 18 October 1999 entered into between the GoM and
Malaysia Airport (Sepang) Sdn. Bhd. (MA Sepang), a wholly owned subsidiary of the Company.
The consideration payable to the Group pursuant to the proposed disposal of Sepang International Circuit Sdn. Bhd. (SIC) and
Sepang F1 Circuit (Note 27) will be utilised to set off against the Concession rights fee payable to the GoM.

179

(c) Deferred taxation
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
At beginning of year 1,624 148

Recognised in the income statement (Note 7) 3,122 1,476
At end of year 4,746 1,624
Presented after appropriate offsetting as follows:

Deferred tax liabilities 4,746 1,624
The components and movements of deferred tax liabilities and assets during the financial year prior to offsetting are as follows:
Deferred Tax Liabilities of the Group:

Accelerated
Capital
Allowances
RM000
At beginning of year 26,174

Recognised in the income statement 11,480
At end of year 37,654
Deferred Tax Assets of the Group:

Tax Losses
and
Unabsorbed Retirement
Capital Benefit Other
Allowances Receivables Obligations Payables Total
RM000 RM000 RM000 RM000 RM000
At beginning of year (21,342) (725) (2,449) (34) (24,550)

Recognised in the income statement (2,248) 284 (1,514) (4,880) (8,358)
At end of year (23,590) (441) (3,963) (4,914) (32,908)

31 December 2003

(c) Deferred taxation (Contd.)
Deferred tax assets have not been recognised in respect of the following items:
Group Company
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Unutilised tax losses 29,180 55,860

Unabsorbed capital allowances 4,470 23,446
Other deductible temporary difference 32,974 37,467
66,624 116,773
The unutilised tax losses, unabsorbed capital allowances and other deductible temporary allowances are available indefinitely for
offset against future taxable profits of the subsidiaries in which those items arose. Deferred tax assets have not been recognised
in respect of these items as they may not be used to offset taxable profits of other subsidiaries in the Group and they have arisen
in subsidiaries that have a recent history of losses.
23. LONG TERM BORROWING

The long term borrowing is unsecured, payable anytime within 5 years from 21 March 2002 at the discretion of the Company, with no
fixed term of repayment and attracts a weighted average interest of 5.5% per annum.
24. COMMITMENTS
2003 Due Due year Due year
year 2004 2005 to 2008 2009 to 2048 Total
(i) Approved and contracted for:

Lease rental payable to the GoM for all airports managed
other than KLIA 5,000 20,000 70,000 95,000
Concession rights payable to the GoM in respect of KLIA
(Note 22) 226,670 226,670
Lease rental payable to the GoM in respect of KLIA 60,000 264,980 6,936,790 7,261,770
Capital expenditure 50,970 50,970
342,640 284,980 7,006,790 7,634,410
(ii) Approved but not contracted for:

474,693 284,980 7,006,790 7,766,463

181
24. COMMITMENTS (CONTD.)

year 2004 2005 to 2008 2009 to 2048 Total
Company RM000 RM000 RM000 RM000
Approved but not contracted for:


year 2004 2005 to 2008 2009 to 2048 Total
(i) Approved and contracted for:

Lease rental payable to the GoM for all airports managed
other than KLIA 5,000 20,000 75,000 100,000
Concession rights payable to the GoM in respect of KLIA
(Note 22) 226,670 226,670 453,340
Lease rental payable to the GoM in respect of KLIA 187,300 7,074,470 7,261,770
255,605 433,970 7,149,470 7,839,045
(ii) Approved but not contracted for:

Others 1,224 1,224
88,392 88,392
343,997 433,970 7,149,470 7,927,437
(a) Lease rental payable to the GoM comprises a fixed and a variable payment. The lease rental payable disclosed above represents the
fixed payment, which commences from RM60 million in year 2004 and increases by 4% in each subsequent year up to the end of
the concession period. The variable payment is based on 8% of the total audited revenue of a subsidiary, which was granted the
rights in respect of the KLIA Concession, and is payable on an annual basis commencing in year 2004.
(b) There is a claim of RM146,140,000 against the Company by GoM for expenditure incurred prior to the handing over of KLIA to the
Company in June 1998 pursuant to the signing of the KLIA Concession agreement. The Company is currently negotiating with the
GoM to include the abovementioned expenditure as part of the concession rights payable to GoM pursuant to the KLIA Concession
agreement. The negotiation is yet to be concluded.
(c) The Company has entered into an agreement to acquire an 11% equity interest in Hyderabad International Airport Limited (HIAL)
during the year. HIAL is a company incorporated in India which had been identified for the development of the new Hyderabad
International Airport, Andhra Pradesh, India. The Company will progressively make cash investments into HIAL up to a maximum
of USD10 million. The construction of the new Hyderabad International Airport is scheduled for completion by 2007.

31 December 2003
25. SIGNIFICANT RELATED PARTY TRANSACTIONS

Company
2003 2002
RM000 RM000
Adjustments to interest income receivable from a subsidiary 64,989

Interest income receivable from a subsidiary (21,663)
Dividend income received and receivable from subsidiaries (94,119)
The directors are of the opinion that all the transactions above have been entered into in the normal course of business and have been
established on terms and conditions that are not materially different from those obtainable in transactions with unrelated parties.
26. CONTINGENT LIABILITIES, unsecured

(a) The GoM has communicated to the Company that GoM intends to backdate and increase the lease rental from the previously
charged amount of RM5 million per annum for the designated airports, other than KLIA, from 1998 to 2002. The Company is in
the midst of discussion with GoM as it was not part of the terms within the letter of undertaking signed on 29 October 1992.
(b) Pursuant to the KLIA Land Lease Agreement between The Federal Land Commissioner (FLC) and MA Sepang, a wholly owned
subsidiary of the Company, FLC may revise the lease rental payable for the land area earmarked for future development of KLIA.
FLC has not yet informed MA Sepang on any revised lease rental. For the years 1998 to 2000, MA Sepang made lease rental
payments of RM4.5 million per annum to the FLC.
The Company does not expect the revisions to crystallise.
27. SIGNIFICANT EVENTS

(i) On 16 January, 2003, the Company announced that GoM has agreed to the broad terms of the proposed disposal, inter-alia, the
Sepang F1 Circuit, which is an asset of a subsidiary of the Company. The purchase consideration of RM389.35 million for Sepang
International Circuit Sdn. Bhd. and Sepang F1 Circuit is to be set-off against the concession fees due to the GoM by MA Sepang,
a fellow subsidiary of the Company pursuant to the Concession Agreement in relation to KLIA between the GoM and MA Sepang.
The formalisation of the said disposal is pending.
(ii) On 31 October 2003, Senai Airport Terminal Services Sdn. Bhd. (SATS) acquired the business and assets at Senai Airport in Johor
of one of the subsidiaries of the Company, Malaysia Airports Sdn. Bhd., for a total consideration of RM80 million, which has been
fully paid as at financial year end.

183
28. FINANCIAL INSTRUMENT AND FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES
The daily operations of the Group require the use of financial instruments. Financial instrument is any contract that gives rise to both a
financial asset of one enterprise and a financial liability or equity instrument of another enterprise.
Financial asset is any asset that is cash, a contractual right to receive cash or another financial asset, contractual right to exchange
financial instruments from other enterprises under conditions that are potentially favourable or an equity instrument of another enterprise,
whilst financial liability is any liability that is a contractual obligation to deliver cash or another financial asset to other enterprises or to
exchange financial instruments with another enterprise under conditions that are potentially unfavourable.
The use of financial instruments exposes the Group to financial risks which are categorised as credit, foreign currency, liquidity, cash
flow, interest rate and market risks.
The Groups financial risk management policy seeks to ensure that adequate financial resources are available for the development of the
respective companies businesses whilst managing their risks. Financial risk management is carried out through risk reviews, internal
control systems and adherence to the Group financial risk management policies that are approved by the Board.
It is the Groups policy not to engage in speculative transactions. As and when the Group undertakes significant transactions with risk
exposure, the Group evaluates its exposure and the necessity to hedge such exposure taking into consideration the availability and cost
of such hedging instruments.
The policies for controlling these risks when applicable are set out below:
(a) Credit risk

The Group controls its credit risk by the application of credit approvals, limits and monitoring procedures. Credit evaluations are
performed on all customers requiring credit over a certain amount and strictly limiting the Groups associations to business partners
with high credit worthiness. Trade receivables are monitored on an ongoing basis.
Generally, the Group does not require collateral in respect of its financial assets. As at the balance sheet date, the Group has a
significant concentration of credit risk in the form of outstanding balances due from seven (2002: nine) customer representing
approximately 49% (2002: 32%) of the total receivables.
(b) Foreign currency risk

The Group maintains a natural hedge, whenever possible, by borrowing in the currency of the country in which the property or
investment is located or by borrowings in currencies that match the future revenue streams to be generated from its investments.
Foreign exchange exposures in transactional currencies other than functional currencies of the operating entities are kept to an
acceptable level and short-term imbalances are addressed by buying or selling foreign currencies at spot rates.
The table below shows the Groups currency exposures, i.e., those transactional (or non-structural) exposures that give rise to the
net currency gains and losses recognised in the income statement. Such exposures comprise the monetary assets and monetary
liabilities of the group that are not denominated in the operating currency of the operating unit involved.

31 December 2003
28. FINANCIAL INSTRUMENT AND FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (CONTD.)
(b) Foreign currency risk (Contd.)
Swiss US Great Britain
Functional Currency of Group Companies Francs Dollar Pound Total
31 December 2003 RM000 RM000 RM000 RM000
Trade Receivables
Malaysian Ringgit 2,221 2,221
Equivalent in foreign currency (000) USD585
Other Receivables
Malaysian Ringgit 51 51
Trade Payables
Malaysian Ringgit 88 10,050 303 10,441
Equivalent in foreign currency (000) SF 29 USD2,645 GBP45
US Great Britain
Functional Currency of Group Companies Dollar Pound
31 December 2002 RM RM Total
Other Receivables
Malaysian Ringgit 517 517
Trade Payables
Malaysian Ringgit 689 204 893
Equivalent in foreign currency (000) USD 181 GBP 33

185
(c) Liquidity and cash flow risk
The Group actively manages its debt maturity profile, operating cash flows and the availability of funding so as to ensure that all
refinancing, repayment and funding needs are met. As part of its overall prudent liquidity management, the Group endeavours to
maintain sufficient levels of cash or cash convertible investments to meet its working capital requirements.
The debt maturity profile of the Group is disclosed as follows:
Maturity of borrowings
Group and Company
31.12.2003 31.12.2002
RM000 RM000
Non Current Liability

Long term borrowing 100,000 100,000
(d) Interest rate risk

The Group actively reviews its debt portfolio, taking into account the investment holding period and nature of its assets. This
strategy allows it to capitalise on cheaper funding in a low interest rate environment and achieve a certain level of protection against
rate hikes.
The interest profile of the financial assets and liabilities of the Group and of the Company at the balance sheet date were represented
as follows:
The weighted average interest rates on the financial assets and liabilities at the balance sheet date were as follows:
Group Company
31.12.2003 31.12.2002 31.12.2003 31.12.2002
% % % %
Financial Assets
Fixed rate 8.30
Floating rate 2.70 2.90 2.50 2.70
Financial Liabilities
Fixed rate 5.50 5.50 5.50 5.50
The weighted average interest rates on the financial liabilities can be further analysed as follows:
Group Company
31.12.2003 31.12.2002 31.12.2003 31.12.2002
% % % %
Long Term Loan 5.50 5.50 5.50 5.50

31 December 2003
(e) Market risk
Market risk is the risk that the value of the financial instrument will fluctuate as a result of changes in market prices of the financial
instrument or its security assets. For key product purchases, the Group establishes floating and fixed price levels that the Group
considers acceptable and enters into short or medium term agreements with suppliers.
(f) Fair values

The fair value of financial assets and financial liabilities approximate their respective carrying values on the balance sheet of the
Group and of the Company.
There are no fair values for financial instruments not recognised in the balance sheet as at the end of the financial years that are
required to be disclosed.
29. SEGMENT INFORMATION

The Group is organised on a local basis into four (4) major segments:
(i) Airport Services

To manage, operate and maintain designated airports in Malaysia and to provide airport related services.
(ii) Retail
To operate duty free, non duty free outlets and provide management service in respect of food and beverage outlets at designated
airports.
(iii) Hotel
To manage and operate a hotel, known as The Pan Pacific Hotel KLIA.
(iv) Events Management

To manage and operate Sepang F1 Circuit and to organise and promote motor sports and entertainment events.
Other business segments include provision of operations and maintenance services, undertaking the Information and Communication
Technology business ventures and management and maintenance of other technical services in connection with the airport industry,
cultivation and selling of oil palm and other agricultural products, and engaging in horticulture activities and auction activities, none of
which are of a sufficient size to be reported separately.
The directors are of the opinion that all inter-segment transactions have been entered into in the normal course of business and have
been established on terms and conditions that are not materially different from those obtainable in transactions with unrelated parties.

29. SEGMENT INFORMATION (CONTD.)
The analysis of results and assets employed by activity is shown below:
Airport Services Retail Hotel Events Management Others Eliminations Consolidated

2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002
RM000 RM000 RM000 RM000 RM000 RM000 RM000 RM000 RM000 RM000 RM000 RM000 RM000 RM000
REVENUE AND
EXPENSES
Revenue
External sales 555,435 623,248 173,942 160,148 35,576 34,275 108,025 103,011 21,022 14,589 894,000 935,271
Inter-segment
sales 69,862 51,924 1,152 1,594 14,998 44,918 (86,454) (97,994)
Inter-segment
dividend 101,064 (101,064)
Total revenue 625,297 675,172 173,942 160,148 35,576 35,427 109,619 103,011 36,020 160,571 (86,454) (199,058) 894,000 935,271
Result
Segment results/
profit from
operations 118,743 190,534 16,861 5,750 285 48 24,378 8,636 (2,348) 125,549 551 (104,134) 158,470 226,383
Finance cost, net
Others (106) (121) (6,319) (6,228) (6,425) (6,349)
Intercompany (25,005) 25,005
Share of results
of associates (441) 1,796 (441) 1,796
Profit before
taxation 118,196 167,204 16,861 5,750 285 48 24,378 8,636 (8,667) 119,321 551 (79,129) 151,604 221,830
Taxation (59,443) (65,231) (4,647) (2,449) (1,930) (34) (877) (24,219) 20,912 (66,931) (70,987)
Net profit for the

year 58,753 101,973 12,214 3,301 (1,645) 48 24,344 8,636 (9,544) 95,102 551 (58,217) 84,673 150,843

187
188
29. SEGMENT INFORMATION (CONTD.)
Airport Services Retail Hotel Events Management Others Eliminations Consolidated
2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002
ASSETS AND
LIABILITIES
Segment assets 3,720,229 3,531,156 59,401 50,364 161,281 164,064 206,430 54,413 2,631,808 2,720,832 (3,249,590) (3,264,643) 3,529,559 3,256,186
Investment in
associates 18,234 18,627 393 6,395 6,441 25,022 25,068
31 December 2003
Consolidated
total assets 3,738,463 3,549,783 59,401 50,364 161,281 164,064 206,430 54,413 2,632,201 2,720,832 (3,243,195) (3,258,202) 3,554,581 3,281,254
Segment liabilities/
notes to the financial statements
consolidated
total liabilities 1,504,633 1,411,950 32,897 36,074 67,369 93,166 217,397 89,727 715,205 700,753 (1,371,223) (1,385,726) 1,166,278 945,944

OTHER
INFORMATION
Concession rights
and capital
expenditure 306,842 309,391 399 765 1,731 752 3,114 2,597 10,371 15,691 322,457 329,196
Depreciation 52,191 56,401 1,223 1,757 5,808 6,502 1,766 1,797 3,961 3,617 64,949 70,074
Impairment losses 441 441
Non-cash expenses
other than
depreciation,
amortisation,
and impairment
losses 88,985 59,013 1,080 3,291 18 256 1,400 1,852 4,088 102 (22,393) 95,571 42,121
No segmental information is provided on a geographical basis as the results of the overseas associated company are considered insignificant to the Group.
The directors are of the opinion that all inter-segment transactions have been entered into in the normal course of business and have been established on term
and conditions that are not materially different from that obtainable in transactions with unrelated parties.
30. COMPARATIVES
The comparative figures have been audited by a firm of chartered accountants other than Ernst & Young.
laporan para pengarah 189
Lembaga Pengarah dengan sukacitanya membentangkan laporan dan penyata kewangan Kumpulan dan Syarikat yang telah diaudit bagi tahun
berakhir 31 Disember 2003.
AKTIVITI-AKTIVITI UTAMA
Kegiatan utama Syarikat adalah pemegangan pelaburan.
Kegiatan utama subsidiari-subsidiari dinyatakan di Nota 11 kepada penyata kewangan.
Tiada sebarang perubahan penting dalam kegiatan-kegiatan ini di sepanjang tahun kewangan.
KEPUTUSAN KEWANGAN
Kumpulan Syarikat
RM000 RM000
Keuntungan/(kerugian) bersih sepanjang tahun kewangan 84,673 (77,459)
Tiada pemindahan ketara kepada atau daripada rizab atau peruntukan sepanjang tahun kewangan ini.
Pada pendapat para pengarah, hasil daripada operasi Kumpulan dan Syarikat dalam tahun kewangan ini tidak dipengaruhi oleh apa-apa perkara,
urusan atau kejadian yang boleh memberi kesan yang ketara dan luarbiasa.
DIVIDEN
Jumlah dividen yang telah dibayar oleh Syarikat sejak 31 Disember 2002 adalah seperti berikut:
RM000
Berhubung tahun kewangan berakhir 31 Disember 2002 sebagaimana yang dilaporkan di dalam laporan
para pengarah dalam tahun tersebut:
Dividen interim saham biasa pertama yang dikecualikan cukai pada kadar 2.6%, dibayar pada 20 Januari 2003 28,600
Dividen interim pada kadar 1.4% ditolak cukai pada kadar 28%, dibayar pada 20 Januari 2003 11,088
Dividen akhir pada kadar 4% ditolak cukai pada kadar 28%, dibayar pada 25 Jun 2003 31,680
71,368
Pada Mesyuarat Agung yang akan datang, dividen akhir iaitu 2% tolak 28% cukai ke atas 1,100,000,000 saham biasa yang berjumlah sebanyak
RM15,840,000 (1.44 sen bersih sesaham) bagi tahun kewangan yang berakhir 31 Disember 2003 akan dicadangkan untuk kelulusan para
pemegang saham. Penyata kewangan bagi tempoh kewangan semasa tidak mengambil kira dividen yang dicadangkan. Dividen tersebut, jika
dipersetujui oleh para pemegang saham, akan diambilkira di dalam dana pemegang saham sebagai pengasingan untung terkumpul dalam tahun
kewangan yang berikutnya yang berakhir pada 31 Disember 2004.

190 laporan para pengarah
PARA PENGARAH
Nama para pengarah Syarikat yang berkhidmat semenjak tarikh laporan yang lalu sehingga tarikh laporan ini ialah:-
Tan Sri Datuk Dr. Aris bin Othman (dilantik pada 7 Jun 2003)
Dato Bashir Ahmad bin Abdul Majid (dilantik pada 7 Jun 2003)
Eshah binti Meor Suleiman (meletak jawatan sebagai pengarah silih ganti kepada Dato Izzuddin bin Dali pada
7 Jun 2003, dilantik semula sebagai pengarah pada 29 Januari 2004)
Datuk Siti Maslamah binti Osman (dilantik pada 1 Disember 2003)
Datuk Alias bin Hj Ahmad (dilantik pada 1 Disember 2003)
Ahmad Kamal bin Abdullah Al-Yafii (dilantik pada 1 Disember 2003)
Long See Wool (dilantik sebagai pengarah silih ganti kepada Dato Zaharaah binti Shaari pada 1 Mac
2004)
Gho Peng Seng (dilantik sebagai pengarah silih ganti kepada Eshah binti Meor Suleiman pada 1 Mac
2004)
Tan Sri Dato Haji Basir bin Ismail (meletak jawatan pada 7 Jun 2003)
Dato Izzuddin bin Dali (meletak jawatan pada 7 Jun 2003)
Tan Sri Dato Thong Yaw Hong (meletak jawatan pada 1 Disember 2003)
Tan Sri Dato Zaki bin Tun Azmi (meletak jawatan pada 1 Disember 2003)
Datuk Mohamed Adnan bin Ali (meletak jawatan pada 1 Disember 2003)
Dato Adnan bin Shamsuddin (meletak jawatan pada 30 April 2003)
Rosman bin Abdullah (meletak jawatan pada 4 Julai 2003)
MANFAAT PARA PENGARAH

Sepanjang dan pada akhir tahun kewangan, Syarikat tidak menjadi pihak kepada sebarang persetujuan yang matlamatnya ialah untuk membolehkan
para pengarah Syarikat mendapat manfaat melalui pengambilalihan saham atau debentur Syarikat atau sebarang badan korporat lain.
Sejak akhir tahun kewangan yang lepas, tiada pengarah yang telah menerima atau berhak menerima manfaat (selain daripada manfaat yang termasuk
dalam ganjaran diterima atau akan diterima oleh para pengarah seperti yang dinyatakan di Nota 6 kepada penyata kewangan atau gaji tetap bagi
pekerja sepenuh masa Syarikat) akibat daripada sebarang kontrak yang dibuat oleh Syarikat atau syarikat perbadanan berkaitan dengan pengarah
atau dengan firma di mana pengarah menjadi ahli, atau dengan syarikat di mana pengarah mempunyai kepentingan kewangan yang nyata.
KEPENTINGAN PARA PENGARAH

Menurut daftar pegangan saham para pengarah, tiada pengarah yang memegang jawatan pada akhir tahun kewangan mempunyai kepentingan
di dalam saham syarikat atau syarikat perbadanan berkaitan sepanjang tahun kewangan.
LAIN-LAIN MAKLUMAT BERKANUN

(a) Sebelum penyata kewangan dan kunci kira-kira Kumpulan dan Syarikat disediakan, para Pengarah telah mengambil langkah-langkah yang wajar:
(i) untuk memastikan bahawa tindakan sewajarnya telah diambil berkaitan dengan penghapuskiraan hutang lapuk dan dalam membuat
peruntukan bagi hutang ragu, dan berpuas hati bahawa tiada hutang lapuk yang diketahui dan tiada keperluan untuk membuat
peruntukan bagi hutang-hutang ragu; dan
(ii) untuk memastikan bahawa sebarang aset semasa yang tidak mungkin mencapai nilai bukunya seperti yang dinyatakan dalam rekod-
rekod perakaunan mengikut urusan biasa perniagaan telah diturunkan nilainya kepada suatu jumlah yang dijangka boleh diperolehi.

191
LAIN-LAIN MAKLUMAT BERKANUN (SAMB.)

(b) Pada tarikh laporan ini para Pengarah tidak mengetahui sebarang keadaan yang boleh menyebabkan:
(i) jumlah hutang-hutang lapuk yang dihapuskan atau jumlah peruntukan hutang-hutang ragu di dalam penyata kewangan Kumpulan
dan Syarikat tidak mencukupi hingga ke tahap yang ketara; dan
(ii) kekeliruan terhadap nilai aset semasa yang dinyatakan di dalam penyata kewangan Kumpulan dan Syarikat.
(c) Pada tarikh laporan ini, para Pengarah tidak mengetahui sebarang keadaan yang berbangkit yang boleh mendatangkan kekeliruan atau
ketidaksesuaian kepada cara yang sedia ada untuk menilai aset dan tanggungan.
(d) Pada tarikh laporan ini, para Pengarah tidak mengetahui sebarang keadaan yang tidak diliputi di dalam laporan atau penyata kewangan
Kumpulan atau Syarikat yang boleh menyebabkan kekeliruan pada sebarang jumlah yang dinyatakan di dalam penyata kewangan.
(e) Pada tarikh laporan ini, tidak terdapat:
(i) sebarang tuntutan ke atas aset Kumpulan atau Syarikat yang timbul sejak akhir tahun kewangan kerana menjamin tanggungan pihak
lain; atau
(ii) sebarang tanggungan luar jangka Kumpulan atau Syarikat yang timbul sejak akhir tahun kewangan.
(f) Pada pendapat para Pengarah:
(i) tiada tanggungan luar jangka atau tanggungan lain yang telah dikuatkuasakan atau mungkin akan dikuatkuasakan dalam tempoh dua
belas bulan selepas akhir tahun kewangan, yang akan atau mungkin menjejaskan secara berkesan keupayaan Kumpulan atau Syarikat
untuk melaksanakan tanggungjawab apabila tiba masanya; dan
(ii) tiada perkara, urusniaga atau kejadian yang ketara dan luar biasa yang timbul di antara akhir tahun kewangan dan tarikh laporan
ini, yang boleh menjejaskan keputusan-keputusan operasi Kumpulan atau Syarikat bagi tahun kewangan ini yang dilaporkan.
PERISTIWA-PERISTIWA PENTING
Peristiwa-peristiwa penting adalah seperti yang dinyatakan di Nota 27 kepada penyata kewangan.
JURUAUDIT
Juruaudit, Ernst & Young, telah menyatakan kesanggupan mereka untuk terus berkhidmat.
Bagi Pihak Lembaga Pengarah,

Tarikh: 25 Mac 2004

192 penyata para pengarah
menurut seksyen 169(15) akta syarikat 1965
Kami, Tan Sri Datuk Dr. Aris bin Othman dan Dato Bashir Ahmad bin Abdul Majid, dua daripada para Pengarah Malaysia Airports Holdings
Berhad, dengan ini menyatakan bahawa, pada pendapat para pengarah, penyata kewangan yang dibentangkan di muka surat 194 sehingga 240
adalah disediakan mengikut piawaian perakaunan berkenaan yang diluluskan di Malaysia untuk memberi gambaran yang benar dan saksama
berkenaan kedudukan kewangan Kumpulan dan Syarikat pada 31 Disember 2003 dan keputusan untuk Kumpulan dan Syarikat untuk tahun
berakhir pada tarikh tersebut dan aliran tunai Kumpulan dan Syarikat untuk tahun berakhir 31 Disember 2003.
Bagi Pihak Lembaga Pengarah,

Tarikh: 25 Mac 2004
perakuan berkanun
mengikut seksyen 169(16) akta syarikat 1965
Saya, Suffian bin Baharuddin (No. ACCA: 2425713), pegawai yang bertanggungjawab ke atas pengurusan kewangan Malaysia Airports Holdings
Berhad, dengan sesungguhnya dan seikhlasnya mengaku bahawa penyata kewangan pada mukasurat 194 sehingga 240 adalah pada
pengetahuan dan kepercayaan saya betul, dan saya membuat pengakuan ini bersungguh-sungguh dengan kepercayaan bahawa ianya benar dan
adalah menurut peruntukan Akta Akuan Berkanun, 1960.
Ditandatangani dan diikrarkan oleh penama

di atas Suffian bin Baharuddin
di Kuala Lumpur, dalam Wilayah
Persekutuan pada 25 Mac 2004 Suffian bin Baharuddin
Di hadapan saya,
Abas bin Hasan

Pesuruhjaya Sumpah
Kuala Lumpur

laporan juruaudit 193
kepada ahli Malaysia Airports Holdings Berhad (diperbadankan di Malaysia)
Kami telah mengaudit penyata kewangan yang dibentangkan pada mukasurat 194 sehingga 240. Penyata kewangan ini adalah tanggungjawab
para Pengarah Syarikat. Tanggungjawab kami adalah untuk manyatakan pendapat terhadap penyata kewangan tersebut berdasarkan kepada
pengauditan yang dijalankan.
Kami telah menjalankan pengauditan mengikut Piawaian Pengauditan yang diluluskan di Malaysia. Piawaian tersebut memerlukan kami
merancang dan melaksanakan audit tersebut untuk mendapat kepastian munasabah samaada penyata kewangan tersebut bebas daripada
kesilapan yang ketara. Pengauditan tersebut merangkumi pemeriksaan, secara ujian, terhadap bukti yang menyokong jumlah dan pendedahan
di dalam penyata kewangan. Pengauditan juga meliputi penilaian terhadap dasar-dasar perakaunan yang digunakan dan anggaran penting yang
dibuat oleh para pengarah, serta penilaian menyeluruh ke atas pembentangan penyata kewangan. Kami percaya pengauditan kami telah
memberikan asas yang munasabah untuk menyatakan pendapat kami.
Pada pendapat kami:
(a) Penyata kewangan ini telah disediakan dengan wajar menurut Akta Syarikat 1965 dan Piawaian Perakaunan berkaitan yang diluluskan di
Malaysia supaya memberi gambaran yang benar dan saksama mengenai:
(i) kedudukan Kumpulan dan Syarikat pada 31 Disember 2003 dan keputusan serta aliran tunai Kumpulan dan Syarikat bagi tahun
kewangan berakhir pada tarikh tersebut; dan
(ii) perkara-perkara yang dikehendaki oleh Seksyen 169, Akta Syarikat 1965 untuk diambil kira dalam penyata kewangan.
(b) Rekod perakaunan dan rekod-rekod lain serta daftar yang dikehendaki oleh Akta tersebut untuk disimpan oleh Syarikat dan syarikat-
syarikat subsidiari yang mana kami adalah juruaudit telah disimpan dengan baik menurut peruntukan Akta tersebut.
Kami berpuas hati bahawa penyata kewangan syarikat-syarikat subsidiari yang telah disatukan dengan penyata kewangan Syarikat adalah di
dalam bentuk dan kandungan yang wajar dan sesuai bagi tujuan untuk menyediakan penyata kewangan yang disatukan dan kami telah menerima
maklumat dan penjelasan yang munasabah yang diperlukan bagi tujuan itu.
Laporan Juruaudit bagi penyata kewangan syarikat-syarikat subsidiari tidak tertakluk kepada sebarang pengecualian dan tidak mengandungi
sebarang teguran yang dibuat di bawah Seksyen 174 (3) Akta Syarikat 1965.
Ernst & Young Dato Nordin bin Baharuddin

AF: 0039 No. 837/03/06(J)
Akauntan Bertauliah Rakan kongsi

Tarikh: 25 Mac 2004

194 penyata pendapatan disatukan
bagi tahun berakhir 31 Disember 2003
2003 2002
Nota RM000 RM000
Pendapatan 3 894,000 935,271

Pendapatan operasi lain 67,360 57,175
Perubahan dalam inventori 2,048 1,940
Pembelian inventori (93,989) (87,962)
Kos pekerja 4 (192,794) (192,087)
Susutnilai 10 (64,949) (70,074)
Kos kontrak (16,700) (37,458)
Perbelanjaan operasi lain (436,506) (380,422)
Keuntungan dari operasi 5 158,470 226,383

Kos kewangan (6,425) (6,349)
Perkongsian hasil dari syarikat-syarikat bersekutu (441) 1,796
Keuntungan sebelum cukai 151,604 221,830

Cukai 7 (66,931) (70,987)
Keuntungan bersih selepas cukai 84,673 150,843
Keuntungan sesaham (sen) asas 8 8 14
Dividen bersih sesaham (sen)

Dicadangkan 9 1.4 2.9
Diisytiharkan 9 3.6
Nota-nota yang disertakan merupakan sebahagian asasi penyata kewangan ini.

kunci kira-kira disatukan 195
pada 31 Disember 2003
2003 2002
Nota RM000 RM000
ASET TAK SEMASA

Hartanah, loji dan peralatan 10 2,696,561 2,519,882
Syarikat-syarikat bersekutu 12 25,022 25,068
Lain-lain pelaburan 13 98,538 99,013
2,820,121 2,643,963
ASET SEMASA
Inventori 14 32,088 30,714
Penghutang perdagangan 15 264,381 351,829
Lain-lain penghutang 16 219,985 70,962
Sekuriti boleh pasar 17 5,814 5,267
Tunai dan baki bank 18 212,198 178,519
734,466 637,291
LIABILITI SEMASA
Pemiutang perdagangan 19 53,295 36,581
Lain-lain pemiutang 20 242,500 250,439
Cukai 56,899 49,224
Dividen belum bayar 39,688
352,694 375,932
ASET SEMASA BERSIH 381,772 261,359
3,201,893 2,905,322
DIBIAYAI OLEH:
Modal saham 21 1,100,000 1,100,000
Rizab 1,288,303 1,235,310
Ekuiti pemegang saham 2,388,303 2,335,310
Liabiliti tertunda 22 713,590 470,012

Pinjaman jangkapanjang (tanpa cagaran) 23 100,000 100,000
Liabiliti tak semasa 813,590 570,012
3,201,893 2,905,322

196 penyata perubahan dalam ekuiti disatukan
Tidak boleh
diagih
Modal Premium Boleh diagih
saham saham Keuntungan Jumlah
RM000 RM000 RM000 RM000
Pada 1 Januari 2002 1,100,000 822,744 345,411 2,268,155

Keuntungan bersih tahun semasa 150,843 150,843
Dividen (Nota 9) (83,688) (83,688)
Pada 31 Disember 2002 1,100,000 822,744 412,566 2,335,310

Dividen (Nota 9) (31,680) (31,680)
Pada 31 Disember 2003 1,100,000 822,744 465,559 2,388,303

penyata aliran tunai disatukan 197
2003 2002
RM000 RM000
ALIRAN TUNAI DARIPADA AKTIVITI OPERASI

Pelarasan untuk:
Perkongsian keuntungan syarikat-syarikat bersekutu 441 (1,796)
(Keuntungan)/kerugian daripada penjualan aset tetap (4,027) 269
Keuntungan perlupusan pelaburan (872) (2,608)
Hapus kira hutang lapuk 2,510 2,393
Hapus kira aset tak ketara 9,660
Inventori dihapus kira 2,610 32
Aset tetap dihapus kira 39 105
Peruntukan hutang ragu 75,624 11,391
Peruntukan bagi manfaat persaraan 16,098 14,642
Peruntukan pampasan cuti jangka pendek terkumpul 3,083
Susutnilai 64,949 70,074
Rosotnilai kerugian ke atas aset tetap 441
Perlunasan premium ke atas pelaburan 467 403
Tambahan diskaun dalam pelaburan (2) (2)
(Pembalikan)/peruntukan bagi pengurangan nilai pelaburan (366) 366
Pendapatan pelaburan (1,829) (347)
Pendapatan faedah (10,346) (9,921)
Perbelanjaan faedah 6,425 6,349
Keuntungan operasi sebelum perubahan modal kerja 306,408 323,281

Tambahan dalam inventori (3,984) (10,093)
Tambahan dalam penghutang (139,709) (41,615)
Tambahan dalam pemiutang 4,593 29,692
Aliran tunai dijanakan daripada operasi 167,308 301,265

Cukai pendapatan dibayar (56,529) (140,439)
Manfaat persaraan dibayar (1,213) (985)
Aliran tunai bersih dijanakan daripada aktiviti operasi 109,566 159,841

198 penyata aliran tunai disatukan
2003 2002
RM000 RM000
ALIRAN TUNAI DARIPADA AKTIVITI PELABURAN

Pembelian hartanah, loji dan peralatan (94,502) (102,526)
Hasil daripada penjualan hartanah, loji dan peralatan 83,532 15,191
Pembelian pelaburan lain (3,550) (3,277)
Pembelian saham tambahan di dalam subsidiari sedia ada (38,000)
Hasil daripada penjualan pelaburan 4,251 23,378
Dividen diterima 1,829 347
Faedah diterima 10,346 9,921
Aliran tunai bersih dijanakan dari/(digunakan dalam) aktiviti pelaburan 1,906 (94,966)
ALIRAN TUNAI DARIPADA AKTIVITI PEMBIAYAAN

Pembayaran balik pinjaman jangka pendek (100,000)
Pembayaran faedah (6,425) (6,349)
Pembayaran dividen (71,368) (44,243)
Penerimaan pinjaman jangka panjang 100,000
Aliran tunai bersih digunakan dalam aktiviti pembiayaan (77,793) (50,592)
TAMBAHAN BERSIH DALAM TUNAI DAN KESETARAAN TUNAI 33,679 14,283

TUNAI DAN KESETARAAN TUNAI PADA AWAL TAHUN 178,519 164,236
TUNAI DAN KESETARAAN TUNAI PADA AKHIR TAHUN (NOTA 18) 212,198 178,519

penyata pendapatan 199
2003 2002
Nota RM000 RM000
Pendapatan 3 94,119
Pendapatan operasi lain 1,183 22,630
Kos pekerja 4 (4,116) (2,321)
Susutnilai 10 (299) (287)
Perbelanjaan operasi lain (67,674) (4,333)
(Kerugian)/keuntungan dari operasi 5 (70,906) 109,808

Kos kewangan (6,283) (6,209)
(Kerugian)/keuntungan sebelum cukai (77,189) 103,599

Cukai 7 (270) (19,226)
(Kerugian)/keuntungan bersih tahun semasa (77,459) 84,373

200 kunci kira-kira
pada 31 Disember 2003
2003 2002
Nota RM000 RM000
ASET TAK SEMASA

Hartanah, loji dan peralatan 10 1,159 842
Subsidiari-subsidiari 11 1,807,607 1,807,607
Lain-lain pelaburan 13 6
1,808,772 1,808,449
ASET SEMASA
Lain-lain penghutang 16 536,941 552,871
Tunai dan baki bank 18 5,287 12,267
542,228 565,138
LIABILITI SEMASA
Lain-lain pemiutang 20 354,284 229,844
Cukai 6,589 6,558
Dividen belum bayar 39,688
360,873 276,090
ASET SEMASA BERSIH 181,355 289,048
1,990,127 2,097,497
DIBIAYAI OLEH:
Modal saham 21 1,100,000 1,100,000
Rizab 788,358 897,497
Ekuiti pemegang saham 1,888,358 1,997,497
Liabiliti tertunda 22 1,769

Pinjaman jangkapanjang (tanpa cagaran) 23 100,000 100,000
Liabiliti tak semasa 101,769 100,000
1,990,127 2,097,497

penyata perubahan dalam ekuiti 201
<-----------Rizab----------->
Premium Keuntungan
saham boleh diagih/
Modal tidak boleh (kerugian
saham diagih terkumpul) Jumlah
RM000 RM000 RM000 RM000
Pada 1 Januari 2002 1,100,000 822,744 74,068 1,996,812

Dividen (Nota 9) (83,688) (83,688)
Pada 31 Disember 2002 1,100,000 822,744 74,753 1,997,497

Kerugian bersih tahun semasa (77,459) (77,459)
Dividen (Nota 9) (31,680) (31,680)
Pada 31 Disember 2003 1,100,000 822,744 (34,386) 1,888,358

202 penyata aliran tunai
2003 2002
RM000 RM000
ALIRAN TUNAI DARIPADA AKTIVITI OPERASI

Pelarasan untuk:
Susutnilai 299 287
Perbelanjaan faedah 6,283 6,209
Pendapatan dividen (94,119)
Manfaat persaraan 2,139
Peruntukan pampasan cuti jangka pendek terkumpul 528
Pendapatan faedah (326) (22,443)
Pendapatan faedah daripada subsidiari dilaras 64,989
Kerugian kendalian sebelum perubahan modal kerja (3,277) (6,467)

Tambahan dalam penghutang (167) (217)
Tambahan dalam pemiutang 334 592
Tambahan dalam syarikat berkaitan 74,370 23,501
Aliran tunai dijana daripada operasi 71,260 17,409

Manfaat persaraan dibayar (54)
Cukai pendapatan dibayar (239) (322)
Aliran tunai bersih dijanakan daripada aktiviti operasi 70,967 17,087
ALIRAN TUNAI DARIPADA AKTIVITI PELABURAN

Pembelian hartanah, loji dan peralatan (616) (1,008)
Pembelian lain-lain pelaburan (6)
Dividen diterima 44,000
Pendapatan faedah diterima 326 780
Aliran tunai bersih (digunakan dalam)/dijanakan daripada aktiviti pelaburan (296) 43,772
ALIRAN TUNAI DARIPADA AKTIVITI PEMBIAYAAN

Pembayaran faedah (6,283) (6,209)
Pembayaran dividen (71,368) (44,243)
Pembayaran balik pinjaman jangka pendek (100,000)
Penerimaan pinjaman jangka panjang 100,000
Aliran tunai bersih digunakan dalam aktiviti pembiayaan (77,651) (50,452)
(KURANGAN)/TAMBAHAN BERSIH DALAM TUNAI DAN KESETARAAN TUNAI (6,980) 10,407

TUNAI DAN KESETARAAN TUNAI PADA AWAL TAHUN 12,267 1,860
TUNAI DAN KESETARAAN TUNAI PADA AKHIR TAHUN (NOTA 18) 5,287 12,267

nota-nota kepada penyata kewangan 203
31 Disember 2003
1. KEGIATAN UTAMA DAN MAKLUMAT AM

Kegiatan utama Syarikat adalah pegangan pelaburan. Kegiatan utama subsidiari-subsidiari dinyatakan di Nota 11. Tidak ada sebarang
perubahan penting dalam kegiatan-kegiatan tersebut di sepanjang tahun kewangan ini.
Syarikat adalah syarikat awam liabiliti terhad yang diperbadankan dan bermastautin di Malaysia dan disenaraikan di Papan Utama Bursa
Saham Kuala Lumpur. Pejabat berdaftar Syarikat terletak di Ibu Pejabat MAB, Lapangan Terbang Sultan Abdul Aziz Shah, 47200 Subang,
Selangor Darul Ehsan, Malaysia.
Badan induk and pemegang induk utama adalah Menteri Kewangan (Diperbadankan), sebuah badan korporat yang telah diperbadankan di
bawah Akta Menteri Kewangan (Diperbadankan), 1957.
Bilangan kakitangan dalam Kumpulan dan Syarikat pada akhir tahun kewangan masing-masing adalah seramai 5,075 (2002: 5,008) dan
205 (2002: 185) orang.
Penyata kewangan ini telah diluluskan oleh Lembaga Pengarah untuk diterbitkan menurut resolusi para pengarah pada 25 Mac 2004.
2. DASAR-DASAR PERAKAUNAN PENTING

(a) Asas Perakaunan
Penyata kewangan Kumpulan dan Syarikat disediakan menurut kelaziman kos sejarah melainkan ditunjukkan sebaliknya di dalam
dasar perakaunan di bawah dan mematuhi peruntukan dalam Akta Syarikat, 1965 dan piawaian perakaunan berkenaan yang
diluluskan di Malaysia.
Piawaian-piawaian Lembaga Piawaian Perakaunan Malaysia (MASB) baru yang digunapakai dalam penyata kewangan sejak tahun
yang lalu dan kesannya terhadap penyata kewangan adalah seperti berikut:
(i) MASB 25: Cukai Pendapatan
(ii) MASB 29: Manfaat Pekerja
Kedua-dua piawaian ini memerlukan gunapakai secara restrospektif. Selain daripada pengenalan kepada polisi-polisi baru ini dan
pendedahan tambahan sebagaimana yang dikehendaki oleh piawaian-piawaian tersebut, gunapakainya tidak membawa sebarang
kesan terhadap penyata-penyata kewangan yang dibentangkan, atau menyebabkan sebarang penyelarasan terhadap keputusan
kewangan bagi tahun lalu.
(b) Asas Penyatuan

(i) Subsidiari-subsidiari
Penyata kewangan disatukan termasuk penyata kewangan Syarikat dan kesemua subsidiarinya. Subsidiari-subsidiari adalah
syarikat-syarikat di mana Kumpulan mempunyai kepentingan ekuiti jangka panjang dan kuasa untuk melaksanakan kawalan
terhadap polisi-polisi kewangan dan operasi untuk memperolehi manfaat daripada aktiviti-aktiviti syarikat-syarikat tersebut.
Subsidiari-subsidiari disatukan menggunakan kaedah perakaunan pengambilan. Di bawah kaedah perakaunan pengambilan ini,
hasil daripada subsidiari-subsidiari yang diambilalih atau dilupuskan sepanjang tahun telah dimasukkan dalam penyata
pendapatan disatukan daripada tarikh perlaksanaan pengambilan atau sehingga tarikh perlaksanaan pelupusan, sebagaimana
yang sesuai. Aset dan liabiliti subsidiari diukur pada nilai saksama pada tarikh pengambilan dan nilai ini ditunjukkan dalam
kunci kira-kira disatukan. Perbezaan di antara kos pengambilalihan dengan nilai saksama bahagian aset bersih Kumpulan atas
subsidiari yang diambilalih pada tarikh pengambilalihan dimasukkan dalam kunci kira-kira disatukan sebagai muhibah atas
penyatuan dan dikenakan kepada penyata pendapatan pada tahun ia diambilalih.

204 nota-nota kepada penyata kewangan
31 Disember 2003
2. DASAR-DASAR PERAKAUNAN PENTING (SAMB.)

(b) Asas Penyatuan (Samb.)
(i) Subsidiari-subsidiari (Samb.)
Urus niaga, baki dan hasil laba belum terealisasi di antara syarikat telah dihapuskan semasa penyatuan dan penyata kewangan
disatukan hanya mencerminkan urusniaga dengan pihak ketiga sahaja. Rugi laba belum terealisasi telah dihapuskan semasa
penyatuan melainkan kos tersebut tidak dapat dipulihkan.
Laba atau kerugian atas pelupusan subsidiari adalah perbezaan di antara prosid pelupusan bersih dengan bahagian Kumpulan
dalam aset bersih beserta dengan sebarang baki muhibah yang belum dilunaskan dan perbezaan pertukaran yang tidak diiktiraf
sebelumnya dalam penyata pendapatan disatukan.
Kepentingan minoriti diukur pada nilai saksama saham minoriti selepas pengambilan atas aset dan liabiliti pihak yang
diambilalih.
(ii) Syarikat-syarikat bersekutu

Kumpulan menganggap syarikat-syarikat bersekutu sebagai syarikat-syarikat di mana Kumpulan mempunyai kepentingan ekuiti
jangka panjang dan di mana ia melaksanakan pengaruh penting tetapi tiada kawalan terhadap polisi-polisi kewangan dan
operasi.
Pelaburan dalam syarikat bersekutu diambilkira dalam penyata kewangan disatukan menggunakan kaedah perakaunan ekuiti
yang berdasarkan penyata kewangan pengurusan yang beraudit atau penyata kewangan pengurusan syarikat bersekutu.
Perkongsian Kumpulan dalam keuntungan selepas pengambilalihan setelah ditolak kerugian syarikat-syarikat bersekutu
diambilkira dalam penyata pendapatan disatukan dan kepentingan Kumpulan dalam syarikat-syarikat bersekutu dinyatakan pada
kos berserta perkongsian Kumpulan dalam keuntungan atau kerugian terkumpul dan rizab terkumpul selepas pengambilalihan
dan lain-lain rizab serta muhibbah atas penyatuan.
Laba tak terealisasi dalam urus niaga antara Kumpulan dan syarikat-syarikat bersekutu telah dihapuskan sehingga tahap
kepentingan Kumpulan dalam syarikat bersekutu tersebut. Kerugian tak terealisasi telah dihapuskan melainkan kos tidak dapat
dipulihkan.
(c) Muhibah
Muhibah dinyatakan pada kos setelah ditolak pelunasan dan kerugian rosotnilai terkumpul. Polisi pengiktirafan dan pengukuran
kerugian rosotnilai adalah seperti yang dinyatakan dalam Nota 2 (q). Muhibah yang timbul daripada pengambilan subsidiari-subsidiari
ditunjukkan secara berasingan dalam penyata kewangan sementara muhibah yang timbul daripada pengambilan syarikat-syarikat
bersekutu telah dimasukkan bersama nilai bawaan pelaburan dalam syarikat-syarikat bersekutu.
(d) Pelaburan dalam subsidiari-subsidiari dan syarikat-syarikat bersekutu

Pelaburan syarikat dalam subsidiari-subsidiari dan syarikat-syarikat bersekutu dinyatakan pada kos ditolak sebarang peruntukan
rosotnilai. Polisi pengiktirafan dan pengukuran kerugian rosotnilai adalah seperti yang dinyatakan dalam Nota 2 (q).
Semasa pelupusan pelaburan, perbezaan di antara perolehan bersih daripada pelupusan dan nilai bawaan adalah diiktiraf dalam
penyata pendapatan.

205

(e) Hartanah, Loji dan Peralatan dan Susutnilai
(i) Aset tetap dinyatakan pada kos setelah ditolak susutnilai terkumpul dan kerugian sosotnilai. Isi pengiktirafan dan pengukuran
kerugian rosotnilai adalah seperti yang dinyatakan dalam Nota 2 (q).
(ii) Hak konsesi meliputi yuran yang perlu dibayar oleh sebuah syarikat subsidiari kepada Kerajaan Malaysia sebanyak
RM1,308,350,000 bagi mendapatkan hak untuk mengendali, mengurus dan melaksanakan pembangunan masa hadapan
Lapangan Terbang Antarabangsa K.L. (KLIA) di Sepang bagi tempoh konsesi yang bermula pada 5 Mei 1998 selama 50
tahun tertakluk kepada lanjutan hingga ke satu tempoh yang belum ditetapkan mengikut pertimbangan Kerajaan Malaysia.
Hak konsesi KLIA yang diberikan kepada syarikat subsidiari berkenaan tidak dikenakan sebarang caj untuk tempoh lima tahun
yang pertama bagi memastikan KLIA mencapai tahap volum trafik yang tertentu bagi menyokong operasinya. Hak konsesi akan
dilunaskan bermula 1 Januari 2004 sepanjang baki tempoh konsesi berkenaan selama 45 tahun.
(iii) Pembaikan modal berkaitan dengan penaikan taraf dan penurapan semula landasan.
(iv) Modal kerja dalam perlaksanaan adalah berkaitan dengan pembinaan bangunan dan tidak disusut nilai.
(v) Susutnilai bagi hartanah, loji dan peralatan lain diperuntukkan mengikut kaedah garis lurus supaya memansuhkan kos setiap
aset di sepanjang anggaran hayat kegunaannya pada kadar berikut:
Tanah pegangan pajak Sepanjang 50 94 tahun
Bangunan terminal 2%
Perladangan 4%
Kenderaan 10% 20%
Peralatan pejabat, komunikasi dan elektronik 10% 50%
Perabot dan kelengkapan 10% 20%
Loji dan mesin 20%
Litar perlumbaan 2%
Pembaikan modal 12.5%
Hartanah hotel 2%
Pinggan mangkuk, barangan kaca, peralatan dapur dan linen 25%
Semasa pelupusan sesuatu hartanah, loji dan peralatan, perbezaan di antara perolehan bersih daripada pelupusan dan nilai
bawaan adalah diiktiraf dalam penyata pendapatan.
(f) Inventori
Inventori dinyatakan pada harga terendah di antara kos (berdasarkan purata wajaran) dan nilai pasaran bersih. Kos inventori adalah
merupakan harga belian inventori. Nilai boleh realis bersih merujuk kepada anggaran harga jualan ditolak anggaran kos yang akan
ditanggung bagi pemasaran, penjualan dan pengagihan.
(g) Perbelanjaan Penanaman Baru

Perbelanjaan penanaman baru yang ditanggung bagi pembersihan tanah dan penjagaan pokok sehingga matang dipermodalkan di
bawah perladangan.
(h) Perbelanjaan Penanaman Semula

Perbelanjaan penanaman semula ditanggung pada tahun ini dimasukkan ke dalam penyata pendapatan. Perbelanjaan penanaman
semula meliputi jumlah kos yang ditanggung daripada pembersihan tanah hingga ke peringkat penuaian hasil.

31 Disember 2003

(i) Tunai dan Kesetaraan Tunai
Tunai dan setara tunai termasuk tunai di tangan dan di bank dan simpanan tetap, simpanan tetap mudah tunai dan pelaburan
kecairan tinggi jangka pendek di mana risiko pertukaran dalam nilai adalah rendah.
(j) Aset Pajakan

Pembayaran sewa pajakan ke atas operasi pajakan dimasukkan ke dalam penyata pendapatan melalui kaedah garis lurus pada
tempoh ia perlu dibayar.
(k) Peruntukan Untuk Liabiliti

Peruntukan liabiliti diiktiraf apabila Kumpulan mempunyai tanggungjawab pada masa sekarang hasil daripada kejadian lampau dan
kemungkinan terdapat aliran keluar sumber yang mengandungi manfaat ekonomi yang diperlukan untuk menyelesaikan
tanggungjawab tersebut dan jumlah anggaran yang munasabah boleh dibuat. Peruntukan dikaji semula pada setiap tarikh kunci kira-
kira dan diselaraskan untuk menggambarkan anggaran semasa yang terbaik. Di mana kesan nilai masa wang adalah penting, jumlah
peruntukan adalah perbelanjaan yang dijangka perlu untuk menjelaskan tanggungjawab tersebut pada nilai sekarang.
(l) Cukai Pendapatan

Cukai pendapatan yang dikenakan ke atas keuntungan atau kerugian bagi tahun kewangan adalah terdiri daripada cukai semasa dan
cukai tertunda. Cukai semasa ialah jumlah cukai pendapatan yang dijangkakan perlu dibayar ke atas keuntungan bercukai bagi tahun
kewangan dan dianggarkan mengikut kadar cukai yang telah diaktakan pada tarikh kunci kira-kira.
Cukai tertunda diperuntukkan melalui kaedah liabiliti ke atas perbezaan sementara di antara asas cukai bagi aset dan liabiliti dan
nilai dibawa dalam penyata kewangan. Menurut prinsip, liabiliti cukai tertunda diiktiraf ke atas semua perbezaan sementara yang
tertakluk kepada cukai manakala aset cukai tertunda pula diiktiraf untuk semua perbezaan sementara, baki kerugian bercukai dan
baki kredit cukai yang belum digunakan sekiranya kemungkinan terdapat keuntungan bercukai yang boleh digunakan ke atas
perbezaan sementara yang dibenarkan, baki kerugian bercukai dan baki kredit cukai. Cukai tertunda tidak diiktiraf sekiranya perbezaan
sementara timbul daripada muhibah atau muhibah negatif atau dari permulaan pengiktirafan aset atau liabiliti di dalam transaksi yang
tidak berkaitan dengan penggabungan perniagaan, yang tidak memberi kesan ke atas keuntungan perakaunan atau keuntungan boleh
cukai semasa transaksi dilakukan.
Cukai tertunda dikira pada kadar cukai yang dijangka akan digunakan pada masa aset direalisasi atau liabiliti diselesaikan, berasaskan
kadar cukai yang telah diaktakan atau hampir diaktakan pada tarikh kunci kira-kira. Cukai tertunda diiktiraf di dalam penyata
pendapatan kecuali jika ia adalah dihasilkan daripada transaksi yang diiktiraf terus di dalam ekuiti, di mana cukai tertunda itu dicajkan
atau dikreditkan terus ke ekuiti, atau ia adalah hasil daripada penggabungan perniagaan yang berkaitan dengan pengambilalihan, di
mana cukai tertunda akan disertakan di dalam muhibah atau muhibah negatif yang terhasil.
Sebelum mengambil guna Lembaga Piawaian Perakaunan (MASB) 25 Cukai Pendapatan pada 1 Januari 2003, cukai tertunda
diperuntukkan menurut kaedah liabiliti untuk semua perbezaan masa yang penting dan aset cukai tertunda tidak akan diiktiraf
melainkan realisasinya dijangkakan munasabah.
(m) Manfaat Pekerja

(i) Manfaat jangka pendek
Upah, gaji, bonus dan sumbangan keselamatan sosial diiktiraf sebagai perbelanjaan pada tahun di mana perkhidmatan yang
berkaitan diberikan oleh pekerja Kumpulan. Pampasan cuti terkumpul jangka pendek seperti cuti tahunan berbayar diiktiraf bila
perkhidmatan yang diberi oleh pekerja akan menambahkan hak untuk pampasan cuti akan datang, dan pampasan cuti tidak
terkumpul jangka pendek seperti cuti sakit diiktiraf bila ketidakhadiran berlaku.

207

(m) Manfaat Pekerja (Samb.)
(ii) Pelan caruman wajib
Menurut peruntukan perundangan, syarikat-syarikat di Malaysia membayar caruman kepada skim pencen negara, Kumpulan
Wang Simpanan Pekerja (KWSP). Caruman tersebut diiktiraf sebagai perbelanjaan dalam penyata pendapatan bila ia
tertanggung.
(iii) Pelan manfaat ditetapkan

Kumpulan mengendalikan pelan manfaat persaraan tidak bertabung untuk semua kakitangan layak yang telah disahkan jawatan
yang berdasarkan tahun mereka telah bekerja dan pemfaktoran unit bersamaan.
Tanggungjawab Kumpulan di bawah Skim ini adalah berdasarkan anggaran menurut penilaian aktuari setiap tiga tahun di mana
jumlah manfaat yang telah diterima oleh pekerja yang setimpal dengan perkhidmatan dalam tahun semasa dan tahun-tahun
sebelumnya. Manfaat tersebut didiskaunkan menggunakan Kaedah Unjuran Unit Kredit untuk menentukan nilai semasa.
Jumlah yang diiktiraf dalam kunci kira-kira mencerminkan nilai kini bagi obligasi manfaat persaraan yang ditetapkan dan
diselaraskan kepada transisi obligasi atau aset yang tidak diiktiraf. Kumpulan telah melunaskan transisi obligasi yang tidak
diiktiraf untuk tempoh dua tahun bermula pada awal tahun kewangan ini.
(n) Peruntukan bagi Pencen

Peruntukan ini dibuat untuk perkhidmatan kakitangan Jabatan Penerbangan Awam (JPA) seperti yang dicatatkan di dalam buku
dan rekod JPA pada 31 Oktober, 1992 yang telah dipindahkan ke sebuah syarikat subsidiari. Syarikat subsidiari berkenaan berhasrat
untuk membayar nilai baki buku kepada Kerajaan selepas pengesahan dan arahan yang sewajarnya diterima.
(o) Pengiktirafan Pendapatan

Pendapatan diiktiraf apabila kemungkinan manfaat ekonomi berkaitan dengan transaksi berpindah kepada Syarikat dan nilai
pendapatan boleh dianggarkan dengan pasti.
(i) Pendapatan Dividen

Pendapatan dividen diiktiraf apabila hak pemegang-pemegang saham untuk menerima bayaran telah dibuktikan.
(ii) Pendapatan Dari Perkhidmatan

Pendapatan perkhidmatan lapangan terbang, hortikultur dan perkhidmatan perlelongan diiktiraf selepas ditolak cukai
perkhidmatan dan diskaun apabila perkhidmatan tersebut dilaksanakan.
(iii) Pendapatan Runcit dan Perladangan

Pendapatan barangan runcit dan barangan perladangan diiktiraf selepas ditolak cukai jualan dan diskaun apabila risiko dan
manfaat dipindahkan dengan sempurna.
(iv) Pendapatan Dari Operasi Hotel

Pendapatan operasi hotel adalah hasil sewa bilik, penjualan makanan dan minuman dan lain-lain jualan diiktiraf apabila risiko
dan manfaat dipindahkan dengan sempurna.
(v) Pendapatan Dari Pengurusan Acara

Pendapatan dari pengurusan acara diiktiraf setelah ditolak diskaun apabila terdapat acara berlangsung.

31 Disember 2003

(p) Pertukaran dan Terjemahan Matawang
Urusniaga dalam matawang asing pada asalnya akan ditukar kepada Ringgit Malaysia pada kadar pertukaran yang berkuatkuasa pada
tarikh urusniaga. Pada setiap tarikh kunci kira-kira, butiran matawang asing bersifat kewangan akan diterjemahkan kepada Ringgit
Malaysia pada kadar pertukaran yang berkuatkuasa pada tarikh tersebut. Butiran tidak bersifat kewangan yang dibawa pada kos
sejarah diterjemahkan menggunakan kadar sejarah pada tarikh pengambilalihan dan butiran tidak bersifat kewangan yang dibawa
pada nilai saksama diterjemahkan menggunakan kadar pertukaran yang wujud semasa nilainya ditentukan.
Kadar pertukaran berkuatkuasa pada tarikh kunci kira-kira yang digunakan adalah seperti berikut:
2003 2002
RM RM
Pound Great Britain 6.77 6.09

Swiss Franc 3.06 2.74
Dollar Amerika Syarikat 3.80 3.80
(q) Rosotnilai Aset

Pada setiap tarikh kunci kira-kira, Kumpulan akan meneliti nilai dibawa bagi aset-asetnya, selain daripada inventori dan aset-aset
kewangan, untuk menentukan samada terdapat sebarang petunjuk yang aset-aset telah mengalami kerugian rosotnilai. Jika sebarang
petunjuk wujud, rosotnilai dikira dengan membandingkan nilai dibawa aset dengan nilai yang boleh diperolehi daripada aset tersebut.
Jumlah yang boleh diperolehi adalah jumlah yang tertinggi di antara harga jualan bersih dan nilai digunapakai, di mana ianya dikira
dengan merujuk kepada aliran tunai hadapan didiskaunkan. Jumlah yang boleh diperolehi dari aset adalah dianggarkan untuk setiap
aset, jika tidak boleh, unit perolehan tunai di mana aset tersebut digolongkan, akan digunakan.
Kerugian rosotnilai diiktiraf dalam penyata pendapatan sebagai perbelanjaan secara serta merta, melainkan aset tersebut diambil kira
pada jumlah nilaian semula. Pembalikan atas kerugian rosotnilai yang telah diiktiraf dalam tahun-tahun sebelumnya direkodkan
apabila kerugian rosotnilai aset yang diiktiraf tidak lagi wujud atau telah berkurangan.
(r) Instrumen Kewangan

Instrumen kewangan diiktiraf di dalam kunci kira-kira apabila Kumpulan telah menjadi satu pihak kepada perjanjian kontrak untuk
peruntukan instrumen tersebut.
Instrumen kewangan adalah digolongkan sebagai liabiliti atau ekuiti menurut dasar dalam perjanjian kontrak. Faedah, dividen, laba
dan kerugian berkenaan dengan instrumen kewangan yang digolongkan sebagai liabiliti, dilaporkan sebagai belanja atau pendapatan.
Pengagihan kepada pemegang instrumen kewangan digolongkan sebagai ekuiti dicajkan terus kepada ekuiti. Instrumen kewangan
dihapuskan apabila Kumpulan mempunyai hak mengikut undang-undang untuk melakukannya dan berniat untuk menyelesaikan
secara bersih atau merealisasi aset dan menyelesaikan liabiliti secara serentak.

209

(r) Instrument Kewangan (Samb.)
(i) Lain-lain Pelaburan Tak Semasa
Bon dinyatakan pada kos yang telah dilaraskan untuk pertambahan diskaun atau pelunasan premium yang dikira berdasarkan
kaedah garis lurus hingga tarikh matang.
Pelaburan tak semasa dinyatakan pasa kos setelah ditolak peruntukan penurunan rosotnilai. Peruntukan tersebut dibuat bila
terdapat pengurangan bukan sementara nilai pelaburan dan diiktiraf sebagai perbelanjaan di dalam tempoh di mana
pengurangan tersebut berlaku.
Semasa pelupusan pelaburan, perbezaan di antara perolehan bersih daripada pelupusan dan nilai buku akan dicajkan atau
dikreditkan ke penyata pendapatan.
(ii) Sekuriti Bolehniaga

Sekuriti bolehniaga dinyatakan pada nilai terendah di antara kos dan nilai pasaran, ditentukan secara asas agregat. Kos
ditentukan mengikut kadar purata wajaran sementara nilai pasaran ditentukan berdasarkan harga pasaran yang disenaraikan.
Sebarang peningkatan dan penurunan dalam nilai dibawa sekuriti bolehniaga dikreditkan atau dicajkan ke penyata pendapatan.
Apabila sekuriti bolehniaga dilupuskan, perbezaan nilai prosid bersih dan nilai dibawa akan dicajkan atau dikreditkan ke penyata
pendapatan.
(iii) Penghutang Perdagangan

Penghutang perdagangan dinyatakan pada nilai yang dijangka boleh direalisasi. Hutang lapuk dihapuskira apabila dikenalpasti.
Anggaran dibuat bagi hutang ragu berdasarkan penelitian yang dibuat ke atas semua baki yang belum dijelaskan pada tarikh
kunci kira-kira.
(iv) Pemiutang Perdagangan

Pemiutang perdagangan dinyatakan pada kos di mana nilai saksama ganjaran perlu dibayar pada masa hadapan untuk
barangan dan perkhidmatan yang diterima.
(v) Pinjaman Berfaedah

Pinjaman bank berfaedah direkodkan pada nilai amaun yang diterima, bersih daripada kos urusniaga.
Lain-lain kos pinjaman diiktiraf sebagai belanja dalam penyata pendapatan di dalam tempoh di mana ianya ditanggung.
(vi) Instrumen Ekuiti

Saham biasa digolongkan sebagai ekuiti. Dividen saham biasa diiktiraf dalam ekuiti di dalam tempoh ianya diisytiharkan.

31 Disember 2003
3. PENDAPATAN
Pendapatan Kumpulan dan Syarikat terdiri daripada berikut:
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Perkhidmatan lapangan terbang 555,435 623,248

Runcit 173,942 160,148
Pertanian dan hortikultur 7,828 4,230
Operasi hotel 35,576 34,275
Perkhidmatan pengurusan acara 108,025 103,010
Perkhidmatan pengurusan dan perlelongan 13,194 10,360
Pendapatan dividen 94,119
894,000 935,271 94,119
4. KOS PEKERJA
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Upah dan gaji 115,455 111,924 796 1,621

Bonus 6,746 8,097 249 523
Kumpulan Wang Simpanan Pekerja pelan caruman ditetapkan 15,705 15,142 76 34
Perkeso 1,825 1,753 1 3
Pampasan cuti terkumpul jangka pendek 3,083 528
Kos pencen pelan manfaat ditetapkan (Nota 22) 16,098 14,642 2,139
Lain-lain perbelanjaan berkaitan 33,882 40,529 327 140
192,794 192,087 4,116 2,321
Termasuk di dalam kos pekerja Kumpulan dan Syarikat adalah ganjaran pengarah eksekutif masing-masing berjumlah RM970,000 (2002:
RM675,000) dan RM785,000 (2002: RM483,000) seperti yang dinyatakan selanjutnya di Nota 6.

211
5. KEUNTUNGAN/(KERUGIAN) DARIPADA OPERASI

Keuntungan/(kerugian) daripada operasi dinyatakan selepas dicaj/(kredit):
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Yuran audit 307 295 28 28

Gaji dan lain-lain manfaat para pengarah syarikat (Nota 6) 547 949 491 527
Kos utiliti 158,643 136,426 1,433 2,992
Kos promosi dan acara pengurusan 72,633 83,811
Kos pembaikan dan penyelenggaraan 80,772 86,213 54 159
(Keuntungan)/kerugian ke atas penjualan hartanah, loji dan peralatan (4,027) 269
Perbelanjaan sewa 10,426 2,982
Pelarasan pendapatan faedah daripada subsidiari 64,989
Hutang lapuk diperolehi semula (2,912) (389)
Hutang lapuk dihapus kira 2,510 2,393
Muhibah dihapus kira 9,660
Peruntukan hutang ragu 75,624 11,391
(Pembalikan)/peruntukan rosotnilai pelaburan (366) 366
Rosotnilai hartanah, loji dan peralatan 441
Sewa pajakan dibayar kepada Kerajaan Malaysia 5,000 5,000
Perlunasan premium ke atas pelaburan 467 403
Inventori dihapus kira 2,610 32
Hartanah, loji dan peralatan dihapus kira 39 105
Yuran pegurusan dibayar kepada pengendali hotel 1,150 998
Tambahan diskaun dalam pelaburan (2) (2)
Keuntungan ke atas penjualan pelaburan (872) (2,608)
Kerugian matawang asing direalisasi (633) (990)
Pendapatan pelaburan (1,829) (347)
Pendapatan faedah (10,346) (9,921) (326) (22,443)
Pendapatan sewa (5,068) (4,405)
6. GANJARAN PARA PENGARAH

Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Pengarah Syarikat
Eksekutif:
Gaji, bonus dan lain-lain emolumen 785 675 785 483
Manfaat barangan 37 172 37 172
822 847 822 655

31 Disember 2003
6. GANJARAN PARA PENGARAH (SAMB.)

Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Pengarah Syarikat
Bukan Eksekutif:
Gaji, bonus dan lain-lain emolumen 100 360 100 360
Yuran 393 167 391 167
Manfaat barangan 140 140
633 527 631 527
Lain-lain Pengarah
Eksekutif:
Gaji, bonus dan lain-lain emolumen 189
Manfaat barangan 2
191
Bukan Eksekutif:
Gaji, bonus dan lain-lain emolumen 422
Yuran 54
Manfaat barangan 9
54 431
Jumlah 1,700 1,805 1,453 1,182
Bilangan para pengarah Syarikat yang mana jumlah ganjaran sepanjang tahun termasuk di dalam jalur berikut dianalisa seperti di bawah:
Bilangan pengarah
2003 2002
Pengarah Eksekutif:
RM150,001 RM200,000 1
RM200,001 RM250,000 1
RM400,001 RM450,000 1 2
Pengarah Bukan Eksekutif:

Di bawah RM50,000 9 5
RM50,001 RM100,000 1
RM350,001 RM400,000 1 1

213
7. CUKAI
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Perbelanjaan cukai tahun semasa:

Cukai pendapatan Malaysia 64,618 66,923 270 19,226
Cukai tertunda:
Berkenaan dengan perbezaan sementara asal dan pembalikannya
(Nota 22) 3,122 1,476
(Lebihan)/kurangan peruntukan cukai bagi tahun-tahun lepas (414) 1,150
Bahagian cukai syarikat bersekutu (395) 1,438
66,931 70,987 270 19,226
Cukai pendapatan dicajkan mengikut kadar cukai yang telah ditetapkan iaitu 28% (2002: 28%) ke atas keuntungan boleh taksir tahun
semasa yang dianggarkan. Cukai untuk bidang kuasa yang lain dicajkan mengikut kadar cukai semasa dalam bidang kuasa masing-masing.
Penyesuaian di antara perbelanjaan cukai pendapatan ke atas keuntungan sebelum cukai dengan menggunakan kadar cukai berkanun dan
perbelanjaan cukai pendapatan pada kadar cukai pendapatan efektif bagi Kumpulan dan Syarikat adalah seperti berikut:
2003 2002
RM000 RM000
Kumpulan
Cukai pada kadar cukai berkanun Malaysia 28% (2002: 28%) 42,449 62,112
Kesan daripada perbezaan kadar cukai untuk RM100,000 yang pertama (24)
Pendapatan tidak dikenakan cukai (878) (7,673)
Perbelanjaan tidak dibenarkan untuk tujuan cukai 39,836 17,881
Penggunaan kerugian cukai tidak diiktiraf tahun-tahun lepas (7,267) (1,621)
Penggunaan elaun modal yang tidak diserap bagi tahun-tahun lepas (5,753) (240)
Aset cukai tertunda yang diiktiraf dalam tahun semasa (3,758) (3,160)
Aset cukai tertunda yang tidak diiktiraf dalam tahun semasa 2,740 2,538
(Lebihan)/kurangan peruntukan tahun-tahun lepas (414) 1,150
Perbelanjaan cukai tahun semasa 66,931 70,987

31 Disember 2003
7. CUKAI (SAMB.)
2003 2002
RM000 RM000
Syarikat
Cukai pada kadar cukai berkanun Malaysia 28% (2002: 28%) (21,613) 29,008
Pendapatan tidak dikenakan cukai (13,490)
Perbelanjaan tidak dibenarkan untuk tujuan cukai 21,883 3,708
Perbelanjaan cukai tahun semasa 270 19,226
Kerugian cukai dianalisa seperti berikut:
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Penjimatan cukai dalam tahun semasa hasil daripada:
Penggunaan kerugian cukai bawa ke hadapan tahun-tahun lepas 7,267 2,418

Penggunaan kerugian cukai bawa ke hadapan 36,365 62,261
8. PENDAPATAN SESAHAM
Pendapatan sesaham Kumpulan adalah dikira dengan membahagikan keuntungan bersih para pemegang saham berjumlah RM84,673,000
(2002: RM150,843,000) dengan bilangan saham biasa yang diterbitkan pada tahun kewangan semasa sebanyak 1,100,000,000 (2002:
1,100,000,000).
Tiada saham-saham dalam penerbitan yang mempunyai kesan kecairan kepada pendapatan sesaham Kumpulan.

215
9. DIVIDEN
Jumlah Dividen Sesaham
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Dividen akhir dikecualikan cukai pada kadar 4.0% bagi tahun kewangan
berakhir pada 31 Disember 2001, dibayar pada 6 Jun 2002 44,000 4.0
Dividen interim dikecualikan cukai pada kadar 2.6% bagi tahun
kewangan berakhir pada 31 Disember 2002, dibayar pada
20 Januari 2003 28,600 2.6
Dividen interim pada kadar 1.4% ditolak cukai pada kadar 28% bagi
tahun kewangan berakhir pada 31 Disember 2002, dibayar pada
20 Januari 2003 11,088 1.0
Dividen akhir pada kadar 4% ditolak cukai pada kadar 28%,
bagi tahun kewangan berakhir 31 Disember 2002, dibayar pada
25 Jun 2003 31,680 2.9
31,680 83,688 2.9 7.6
Pada Mesyuarat Agung yang akan datang, dividen akhir iaitu 2% tolak 28% cukai ke atas 1,100,000,000 saham biasa yang berjumlah
sebanyak RM15,840,000 (1.44 sen bersih sesaham) bagi tahun kewangan semasa yang berakhir 31 Disember 2003 akan dicadangkan
untuk kelulusan para pemegang saham. Penyata kewangan bagi tempoh kewangan semasa tidak mengambil kira dividen yang
dicadangkan. Dividen tersebut, jika dipersetujui oleh para pemegang saham, akan diambilkira di dalam dana pemegang saham sebagai
pengasingan untung terkumpul dalam tahun kewangan yang berikutnya yang berakhir pada 31 Disember 2004.
10. HARTANAH, LOJI DAN PERALATAN

Kenderaan,
peralatan
pejabat,
komunikasi
dan elektronik,
perabot dan Litar
kelengkapan, perlumbaan,
loji dan pembaikan
mesin, pinggan modal dan
Tanah mangkuk, modal
pegangan barangan kaca, kerja dalam
pajak dan peralatan dapur perlaksa-
bangunan* Perladangan dan linen** naan*** Jumlah
Kumpulan RM000 RM000 RM000 RM000 RM000
Kos
Pada 1 Januari 2003 1,863,841 60,748 240,543 655,022 2,820,154
Tambahan 229,532 7,899 11,456 72,285 321,172
Penjualan (85,184) (9,282) (4,816) (99,282)
Hapus kira (173) (173)
Pindahan 28,949 58,353 (87,302)
Pada 31 Disember 2003 2,037,138 68,647 300,897 635,189 3,041,871

31 Disember 2003
10. HARTANAH, LOJI DAN PERALATAN (SAMB.)

Kenderaan,
peralatan
pejabat,
komunikasi
dan elektronik,
perabot dan
kelengkapan, Litar
loji dan perlumbaan,
mesin, pinggan pembaikan
mangkuk, modal dan
Tanah barangan modal
pegangan kaca, peralatan kerja dalam
pajak dan dapur dan perlaksa-
bangunan* Perladangan linen** naan*** Jumlah
Susutnilai Terkumpul
Pada 1 Januari 2003 107,080 1,681 131,428 60,083 300,272
Caj 20,135 676 29,553 14,585 64,949
Penjualan (12,744) (7,033) (19,777)
Hapus kira (134) (134)
Pada 31 Disember 2003 114,471 2,357 153,814 74,668 345,310
Nilai Buku Bersih

Pada 31 Disember 2003 1,922,667 66,290 147,083 560,521 2,696,561
Pada 31 Disember 2002 1,756,761 59,067 109,115 594,939 2,519,882
Caj susutnilai bagi tahun 2002 19,968 420 34,531 15,155 70,074
**Tanah Pegangan Pajak dan Bangunan

Tanah
Hak pegangan Bangunan Hartanah
konsesi pajak terminal hotel Jumlah
Kos
Pada 1 Januari 2003 855,010 103,810 737,370 167,651 1,863,841
Tambahan 226,670 2,862 229,532
Penjualan (1,282) (83,902) (85,184)
Pindahan 28,949 28,949
Pada 31 Disember 2003 1,081,680 102,528 685,279 167,651 2,037,138

217

Tanah
Hak pegangan Bangunan Hartanah
konsesi pajak terminal hotel Jumlah
Pada 1 Januari 2003 7,805 84,052 15,223 107,080
Caj 1,999 14,783 3,353 20,135
Penjualan (31) (12,713) (12,744)
Pada 31 Disember 2003 9,773 86,122 18,576 114,471
Nilai Buku Bersih

Pada 31 Disember 2003 1,081,680 92,755 599,157 149,075 1,922,667
Pada 31 Disember 2002 855,010 96,005 653,318 152,428 1,756,761
Caj susutnilai bagi tahun 2002 2,000 14,460 3,508 19,968
** Kenderaan, Peralatan Pejabat, Komunikasi dan Elektronik, Perabot dan Kelengkapan, Loji dan Mesin, Pinggan Mangkuk,
Barangan Kaca, Peralatan Dapur dan Linen.
Peralatan Pinggan
pejabat, mangkuk,
komunikasi barangan kaca,
dan elektronik, peralatan
perabot dan Loji dan dapur dan
Kenderaan kelengkapan mesin linen Jumlah
Kos
Pada 1 Januari 2003 49,525 185,854 256 4,908 240,543
Tambahan 1,433 9,960 63 11,456
Penjualan (5,215) (4,067) (9,282)
Hapus kira (33) (131) (9) (173)
Pindahan 16,824 41,529 58,353
Pada 31 Disember 2003 62,534 233,145 319 4,899 300,897

31 Disember 2003

Peralatan Pinggan
pejabat, mangkuk,
komunikasi barangan kaca,
dan elektronik, peralatan
perabot dan Loji dan dapur dan
Kenderaan kelengkapan mesin linen Jumlah
Susutnilai terkumpul
Pada 1 Januari 2003 38,804 88,816 128 3,680 131,428
Caj 4,425 23,862 41 1,225 29,553
Penjualan (4,517) (2,516) (7,033)
Hapus kira (27) (101) (6) (134)
Pada 31 Disember 2003 38,685 110,061 169 4,899 153,814
Nilai Buku Bersih

Pada 31 Disember 2003 23,849 123,084 150 147,083
Pada 31 Disember 2002 10,721 97,038 128 1,228 109,115
Caj susutnilai bagi tahun 2002 3,732 29,532 37 1,230 34,531
*** Litar Perlumbaan, Pembaikan Modal Dan Modal Kerja Dalam Perlaksanaan
Modal kerja
Litar Pembaikan dalam
perlumbaan modal perlaksanaan Jumlah
Kumpulan RM000 RM000 RM000 RM000
Kos
Pada 1 Januari 2003 397,974 55,743 201,305 655,022
Tambahan 1,594 70,691 72,285
Penjualan (4,816) (4,816)
Pindahan 1,359 (88,661) (87,302)
Pada 31 Disember 2003 397,974 58,696 178,519 635,189
Pada 1 Januari 2003 39,561 20,522 60,083
Caj 7,959 6,626 14,585
Pada 31 Disember 2003 47,520 27,148 74,668

219

Modal kerja
Litar Pembaikan dalam
perlumbaan modal perlaksanaan Jumlah
Nilai Buku Bersih

Pada 31 Disember 2003 350,454 31,548 178,519 560,521
Pada 31 Disember 2002 358,413 35,221 201,305 594,939
Caj susutnilai bagi tahun 2002 7,956 7,199 15,155
Seperti yang diterangkan dalam Nota 27, Syarikat bercadang untuk menjual litar perlumbaan.
Termasuk di dalam modal kerja dalam perlaksanaan ialah RM160,541,000, jumlah yang telah dibelanjakan dalam cadangan pembangunan
National Exhibition and Convention Centre di Subang yang mana telah terbengkalai sejak tahun 2001. Kumpulan bercadang untuk menjual
projek tersebut kepada pihak-pihak yang berpotensi berdasarkan nilai bawaan aset ini.
Peralatan
Kenderaan Pejabat Jumlah
Syarikat RM000 RM000 RM000
Kos
Pada 1 Januari 2003 306 840 1,146
Tambahan 356 260 616
Pada 31 Disember 2003 662 1,100 1,762
Pada 1 Januari 2003 39 265 304
Caj 85 214 299
Pada 31 Disember 2003 124 479 603
Nilai Buku Bersih

Pada 31 Disember 2003 538 621 1,159
Pada 31 Disember 2002 267 575 842
Caj susutnilai bagi tahun 2002 39 248 287

31 Disember 2003

Termasuk dalam hartanah, loji dan peralatan Kumpulan dan Syarikat adalah aset yang telah disusut nilai sepenuhnya yang masih
digunakan dengan kos berjumlah masing-masing RM85,784,000 (2002: RM63,831,000) dan RM34,000 (2002: RM23,000).
11. PELABURAN DALAM SYARIKAT-SYARIKAT SUBSIDIARI

Syarikat
2003 2002
RM000 RM000
Saham tidak tersiarharga, pada kos 1,807,607 1,807,607
Syarikat-syarikat subsidiari yang kesemuanya diperbadankan di Malaysia, terdiri daripada:
Modal Kepentingan
terbitan dan berkesan
Nama Syarikat berbayar 2003 2002 Kegiatan utama
RM % %
Malaysia Airports Sdn. Bhd. 360,113,847 100 100 Pengurusan, pengendalian dan penyelenggaraan lapangan
(230646-U) terbang dan penyediaan perkhidmatan berkaitan dengan
lapangan terbang di Malaysia selain daripada KLIA di
Sepang.
Malaysia Airports (Sepang) Sdn. Bhd. 50,000,003 100 100 Pengurusan, pengendalian, penyelenggaraan dan
(320480-D) pembangunan masa hadapan KLIA di Sepang dan
penyediaan pelbagai perkhidmatan berkaitan lapangan
terbang.
Malaysia Airports (Niaga) Sdn. Bhd. 5,000,002 100 100 Mengendalikan kedai-kedai bebas cukai, bukan bebas
(281310-V) cukai dan menyediakan perkhidmatan pengurusan
makanan dan minuman di lapangan terbang.
Malaysia Airports Management 500,002 100 100 Penyediaan perkhidmatan pengurusan, penyelenggaraan
& Technical Services Sdn. Bhd. dan teknikal berhubung dengan industri lapangan terbang.
(375245-X)
Malaysia Airports (Properties) 2 100 100 Pegangan pelaburan, pengurusan dan pengendalian
Sdn. Bhd. (484656-H) tempat letak kereta, hotel lapangan terbang, dan
Kemudahan Bersama Selatan kesemuanya di KLIA di
Sepang.
MAB Agriculture-Horticulture 10,000,000 100 100 Penanaman dan penjualan kelapa sawit dan barangan
Sdn. Bhd. (467902-D) pertanian lain dan terlibat di dalam kegiatan hortikultur.

221
11. PELABURAN DALAM SYARIKAT-SYARIKAT SUBSIDIARI (SAMB.)

Modal Kepentingan
RM % %
K.L. Airport Hotel Sdn. Bhd. 10,900,000 100 100 Pemilik kepada hotel yang dikenali sebagai Pan Pacific
(330863-D) KLIA.
Malaysia Airports Technologies 1,150,002 100 100 Operasi dan perkhidmatan penyelenggaraan dan
Sdn. Bhd. (512262-H) menjalankan perniagaan berkaitan dengan Teknologi
Maklumat dan Perhubungan (ICT).
Sepang International Circuit 10,000,000 100 100 Pengurusan dan pengendalian Litar F1 Sepang dan
Sdn. Bhd. (457149-T) penganjuran sukan bermotor dan acara hiburan.
Asia Pacific Auction Centre 10,556,000 100 100 Pengurusan dan operasi pusat lelongan.
Sdn. Bhd. (488190-H)
NECC Sdn. Bhd. (521231-V) 10,000,000 100 100 Pengurusan dan mengendalikan pusat pameran dan
persidangan. Aktiviti-aktiviti syarikat ini telah terbengkalai
sejak 2001 dan di sepanjang tahun semasa.
Airport Ventures Sdn. Bhd. (512527-U) 2 100 100 Pegangan pelaburan.
Cargo One Restaurant & 2 100 100 Terlibat dalam operasi perniagaan restoran. Syarikat ini
Lounge Sdn. Bhd. (528261-V) menghentikan operasinya sejak tahun 2001.
Asia Pacific Auction Sales 2,000 95 95 Terlibat dalam perkhidmatan lelong mesin. Syarikat ini
Sdn. Bhd. (523300-X) menghentikan operasinya sejak tahun 2001.
Asia Pacific Machinery 2,000 51 51 Terlibat dalam perkhidmatan lelong mesin ringan dan
Auctions Sdn. Bhd. (484656-H) berat. Syarikat ini menghentikan operasinya sejak tahun
2001.
Malaysia Motor Auctions 2,000 51 51 Terlibat dalam perkhidmatan lelong kenderaan bermotor.
Sdn. Bhd. (500189-H) Syarikat ini menghentikan operasinya sejak tahun 2001.
Beans Around The World 2 100 100 Terlibat dalam perkhidmatan berkaitan makanan dan
Coffee Shop Sdn. Bhd. (528250-P) minuman. Syarikat ini menghentikan operasinya sejak
tahun 2001.
Eraman (Malaysia) Sdn. Bhd. 2 100 100 Tidak aktif. Tujuan kegiatan utama ialah perdagangan
(324329-K) umum.

31 Disember 2003
11. PELABURAN DALAM SYARIKAT-SYARIKAT SUBSIDIARI (SAMB.)

Modal Kepentingan
RM % %
Malaysia Airports (Air Traffic 2 100 100 Tidak aktif. Tujuan kegiatan utama adalah penyediaan
Services) Sdn. Bhd. (438244-H) perkhidmatan perundingan berhubung dengan pengurusan
trafik udara.
KLIA.com Sdn. Bhd. 2 100 100 Tidak aktif. Tujuan kegiatan utama adalah penyediaan
(516854-V) perkhidmatan internet, pembangunan dan inkubasi
perdagangan elektronik dan untuk membeli, mengurus,
sewa pajak, menubuhkan, menyediakan, menyelenggara
dan mengendali wayarles radio, televisyen litar tertutup
dan penyiaran televisyen.
12. PELABURAN DALAM SYARIKAT-SYARIKAT BERSEKUTU

Kumpulan
2003 2002
RM000 RM000
Saham tidak tersiarharga, pada kos 18,627 18,627

Bahagian Kumpulan dalam keuntungan selepas pengambilalihan 6,395 6,441
25,022 25,068
Diwakili oleh:
Bahagian bersih aset ketara 25,022 25,068

223
12. PELABURAN DALAM SYARIKAT-SYARIKAT BERSEKUTU (SAMB.)

Syarikat-syarikat bersekutu adalah:
Modal Kepentingan Tahun

Tempat terbitan dan berkesan keuntungan
Nama Syarikat diperbadankan berbayar 2003 2002 berakhir Kegiatan utama
% %
Cambodia Airport Management Cambodia USD25,000 40 40 31 Disember Penyediaan perkhidmatan

Services Limited berkaitan dengan
pengendalian, pengurusan
dan promosi perdagangan
Lapangan Terbang
Antarabangsa Phnom Penh
dan Lapangan Terbang Siem
Reap, kedua-duanya di
Kemboja.
Kuala Lumpur Aviation Malaysia 20 20 31 Mac Pembangunan, pengurusan

Fuelling System Sdn. Bhd. pengendalian dan
pengendalian sistem
pengisian minyak Lapangan
Terbang Antarabangsa K.L.
(KLIA) di Sepang.
saham-saham biasa RM3,000,000
saham-saham keutamaan RM2,360,000
Urusan Teknologi Wawasan Malaysia RM750,000 49 49 30 Jun Penyediaan perkhidmatan

Sdn. Bhd. mekanikal, elektrikal dan
kejuruteraan awam di KLIA,
Sepang.
13. PELABURAN LAIN

Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Bon selepas tambahan diskaun sebanyak RM3,383,000

(2002: RM2,981,000) 76,061 76,542
Saham tidak tersiarharga, pada kos 22,477 22,471 6
98,538 99,013 6
Nilai pasaran pelaburan di Malaysia:

Bon 84,779 86,972

31 Disember 2003
14. INVENTORI
Kumpulan
2003 2002
RM000 RM000
Kos:
Barang ganti dan boleh guna 15,085 15,309
Stok perdagangan 16,731 15,274
Makanan dan minuman 114 131
31,930 30,714
Nilai boleh realis bersih:
Stok perdagangan 158
32,088 30,714
15. PENGHUTANG PERDAGANGAN

Kumpulan
2003 2002
RM000 RM000
Penghutang perdagangan 398,984 443,633

Tolak: Peruntukan hutang ragu (134,603) (91,804)
264,381 351,829
Pergerakan peruntukan hutang ragu adalah seperti berikut:

Kumpulan
2003 2002
RM000 RM000
Pada awal tahun 91,804 83,218

Tambahan peruntukan yang dibuat 75,040 10,734
Hapuskira peruntukan terhadap penghutang perdagangan (32,241) (2,148)
Pada akhir tahun 134,603 91,804
Termasuk dalam penghutang perdagangan ialah pendapatan belum diterima daripada pelanggan Projek Sektor Swasta (PSP) berjumlah
RM39,654,000 (2000: RM94,799,000). Kumpulan telah merapikan terma-terma kewangan untuk caj PSP dan sedang dalam proses untuk
memeterai perjanjian-perjanjian tersebut.
Tempoh syarat kredit perdagangan biasa Kumpulan adalah daripada 7 hingga 60 (2002: 7 hingga 60) hari. Lain-lain syarat kredit akan
dinilai dan diluluskan mengikut kes-kes tertentu.
Kumpulan ini mempunyai tumpuan risiko kredit yang ketara dalam bentuk jumlah baki yang belum jelas daripada enam (2002: lapan)
pelanggan yang mewakili lebih kurang 56% (2002: 50%) daripada jumalah penghutang secara keseluruhan.

225
16. LAIN-LAIN PENGHUTANG

Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Hutang daripada subsidiari

Dengan faedah 261,000
Tanpa faedah 536,557 291,654
Pinjaman kakitangan 27,317 29,698
Hasil prabayar 2,853 7,170
Cukai boleh pulih 1,365 677
Prabayar untuk aktiviti pengurusan acara 86,778
Jumlah dipulihkan daripada aktiviti pengurusan acara 91,530 24,769
Prabayar dan lain-lain penghutang 11,383 9,305 384 217
221,226 71,619 536,941 552,871

Ditolak: Peruntukan hutang ragu (1,241) (657)
219,985 70,962 536,941 552,871
Pergerakan peruntukan hutang ragu adalah seperti berikut:

Kumpulan
2003 2002
RM000 RM000
Pada awal tahun 657

Tambahan peruntukan yang dibuat 584 657
Pada akhir tahun 1,241 657
Amaun yang terhutang daripada subsidiari adalah tidak bercagar dan tidak mempunyai syarat-syarat pembayaran yang tertentu. Kadar
faedah pada tahun lepas adalah 8.3% setahun.
Kumpulan ini mempunyai tumpuan risiko kredit yang ketara dalam bentuk jumlah baki yang belum jelas daripada satu (2002: satu)
pelanggan yang mewakili lebih kurang 42% (2002: 35%) daripada jumlah lain-lain penghutang secara keseluruhan. Kumpulan tidak
mempunyai tumpuan risiko kredit yang ketara yang timbul daripada pendedahan ke atas seorang atau sekumpulan penghutang pada tahun
lepas.

31 Disember 2003
17. SEKURITI BOLEH PASAR

Kumpulan
2003 2002
RM000 RM000
Saham tersiarharga di Malaysia, pada kos 5,814 6,586

Peruntukan bagi penurunan nilai dalam pelaburan (1,319)
5,814 5,267
Nilai pasaran saham tersiarharga 5,980 5,267
18. TUNAI DAN KESETARAAN TUNAI

Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Tunai ditangan dan bank 53,283 68,944 1,443 1,482

Deposit di:
Bank-bank berlesen 133,898 56,886 9,785
Syarikat kewangan berlesen 11,600 9,050 1,000
Rumah diskaun berlesen 1,733 2,329
Mudah tunai di:
Bank-bank berlesen 9,684 41,310 3,844
Rumah diskaun berlesen 2,000
Baki tunai dan bank 212,198 178,519 5,287 12,267
Termasuk dalam deposit di rumah diskaun adalah sejumlah RM1,129,000 (2002: RM533,000) yang dipegang oleh syarikat pengurusan
dana bagi pihak subsidiari.

227
18. TUNAI DAN KESETARAAN TUNAI (SAMB.)

Purata kadar faedah pada tahun kewangan semasa dan purata matang deposit pada tarikh kunci kira-kira adalah seperti berikut:
Purata Wajaran
Kadar Faedah Purata Matang
2003 2002 2003 2002
% % Hari Hari
Kumpulan
Deposit di:
Bank-bank berlesen 2.67 3.05 17 28
Syarikat kewangan berlesen 3.09 3.11 7 39
Rumah diskaun berlesen 2.67 2.68 30 7
Mudah tunai di:

Bank-bank berlesen 2.61 2.60 2 3
Rumah diskaun berlesen 2.76 6
Syarikat
Deposit di:
Bank-bank berlesen 2.66 7
Syarikat kewangan berlesen 3.20 7
Mudah tunai di:

Bank-bank berlesen 2.50 3
19. PEMIUTANG PERDAGANGAN

Tempoh kredit perdagangan normal yang diberikan kepada Kumpulan adalah dari 20 sehingga 90 (2002: 20 hingga 90) hari.
20. LAIN-LAIN PEMIUTANG

Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Premium tanah belum dibayar 93,332 93,332

Hutang terakru 87,492 86,045
Peruntukan pampasan cuti terkumpul jangka pendek 3,083 528
Lain-lain pemiutang 45,954 59,207 2,476 2,142
Deposit 10,327 10,642
Peruntukan manfaat persaraan (Nota 22) 2,312 1,213 316
Hutang kepada subsidiari 350,964 227,702
242,500 250,439 354,284 229,844

31 Disember 2003
20. LAIN-LAIN PEMIUTANG (SAMB.)

Amaun terhutang kepada subsidiari adalah tidak bercagar, tanpa faedah dan tiada pembayaran tetap.
Premium tanah belum dibayar adalah berkaitan dengan kos-kos yang ditanggung ke atas tanah pegangan cagar belum bayar KLIA kepada
Kerajaan Malaysia.
21. MODAL SAHAM

Bilangan Saham Pada
RM1 Setiap Satu Jumlah
2003 2002 2003 2002
RM RM
Dibenarkan:
Saham Keutamaan Hak Istimewa Boleh Tebus berharga RM1 sesaham 1 1 1 1
Saham biasa pada RM1 setiap satu 2,000,000,000 2,000,000,000 2,000,000,000 2,000,000,000
2,000,000,001 2,000,000,001 2,000,000,001 2,000,000,001
Diterbitkan dan dibayar penuh:

Saham Keutamaan Hak istimewa Boleh Tebus berharga RM1 sesaham 1 1 1 1
Saham biasa pada RM1 setiap satu 1,100,000,000 1,100,000,000 1,100,000,000 1,100,000,000
1,100,000,001 1,100,000,001 1,100,000,001 1,100,000,001
(a) Saham Keutamaan Hak Istimewa Boleh Tebus (Saham Istimewa) membolehkan Kerajaan melalui Menteri Kewangan memastikan
bahawa beberapa keputusan penting melibatkan operasi Syarikat adalah selaras dengan dasar-dasar Kerajaan. Pemegang Saham
Istimewa ini yang hanya merupakan Kerajaan atau sebarang perwakilan atau orang yang bertindak bagi pihaknya, adalah berhak
untuk menerima notis mesyuarat tetapi tidak berhak untuk mengundi di mesyuarat Syarikat yang tersebut. Walau bagaimanapun,
Pemegang Saham Istimewa berhak untuk menghadiri dan mengeluarkan pendapat di mesyuarat sedemikian.
Pemegang Saham Istimewa berhak untuk melantik sesiapa menjadi pengarah, tetapi tidak melebihi enam orang pada satu-satu masa.
(b) Pemegang Saham Istimewa berhak untuk meminta Syarikat menebus Saham Istimewa ini pada nilai tara pada sebarang masa
dengan memberikan notis bertulis kepada Syarikat dan menghantarkan sijil saham yang berkenaan.
(c) Pemegang Saham Istimewa berhak untuk mendapat keutamaan pembayaran semula modal berbayar ke atas Saham bagi sebarang
pembayaran semula modal kepada sebarang ahli lain.
(d) Pemegang Saham Istimewa tidak mempunyai sebarang hak untuk menyertai dalam modal atau keuntungan Syarikat.
(e) Beberapa perkara tertentu yang menyebabkan perubahan hak kepada Saham Istimewa akan hanya berkuatkuasa melalui kebenaran
bertulis dari Pemegang Saham Istimewa, khususnya perkara-perkara yang berkaitan dengan pengwujudan dan penerbitan saham
tambahan yang membawa hak mengundi yang berbeza, pembubaran Syarikat, penjualan sebahagian besar aset, percantuman,
penggabungan dan pengambilalihan.

229
22. TANGGUNGAN TERTUNDA

Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Peruntukan manfaat persaraan (a) 44,482 30,696 1,769

Peruntukan pencen 34,352 34,352
Hak konsesi patut dibayar (b) 630,010 403,340
Cukai tertunda (c) 4,746 1,624
713,590 470,012 1,769
(a) Peruntukan manfaat persaraan

Kumpulan mengendalikan pelan manfaat persaraan (pelan) tidak bertabung untuk semua kakitangan yang layak. Di bawah pelan
ini, kakitangan yang layak berhak menerima manfaat persaraan di antara 50% dan 150% daripada purata gaji (bukan eksekutif) dan
gaji terakhir (eksekutif) setelah mencapai umur persaraan iaitu 55 tahun.
Jumlah amaun yang diiktiraf di dalam kunci kira-kira adalah seperti berikut:
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Nilai kini peruntukan manfaat persaraan tidak bertabung 54,452 47,191 3,649 3,128
Obligasi transisi tidak diiktiraf (7,658) (15,282) (1,564) (3,128)
Tanggungan bersih 46,794 31,909 2,085
Dianalisa sebagai:
Semasa 2,312 1,213 316
Bukan semasa:
Lebih daripada setahun tetapi kurang daripada 2 tahun 2,098 2,312 125
Lebih daripada 2 tahun tetapi kurang daripada 5 tahun 7,675 7,215 378
Lebih daripada 5 tahun 34,709 21,169 1,266
44,482 30,696 1,769
46,794 31,909 2,085

31 Disember 2003
22. TANGGUNGAN TERTUNDA (CONTD.)

(a) Peruntukan manfaat persaraan (Samb.)
Jumlah yang diiktiraf di dalam penyata pendapatan adalah seperti berikut
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Kos perkhidmatan semasa 5,230 7,402 360

Kos faedah 3,218 4,102 215
Pelunasan obligasi transisi sepanjang tahun 7,650 3,138 1,564
Jumlah, termasuk di dalam kos pekerja (Nota 4) 16,098 14,642 2,139
Pergerakan tanggungan bersih di dalam tahun semasa adalah seperti berikut:
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Pada 1 Januari 31,909 18,252

Jumlah diiktiraf dalam penyata pendapatan 16,098 14,642 2,139
Caruman dibayar (1,213) (985) (54)
Pada 31 Disember 46,794 31,909 2,085
Andaian aktuari utama yang digunakan:

Kumpulan Syarikat
2003 2002 2003 2002
% % % %
Kadar diskaun 7.0 7.0 7.0

Kadar kenaikan gaji yang dianggarkan 4.0 4.0 4.0
(b) Pihak kerajaan telah memberikan tempoh lanjutan untuk pembayaran baki yuran hak konsesi bagi tahun 2001 dan 2002. Yuran hak
konsesi sepatutnya dibayar mengikut perjanjian konsesi yang bertarikh 18 Oktober 1999 di antara pihak kerajaan dan Malaysia
Airport (Sepang) Sdn. Bhd. (MA Sepang), subsidiari yang dimiliki sepenuhnya oleh Kumpulan.
Sebahagian dari hak konsesi belum bayar kepada kerajaan akan diselesaikan melalui balasan yang akan dibayar kepada Kumpulan
berhubung dengan pengambilalihan Sepang International Circuit Sdn. Bhd. (SIC) dan Sepang F1 Circuit (Nota 27).

231

(c) Cukai tertunda
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Pada 1 Januari 1,624 148

Diiktiraf dalam penyata pendapatan (Nota 7) 3,122 1,476
Pada 31 Disember 4,746 1,624
Dibentangkan selepas penghapusan seperti berikut:

Tanggungan cukai tertunda 4,746 1,624
Komponen-komponen dan pergerakan tanggungan cukai tertunda sepanjang tahun kewangan sebelum penghapusan adalah seperti
berikut:
Tanggungan Cukai Tertunda Kumpulan:

Elaun Modal
Dipercepatkan
RM000
Pada 1 Januari 26,174

Diiktiraf dalam penyata pendapatan 11,480
Pada 31 Disember 37,654
Aset Cukai Tertunda Kumpulan:

Kerugian
Cukai
dan Elaun Obligasi
Modal Belum Manfaat Lain-lain
Diserapkan Penghutang Persaraan Pemiutang Jumlah
RM000 RM000 RM000 RM000 RM000
Pada 1 Januari (21,342) (725) (2,449) (34) (24,550)

Diiktiraf dalam penyata pendapatan (2,248) 284 (1,514) (4,880) (8,358)
Pada 31 Disember (23,590) (441) (3,963) (4,914) (32,908)

31 Disember 2003

(c) Cukai tertunda (Samb.)
Aset cukai tertunda Kumpulan tidak diiktiraf berhubung dengan perkara-perkara berikut:
Kumpulan Syarikat
2003 2002 2003 2002
RM000 RM000 RM000 RM000
Kerugian cukai tidak digunakan 29,180 55,860

Elaun modal belum serap 4,470 23,446
Lain-lain perbezaan sementara boleh ditolak 32,974 37,467
66,624 116,773
Kerugian cukai belum digunakan, elaun modal belum diserapkan dan lain-lain perbezaan sementara boleh ditolak, boleh digunakan
tanpa had tempoh untuk digunakan bagi mengurangkan keuntungan bercukai masa depan subsidiari di mana perkara-perkara di atas
diperolehi. Aset cukai tertunda tidak diiktiraf ke atas perkara-perkara tersebut kerana ia tidak boleh digunakan bagi mengurangkan
keuntungan bercukai lain-lain subsidiari dan ia timbul daripada subsidiari yang mengalami kerugian sejak beberapa tahun
kebelakangan ini.
23. PINJAMAN JANGKA PANJANG

Pinjaman jangka panjang adalah tidak bercagar, boleh dibayar pada bila-bila masa dalam tempoh 5 tahun dari 21 Mac 2002 di atas
pertimbangan Syarikat, tanpa mempunyai syarat-syarat pembayaran yang tertentu serta mempunyai purata wajaran faedah pada kadar
5.5% setahun.
24. KOMITMEN
2003 Perlu dibayar Perlu dibayar
Perlu dibayar antara tahun antara tahun
dalam tahun 2005 hingga 2009 hingga
2004 2008 2048 Jumlah
(i) Diluluskan dan dikontrakkan:

Sewa pajakan perlu dibayar kepada Kerajaan Malaysia bagi
semua lapangan terbang yang diurus kecuali KLIA 5,000 20,000 70,000 95,000
Hak konsesi perlu dibayar kepada Kerajaan Malaysia (Nota 22) 226,670 226,670
Sewa pajakan perlu dibayar kepada Kerajaan Malaysia 60,000 264,980 6,936,790 7,261,770
Perbelanjaan modal 50,970 50,970
342,640 284,980 7,006,790 7,634,410
(ii) Diluluskan tetapi tidak dikontrakkan:

474,693 284,980 7,006,790 7,766,463

233
24. KOMITMEN (SAMB.)

2004 2008 2048 Jumlah
Syarikat RM000 RM000 RM000 RM000
Diluluskan tetapi tidak dikontrakkan:


2004 2008 2048 Jumlah
(i) Diluluskan dan dikontrakkan:

Sewa pajakan perlu dibayar kepada Kerajaan Malaysia bagi
semua lapangan terbang yang diurus kecuali KLIA 5,000 20,000 75,000 100,000
Hak konsesi perlu dibayar kepada Kerajaan Malaysia (Nota 23) 226,670 226,670 453,340
Sewa pajakan perlu dibayar kepada Kerajaan Malaysia 187,300 7,074,470 7,261,770
255,605 433,970 7,149,470 7,839,045
(ii) Diluluskan tetapi tidak dikontrakkan:

Lain-lain 1,224 1,224
88,392 88,392
343,997 433,970 7,149,470 7,927,437
(a) Sewa pajakan yang perlu dibayar kepada Kerajaan Malaysia meliputi pembayaran tetap dan berubah-ubah. Sewa pajakan perlu
dibayar yang dibentangkan di atas mewakili pembayaran tetap, yang bermula dari RM60 juta pada tahun 2004 dan meningkat
sebanyak 4% pada setiap tahun berikutnya sehingga akhir tempoh konsesi. Pembayaran berubah-ubah adalah berasaskan kepada
8% daripada jumlah hasil syarikat subsidiari tersebut, yang diberi hak berhubung dengan Konsesi KLIA, dan perlu dibayar secara
tahunan mulai tahun 2004.
(b) Terdapat tuntutan berjumlah RM146,140,000 terhadap Syarikat oleh Kerajaan Malaysia untuk perbelanjaan sebelum penyerahan KLIA
kepada Syarikat pada Jun 1998 selaras dengan Perjanjian Konsesi KLIA. Syarikat sedang berbincang dengan Kerajaan Malaysia untuk
memasukkan perbelanjaan yang tersebut di atas sebagai sebahagian daripada hak konsesi yang perlu dibayar kepada Kerajaan Malaysia
untuk memenuhi syarat Perjanjian Konsesi KLIA. Kedua-dua pihak belum lagi mencapai kata putus dari perbincangan mereka.
(c) Pada tahun ini, Syarikat telah menandatangani satu perjanjian untuk mengambilalih 11% kepentingan ekuiti di dalam Hyderabad
International Airport Limited (HIAL). HIAL adalah satu syarikat yang diperbadankan di India yang mana ianya dipertanggungjawabkan
untuk membangunkan Lapangan Terbang Hyderabad yang baru. Syarikat akan membuat pelaburan tunai secara progresif dalam HIAL
sehingga jumlah maksimum sebanyak USD10 juta. Pembinaan lapangan terbang ini dijadualkan siap sepenuhnya pada tahun 2007.

31 Disember 2003
25. URUSAN PENTING DENGAN PIHAK BERKAITAN

Syarikat
2003 2002
RM000 RM000
Pelarasan pendapatan faedah daripada subsidiari 64,989

Pendapatan faedah belum terima daripada subsidiari (21,663)
Pendapatan dividen diterima dan belum terima daripada subsidiari (94,119)
Para pengarah berpendapat bahawa semua urusniaga di atas adalah dalam urusan biasa perniagaan dan berdasarkan terma dan syarat
yang tidak mempunyai perbezaan yang ketara daripada urusniaga yang dilakukan dengan pihak-pihak yang tidak berkaitan.
26. LIABILITI LUAR JANGKA, tanpa cagaran

(a) Kerajaan telah memaklumkan kepada Syarikat yang Kerajaan bercadang untuk menaikkan sewa pajakan ke atas lapangan terbang
selain daripada KLIA daripada jumlah semasa iaitu RM5 juta setahun daripada 1998 hingga 2002. Syarikat kini sedang dalam
perbincangan dengan pihak Kerajaan kerana ianya bukan sebahagian daripada syarat-syarat di dalam perjanjian awal yang
ditandatangani pada 29 Oktober 1992.
(b) Menurut Perjanjian Pajak Tanah KLIA di antara Pesuruhjaya Tanah Persekutuan (FLC) dengan Malaysia Airport (Sepang) Sdn. Bhd.
(MA Sepang), subsidiari milik penuh Syarikat, FLC akan menyemak semula sewa pajakan tanah untuk pembangunan masa depan
KLIA. FLC masih lagi belum memberitahu MA Sepang tentang penyemakan semula sewa pajakan tersebut. Bagi tahun 1998 hingga
2000, MA Sepang telah membuat pembayaran sewa pajakan sebanyak RM4.5 juta setahun kepada FLC.
Syarikat menjangkakan kemungkinan untuk kenaikan di atas berlaku adalah kecil.
27. PERISTIWA-PERISTIWA PENTING

(i) Pada 16 Januari 2003, Syarikat telah mengumumkan bahawa Kerajaan telah bersetuju dengan syarat-syarat berhubung cadangan
melupuskan Sepang International Circuit Sdn. Bhd. (SIC) dan Litar F1 Sepang. Balasan pembelian sebanyak RM389.35 juta akan
digunakan untuk menyelesaikan yuran konsesi kepada MA (Sepang), mengikut Perjanjian Konsesi yang berkaitan dengan KLIA di
antara Kerajaan dan MA Sepang.
(ii) Pada 31 Oktober 2003, Senai Airport Terminal Services Sdn. Bhd. (SATS) telah mengambilalih perniagaan dan aset di Senai
Airport, Johor, dari salah satu daripada subsidiari Syarikat, Malaysia Airports Sdn. Bhd. dengan balasan pembelian sebanyak RM80
juta yang telah dibayar sepenuhnya pada akhir tahun kewangan semasa.

235
28. INSTRUMEN KEWANGAN

Operasi harian Kumpulan memerlukan penggunaan instrumen kewangan. Instrumen kewangan ialah apa-apa kontrak yang boleh
mengwujudkan kedua-dua aset kewangan sesuatu syarikat dan liabiliti kewangan atau instrumen kewangan sesuatu syarikat yang lain.
Aset kewangan adalah apa-apa aset tunai, hak kontraktual untuk menerima tunai atau aset kewangan lain, hak kontraktual untuk
membolehkan pertukaran instrumen kewangan daripada perniagaan lain di bawah syarat-syarat yang berpotensi memberi manfaat atau
instrumen ekuiti perniagaan lain. Liabiliti kewangan adalah apa-apa liabiliti yang merupakan obligasi kontrak untuk menghasilkan tunai atau
lain-lain aset kewangan kepada satu perniagaan lain atau membolehkan pertukaran instrumen kewangan dengan perniagaan lain di bawah
syarat-syarat yang mungkin tidak memuaskan.
Penggunaan instrumen kewangan mendedahkan Kumpulan kepada risiko kewangan yang mana dikategorikan sebagai risiko kredit,
matawang asing, kecairan, aliran tunai, kadar faedah dan pasaran.
Polisi pengurusan risiko kewangan Kumpulan memastikan bahawa sumber kewangan tersedia ada dan mencukupi untuk pembangunan
perniagaan-perniagaan syarikat serta menguruskan risiko-risikonya. Pengurusan risiko kewangan dilakukan melalui penilaian risiko, sistem
kawalan dalaman dan pematuhan kepada polisi risiko kewangan Kumpulan yang telah diluluskan oleh Lembaga Pengarah.
Adalah menjadi polisi Kumpulan untuk tidak melibatkan diri dalam urusniaga spekulasi. Apabila Kumpulan melakukan urusniaga yang
mempunyai pendedahan kepada risiko, Kumpulan akan menilai pendedahan dan keperluan untuk perlindungan daripada pendedahan
tersebut dengan mengambilkira ketersediaan dan kos instrumen perlindungan tersebut.
Polisi-polisi untuk mengawal risiko adalah seperti berikut:
(a) Risiko Kredit

Risiko kredit dikawal dengan penggunaan langkah-langkah penglulusan kredit, penetapan had dan pemantauan. Risiko kredit
dikurangkan dan dikawal dengan menghadkan usahasama Kumpulan kepada rakan kongsi perniagaan yang mempunyai nilai kredit
yang tinggi. Penghutang dagangan dipantau secara berterusan dari masa ke semasa.
Secara umumnya, Kumpulan tidak memerlukan sebarang cagaran bagi aset-aset kewangannya. Pada tarikh kunci kira-kira, Kumpulan
mempunyai tumpuan risiko kredit yang signifikan yang timbul daripada baki yang belum jelas daripada tujuh (2002: sembilan)
pelanggan yang mewakili 49% (2002: 32%) daripada jumlah penghutang.
(b) Risiko matawang asing

Kumpulan mengekalkan langkah lindung nilai semulajadi, apabila bersesuaian, dengan meminjam matawang dalam sesebuah negara
di mana hartanah atau pelaburan itu terletak atau dengan meminjam dalam matawang yang berpadanan dengan aliran hasil masa
hadapan yang akan dijanakan daripada pelaburan. Pendedahan tukaran asing dalam matawang yang diurusniaga selain matawang
fungsian bagi entiti yang beroperasi disimpan pada satu tahap yang boleh diterima dan ketidakseimbangan jangka pendek diuruskan
dengan membeli atau menjual matawang asing pada kadar semasa.
Jadual di bawah menunjukkan pendedahan Kumpulan terhadap matawang, contohnya pendedahan urusniaga (atau tidak berstruktur)
yang akan memberi peningkatan kepada laba atau kerugian matawang bersih yang diiktiraf dalam penyata pendapatan. Pendedahan
ini meliputi aset-aset dan liabiliti-liabiliti kewangan Kumpulan yang tidak didominasikan dalam matawang operasi bagi unit yang
terlibat:

31 Disember 2003
28. INSTRUMEN KEWANGAN (SAMB.)

(b) Risiko matawang asing (Samb.)
Swiss Dolar Amerika Pound
Matawang Fungsian bagi Kumpulan dan Franc Syarikat Great Britain Jumlah
Syarikat 31 Disember 2003 RM000 RM000 RM000 RM000
Penghutang Perdagangan
Ringgit Malaysia 2,221 2,221
Bersamaan dengan matawang asing (000) USD585
Lain-lain Penghutang
Ringgit Malaysia 51 51
Pemiutang Perdagangan
Ringgit Malaysia 88 10,050 303 10,441
Bersamaan dengan matawang asing (000) SF 29 USD2,645 GBP45
Dolar Amerika Pound

Matawang Fungsian bagi Kumpulan dan Syarikat Great Britain Jumlah
Syarikat 31 Disember 2002 RM RM RM
Lain-lain Penghutang
Ringgit Malaysia 517 517
Pemiutang Perdagangan
Ringgit Malaysia 689 204 893
Bersamaan dengan matawang asing (000) USD 181 GBP 33

237

(c) Risiko kecairan dan aliran tunai
Kumpulan meneliti dengan aktif profil kematangan hutang, tunai operasi dan keupayaan pembiayaan untuk memastikan pembiayaan
semula, pembayaran balik dan pendanaan dapat dipenuhi. Sebahagian dari keseluruhan langkah berjaga-jaga pengurusan kecairan,
Kumpulan mengekalkan wang tunai yang mencukupi untuk memenuhi keperluan modal kerja.
Profil kematangan hutang Kumpulan adalah seperti berikut:
Kematangan pinjaman
Kumpulan dan Syarikat
31.12.2003 31.12.2002
RM000 RM000
Tanggungan bukan semasa

Pinjaman jangka panjang 100,000 100,000
(d) Risiko kadar faedah

Kumpulan sentiasa mengkaji potfolio pinjaman, dengan mengambilkira jangkamasa pelaburan dan bentuk aset-asetnya. Strategi ini
membolehkan Kumpulan untuk memanfaatkan pinjaman yang murah di dalam persekitaran kadar faedah yang rendah dan mencapai
satu tahap perlindungan tertentu daripada kesan kenaikan kadar faedah.
Profil kadar faedah bagi aset dan liabiliti kewangan Kumpulan dan Syarikat pada tarikh kunci kira-kira adalah seperti berikut:
Purata wajaran kadar faedah bagi aset dan liabiliti kewangan pada tarikh kunci kira-kira adalah seperti berikut:
Kumpulan Syarikat
31.12.2003 31.12.2002 31.12.2003 31.12.2002
% % % %
Aset Kewangan
Kadar tetap 8.30
Kadar berubah 2.70 2.90 2.50 2.70
Liabiliti Kewangan
Kadar tetap 5.50 5.50 5.50 5.50
Purata wajaran kadar faedah bagi liabiliti kewangan pada tarikh kunci kira-kira adalah seperti berikut:
Kumpulan Syarikat
31.12.2003 31.12.2002 31.12.2003 31.12.2002
% % % %
Liabiliti jangka panjang 5.50 5.50 5.50 5.50

31 Disember 2003

(e) Risiko pasaran
Risiko pasaran adalah risiko yang mana nilai instrumen kewangan akan turun naik hasil daripada perubahan yang berlaku dalam
harga pasaran bagi instrumen kewangan atau aset-aset sekuritinya. Bagi pembelian produk utama, Kumpulan telah menetapkan satu
tahap harga tetap dan berubah yang mana boleh diterima dan bersesuaian dengan perjanjian jangka panjang dan jangka pendek
yang dibuat dengan pihak pembekal.
(f) Nilai saksama

Nilai saksama aset dan liabiliti kewangan adalah lebih kurang sama dengan nilai bawaan dalam kunci kira-kira bagi Kumpulan dan
Syarikat.
Pada tarikh berakhirnya tahun kewangan, tiada nilai saksama instrumen kewangan yang tidak diiktiraf dalam kunci kira-kira yang
memerlukan pendedahan.
29. MAKLUMAT SEGMEN

Organisasi Kumpulan terbahagi kepada empat (4) segmen perniagaan utama:
(i) Perkhidmatan Lapangan Terbang

Pengurusan, pengendalian dan penyelenggaraan lapangan terbang dan penyediaan perkhidmatan berkaitan dengan lapangan terbang.
(ii) Runcit
Mengendalikan kedai-kedai bebas cukai, bukan bebas cukai dan menyediakan perkhidmatan pengurusan makanan dan minuman di
lapangan terbang.
(iii) Hotel
Mengurus dan mengendalikan hotel yang dikenali sebagai Pan Pacific KLIA.
(iv) Pengurusan Acara

Mengurus dan mengendalikan Litar F1 Sepang dan menganjur serta mempromosikan sukan bermotor dan acara hiburan.
Segmen perniagaan yang lain termasuk perkhidmatan operasi dan penyelenggaraan dan menjalankan usahasama perniagaan Teknologi
Maklumat dan Perhubungan (ICT) dan pengurusan serta penyelenggaraan lain-lain perkhidmatan teknikal yang berkaitan dengan industri
lapangan terbang, penanaman dan penjualan minyak kelapa sawit serta lain-lain produk pertanian. Selain itu, segmen perniagaan yang lain
termasuk penglibatan dalam aktiviti-aktiviti hortikultur dan lelongan yang mana ianya tidak mempunyai saiz yang mencukupi untuk
dilaporkan secara berasingan.
Para pengarah berpendapat bahawa semua urusniaga antara segmen adalah dalam urusan perniagaan biasa dan berdasarkan terma dan
syarat yang tidak ketara perbezaannya daripada urusniaga yang dilakukan dengan pihak-pihak yang tidak berkaitan.

29. MAKLUMAT SEGMEN (SAMB.)
Analisa keputusan dan aset yang digunakan mengikut kegiatan ditunjukkan seperti di bawah:
Perkhidmatan
lapangan terbang Runcit Hotel Pengurusan acara Lain-lain Pelupusan Disatukan
2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002
PENDAPATAN DAN
PERBELANJAAN
Pendapatan
Jualan luaran 555,435 623,248 173,942 160,148 35,576 34,275 108,025 103,011 21,022 14,589 894,000 935,271
Jualan antara
segmen dalaman 69,862 51,924 1,152 1,594 14,998 44,918 (86,454) (97,994)
Dividen antara
segmen dalaman 101,064 (101,064)
Jumlah pendapatan 625,297 675,172 173,942 160,148 35,576 35,427 109,619 103,011 36,020 160,571 (86,454) (199,058) 894,000 935,271
Hasil
Hasil segmen/
keuntungan dari
operasi 118,743 190,534 16,861 5,750 285 48 24,378 8,636 (2,348) 125,549 551 (104,134) 158,470 226,383
Kos kewangan,
bersih
Lain-Lain (106) (121) (6,319) (6,228) (6,425) (6,349)
Antara syarikat
berkaitan (25,005) 25,005
Perkongsian hasil
dari syarikat-
syarikat
bersekutu (441) 1,796 (441) 1,796
Keuntungan
sebelum cukai 118,196 167,204 16,861 5,750 285 48 24,378 8,636 (8,667) 119,321 551 (79,129) 151,604 221,830
Cukai (59,443) (65,231) (4,647) (2,449) (1,930) (34) (877) (24,219) 20,912 (66,931) (70,987)
Untung bersih
bagi tahun 58,753 101,973 12,214 3,301 (1,645) 48 24,344 8,636 (9,544) 95,102 551 (58,217) 84,673 150,843

239
240
29. MAKLUMAT SEGMEN (SAMB.)
Perkhidmatan
lapangan terbang Runcit Hotel Pengurusan acara Lain-lain Pelupusan Disatukan
2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002
ASET DAN LIABILITI

Aset segmen 3,720,229 3,531,156 59,401 50,364 161,281 164,064 206,430 54,413 2,631,808 2,720,832 (3,249,590) (3,264,643) 3,529,559 3,256,186
Pelaburan dalam
syarikat-syarikat
bersekutu 18,234 18,627 393 6,395 6,441 25,022 25,068
31 Disember 2003
Jumlah aset
disatukan 3,738,463 3,549,783 59,401 50,364 161,281 164,064 206,430 54,413 2,632,201 2,720,832 (3,243,195) (3,258,202) 3,554,581 3,281,254
Liabiliti segmen/
jumlah liabiliti

nota-nota kepada penyata kewangan
disatukan 1,504,633 1,411,950 32,897 36,074 67,369 93,166 217,397 89,727 715,205 700,753 (1,371,223) (1,385,726) 1,166,278 945,944
LAIN-LAIN
MAKLUMAT
Perbelanjaan
modal 306,842 309,391 399 765 1,731 752 3,114 2,597 10,371 15,691 322,457 329,196
Susutnilai 52,191 56,401 1,223 1,757 5,808 6,502 1,766 1,797 3,961 3,617 64,949 70,074
Kerugian
rosotnilai 441 441
Perbelanjaan
bukan tunai
selain daripada
susutnilai,
pelunasan, dan
kerugian
rosotnilai 88,985 59,013 1,080 3,291 18 256 1,400 1,852 4,088 102 (22,393) 95,571 42,121
Tiada maklumat mengikut segmen disediakan berasaskan geografi kerana keputusan syarikat bersekutu luar negeri dianggap tidak penting kepada Kumpulan.
Para pengarah berpendapat bahawa semua urusniaga antara segmen adalah dalam urusan perniagaan biasa dan berdasarkan terma dan syarat yang tidak ketara
perbezaannya daripada urusniaga yang dilakukan dengan pihak-pihak yang tidak berkaitan.
30. PERBANDINGAN
Angka-angka perbandingan telah diaudit oleh sebuah firma akauntan bertauliah selain daripada Ernst & Young.
CONTENTS
Malaysia Airports Traffic 2003 242 Cargo Movements (1994-2003) 255
Passenger Movements 2003 243 International Cargo Movements

by Sectors at KL International Airport 256
Passenger Movements (1994-2003) 244
International Airlines with more than 1% Market Share 258
International Passenger Movements
by Sectors at KL International Airport 245 Regional International Cargo Movements 259
Top International Passenger Airlines Mail Movements 2003 260

at KL International Airport 248
Mail Movements (1994-2003) 261
Regional International Airports Passenger Traffic 249
International Mail Moverments
Aircraft Movements 2003 251 by Sectors at KL International Airport 262
Commercial Aircraft Movements (1994-2003) 252 Movements at STOLports 2003/2002 265
All Aircraft Movements (1994-2003) 253 Airlines Operating at KL International Airport 2003 (December) 266
Cargo Movements 2003 254 Definitions 267
Malaysia Airports Statistics

2003
242 malaysia airports traffic 2003
PASSENGER MOVEMENTS
Terminal passengers (international)

2003
11,664,789
2002
12,659,225
+/-
-7.9%
Terminal passengers (domestic) 21,395,357 20,315,039 5.3%
Transit passengers 1,078,605 1,039,678 3.7%
Total passenger movements 34,138,751 34,013,942 0.4%

AIRCRAFT MOVEMENTS
2003 2002 +/-
Commercial aircraft (international) 98,349 103,097 -4.6%

Commercial aircraft (domestic) 316,931 309,411 2.4%
Total commercial aircraft 415,280 412,508 0.7%
All other aircraft 106,073 123,897 -14.4%
Total aircraft movements 521,353 536,405 -2.8%

CARGO MOVEMENTS (KG)
2003 2002 +/-
Cargo movements (international) 695,377,109 653,507,219 6.4%

Cargo movements (domestic) 143,002,564 130,538,103 9.5%
Transit cargo 34,056,065 33,513,382 1.6%
Total cargo movements 872,435,739 817,558,704 6.7%

MAIL MOVEMENTS (KG)
2003 2002 +/-
Mail movements (international) 3,742,435 4,714,335 -20.6%

Mail movements (domestic) 21,948,128 20,052,274 9.5%
Transit mail 1,498,813 1,286,126 16.5%
Total mail movements 27,189,375 26,052,735 4.4%
Note: Johor Bahru traffic up to October 2003 only.

passenger movements 2003 243
AIRPORTS DOMESTIC INTERNATIONAL TOTAL TRANSIT

Arrival Departure Total Arrival Departure Total 2003* 2002* %+/- Domestic Int'l Total
KLIA 3,495,348 3,450,074 6,945,422 5,012,049 4,977,646 9,989,695 17,454,564 16,398,230 6.4% 0 519,447 519,447
Penang 654,233 676,280 1,330,513 507,563 477,059 984,622 2,334,669 2,508,693 -6.9% 7,299 12,235 19,534
Kota Kinabalu 1,385,285 1,413,543 2,798,828 190,704 189,708 380,412 3,302,366 3,256,212 1.4% 78,473 44,653 123,126
Kuching 1,344,615 1,350,304 2,694,919 62,690 70,799 133,489 2,923,633 2,935,052 -0.4% 83,858 11,367 95,225
Langkawi 319,548 329,755 649,303 38,092 35,373 73,465 726,817 712,988 1.9% 3,225 824 4,049
Johor Bahru 317,803 321,738 639,541 3,325 4,267 7,592 651,352 874,278 -25.5% 4,219 0 4,219
Kota Bharu 290,870 298,461 589,331 375 244 619 589,950 534,959 10.3% 0 0 0
Ipoh 34,893 39,199 74,092 23,866 17,255 41,121 115,286 132,314 -12.9% 0 73 73
K. Terengganu 196,497 197,472 393,969 165 106 271 394,240 309,202 27.5% 0 0 0
Alor Star 177,871 175,907 353,778 0 0 0 353,778 287,465 23.1% 0 0 0
Malacca 8 347 355 14,430 13,715 28,145 31,108 7,438 318.2% 1,475 1,133 2,608
Subang 30,419 29,767 60,186 6,102 6,203 12,305 72,491 1,130,169 -93.6% 0 0 0
Kuantan 174,299 176,792 351,091 0 0 0 351,179 388,746 -9.7% 88 0 88
Tioman 22,590 23,021 45,611 5,663 5,626 11,289 56,900 64,067 -11.2% 0 0 0
Pangkor 2,870 3,225 6,095 0 0 0 6,095 8,811 -30.8% 0 0 0
Labuan 353,984 257,383 611,367 326 67 393 696,961 635,458 9.7% 85,094 107 85,201
Lahad Datu 53,912 54,002 107,914 0 0 0 107,914 108,151 -0.2% 0 0 0
Sandakan 242,637 251,465 494,102 91 91 182 497,999 449,613 10.8% 3,715 0 3,715
Tawau 271,159 278,815 549,974 463 719 1,182 551,168 495,462 11.2% 10 2 12
Bintulu 180,199 183,529 363,728 0 0 0 427,894 422,715 1.2% 64,166 0 64,166
Miri 637,195 625,296 1,262,491 0 0 0 1,377,312 1,292,004 6.6% 114,821 0 114,821
Sibu 389,655 393,693 783,348 2 5 7 817,687 759,704 7.6% 34,332 0 34,332
Mulu 20,651 20,508 41,159 0 0 0 41,280 44,371 -7.0% 121 0 121
STOL Sabah 3,298 3,611 6,909 0 0 0 6,945 6,896 0.7% 36 0 36
STOL Sarawak 118,510 122,821 241,331 0 0 0 249,163 250,944 -0.7% 7,832 0 7,832
Peninsular
Malaysia 5,717,249 5,722,038 11,439,287 5,611,630 5,537,494 11,149,124 23,138,429 23,357,360 -0.9% 16,306 533,712 550,018
Sabah 2,310,275 2,258,819 4,569,094 191,584 190,585 382,169 5,163,353 4,951,792 4.3% 167,328 44,762 212,090
Sarawak 2,690,825 2,696,151 5,386,976 62,692 70,804 133,496 5,836,969 5,704,790 2.3% 305,130 11,367 316,497
Total 2003 10,718,349 10,677,008 21,395,357 5,865,906 5,798,883 11,664,789 34,138,751 34,013,942 0.4% 488,764 589,841 1,078,605
Total 2002 10,185,418 10,034,951 20,220,369 6,206,919 6,546,976 12,753,895 34,013,942 488,902 550,776 1,039,678
% change 5.2% 6.4% 5.8% -5.5% -11.4% -8.5% 0.4% 0.0% 7.1% 3.7%
* Including transit passengers
PASSENGER MOVEMENTS AT MALAYSIA AIRPORTS
5,000,000
3,594,525
4,500,000
3,123,927
3,121,214
3,093,037
2,957,713
2,932,528
4,000,000
2,849,416
2,810,939
2,753,553
2,593,018
3,500,000
2,197,575
2,111,306
3,000,000
2,500,000
1,294,307
1,154,456
1,154,796
1,170,505
1,135,442
1,130,059
2,300,218
1,063,256
1,068,469
1,052,105
2,000,000
1,988,485
1,938,241
1,950,709
1,825,296
1,797,311
1,827,654
1,778,072
767,722
1,742,470
1,690,297
1,500,000
640,529
1,574,591
622,984
1,470,777
1,000,000
500,000
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Domestic International Total
244 passenger movements (1994-2003)
AIRPORTS
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 %+/-
KLIA 6,524,405 13,172,635 14,732,876 14,538,831 16,398,230 17,454,564 6.4%

Penang 2,654,485 2,860,203 2,941,370 2,907,033 2,452,523 2,510,318 2,740,505 2,558,999 2,508,693 2,334,669 -6.9%
Kota Kinabalu 2,096,241 2,554,181 2,622,190 2,732,146 2,393,431 2,752,207 3,092,326 3,036,196 3,256,212 3,302,366 1.4%
Kuching 1,890,855 2,150,746 2,272,493 2,257,214 2,022,160 2,234,790 2,545,080 2,693,903 2,935,052 2,923,633 -0.4%
Langkawi 873,144 888,291 867,541 839,064 739,771 802,151 958,066 829,498 712,988 726,817 1.9%
Johor Bahru 708,310 940,624 989,622 1,081,681 866,710 897,851 1,026,729 998,693 874,278 651,352 -25.5%
Kota Bharu 446,492 501,528 560,590 602,068 487,541 471,085 512,834 506,632 534,959 589,950 10.3%
Ipoh 261,119 219,420 222,343 196,625 148,565 132,154 148,095 131,730 132,314 115,286 -12.9%
K. Terengganu 189,930 236,604 282,360 313,384 272,618 297,271 343,186 355,063 309,202 394,240 27.5%
Alor Star 286,930 330,877 334,731 343,865 239,797 273,933 311,224 306,514 287,465 353,778 23.1%
Malacca 10,746 29,567 19,604 6,411 7,190 15,053 13,917 9,171 7,438 31,108 318.2%
Subang 11,343,648 12,776,877 14,556,879 15,819,863 8,263,930 1,999,302 2,100,727 1,955,688 1,130,169 72,491 -93.6%
Kuantan 353,552 374,493 452,684 512,549 403,489 387,375 419,441 433,270 388,746 351,179 -9.7%
Tioman 97,275 102,338 94,556 82,739 80,959 75,425 74,762 83,358 64,067 56,900 -11.2%
Pangkor 9,719 10,091 0 0 0 4,453 6,498 8,999 8,811 6,095 -30.8%
Labuan 353,843 371,161 564,002 586,091 412,801 449,216 558,877 619,260 635,458 696,961 9.7%
Lahad Datu 63,089 73,389 84,486 92,094 79,881 88,632 102,492 104,270 108,151 107,914 -0.2%
Sandakan 345,751 384,918 416,710 424,781 377,843 405,439 452,824 449,679 449,613 497,999 10.8%
Tawau 406,448 441,256 452,679 461,234 391,164 442,503 464,784 472,301 495,462 551,168 11.2%
Bintulu 266,593 327,730 336,909 335,698 290,370 322,925 352,154 384,201 422,715 427,894 1.2%
Miri 963,067 1,066,696 1,032,432 1,049,253 794,138 892,008 1,049,561 1,159,832 1,292,004 1,377,312 6.6%
Sibu 571,150 624,738 654,785 631,701 555,483 620,830 657,375 725,449 759,704 817,687 7.6%
Mulu 0 35,447 41,602 38,934 24,762 26,940 31,016 36,601 44,371 41,280 -7.0%
STOL Sabah 0 9,586 7,702 9,466 7,702 7,076 6,809 6,850 6,896 6,945 0.7%
STOL Sarawak 0 274,079 317,373 294,314 241,087 192,609 202,261 231,981 250,944 249,163 -0.7%
Peninsular
Malaysia 17,235,350 19,270,913 21,322,280 22,705,282 20,487,498 21,039,006 23,388,860 22,716,446 23,357,360 23,138,429 -0.9%
Sabah 3,265,372 3,834,491 4,147,769 4,305,812 3,662,822 4,145,073 4,678,112 4,688,556 4,951,792 5,163,353 4.3%
Sarawak 3,691,665 4,479,436 4,655,594 4,607,114 3,928,000 4,290,102 4,837,447 5,231,967 5,704,790 5,836,969 2.3%
Grand Total 24,192,387 27,584,840 30,125,643 31,618,208 28,078,320 29,474,181 32,904,419 32,636,969 34,013,942 34,138,751 0.4%
% change 5.7% 14.0% 9.2% 5.0% -11.2% 5.0% 11.6% -0.8% 4.2% 0.4%
PASSENGER MOVEMENTS AT MALAYSIA AIRPORTS (1994-2003)
45,000,000
40,000,000
35,000,000
34,138,751
34,013,942
32,904,419
32,636,969
30,000,000
31,618,208
30,125,643
29,474,181
28,078,320
27,584,840
25,000,000
24,192,387
20,000,000
15,000,000
10,000,000
5,000,000
0
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
international passenger movements by sectors at KL International Airport 245
Arrival Departure Total

2003 2002 2003 2002 2003 2002 %+ /-
SOUTH EAST ASIA

Singapore 741,853 962,062 778,002 1,008,872 1,519,855 1,970,934 -22.9%
Bangkok 380,006 386,922 389,869 387,194 769,875 774,116 -0.5%
Manila 59,184 51,542 56,474 50,992 115,658 102,534 12.8%
Medan 36,601 39,592 50,299 58,093 86,900 97,685 -11.0%
Jakarta 310,774 266,068 264,208 277,993 574,982 544,061 5.7%
B. Seri Begawan 50,836 53,905 55,650 63,313 106,486 117,218 -9.2%
Phuket 54,126 66,539 50,515 64,316 104,641 130,855 -20.0%
Denpasar Bali 68,206 61,408 67,410 60,686 135,616 122,094 11.1%
Ho Chi Minh City 86,878 81,758 67,094 68,123 153,972 149,881 2.7%
Hanoi 46,528 23,786 33,667 24,955 80,195 48,741 64.5%
Phnom Penh 33,107 29,692 31,765 28,907 64,872 58,599 10.7%
Subic Bay 3,444 3,842 3,132 3,777 6,576 7,619 -13.7%
Surabaya 104,072 85,211 82,794 96,616 186,866 181,827 2.8%
Cebu 7,342 5,829 7,156 6,614 14,498 12,443 16.5%
Yangon 32,883 27,589 16,293 19,553 49,176 47,142 4.3%
Mataram 0 0 10,756 9,824 10,756 9,824 9.5%
Manado 754 0 785 0 1,539 0 -
Balikpapan 38 0 70 0 108 0 -
Padang 213 0 371 0 584 0 -
Total 2,016,845 2,145,745 1,966,310 2,229,828 3,983,155 4,375,573 -9.0%
NORTH EAST ASIA

Hong Kong 290,777 378,672 321,098 455,393 611,875 834,065 -26.6%
Tokyo 158,326 167,475 161,325 168,827 319,651 336,302 -5.0%
Taipei 124,163 165,902 124,016 169,426 248,179 335,328 -26.0%
Seoul 97,017 82,351 106,655 91,481 203,672 173,832 17.2%
Guangzhou 94,435 108,092 93,280 100,762 187,715 208,854 -10.1%
Fukuoka 4,014 16,704 4,531 17,443 8,545 34,147 -75.0%
Nagoya 22,723 26,793 21,844 26,371 44,567 53,164 -16.2%
Osaka 62,891 74,113 68,313 80,350 131,204 154,463 -15.1%
Kaohsiung 6,543 14,184 6,306 13,608 12,849 27,792 -53.8%
Beijing 47,227 61,172 49,149 63,885 96,376 125,057 -22.9%
Xiamen 36,776 37,291 33,388 32,878 70,164 70,169 0.0%
Shanghai Hangqiao 5,863 19,253 5,284 19,835 11,147 39,088 -71.5%
Shanghai Pu Dong 79,564 73,317 78,781 73,545 158,345 146,862 7.8%
Hangzhou 390 380 390 181 780 561 39.0%
Fuzhou 13,388 7,706 13,718 7,627 27,106 15,333 76.8%
Macau 3,495 1,424 5,009 2,005 8,504 3,429 148.0%
Haikou 644 0 653 0 1,297 0 -
Kunming 2,167 0 2,089 0 4,256 0 -
Busan 2 0 0 0 2 0 -
Nanjing 0 2,344 0 2,460 0 4,804 -100.0%
Total 1,050,405 1,237,173 1,095,829 1,326,077 2,146,234 2,558,446 -16.1%
SOUTH ASIA
Mumbai 44,422 44,171 41,428 40,956 85,850 85,127 0.8%
Karachi 16,770 10,662 12,900 9,886 29,670 20,548 44.4%
Chennai 147,917 132,376 115,149 129,706 263,066 262,082 0.4%
Delhi 46,755 44,912 44,474 43,655 91,229 88,567 3.0%
Dhaka 90,893 87,005 61,885 89,914 152,778 176,919 -13.6%
Colombo 52,823 38,785 36,214 34,449 89,037 73,234 21.6%
Kochi 0 0 5 343 5 343 -98.5%
Bangalore 24,393 24,112 25,183 25,169 49,576 49,281 0.6%
Hyderabad 10,718 12,571 10,314 10,682 21,032 23,253 -9.6%
Kathmandu 28,039 0 14,013 0 42,052 0 -
Male 11,409 12,588 11,713 13,215 23,122 25,803 -10.4%
Total 474,139 407,182 373,278 397,975 847,417 805,157 5.2%
CENTRAL ASIA
Tashkent 7,462 7,148 7,958 8,041 15,420 15,189 1.5%
Total 7,462 7,148 7,958 8,041 15,420 15,189 1.5%

246
Arrival Departure Total

2003 2002 2003 2002 2003 2002 %+ /-
MIDDLE EAST
Jeddah 82,848 77,879 85,525 73,226 168,373 151,105 11.4%
Dubai 43,417 36,561 66,845 61,394 110,262 97,955 12.6%
Amman 8,340 8,760 8,687 8,881 17,027 17,641 -3.5%
Tehran 14,958 12,728 13,985 12,026 28,943 24,754 16.9%
Riyadh 8,784 25,176 4,931 15,709 13,715 40,885 -66.5%
Madinah 6,641 5,193 20,188 26,803 26,829 31,996 -16.1%
Abu Dhabi 9,370 15,933 10,711 15,932 20,081 31,865 -37.0%
Beirut 12,818 9,070 11,445 9,658 24,263 18,728 29.6%
Cairo 10,773 6,443 11,476 6,628 22,249 13,071 70.2%
Bahrain 0 1,893 227 2,085 227 3,978 -94.3%
Muscat 282 0 315 5 597 5 11840.0%
Doha 16,981 18,324 16,567 17,387 33,548 35,711 -6.1%
Sanaa 3,253 3,121 2,874 2,884 6,127 6,005 2.0%
Kuwait 0 1,280 0 1,764 0 3,044 -100.0%
Total 218,465 222,361 235,776 254,382 472,241 476,743 -0.9%
SOUTHWEST PACIFIC
Melbourne 123,637 122,638 125,008 90,154 248,645 212,792 16.8%
Perth 90,864 87,068 97,669 88,263 188,533 175,331 7.5%
Sydney 143,606 154,808 153,414 164,475 297,020 319,283 -7.0%
Darwin 0 578 0 908 0 1,486 -100.0%
Brisbane 48,163 52,279 51,093 51,494 99,256 103,773 -4.4%
Cairns 0 1,463 0 1,113 0 2,576 -100.0%
Auckland 63,278 49,287 72,883 53,346 136,161 102,633 32.7%
Adelaide 33,879 33,055 36,946 33,683 70,825 66,738 6.1%
Total 503,427 501,176 537,013 483,436 1,040,440 984,612 5.7%
EUROPE
London 263,662 264,962 253,117 270,125 516,779 535,087 -3.4%
Amsterdam 125,447 110,213 126,403 118,074 251,850 228,287 10.3%
Frankfurt 59,837 63,634 62,947 68,468 122,784 132,102 -7.1%
Paris 48,577 42,523 46,859 42,304 95,436 84,827 12.5%
Rome 23,892 18,506 23,668 18,269 47,560 36,775 29.3%
Manchester 49,701 36,729 50,097 38,343 99,798 75,072 32.9%
Vienna 23,396 24,988 28,085 33,518 51,481 58,506 -12.0%
Zurich 27,710 27,955 28,744 27,097 56,454 55,052 2.5%
Madrid 0 0 4 0 4 0 -
Istanbul 7,806 14,445 7,798 15,225 15,604 29,670 -47.4%
Total 630,028 603,955 627,722 631,423 1,257,750 1,235,378 1.8%
NORTH AMERICA
Los Angeles 47,206 62,375 50,025 63,208 97,231 125,583 -22.6%
New York 15,649 12,342 16,864 11,665 32,513 24,007 35.4%
Total 62,855 74,717 66,889 74,873 129,744 149,590 -13.3%
SOUTH AMERICA
Buenos Aires 7,468 4,117 8,130 3,868 15,598 7,985 95.3%
Total 7,468 4,117 8,130 3,868 15,598 7,985 95.3%
AFRICA
Cape Town 12,832 10,481 13,618 12,720 26,450 23,201 14.0%
Johannesburg 21,167 19,733 20,236 19,977 41,403 39,710 4.3%
Mauritius 6,956 8,511 6,887 10,100 13,843 18,611 -25.6%
Total 40,955 38,725 40,741 42,797 81,696 81,522 0.2%
Grand Total 5,012,049 5,242,299 4,977,646 5,452,700 9,989,695 10,690,195 -6.6%

247
KL INTERNATIONAL AIRPORT PASSENGER MOVEMENTS BY SECTORS

International Movements: 9,989,695
South East Asia 21.5%
North East Asia 0.2%

39.9%
Southwest Pacific
10.4%
South Asia
Middle East 8.3%
Europe
4.7%
North America
12.6%
South America
1.3%
Africa 0.2%
Central Asia 0.8%
KL INTERNATIONAL AIRPORT PASSENGER MOVEMENTS 2003
2,800,000
1,842,475
2,400,000
1,611,799
1,640,772
1,627,560
1,515,332
1,533,971
1,481,981
1,465,494
1,422,129
2,000,000
1,239,578
1,049,421
1,097,043
1,024,052
1,600,000
1,004,358
979,011
985,840
974,538
955,874
913,179
901,128
891,162
1,200,000
665,536
574,292
567,181
800,000
745,432
637,261
641,720
636,414
580,853
574,042
559,458
554,960
552,315
530,967
449,760
482,240
400,000
0
248 top international passenger airlines at KL International Airport
Airlines Passenger Movements Market Share %
MALAYSIA AIRLINES 6,195,615 59.0

SINGAPORE AIRLINES 924,328 8.8
THAI AIRWAYS INTERNATIONAL 453,914 4.3
CATHAY PACIFIC AIRWAYS 375,079 3.6
AUSTRIAN AIRLINES 224,683 2.1
CHINA AIRLINES 200,862 1.9
JAPAN AIRLINES 177,826 1.7
EMIRATES AIRLINES 175,737 1.7
KLM-ROYAL DUTCH AIRLINES 156,612 1.5
MERPATI NUSANTARA AIRLINES 129,073 1.2
QATAR AIRWAYS 128,664 1.2
SAUDI ARABIAN AIRLINES 115,344 1.1
CHINA SOUTHERN AIRLINES 112,456 1.1
KOREAN AIR 110,198 1.0
10 highest growth international airlines at KL International Airport
Airlines Passenger Movements % Change Over 2002
ORIENT THAI AIRLINES 8,453 310.1

AIR MACAU 8,504 148.0
XIAMEN AIRLINES 27,106 76.8
GARUDA INDONESIA 94,749 62.6
KOREAN AIR 110,198 43.9
MERPATI NUSANTARA AIRLINES 129,073 31.0
IRAN AIR 28,943 16.9
VIETNAM AIRLINES 73,395 7.8
domestic airlines
Airlines Passenger Movements % Change Over 2002
MALAYSIA AIRLINES 11,182,632 0.9

AIRASIA 2,004,709 207.0
regional international airports passenger traffic 249
PENANG INTERNATIONAL PASSENGER MOVEMENTS BY SECTORS

International Movements: 996,857
15.2%
South East Asia
1.1%
Middle East 0.3%
South America
83.3%
Europe
LANGKAWI INTERNATIONAL PASSENGER MOVEMENTS BY SECTORS

4.9%
South East Asia

Europe
8.9%
250
KOTA KINABALU INTERNATIONAL PASSENGER MOVEMENTS BY SECTORS

South East Asia
North East Asia
Southwest Pacific
36.6%
Middle East
60.4%
2.3%
0.7%
KUCHING INTERNATIONAL PASSENGER MOVEMENTS BY SECTORS

12.2%
South East Asia

Southwest Pacific
82.2%
Middle East
4.3%
aircraft movements 2003 251
COMMERCIAL
AIRPORTS DOMESTIC INTERNATIONAL TOTAL

Scheduled Non-scheduled Total Scheduled Non-scheduled Total 2003 2002 %+/-
KLIA 63,569 1,249 64,818 73,207 1,076 74,283 139,101 127,462 9.1%
Penang 13,950 193 14,143 12,108 265 12,373 26,516 28,861 -8.1%
Kota Kinabalu 34,231 3,700 37,931 4,262 298 4,560 42,491 42,177 0.7%
Kuching 31,031 5,191 36,222 2,311 143 2,454 38,676 39,477 -2.0%
Langkawi 6,240 36 6,276 866 26 892 7,168 7,910 -9.4%
Johor Bahru 6,135 2,376 8,511 16 321 337 8,848 9,291 -4.8%
Kota Bharu 5,273 2,236 7,509 11 0 11 7,520 6,255 20.2%
Ipoh 1,004 0 1,004 566 2 568 1,572 1,662 -5.4%
Kuala Terengganu 4,117 101 4,218 0 3 3 4,221 3,196 32.1%
Alor Star 3,644 2 3,646 0 0 0 3,646 2,940 24.0%
Malacca 2 0 2 1,092 8 1,100 1,102 182 505.5%
Subang 3,543 793 4,336 804 0 804 5,140 14,685 -65.0%
Kuantan 3,742 1 3,743 0 0 0 3,743 3,764 -0.6%
Tioman 1,464 7 1,471 690 12 702 2,173 2,357 -7.8%
Pangkor 511 0 511 0 0 0 511 519 -1.5%
Labuan 8,617 976 9,593 0 68 68 9,661 8,358 15.6%
Lahad Datu 2,856 26 2,882 0 0 0 2,882 2,886 -0.1%
Sandakan 8,956 1,027 9,983 0 2 2 9,985 9,474 5.4%
Tawau 6,681 582 7,263 109 78 187 7,450 6,928 7.5%
Bintulu 11,542 1,745 13,287 0 1 1 13,288 14,111 -5.8%
Miri 29,836 10,630 40,466 0 2 2 40,468 39,545 2.3%
Sibu 14,099 2,492 16,591 0 2 2 16,593 16,791 -1.2%
Mulu 3,422 0 3,422 0 0 0 3,422 4,536 -24.6%
STOL Sabah 936 0 936 0 0 0 936 922 1.5%
STOL Sarawak 18,167 0 18,167 0 0 0 18,167 18,219 -0.3%
Peninsular Malaysia 113,194 6,994 120,188 89,360 1,713 91,073 211,261 209,084 1.0%
Sabah 62,277 6,311 68,588 4,371 446 4,817 73,405 70,745 3.8%
Sarawak 108,097 20,058 128,155 2,311 148 2,459 130,614 132,679 -1.6%
Total 2003 283,568 33,363 316,931 96,042 2,307 98,349 415,280 412,508 0.7%
Total 2002 277,345 32,066 309,411 100,835 2,262 103,097 412,508
% change 2.2% 4.0% 2.4% -4.8% 2.0% -4.6% 0.7%
COMMERCIAL AIRCRAFT MOVEMENTS AT MALAYSIA AIRPORTS
50,000
37,543
36,452
36,381
36,030
35,597
35,084
34,308
33,569
33,373
32,983
32,768
40,000
31,192
30,000
28,124
27,678
27,285
26,855
26,730
26,628
26,438
26,271
25,820
25,417
25,037
24,648
20,000
9,419
9,300
9,167
8,969
8,703
8,532
8,229
8,037
7,553
7,351
6,544
6,545
10,000
0
252 commercial aircraft movements (1994-2003)
COMMERCIAL
AIRPORTS 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 %+/-
KLIA 63,513 116,012 109,339 113,147 127,462 139,101 9.1%

Penang 30,622 31,573 34,291 33,253 30,191 27,470 27,672 28,866 28,861 26,516 -8.1%
Kota Kinabalu 35,184 39,726 43,004 43,272 37,639 38,049 39,889 38,680 42,177 42,491 0.7%
Kuching 32,247 32,399 36,865 35,770 33,141 31,561 34,551 36,625 39,477 38,676 -2.0%
Langkawi 9,978 10,640 12,062 10,186 8,916 8,306 8,947 9,448 7,910 7,168 -9.4%
Johor Bahru 10,319 13,933 15,880 16,022 13,018 10,678 11,432 11,513 9,291 8,848 -4.8%
Kota Bharu 4,974 6,550 8,662 9,048 8,452 5,642 4,588 4,808 6,255 7,520 20.2%
Ipoh 5,551 4,980 5,902 4,310 3,782 2,102 2,117 1,946 1,662 1,572 -5.4%
Kuala Terengganu 2,378 3,024 4,608 4,120 4,198 3,512 3,210 3,366 3,196 4,221 32.1%
Alor Star 4,442 4,214 4,158 4,256 3,762 3,164 2,968 2,978 2,940 3,646 24.0%
Malacca 1,916 2,640 1,960 630 430 436 458 278 182 1,102 505.5%
Subang 133,005 140,685 158,500 158,013 87,488 23,461 25,423 22,441 14,685 5,140 -65.0%
Kuantan 4,612 4,846 5,912 6,316 5,703 4,590 3,782 4,046 3,764 3,743 -0.6%
Tioman 6,922 7,916 7,420 5,490 4,920 3,440 2,000 2,708 2,357 2,173 -7.8%
Pangkor 1,362 1,184 0 0 0 586 520 652 519 511 -1.5%
Labuan 10,682 13,537 13,743 13,376 10,780 8,340 7,261 7,572 8,358 9,661 15.6%
Lahad Datu 1,762 2,028 2,336 2,630 2,268 2,322 2,556 2,694 2,886 2,882 -0.1%
Sandakan 8,559 9,414 9,482 9,554 7,998 8,559 9,214 9,325 9,474 9,985 5.4%
Tawau 6,393 8,220 7,314 7,737 7,085 6,346 6,428 6,547 6,928 7,450 7.5%
Bintulu 15,339 13,098 12,495 12,203 10,126 10,043 11,642 12,646 14,111 13,288 -5.8%
Miri 37,791 37,066 37,096 32,173 29,486 36,602 32,706 36,010 39,545 40,468 2.3%
Sibu 19,684 18,665 19,906 17,466 16,574 14,631 15,301 16,589 16,791 16,593 -1.2%
Mulu 0 3,340 4,096 4,404 2,984 2,708 2,684 3,484 4,536 3,422 -24.6%
STOL Sabah 0 1,198 1,144 1,154 1,144 1,074 905 902 922 936 1.5%
STOL Sarawak 0 26,257 25,763 25,735 19,639 16,707 15,820 17,616 18,219 18,167 -0.3%
Peninsular
Malaysia 216,081 232,185 259,355 251,644 234,373 209,399 202,456 206,197 209,084 211,261 1.0%
Sabah 62,580 74,123 77,023 77,723 66,914 64,690 66,253 65,720 70,745 73,405 3.8%
Sarawak 105,061 130,825 136,221 127,751 111,950 112,252 112,704 122,970 132,679 130,614 -1.6%
Total 383,722 437,133 472,599 457,118 413,237 386,341 381,413 394,887 412,508 415,280 0.7%
% change 3.0% 13.9% 8.1% -3.3% -9.6% -6.5% -1.3% 3.5% 4.5% 0.7%
COMMERCIAL AIRCRAFT MOVEMENTS AT MALAYSIA AIRPORTS (1994-2003)
550,000
450,000
472,599
457,118
437,133
415,280
413,237
412,508
394,887
386,341
383,722
381,413
350,000
250,000
150,000
50,000 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
all aircraft movements (1994-2003) 253
ALL AIRCRAFT
AIRPORTS 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 %+/-
KLIA 64,123 116,589 109,925 113,590 127,952 139,947 9.4%

Penang 36,045 35,656 35,961 35,446 32,445 29,203 29,788 32,676 32,503 30,558 -6.0%
Kota Kinabalu 40,608 43,882 45,726 49,148 38,716 40,634 41,411 40,157 44,528 44,748 0.5%
Kuching 37,193 34,576 40,477 40,872 35,147 34,868 37,203 39,815 42,975 42,138 -1.9%
Langkawi 36,578 22,798 19,704 13,248 10,894 12,050 11,267 12,724 9,686 8,913 -8.0%
Johor Bahru 17,903 21,479 22,860 21,418 17,392 15,944 17,780 18,591 28,759 22,253 -22.6%
Kota Bharu 5,622 7,042 9,238 9,606 8,692 6,700 5,348 5,668 8,527 10,010 17.4%
Ipoh 13,725 11,815 13,023 8,335 6,085 5,721 5,096 6,330 8,562 8,505 -0.7%
Kuala Terengganu 2,816 3,580 5,380 5,092 4,338 3,876 3,668 3,880 4,159 5,508 32.4%
Alor Star 51,472 53,762 41,894 42,562 33,042 43,560 29,846 36,592 24,539 18,318 -25.4%
Malacca 21,868 29,278 24,250 9,788 9,058 11,612 26,132 33,274 40,030 57,636 44.0%
Subang 137,871 146,248 163,493 162,652 88,882 27,753 38,129 35,691 28,170 19,616 -30.4%
Kuantan 4,742 4,878 6,056 6,502 5,859 4,830 4,132 4,294 4,043 4,054 0.3%
Tioman 7,046 8,086 7,736 5,776 5,086 3,688 2,354 2,994 2,641 2,633 -0.3%
Pangkor 1,506 1,362 0 0 49 1,113 837 898 764 657 -14.0%
Labuan 15,065 14,473 13,901 13,706 10,944 8,550 7,585 7,750 8,871 9,896 11.6%
Lahad Datu 1,908 2,084 2,540 2,726 2,278 2,372 2,674 2,774 2,990 3,035 1.5%
Sandakan 9,034 9,826 9,986 10,542 8,680 9,309 10,395 10,257 10,569 10,588 0.2%
Tawau 6,801 8,540 8,561 8,410 7,321 7,113 7,669 7,787 8,148 8,368 2.7%
Bintulu 15,822 13,592 13,326 12,876 10,793 11,050 12,097 12,972 14,485 13,627 -5.9%
Miri 42,793 41,242 38,198 38,291 33,605 39,760 36,250 39,580 42,714 43,460 1.7%
Sibu 20,239 18,905 20,243 19,551 17,099 16,096 15,743 16,995 17,113 16,885 -1.3%
Peninsular
Malaysia 337,194 345,984 349,595 320,425 285,945 282,639 284,302 307,202 320,335 328,608 2.6%
Sabah 73,416 78,805 80,714 84,532 67,939 67,978 69,734 68,725 75,106 76,635 2.0%
Sarawak 116,047 108,315 112,244 111,590 96,644 101,774 101,293 109,362 117,287 116,110 -1.0%
Total 526,657 533,104 542,553 516,547 450,528 452,391 455,329 485,289 512,728 521,353 1.7%
% change 1.3% 1.2% 1.8% -4.8% -12.8% 0.4% 0.6% 6.6% 5.7% 1.7%
KL INTERNATIONAL AIRPORT COMMERCIAL AIRCRAFT MOVEMENTS 2003
20,000
18,000
13,048
16,000
12,525
12,427
12,310
12,234
11,747
11,449
11,460
10,992
14,000
10,640
10,246
10,023
12,000
10,000
7,019
6,999
6,926
6,710
6,585
6,399
6,200
6,078
5,688
5,552
8,000
5,150
4,977
6,000
6,029
5,815
5,649
5,490
5,547
5,501
5,304
5,371
5,311
5,061
5,046
4,694
4,000
2,000
0
254 cargo movements 2003
AIRPORTS DOMESTIC INTERNATIONAL TOTAL TRANSIT

KLIA 15,624,647 34,703,932 50,328,579 253,739,765 282,126,645 535,866,410 586,194,989 527,123,969 11.2% 0 0 0
Penang 9,920,763 9,281,029 19,201,792 57,386,057 89,480,996 146,867,053 197,566,732 202,043,923 -2.2% 6,887,102 24,610,785 31,497,887
Kota Kinabalu 13,593,305 9,233,966 22,827,270 1,010,739 1,800,434 2,811,173 25,638,443 28,111,875 -8.8% 0 0 -
Kuching 15,257,191 8,431,284 23,688,475 1,155,448 375,165 1,530,613 26,277,581 24,834,748 5.8% 853,006 205,487 1,058,493
Langkawi 194,833 49,479 244,312 34,563 1,079 35,642 286,808 209,858 36.7% 6,854 0 6,854
Johor Bahru 1,959,058 1,118,172 3,077,230 184,695 95,977 280,672 3,696,858 3,848,633 -3.9% 338,956 0 338,956
Kota Bharu 223,378 91,425 314,803 - - - 314,803 404,299 -22.1% 0 0 -
Ipoh 104,889 40,614 145,503 148,745 204,173 352,918 498,421 388,453 28.3% 0 0 -
Kuala Terengganu 122,549 37,445 159,994 - - - 159,994 150,914 6.0% 0 0 -
Alor Star 9,411 7,805 17,216 - - - 17,232 30,421 -43.4% 16 0 16
Malacca - 10,506 10,506 - 203,958 203,958 214,464 49,383 334.3% 0 0 -
Subang 2,706,998 4,245,913 6,952,911 3,846,486 3,558,128 7,404,614 14,357,524 12,260,858 17.1% 0 0 -
Kuantan 56,377 8,086 64,463 - - - 64,463 96,022 -32.9% 0 0 -
Tioman - - - - - - 0 - - 0 0 -
Pangkor - - - - - - 0 - - 0 0 -
Labuan 1,288,384 326,041 1,614,425 21,436 - 21,436 2,732,555 3,175,811 -14.0% 1,096,694 0 1,096,694
Lahad Datu 331,592 68,776 400,368 - - - 400,368 468,898 -14.6% 0 0 -
Sandakan 1,383,371 2,329,562 3,712,933 - - - 3,712,933 2,664,778 39.3% 0 0 -
Tawau 587,771 2,107,977 2,695,748 - 2,621 2,621 2,701,007 3,612,172 -25.2% 2,638 0 2,638
Bintulu 750,579 167,847 918,426 - - - 940,366 1,176,024 -20.0% 21,940 0 21,940
Miri 3,013,958 866,495 3,880,453 - - - 3,880,873 3,902,553 -0.6% 420 0 420
Sibu 1,412,341 287,992 1,700,333 - - - 1,701,498 1,916,411 -11.2% 1,165 0 1,165
Mulu 3,530 47 3,577 - - - 3,577 18,217 -80.4% 0 0 -
STOL Sabah 738 1,441 2,179 - - - 2,179 3,718 -41.4% 0 0 -
STOL Sarawak 309,778 731,291 1,041,069 - - - 1,072,071 1,066,766 0.5% 31,002 0 31,002
Peninsular
Malaysia 30,922,903 49,594,406 80,517,308 315,340,311 375,670,956 691,011,266 803,372,287 746,606,733 7.6% 7,232,928 24,610,785 31,843,713
Sabah 17,185,161 14,067,763 31,252,924 1,032,175 1,803,055 2,835,230 35,187,486 38,037,252 -7.5% 1,099,332 - 1,099,332
Sarawak 20,747,377 10,484,956 31,232,332 1,155,448 375,165 1,530,613 33,875,966 32,914,719 2.9% 907,533 205,487 1,113,020
Total 2003 68,855,440 74,147,124 143,002,564 317,527,934 377,849,176 695,377,109 872,435,739 817,558,704 6.7% 9,239,793 24,816,272 34,056,065
Total 2002 65,191,528 65,346,575 130,538,103 297,610,957 355,896,262 653,507,219 817,558,704 17,197,476 16,315,906 33,513,382
% change 5.6% 13.5% 9.5% 6.7% 6.2% 6.4% 6.7% -46.3% 52.1% 1.6%
* Including transit cargo
CARGO MOVEMENTS AT MALAYSIA AIRPORTS
100,000
80,654
78,670
76,388
74,713
74,526
73,892
73,043
71,547
70,138
69,964
68,455
80,000
60,446
66,820
Metric Tonnes
65,579
64,130
62,599
60,000
61,682
60,624
59,176
58,536
57,805
57,445
55,546
50,251
40,000
13,867
13,834
13,268
13,090
13,011
12,910
12,693
12,843
12,159
12,259
12,114
10,194
20,000
0
cargo movements (1994-2003) 255
AIRPORTS 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 %+/-
(Metric tonnes)
KLIA 159,641 417,068 510,594 440,864 527,124 586,195 11.2%

Penang 60,962 87,470 101,716 122,176 137,021 158,654 171,787 176,317 202,044 197,567 -2.2%
Kota Kinabalu 24,270 29,537 23,099 37,203 27,942 27,087 27,347 24,887 28,112 25,638 -8.8%
Kuching 14,622 16,154 20,420 22,542 17,447 22,055 24,200 22,897 24,835 26,278 5.8%
Langkawi 257 391 444 349 420 244 403 213 210 287 36.7%
Johor Bahru 2,275 3,183 4,082 2,068 1,411 2,072 6,014 4,157 3,849 3,697 -3.9%
Kota Bharu 351 342 427 399 346 317 343 407 404 315 -22.1%
Ipoh 490 658 753 612 362 371 359 361 388 498 28.3%
Kuala Terengganu 75 132 133 130 156 146 160 186 151 160 6.0%
Alor Star 219 209 230 197 165 131 95 54 30 17 -43.4%
Malacca 32 76 64 42 55 83 86 48 49 214 334.3%
Subang 262,053 325,871 372,339 413,695 166,794 14,069 15,893 14,445 12,261 14,358 17.1%
Kuantan 80 115 129 159 136 110 109 121 96 64 -32.9%
Tioman 0 0 0 0 0 0 0 0 0 0 -
Pangkor 46 0 0 0 0 46 2 0 0 0 -
Labuan 1,799 1,550 2,917 2,112 1,629 1,745 2,597 2,946 3,176 2,733 -14.0%
Lahad Datu 380 384 267 370 312 345 353 389 469 400 -14.6%
Sandakan 2,169 2,655 2,526 2,718 2,345 2,767 2,527 2,562 2,665 3,713 39.3%
Tawau 3,752 3,832 3,924 4,503 3,188 3,216 3,781 3,935 3,612 2,701 -25.2%
Bintulu 1,275 1,153 1,054 951 740 978 1,167 1,196 1,176 940 -20.0%
Miri 4,523 5,866 5,134 5,196 3,158 3,837 4,200 4,096 3,903 3,881 -0.6%
Sibu 1,827 2,455 1,758 1,904 1,499 1,745 1,874 2,006 1,916 1,701 -11.2%
Mulu 0 86 62 0 3 0 0 0 18 4 -80.4%
STOL Sabah 0 27 17 6 17 5 34 3.658 4 2 -41.4%
STOL Sarawak 0 846 1,442 1,747 7,291 1,140 1,217 1,219 1,067 1,072 0.5%
Peninsular
Malaysia 326,840 418,447 480,316 539,826 466,505 593,311 705,846 637,173 746,607 803,372 7.6%
Sabah 32,370 37,985 32,751 46,913 35,434 35,166 36,639 34,723 38,037 35,187 -7.5%
Sarawak 22,247 26,560 29,870 32,339 30,138 29,756 32,658 31,414 32,915 33,876 2.9%
Grand Total 381,457 482,992 542,937 619,078 532,077 658,233 775,144 703,310 817,559 872,436 6.7%
% change 22.2% 26.6% 12.4% 14.0% -14.1% 23.7% 17.8% -9.3% 16.2% 6.7%
CARGO MOVEMENTS AT MALAYSIA AIRPORTS (1994-2003)
1,000,000
872,436
800,000
817,559
775,144
703,310
Metric Tonnes
658,233
600,000
619,078
542,937
532,077
482,992
400,000
381,457
200,000
0
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
256 international cargo movements by sectors at KL International Airport
Sector (kg) Arrival Departure Total

2003 2002 2003 2002 2003 2002 %+ /-
SOUTH EAST ASIA

Singapore 19,474,501 16,948,037 20,642,605 15,101,990 40,117,106 32,050,027 25.2%
Bangkok 13,671,409 11,752,532 13,560,324 12,260,651 27,231,733 24,013,183 13.4%
Manila 2,127,469 1,994,099 3,449,231 3,205,545 5,576,700 5,199,644 7.3%
Medan 276,897 536,142 205,784 137,671 482,681 673,813 -28.4%
Jakarta 5,336,693 5,248,978 5,736,786 5,702,936 11,073,479 10,951,914 1.1%
B. Seri Begawan 454,928 454,201 2,097,094 2,408,836 2,552,022 2,863,037 -10.9%
Phuket 14,871 10,082 28,666 78,759 43,537 88,841 -51.0%
Denpasar Bali 654,410 437,579 90,355 87,405 744,765 524,984 41.9%
Ho Chi Minh City 276,948 228,324 903,881 629,740 1,180,829 858,064 37.6%
Hanoi 30,335 4,818 406,131 210,286 436,466 215,104 102.9%
Phnom Penh 372,626 306,997 303,110 234,483 675,736 541,480 24.8%
Subic Bay 5,249,670 4,941,782 2,723,127 3,606,268 7,972,797 8,548,050 -6.7%
Surabaya 921,972 793,063 217,765 196,495 1,139,737 989,558 15.2%
Cebu 63,836 50,215 95,924 60,308 159,760 110,523 44.5%
Yangon 288,278 201,652 192,539 178,913 480,817 380,565 26.3%
Clark Field 461,365 0 493,212 0 954,577 0 -
Manado 604 0 110 0 714 0 -
Balikpapan 386 0 1,217 0 1,603 0 -
Total 49,677,198 43,908,501 51,147,861 44,100,286 100,825,059 88,008,787 14.6%
NORTH EAST ASIA
Hong Kong 23,449,571 21,228,212 19,816,589 21,805,453 43,266,160 43,033,665 0.5%
Tokyo 13,131,748 10,455,308 22,953,252 20,353,573 36,085,000 30,808,881 17.1%
Taipei 19,863,183 19,129,408 10,784,052 12,724,401 30,647,235 31,853,809 -3.8%
Seoul 18,335,024 16,231,039 18,674,699 15,546,452 37,009,723 31,777,491 16.5%
Guangzhou 2,385,712 1,671,871 1,314,576 1,936,707 3,700,288 3,608,578 2.5%
Fukuoka 296,104 641,952 371,644 965,393 667,748 1,607,345 -58.5%
Nagoya 1,370,336 1,298,688 1,543,837 1,540,712 2,914,173 2,839,400 2.6%
Osaka 7,287,182 7,124,215 7,984,831 11,263,576 15,272,013 18,387,791 -16.9%
Kaoshiung 186,229 305,449 123,168 103,553 309,397 409,002 -24.4%
Beijing 1,458,698 1,652,524 2,121,634 2,582,620 3,580,332 4,235,144 -15.5%
Xiamen 779,055 421,908 172,648 281,986 951,703 703,894 35.2%
Shanghai Hongqiau 87,003 68,893 89,601 278,180 176,604 347,073 -49.1%
Shanghai Pu Dong 24,721,817 15,665,323 13,126,722 7,868,802 37,848,539 23,534,125 60.8%
Macau 0 0 0 267 0 267 -100.0%
Fuzhou 35,925 26,081 45,442 1,988 81,367 28,069 189.9%
Busan 8,789 0 0 0 8,789 0 -
Total 113,396,376 95,920,871 99,122,695 97,253,663 212,519,071 193,174,534 10.0%
SOUTH ASIA
Mumbai 2,424,046 2,324,419 2,032,677 1,848,361 4,456,723 4,172,780 6.8%
Karachi 1,192,951 821,852 702,918 447,066 1,895,869 1,268,918 49.4%
Chennai 3,883,723 3,433,968 3,879,677 3,650,907 7,763,400 7,084,875 9.6%
Delhi 2,246,176 2,570,318 1,763,159 1,689,033 4,009,335 4,259,351 -5.9%
Dhaka 5,767,665 6,527,530 5,792,110 5,308,146 11,559,775 11,835,676 -2.3%
Colombo 1,695,457 868,577 907,793 636,583 2,603,250 1,505,160 73.0%
Kochi 0 0 117 922 117 922 -87.3%
Bangalore 1,138,478 938,226 1,314,319 1,222,200 2,452,797 2,160,426 13.5%
Hyderabad 335,571 309,624 499,417 405,067 834,988 714,691 16.8%
Kathmandu 121,661 0 68,162 0 189,823 0 -
Male 580,752 257,455 1,236,581 964,525 1,817,333 1,221,980 48.7%
Total 19,386,480 18,051,969 18,196,930 16,172,810 37,583,410 34,224,779 9.8%
CENTRAL ASIA
Tashkent 9,180 12,838 170,976 192,639 180,156 205,477 -12.3%
Total 9,180 12,838 170,976 192,639 180,156 205,477 -12.3%
257

2003 2002 2003 2002 2003 2002 %+ /-
WEST ASIA
Jeddah 858,081 869,808 2,031,520 1,955,150 2,889,601 2,824,958 2.3%
Dubai 850,054 547,963 5,956,288 4,770,049 6,806,342 5,318,012 28.0%
Amman 60,625 108,992 288,003 213,184 348,628 322,176 8.2%
Tehran 68,219 85,723 605,465 618,895 673,684 704,618 -4.4%
Riyadh 41,816 23,943 182,719 384,369 224,535 408,312 -45.0%
Abu Dhabi 213,428 115,368 637,894 676,917 851,322 792,285 7.5%
Beirut 39,056 16,949 453,492 377,932 492,548 394,881 24.7%
Cairo 241,475 105,693 360,237 378,835 601,712 484,528 24.2%
Madinah 43,448 203 91,584 163,536 135,032 163,739 -17.5%
Sharjah 0 0 0 2,905 0 2,905 -100.0%
Doha 139,752 147,903 483,652 718,803 623,404 866,706 -28.1%
Muscat 11,508 0 8,786 0 20,294 0 -
Bahrain 0 22,049 16,097 151,997 16,097 174,046 -90.8%
Sanaa 8,308 12,494 76,122 37,277 84,430 49,771 69.6%
Kuwait 0 2,447 0 6,844 0 9,291 -100.0%
Total 2,575,770 2,059,535 11,191,859 10,456,693 13,767,629 12,516,228 10.0%
SOUTHWEST PACIFIC
Melbourne 8,001,659 8,696,868 10,582,115 13,321,122 18,583,774 22,017,990 -15.6%
Perth 2,325,601 3,209,637 2,072,726 1,885,023 4,398,327 5,094,660 -13.7%
Sydney 4,166,288 4,222,003 14,209,973 6,776,743 18,376,261 10,998,746 67.1%
Darwin 0 20,261 0 10,509 0 30,770 -100.0%
Brisbane 1,046,857 1,556,955 1,608,606 1,409,043 2,655,463 2,965,998 -10.5%
Cairns 0 22,021 0 3,544 0 25,565 -100.0%
Auckland 1,734,263 1,739,098 2,519,753 1,855,216 4,254,016 3,594,314 18.4%
Adelaide 1,209,291 1,097,254 1,813,899 1,252,435 3,023,190 2,349,689 28.7%
Avalon 0 1,418 348,005 331,447 348,005 332,865 4.5%
Christmas Island 0 0 6,050 0 6,050 0 -
Total 18,483,959 20,565,515 33,161,127 26,845,082 51,645,086 47,410,597 8.9%
EUROPE
London 6,819,415 7,337,967 8,478,042 7,514,217 15,297,457 14,852,184 3.0%
Amsterdam 18,993,032 22,398,580 26,311,434 22,705,187 45,304,466 45,103,767 0.4%
Manchester 794,944 545,405 1,642,968 1,160,018 2,437,912 1,705,423 43.0%
Frankfurt 11,645,486 9,682,696 17,122,514 13,106,130 28,768,000 22,788,826 26.2%
Paris 1,935,187 1,683,231 2,187,895 1,716,240 4,123,082 3,399,471 21.3%
Rome 1,411,480 1,112,425 843,853 705,759 2,255,333 1,818,184 24.0%
Luxembourg 2,850,552 3,289,936 4,409,636 5,931,813 7,260,188 9,221,749 -21.3%
Vienna 592,459 609,511 2,407,887 2,523,774 3,000,346 3,133,285 -4.2%
Zurich 1,067,083 1,079,720 1,460,212 1,287,816 2,527,295 2,367,536 6.7%
Basel 0 0 0 31,027 0 31,027 -100.0%
Brussels 20,353 0 0 0 20,353 0 -
Istanbul 1,126,125 1,007,741 845,114 1,079,263 1,971,239 2,087,004 -5.5%
Total 47,256,116 48,747,212 65,709,555 57,761,244 112,965,671 106,508,456 6.1%
AMERICA
Los Angeles 631,621 730,957 1,388,802 2,086,121 2,020,423 2,817,078 -28.3%
New York 127,148 76,797 116,788 111,243 243,936 188,040 29.7%
Total 758,769 807,754 1,505,590 2,197,364 2,264,359 3,005,118 -24.6%
SOUTH AMERICA
Buenos Aires 384,508 216,252 133,116 51,009 517,624 267,261 93.7%
Valencia 4,788 0 95,000 0 99,788 0 -
Total 389,296 216,252 228,116 51,009 617,412 267,261 131.0%
AFRICA
Cape Town 965,888 1,323,032 417,019 403,862 1,382,907 1,726,894 -19.9%
Johannesburg 770,527 627,574 1,126,203 1,104,095 1,896,730 1,731,669 9.5%
Mauritius 70,206 7,770 148,713 121,330 218,919 129,100 69.6%
Total 1,806,621 1,958,376 1,691,935 1,629,287 3,498,556 3,587,663 -2.5%
Grand Total 253,739,765 232,248,823 282,126,644 256,660,077 535,866,409 488,908,900 9.6%
258 international airlines with more than 1% market share
Airlines Cargo (mt) Market Share (%)
MALAYSIA AIRLINES 348,370 65.0

JAPAN AIRLINES 14,657 2.7
CHINA AIRLINES 13,463 2.5
CATHAY PACIFIC AIRWAYS 11,230 2.1
NIPPON CARGO AIRLINES 10,368 1.9
KLM-ROYAL DUTCH AIRLINES 10,209 1.9
EVA AIRWAYS 9,852 1.8
CARGOLUX AIRLINES INTERNATIONAL 8,037 1.5
FEDERAL EXPRESS (FEDEX) 8,025 1.5
LUFTHANSA CARGO AIRLINES 6,161 1.1
the top 10 highest growth airlines* in 2003
Airlines Cargo (mt) % Change Over 2002
TRANSMILE AIR 3,769 147.3

SRILANKAN AIRLINES 1,640 21.1
MALAYSIA AIRLINES 348,370 14.3
ASIANA AIRLINES 1,256 6.8
NIPPON CARGO AIRLINES 10,368 4.9
* 1000 metric tonnes and above
KL INTERNATIONAL AIRPORT CARGO MOVEMENTS 2003
70,000
55,042
53,879
52,314
50,612
50,508
49,979
48,729
60,000
46,742
46,526
46,448
44,904
40,513
50,000
50,517
49,355
48,268
46,603
45,855
Metric Tonnes
45,333
44,451
42,799
42,283
42,088
40,000
40910
37,404
30,000
20,000
4,646
4,757
4,525
4,524
4,438
4,277
4,165
4,046
3,943
3,904
3,995
3,109
10,000
0
regional international cargo movements 259
KL INTERNATIONAL AIRPORT CARGO MOVEMENTS BY SECTORS

International Movements: 535,866 metric tonnes
South East Asia

18.8%
Southwest Pacific 39.7%
South Asia
West Asia 9.6%

6.7%
Europe
2.6%
North America
21.1%
South America
0.4%
Africa 0.1%
Central Asia 1.0%
PENANG INTERNATIONAL CARGO MOVEMENTS BY SECTORS

International Movements: 171,478 metric tonnes
2.6%
South East Asia
14.6%
Southwest Pacific 18.7%
South Asia
Middle East
62.6%
Europe
America 0.4%
0.5%
260 mail movements 2003
AIRPORTS (kg) DOMESTIC INTERNATIONAL TOTAL TRANSIT

KLIA 89,728 249,122 338,850 2,028,573 1,419,079 3,447,652 3,786,502 4,857,692 -22.1% 0 0 0
Penang 270,396 457,209 727,605 103,516 160,998 264,514 992,119 1,356 73065.1% 0 0 0
Kota Kinabalu 3,653,368 2,063,778 5,717,146 17,024 2,699 19,723 5,736,869 5,214,230 10.0% 0 0 0
Kuching 1,966,375 1,727,581 3,693,956 9,784 591 10,375 5,130,525 5,181,172 -1.0% 1,426,194 0 1,426,194
Langkawi 30,805 11,583 42,388 45 - 45 42,433 24,593 72.5% 0 0 0
Johor Bahru - - - - - - 0 - - 0 0 0
Kota Bharu 159,528 145,643 305,171 - - - 305,171 287,478 6.2% 0 0 0
Ipoh - - - - - - 0 - - 0 0 0
Kuala Terengganu 116,849 46,972 163,821 - - - 163,821 135,775 20.7% 0 0 0
Alor Star - - - - - - 0 - - 0 0 0
Malacca - - - - - - 0 - - 0 0 0
Subang 1,709,848 6,150,404 7,860,252 - - - 7,860,252 7,142,170 10.1% 0 0 0
Kuantan 9,109 197 9,306 - - - 9,306 - - 0 0 0
Tioman - - - - - - 0 - - 0 0 0
Pangkor - - - - - - 0 - - 0 0 0
Labuan 243,588 62,969 306,557 - - - 306,557 288,447 6.3% 0 0 0
Lahad Datu 132,747 22,636 155,383 - - - 155,383 200,796 -22.6% 0 0 0
Sandakan 201,208 14,811 216,019 - - - 216,019 359,782 -40.0% 0 0 0
Tawau 320,364 132,706 453,070 - 126 126 453,196 510,060 -11.1% 0 0 0
Bintulu 103,860 14,975 118,835 - - - 121,787 150,796 -19.2% 2,952 0 2,952
Miri 974,143 296,375 1,270,518 - - - 1,283,493 1,117,722 14.8% 12,975 0 12,975
Sibu 454,304 86,672 540,976 - - - 597,668 543,377 10.0% 56,692 0 56,692
Mulu - - - - - - 0 - - 0 0 0
Stol Sabah 55 61 116 - - - 116 124 -6.9% 0 0 0
Stol Sarawak 21,676 6,483 28,159 - - - 28,159 37,166 -24.2% 0 0 0
Peninsular
Malaysia 2,386,263 7,061,130 9,447,393 2,132,134 1,580,077 3,712,211 13,159,604 12,449,064 5.7% - - 0
Sabah 4,551,329 2,296,961 6,848,291 17,024 2,825 19,849 6,868,140 6,573,439 4.5% - - 0
Sarawak 3,520,359 2,132,086 5,652,444 9,784 591 10,375 7,161,632 7,030,233 1.9% 1,498,813 - 1,498,813
Total 2003 10,457,951 11,490,177 21,948,128 2,158,942 1,583,493 3,742,435 27,189,375 26,052,735 4.4% 1,498,813 - 1,498,813
Total 2002 9,609,296 10,442,978 20,052,274 2,847,993 1,866,342 4,714,335 26,052,735 1,268,124 18,002 1,286,126
% change 8.8% 10.0% 9.5% -24.2% -15.2% -20.6% 4.4% 18.2% - 16.5%
* Including transit mail
MAIL MOVEMENTS AT MALAYSIA AIRPORTS
4,000
3,500
2,600
2,576
3,000
2,419
2,331
2,332
2,322
2,273
2,200
2,178
2,171
2,049
Metric Tonnes
2,500
1,710
2,152
2,000
2,089
2,104
2,062
2,024
1,991
1,990
1,916
1,933
1,903
1,804
1,500
1,452
1,000
496
424
331
332
307
282
270
275
268
246
258
256
500
0
mail movements (1994-2003) 261
AIRPORTS 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 %+/-
(Metric tonnes)
KLIA - - - - 2,919 3,758 4,618 4,947 4,858 3,787 -22.1%

Penang 209 75 77 55 50 54 63 32 1 992 73065.1%
Kota Kinabalu 4,342 2,872 4,189 4,458 3,442 4,210 4,795 3,019 5,214 5,737 10.0%
Kuching 2,598 2,726 3,331 3,498 2,681 2,760 4,575 5,503 5,181 5,131 -1.0%
Langkawi 27 85 66 30 28 27 37 22 25 42 72.5%
Johor Bahru 136 25 3 1 3 0 4 0 0 0 -
Kota Bharu 464 285 358 233 185 206 237 285 287 305 6.2%
Ipoh 92 20 1 1 0 0 13 0 0 0 -
Kuala Terengganu 159 133 121 119 92 109 119 112 136 164 20.7%
Alor Star 53 17 6 5 4 1 1 0 0 0 -
Malacca 0 0 0 0 0 0 9 0 0 0 -
Subang 13,204 10,016 4,933 5,345 5,449 6,780 7,642 7,120 7,142 7,860 10.1%
Kuantan 30 7 2 2 1 0 6 6 0 9 -
Tioman 1 0 0 0 0 0 0 0 0 0 -
Pangkor 0 0 0 0 0 0 0 0 0 0 -
Labuan 242 136 372 285 253 270 251 269 288 307 6.3%
Lahad Datu 124 18 10 4 7 152 224 199 201 155 -22.6%
Sandakan 563 763 403 531 401 460 493 514 360 216 -40.0%
Tawau 491 691 704 866 562 417 510 606 510 453 -11.1%
Bintulu 68 61 47 40 32 110 171 168 151 122 -19.2%
Miri 652 1,884 1,889 1,413 954 1,001 1,287 1,441 1,118 1,283 14.8%
Sibu 1,675 157 1,427 1,275 1,501 550 763 527 543 598 10.0%
Peninsular
Malaysia 14,375 10,663 5,567 5,791 8,732 10,935 12,749 12,524 12,449 13,160 5.7%
Sabah 5,762 4,480 5,678 6,144 4,665 5,509 6,274 4,607 6,573 6,868 4.5%
Sarawak 4,993 4,828 6,694 6,226 5,168 4,421 6,797 7,638 6,993 7,133 2.0%
Grand Total 25,130 19,971 17,939 18,161 18,565 20,865 25,819 24,768 26,015 27,161 4.4%
% change 17.7% -20.5% -10.2% 1.2% 2.2% 12.4% 23.7% -4.1% 5.0% 4.4%
MAIL MOVEMENTS AT MALAYSIA AIRPORTS (1994-2003)
35,000
30,000
27,161
25,000
26,015
25,819
25,130
24,768
Metric Tonnes
20,000
20,865
19,971
18,565
18,161
17,939
15,000
10,000
5,000
0
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
262 international mail movements by sectors at KL International Airport

2003 2002 2003 2002 2003 2002 %+ /-
SOUTH EAST ASIA

Singapore 399,611 666,388 68,032 234,273 467,643 900,661 -48.1%
Bangkok 219,324 217,422 438,718 432,349 658,042 649,771 1.3%
Manila 4,071 758 5,828 28,033 9,899 28,791 -65.6%
Medan 1,801 1,524 13,685 13,229 15,486 14,753 5.0%
Hat Yai 0 0 0 0 0 0 -
Jakarta 36,885 39,260 226,403 172,590 263,288 211,850 24.3%
B. Seri Begawan 6,922 8,025 131,983 162,404 138,905 170,429 -18.5%
Ho Chi Minh City 2,700 1,668 886 736 3,586 2,404 49.2%
Phnom Penh 0 0 30,967 0 30,967 0 -
Yangon 27 0 43 26 70 26 169.2%
Surabaya 3,814 1,127 0 0 3,814 1,127 238.4%
Denpasar Bali 3,618 0 0 0 3,618 0 -
Hanoi 33 0 56 0 89 0 -
Total 678,806 936,172 916,601 1,043,640 1,595,407 1,979,812 -19.4%
NORTH EAST ASIA

Hong Kong 0 397,572 26,294 384,146 26,294 781,718 -96.6%
Tokyo 249,588 267,214 47,812 21,045 297,400 288,259 3.2%
Taipei 300,137 273,795 144,390 155,449 444,527 429,244 3.6%
Seoul 114,732 117,543 5,432 6,709 120,164 124,252 -3.3%
Guangzhou 26,751 39,031 8,811 13,680 35,562 52,711 -32.5%
Beijing 0 0 609 997 609 997 -38.9%
Osaka 51,860 101,979 0 0 51,860 101,979 -49.1%
Shanghai Hongqiau 93 2,240 2,129 2,469 2,222 4,709 -52.8%
Total 743,161 1,199,374 235,477 584,495 978,638 1,783,869 -45.1%
SOUTH ASIA
Mumbai 2,378 6,734 1,483 2,014 3,861 8,748 -55.9%
Karachi 0 0 411 333 411 333 23.4%
Chennai 6,380 6,306 16,285 19,648 22,665 25,954 -12.7%
Dhaka 6,163 11,841 1,781 3,036 7,944 14,877 -46.6%
Colombo 2,142 2,083 13 57 2,155 2,140 0.7%
Male 0 0 98 17 98 17 476.5%
Delhi 0 0 1,089 1,507 1,089 1,507 -27.7%
Total 17,063 26,964 21,160 26,612 38,223 53,576 -28.7%
MIDDLE EAST
Jeddah 1,586 1,563 3,295 1,587 4,881 3,150 55.0%
Dubai 117,278 103,822 3,612 3 120,890 103,825 16.4%
Amman 1,183 3,864 1,253 2,605 2,436 6,469 -62.3%
Tehran 37,819 23,143 0 287 37,819 23,430 61.4%
Abu Dhabi 130 289 1,459 13,382 1,589 13,671 -88.4%
Cairo 0 0 1,354 226 1,354 226 499.1%
Madinah 0 0 7 0 7 0 -
Bahrain 0 192 0 1,210 0 1,402 -100.0%
Riyadh 2,029 1,143 242 87 2,271 1,230 84.6%
Islamabad 0 0 0 0 0 0 -
Muscat 0 0 0 0 0 0 -
Sanaa 130 177 0 0 130 177 -26.6%
Total 160,155 134,193 11,222 19,387 171,377 153,580 11.6%

263

2003 2002 2003 2002 2003 2002 %+ /-
SOUTHWEST PACIFIC
Melbourne 0 331 18,147 17,225 18,147 17,556 3.4%
Perth 2,319 0 7,834 6,666 10,153 6,666 52.3%
Sydney 88 475 28,664 24,657 28,752 25,132 14.4%
Auckland 0 0 8,900 3,629 8,900 3,629 145.2%
Total 2,407 806 63,545 52,177 65,952 52,983 24.5%
CENTRAL ASIA
Tashkent 37 748 0 226 37 974 -96.2%
Total 37 748 0 226 37 974 -96.2%
EUROPE
London 20 0 85,166 71,335 85,186 71,335 19.4%
Amsterdam 353,633 434,488 61,763 52,319 415,396 486,807 -14.7%
Frankfurt 0 0 4,152 4,114 4,152 4,114 0.9%
Paris 0 0 197 0 197 0 -
Rome 0 0 315 228 315 228 38.2%
Vienna 55,998 52,927 1,453 1,314 57,451 54,241 5.9%
Zurich 0 1,074 5,135 3,557 5,135 4,631 10.9%
Istanbul 0 1,472 0 0 0 1,472 -100.0%
Total 409,651 489,961 158,181 133,867 567,832 622,828 -8.8%
NORTH AMERICA
Los Angeles 17,272 0 12,134 2,673 29,406 2,673 1000.1%
Total 17,272 0 12,134 2,673 29,406 2,673 1000.1%
AFRICA
Johannesburg 0 0 757 674 757 674 12.3%
Mauritius 21 172 2 3 23 175 -86.9%
Total 21 172 759 677 780 849 -8.1%
Grand Total 2,028,573 2,788,390 1,419,079 1,862,754 3,447,652 4,651,144 -25.9%

264
KL INTERNATIONAL AIRPORT MAIL MOVEMENTS BY SECTORS

Total International Movements: 3,448 metric tonnes
28.4%
South East Asia
46.3%
North East Asia
Southwest Pacific
1.9%
South Asia 1.1%
Middle East 5%
16.5%
Europe
0.9%
North America
0.03%
Africa 0.001%
Central Asia
KL INTERNATIONAL AIRPORT MAIL MOVEMENTS 2003
500
404
450
349
400
344
340
335
374
308
300
350
293
287
287
Metric Tonnes
270
267
324
315
310
300
301
279
272
266
261
250
251
254
239
200
150
100
34
36
34
30
30
29
28
28
27
26
50
20
16
0
movements at STOLports 2003/2002 265
Aircraft Cargo & Mail

STOLports Movements % Chg Passengers % Chg (kg) % Chg
Sarawak Region
Bakalalan 0 -100.0% 0 -100.0% 0 -100.0%
Bario 1,604 17.1% 12,534 -3.9% 545,415 -9.0%
Lawas 3,986 -9.7% 58,422 -8.7% 36,120 -17.8%
Limbang 4,994 6.5% 83,459 7.2% 225,518 -9.6%
Long Banga 202 1.0% 2,625 -3.7% 0 -
Long Lellang 314 -2.8% 2,617 13.2% 5,700 3.2%
Long Akah 214 3.9% 2,635 8.5% 0 -
Long Seridan 202 2.0% 1,645 13.1% 3,295 -31.4%
Marudi 3,780 7.2% 54,487 0.7% 275,277 54.3%
Mukah 1,982 -28.5% 30,089 9.1% 9,085 -58.6%
Belaga 167 119.7% 650 33.7% 0 -
Long Semado - - - - - -
Kapit - - - - - -
Total 17,446 -1.5% 249,163 -0.9% 1,100,410 -1.5%
Sabah Region
Kudat 936 1.5% 6,945 0.7% 2,295 -40.3%
Long Pasia - - - - - -
Semporna - - - - - -
Total 936 1.5% 6,945 0.7% 2,295 -40.3%
Grand Total 18,381 -1.4% 256,108 -0.9% 1,102,705 -1.6%

266 airlines operating at KL International Airport 2003 (December)
International Airlines Weekly flight frequency*
1. AirAsia 224 (dom)

2. Air China 3
3. Air India 6
4. Air Kazakhstan 1
5. Air Mauritius 1
6. Asiana Airlines (cargo) 1
7. Austrian Airlines (Lauda Air) 7
8. Biman Bangladesh Airlines 3
9. Cargolux Airlines International (cargo) 5
10. Cathay Pacific Airways 21
11. China Airlines 16
12. China Eastern Airlines 2
13. China Southern Airlines 14
14. Emirates Airlines 7
15. Eva Airways Corporation 7
16. Federal Express (cargo) 11
17. Garuda Indonesia 19
18. Gulf Air 4
19. Indian Airlines 7
20. Iran Air 2
21. Japan Airlines 18
22. KLM-Royal Dutch Airlines 6
23. Korean Air 14
24. Lufthansa Cargo Airlines 3
25. Lion Airlines 14
26. Malaysia Airlines 864 (390 [int],
445 [dom], 29 [c])
27. Merpati Nusantara Airlines 14
28. Myanmar Airways International 3
29. Nippon Cargo Airlines (cargo) 6
30. Philippines Airlines 4
31. Qatar Airways 9
32. Royal Brunei Airlines 9
33. Royal Jordanian Airlines 2
34. Royal Nepal Airlines 3
35. Saudi Arabian Airlines 2
36. Singapore Airlines 42
37. SriLankan Airlines 7
38. Thai International Airways 21
39. Transmile Air Services (cargo) 16 (int)
40. Uzbekistan Airways 2
41. Vietnam Airlines 10
42. Xiamen Airlines 3
43. Yemenia Yemen Airways 2
* 1 way
definitions 267
1. Flight, International
A flight operated with one or both terminals in the territory of a State, other than the State in which the airline is registered. The term
State includes all territories subject to the sovereignty, protection or mandate of such State.
2. Flight, Domestic
A flight operated between points within the domestic boundaries of a State by an airline registered in that State. A flight between a State
and territories belonging to it, as well as a flight between two such territories, should be classified as domestic. This applies even though
the flight may cross international waters or over the territory subject to the sovereignty, suzerainty, protection or mandate of such State.
3. Commercial air transport operation

An aircraft operation involving the transport of passengers, baggage, cargo or mail for remuneration or hire.
4. Air services, scheduled

Air services provided by flights scheduled and performed for remuneration according to a published timetable, or so regular or frequent
as to constitute a recognizably systematic series which are open for use by public including empty flights related thereto and preliminary
revenue flights on planned new air services.
5. Non scheduled flight

Commercial flights not listed in the time table of an airline including General Aviation aircraft carrying passenger or cargo for remuneration
or hire.
6. Passenger
Any person, except members of the crew, carried or to be carried in an aircraft with the consent of the carrier.
7. Transfer passenger (cargo, mail)

A passenger making a direct connection between two flights. i.e using different aircraft and flight numbers, operated by the same or
another airline. Synonymous with connecting passenger.
8. Transit passenger (cargo, mail)

A passenger arriving and departing on one and the same aircraft.
9. Cargo
Anything carried or to be carried in an aircraft, except mail, or baggage carried under a passenger ticket and baggage check, but includes
baggage moving under an airway bill or shipment record.
10. Mail, service

Dispatches of correspondence and other objects tendered by and intended for delivery to postal administration.
Goods carried under the terms of an international Postal Convention.
11. Departure
The boarding of an aircraft for the purpose of commencing a flight, except by such crew or passengers as have embarked on a previous
stage of the same through-flight.
12. Arrival
The leaving of an aircraft after a landing except by crew or passenger continuing to the next stage of the same through-flight.
13. Stolport
An airport designed to serve short take-off and landing (STOL) aircraft.
268 statistics on shareholdings as at 31 march 2004
statistik pegangan saham pada 31 mac 2004
STATEMENT OF SHAREHOLDINGS / PENYATA PEGANGAN SAHAM

Share Capital / Modal Saham
Authorised Share Capital : RM2,000,000,001/-
Modal Saham Dibenarkan
Issued and Fully Paid-Up Capital : RM1,100,000,001/-

Modal Diterbit dan Berbayar Penuh
Class of Shares : 1,100,000,000 Ordinary Shares of RM1/- each; and

Kelas Saham 1 (one) Special Rights Redeemable Preference Share of RM1/-
1,100,000,000 Saham Biasa berharga RM1/- sesaham; dan
1 (satu) Hak Istimewa Saham Keutamaan Boleh Tebus RM1/-
Voting Rights : One vote per ordinary share

Hak Mengundi The Special Share has no voting right other than that referred to in note 21 of the Financial
Statements
Satu undi setiap saham biasa
Saham Istimewa tidak layak mengundi kecuali seperti yang dinyatakan dalam nota 21 di dalam
Penyata Kewangan
ANALYSIS OF SHAREHOLDINGS / ANALISIS PEGANGAN SAHAM

A. Distribution of Shareholdings (Malaysia & Foreign Separate) / Pembahagian Pegangan Saham (Malaysia & Asing Berasingan)
Size of Holdings No. of Holders No. of Shares
Saiz Pegangan Bilangan Pemegang Saham Bilangan Saham %
Malaysian Foreign Malaysian Foreign Malaysian Foreign
Malaysia Asing Malaysia Asing Malaysia Asing
Less than / kurang daripada 100 8 0 300 0 0.00 0.00
100 to / hingga 1,000 16,227 37 16,202,737 36,500 1.47 0.00
1,001 to / hingga 10,000 13,499 139 51,263,400 776,500 4.66 0.07
10,001 to / hingga 100,000 1,256 59 33,727,800 2,112,571 3.07 0.19
100,001 to / hingga 54,999,999 (*) 145 33 183,532,300 12,197,892 16.68 1.11
55,000,000 and above / dan lebih (**) 2 0 800,150,000 0 72.74 0.00
Total / Jumlah 31,137 268 1,084,876,537 15,123,463 98.63 1.37
No. of Holders No. of Shares

Bilangan Pemegang Saham Bilangan Saham %
Grand Total/ Jumlah 31,405 1,100,000,000 100.00
* Less than 5% of Issued Shares / Kurang daripada 5% Saham Diterbitkan

** 5% and above of Issued Shares / 5% ke atas Saham Diterbitkan
269
B. List of Thirty (30) Largest Shareholders / Senarai Tiga Puluh (30) Pemegang Saham Terbesar
Name of Shareholders No. of Shares Held
Nama Pemegang-pemegang Saham Bil. Saham Dipegang %
1. Minister of Finance (Incorporated) 541,886,152 49.26
2. Khazanah Nasional Berhad 258,263,848 23.48
3. Amanah Raya Nominees (Tempatan) Sdn. Bhd. 12,150,000 1.10
(Skim Amanah Saham Bumiputera)
4. Employees Provident Fund Board 12,092,000 1.10
5. Permodalan Nasional Berhad 9,324,600 0.85
6. Kumpulan Wang Amanah Pencen 6,800,000 0.62
7. Lembaga Tabung Angkatan Tentera 6,332,000 0.58
8. Sahamann @ Basir bin Ismail 6,218,000 0.57
9. Setiausaha Kerajaan Pulau Pinang 5,000,000 0.45
10. Setiausaha Kerajaan Negeri Selangor 4,900,000 0.45
11. Tabung Amanah Warisan Negeri Johor 4,900,000 0.45
12. Pertubuhan Keselamatan Sosial 4,800,000 0.44
13. State Financial Secretary Sarawak 4,500,000 0.41
14. Chief Minister, State of Sabah 4,500,000 0.41
15. Alliancegroup Nominees (Tempatan) Sdn. Bhd. 4,451,000 0.40
(Pheim Asset Management Sdn. Bhd. for Employees Provident Fund)
16. AM Nominees (Tempatan) Sdn. Bhd. 4,402,000 0.40
(Employees Provident Fund Board (A/c 1))
17. Pegawai Kewangan Negeri Negeri Sembilan 4,400,000 0.40
18. Tabung Amanah Melaka 4,400,000 0.40
19. Kerajaan Negeri Pahang 4,100,000 0.37
20. State Secretary Kedah Incorporated 4,100,000 0.37
(Public Growth Fund)
(Amanah Saham Malaysia)
(Amanah Saham Wawasan 2020)
24. AM Nominees (Tempatan) Sdn. Bhd. 2,400,000 0.22
(Ammerchant Bank Berhad)
25. Citicorp Nominees (Tempatan) Sdn. Bhd. 2,365,000 0.22
(ING Insurance Berhad (INV-IL Par))
26. HSBC Nominees (Tempatan) Sdn. Bhd. 2,348,000 0.21
(Nomura Asset Mgmt Sg for Employees Provident Fund)
27. Kerajaan Negeri Perak Darul Ridzuan 2,300,000 0.21
(Public Index Fund)
29. Malaysia Nominees (Tempatan) Sdn. Bhd. 2,092,000 0.19
(Great Eastern Life Assurance (Malaysia) Berhad (Par 2))
30. Maybank Securities Nominees (Tempatan) Sdn. Bhd. 2,016,300 0.18
(Pledged Securities Account for Desiran Cekap Sdn. Bhd. (Dealer 088))
270
C. Substantial Shareholders / Pemegang Saham Utama

(as shown in the register of substantial shareholders / seperti yang disenaraikan di dalam daftar pemegang saham utama)
Name of Substantial Shareholders No.of Shares Held
Nama Pemegang-pemegang Saham Utama Bilangan Pegangan Saham
Indirect
Direct Tidak
Langsung Langsung %
Minister of Finance (Incorporated) 541,886,152 49.26
Khazanah Nasional Berhad 258,263,848 23.48
D. Directors Shareholding / Pegangan Saham Pengarah

(as shown in the register of directors shareholding / seperti yang disenaraikan di dalam daftar pegangan saham pengarah)
Name of Directors No.of Shares Held
Nama Pengarah Bilangan Pegangan Saham
Indirect
Direct Tidak
Langsung Langsung %
Tan Sri Datuk Dr. Aris bin Othman
Dato Bashir Ahmad bin Abdul Majid
Datuk Alias bin Hj Ahmad
Datuk Siti Maslamah binti Osman
Ahmad Kamal bin Abdullah Al-Yafii
Eshah binti Meor Suleiman
Gho Peng Seng (Alternate Director to Eshah binti Meor Suleiman)
Long See Wool (Alternate Director to Dato Zaharaah binti Shaari)
list of properties 271
Net Book
Approximate Value as at
Description Age of Built-up 31 December
and Existing Buildings Area 2003
Registered Owner and Location Use (Years) Tenure Land Area (s.q.m.) (RM000)
LEASED PROPERTY
Federal Land Commissioner* KLIA 5 A total right 22,620 acres 500,000 86,182
Location: of occupation
District of Sepang, Selangor for 50 years
Malaysia (Expiry date of
4 May 2048)
LANDED PROPERTIES OWNED BY THE GROUP

Malaysia Airports Sdn. Bhd. Apartment 4 Freehold 75 205
Location:
No. A-01-08
Genting Permai Park & Resort
District of Bentong, Pahang

Location:
No. A-05-03

Location:
No. A-3A-10

Location:
No. A-3A-02
Malaysia Airports Sdn. Bhd. 10 units of Freehold 744 1,103

Location: apartments
Telok Dalam, Pulau Pangkor
Mukim Lumut, Perak
Malaysia Airports Sdn. Bhd. 32 units of Leasehold 3,175 2,496

Location: condominiums 99 years
CL 205357688 for staff (Expiry date
Sierra Estates Condominium of 31 December
Jalan Ranca-Ranca 2089)
Federal Territory of Labuan
272
Net Book
Approximate Value as at
Description Age of Built-up 31 December
and Existing Buildings Area 2003
Registered Owner and Location Use (Years) Tenure Land Area (s.q.m.) (RM000)
Malaysia Airports Sdn. Bhd. Land Leasehold 1.10 acres 295

Location: (Residential) 99 years
CL 205359593 (Expiry date
Kg. Nagalalang of 31 December
Federal Territory of Labuan 2090)
Malaysia Airports Sdn. Bhd. Land Leasehold 1.22 acres 244

Location: (Agriculture) 99 years
CL 205317951 (Expiry date
Kg. Nagalalang of 31 December
Federal Territory of Labuan 2077)
Malaysia Airports (Niaga) Sdn. Bhd. 48 units of 5 Freehold 3,791 2,917

Location: apartments
Desa Cempaka used as staff
Bandar Baru Nilai, Mukim Nilai hostel
District of Seremban
Negeri Sembilan
Note:
* Pursuant to the KLIA Land Lease Agreement dated 18 October 1999 entered into between Malaysia Airports (Sepang) Sdn. Bhd. and The
Federal Land Commissioner, Malaysia Airports (Sepang) Sdn. Bhd. has been granted the right of use of the KLIA Land for a period of 50
years.
senarai hartanah 273
Nilai Buku
Keterangan Anggaran Bersih pada
dan Usia Kawasan 31 Disember
Kegunaan Bangunan Keluasan Dibina 2003
Pemilik Berdaftar dan Lokasi Semasa (Tahun) Pegangan Tanah (m.p.s.) (RM000)
HARTA PAJAKAN
Pesuruhjaya Tanah Persekutuan* KLIA 5 Pegangan pajak 22,620 ekar 500,000 86,182
Lokasi: untuk 50 tahun
Daerah Sepang, Selangor, Malaysia (Tarikh tamat
pada 4 Mei
2048)
HARTANAH MILIK KUMPULAN

Malaysia Airports Sdn. Bhd. Apartmen 4 Pegangan Kekal 75 205
Lokasi:
No. A-01-08
Daerah Bentong, Pahang

Lokasi:
No. A-05-03

Lokasi:
No. A-3A-10

Lokasi:
No. A-3A-02
Malaysia Airports Sdn. Bhd. 10 unit Pegangan Kekal 744 1,103

Lokasi: apartmen
Telok Dalam, Pulau Pangkor
Mukim Lumut, Perak
Malaysia Airports Sdn. Bhd. 32 unit Pegangan pajak 3,175 2,496

Lokasi: kondominium untuk 99 tahun
CL 205357688 untuk (Tarikh tamat
Sierra Estates Condominium kakitangan pada 31 Disember
Jalan Ranca-Ranca 2089)
Wilayah Persekutuan Labuan
274
Nilai Buku
Keterangan Anggaran Bersih pada
dan Usia Kawasan 31 Disember
Kegunaan Bangunan Keluasan Dibina 2003
Pemilik Berdaftar dan Lokasi Semasa (Tahun) Pegangan Tanah (m.p.s.) (RM000)
Malaysia Airports Sdn. Bhd. Tanah Pegangan pajak 1.10 ekar 295
Lokasi: (Kediaman) untuk 99 tahun
CL 205359593 (Tarikh tamat
Kg. Nagalalang pada 31 Disember
Wilayah Persekutuan Labuan 2090)
Malaysia Airports Sdn. Bhd. Tanah Pegangan pajak 1.22 ekar 244
Lokasi: (Pertanian) untuk 99 tahun
CL 205317951 (Tarikh tamat
Kg. Nagalalang pada 31 Disember
Wilayah Persekutuan Labuan 2077)
Malaysia Airports (Niaga) Sdn. Bhd. 48 unit 5 Pegangan 3,791 2,917

Lokasi: apartmen kekal
Desa Cempaka sebagai
Bandar Baru Nilai, Mukim Nilai asrama
Daerah Seremban, Negeri Sembilan kakitangan
Nota:
* Selaras dengan Perjanjian Pajak Tanah KLIA bertarikh 18 Oktober 1999 yang ditandatangani di antara Malaysia Airports (Sepang) Sdn. Bhd.
dan Pesuruhjaya Tanah Persekutuan, Malaysia Airports (Sepang) Sdn. Bhd. telah mendapat hak penggunaan tanah KLIA untuk tempoh 50
tahun.
proxy form
Malaysia Airports Holdings Berhad (487092-W) No. of Shares Held:
I/We, _______________________________________________________________ NRIC No./Co. No. _______________________________

(FULL NAME IN CAPITAL LETTERS)
of __________________________________________________________________________________________________________________
(FULL ADDRESS)
being a member(s) of MALAYSIA AIRPORTS HOLDINGS BERHAD (the Company), hereby appoint __________________________________
____________________________________________________________________ NRIC No. ______________________________________

(FULL NAME)
of __________________________________________________________________________________________________________________
(FULL ADDRESS)
or failing him/her, ____________________________________________________ NRIC No. ______________________________________

(FULL NAME)
of __________________________________________________________________________________________________________________
(FULL ADDRESS)
or failing him/her, the CHAIRMAN OF THE MEETING as my/our proxy to vote for me/us on my/our behalf at the Fifth Annual General Meeting
of the Company to be held at Gateway Ballroom, Level 1, The Pan Pacific Hotel Kuala Lumpur International Airport, Jalan CTA4B, 64000 KLIA,
Sepang, Selangor Darul Ehsan on Thursday, 27 May 2004 at 11.00 a.m. and any adjournment thereof in the manner indicated below:-
Please indicate with an X in the space provided below how you wish your votes to be cast. If no specific direction as to voting is given, the
proxy will vote or abstain at his/her discretion.
FOR AGAINST
Resolution 1 Adoption of the Audited Financial Statements and Reports of the Directors and Auditors
for the financial year ended 31 December 2003
Resolution 2 Approval for a final dividend of 2 sen less 28% income tax for the financial year ended
31 December 2003
Resolution 3 Approval of Directors fees
Resolution 4 Re-election of Tan Sri Datuk Dr. Aris bin Othman as Director
Resolution 5 Re-election of Dato Bashir Ahmad bin Abdul Majid as Director
Resolution 6 Re-election of Datuk Alias bin Haji Ahmad as Director
Resolution 7 Re-election of Datuk Siti Maslamah binti Osman as Director
Resolution 8 Re-election of Ahmad Kamal bin Abdullah Al-Yafii as Director
Resolution 9 Re-election of Eshah binti Meor Suleiman as Director
Resolution 10 Appointment of Messrs. Ernst & Young as Auditors and to authorize the Directors to fix
the Auditors remuneration
Resolution 11 Authority under Section 132D of the Companies Act, 1965 for Directors to issue shares
As witness my/our hands this ____________________ day of ____________________ 2004
______________________________
Signature of Member/Common Seal
No. of ordinary shares held:____________
Notes:
1. A member of the Company entitled to attend and vote at the Meeting is entitled to appoint a proxy to attend and vote in his stead. A proxy may but need not be a
member of the Company.
2. The instrument appointing a proxy shall be in print or writing under the hand of the appointer or his duly constituted attorney, or if such appointer is a corporation,
under its common seal or the hand and seal of its attorney.
3. The instrument appointing a proxy must be deposited at the Registered Office of the Company at Head Office of MAB, Sultan Abdul Aziz Shah Airport, 47200 Subang,
Selangor Darul Ehsan not less than 48 hours before the time set for holding the meeting or at any adjournment thereof.
4. Shareholders attention is hereby drawn to the Listing Requirements of Malaysia Securities Exchange Berhad, which allows a member of the Company which is an
authorized nominee as defined under the Securities Industry (Central Depositories) Act, 1991, to appoint at least one (1) proxy in respect of each securities account it
holds with ordinary shares of the Company standing to the credit of the said securities account.
(STAMP)
The Company Secretary

Malaysia Airports Holdings Berhad (487092-W)
Head Office MAB
47200 Subang
borang proksi
Malaysia Airports Holings Berhad (487092-W) Jumlah Saham
Yang Dipegang:
Saya/Kami __________________________________________________________ No. K.P./No. Syarikat ____________________________

(NAMA PENUH DENGAN HURUF BESAR)
beralamat ____________________________________________________________________________________________________________
(ALAMAT PENUH)
sebagai ahli/ahli-ahli MALAYSIA AIRPORTS HOLDINGS BERHAD (Syarikat), dengan ini melantik Encik/Puan/Cik _______________________
____________________________________________________________________ No. K.P. _______________________________________

(NAMA PENUH)
beralamat ____________________________________________________________________________________________________________
(ALAMAT PENUH)
atau Encik/Puan/Cik ___________________________________________________ No. K.P. _______________________________________

(NAMA PENUH)
beralamat ____________________________________________________________________________________________________________
(ALAMAT PENUH)
atau jika beliau tidak dapat hadir, PENGERUSI MESYUARAT sebagai proksi saya/kami untuk menghadiri dan mengundi bagi pihak saya/kami di
Mesyuarat Agung Tahunan Kelima Syarikat yang akan diadakan di Gateway Ballroom, Aras 1, The Pan Pacific Hotel Kuala Lumpur International
Airport, Jalan CTA4B, 64000 KLIA, Sepang, Selangor Darul Ehsan pada hari Khamis, 27 Mei 2004 jam 11.00 pagi dan di sebarang mesyuarat
penangguhannya seperti berikut:-
Sila tandakan X dalam ruangan yang disediakan di bawah untuk pengundian yang anda kehendaki. Jika arahan khusus tidak diberikan, proksi
akan mengundi mengikut budi bicaranya.
MENYOKONG MENENTANG
Resolusi 1 Meluluskan Penyata Kewangan Yang Diaudit dan Laporan Pengarah dan Laporan Juruaudit
bagi tahun kewangan berakhir 31 Disember 2003
Resolusi 2 Untuk mengisytiharkan dividen akhir sebanyak 2 sen tolak 28% cukai pendapatan bagi
tahun kewangan berakhir 31 Disember 2003
Resolusi 3 Meluluskan yuran para Pengarah
Resolusi 4 Pelantikan semula Tan Sri Datuk Dr. Aris bin Othman sebagai Pengarah
Resolusi 5 Pelantikan semula Dato Bashir Ahmad bin Abdul Majid sebagai Pengarah
Resolusi 6 Pelantikan semula Datuk Alias bin Haji Ahmad sebagai Pengarah
Resolusi 7 Pelantikan semula Datuk Siti Maslamah binti Osman sebagai Pengarah
Resolusi 8 Pelantikan semula Ahmad Kamal bin Abdullah Al-Yafii sebagai Pengarah
Resolusi 9 Pelantikan semula Eshah binti Meor Suleiman sebagai Pengarah
Resolusi 10 Pelantikan Tetuan Ernst & Young sebagai Juruaudit dan untuk memberi kuasa kepada para
Pengarah untuk menetapkan imbuhan Juruaudit
Resolusi 11 Meluluskan kuasa kepada para Pengarah untuk mengeluarkan saham-saham di bawah
Seksyen 132D Akta Syarikat, 1965
Sebagai saksi tandatangan saya/kami pada _________________ haribulan _______________ 2004
______________________________
Tandatangan ahli/Cop Mohor
Jumlah saham biasa yang dipegang:____________
Nota:
1. Seorang ahli Syarikat yang layak untuk menghadiri dan mengundi di Mesyuarat tersebut layak untuk melantik seorang proksi untuk menghadiri dan mengundi bagi pihak
dirinya. Seorang proksi boleh tetapi tidak semestinya terdiri daripada ahli Syarikat.
2. Suratcara pelantikan proksi mestilah dalam bentuk bertulis atau dicetak dari pemegang saham atau peguamnya atau jika pemegang saham itu merupakan sebuah badan
korporat, ianya mesti dimeterai secara bertulis atau cop mohor peguam syarikat tersebut.
3. Suratcara pelantikan proksi hendaklah didepositkan ke Pejabat Berdaftar Syarikat di Ibu Pejabat MAB, Lapangan Terbang Sultan Abdul Aziz Shah, 47200 Subang, Selangor
Darul Ehsan tidak kurang daripada 48 jam sebelum waktu untuk mengadakan mesyuarat atau sebarang penangguhan seterusnya.
4. Para Pemegang Saham diminta memberi perhatian kepada Syarat-syarat Penyenaraian Malaysia Securities Exchange Berhad, yang membenarkan seorang ahli Syarikat
yang merupakan seorang penama yang diberi kuasa sebagaimana ditakrif di bawah Akta Industri Sekuriti (Depositori Pusat), 1991, untuk melantik sekurang-kurangnya
seorang (1) proksi bagi setiap akaun sekuriti yang dipegang dengan saham biasa Syarikat yang berhak dikreditkan terhadap akaun sekuriti berkenaan.
(SETEM)
Setiausaha Syarikat
Malaysia Airports Holdings Berhad (487092-W)
Ibu Pejabat MAB
47200 Subang

Ar 2003

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Laporan Tahunan 2003 Annual Report RESPONDING TO MARKET DEMANDS

We do this by not waiting for opportunities to appear.

Instead, we anticipate and pursue a pro-active approach

We are simply responding to market demands even before they arrive.

MEMENUHI KEHENDAK PASARAN

Some of us have a destination.

It doesnt really matter because

Were here to help you get there.

Notice of annual general meeting

NOTICE IS HEREBY GIVEN THAT the Fifth Annual General

AGENDA iv) Datuk Siti Maslamah binti Osman Resolution 7

b) Shares bought on Malaysia Securities Exchange Berhad on a

By Order of the Board EXPLANATORY NOTES ON SPECIAL BUSINESS

Details of Directors standing for re-election at the Annual General Meeting

MEMBERSHIP OF MAHB BOARD WORKING EXPERIENCE

ANY FAMILY RELATIONSHIP WITH ANY OTHER DIRECTORSHIPS IN PUBLIC COMPANIES

MEMBERSHIP OF MAHB BOARD

OCCUPATION ANY OTHER DIRECTORSHIPS IN PUBLIC COMPANIES

ANY FAMILY RELATIONSHIP WITH DIRECTOR

LIST OF CONVICTIONS FOR OFFENCES

MEMBERSHIP OF MAHB BOARD

OCCUPATION ANY OTHER DIRECTORSHIPS IN PUBLIC COMPANIES

ANY FAMILY RELATIONSHIP WITH DIRECTOR

LIST OF CONVICTIONS FOR OFFENCES

MEMBERSHIP OF MAHB BOARD

OCCUPATION ANY OTHER DIRECTORSHIPS IN PUBLIC COMPANIES

SECURITIES HOLDINGS IN MAHB AND ANY FAMILY RELATIONSHIP WITH DIRECTOR

LIST OF CONVICTIONS FOR OFFENCES

MEMBERSHIP OF MAHB BOARD

OCCUPATION ANY OTHER DIRECTORSHIPS IN PUBLIC COMPANIES

ANY FAMILY RELATIONSHIP WITH DIRECTOR

LIST OF CONVICTIONS FOR OFFENCES

MEMBERSHIP OF MAHB BOARD

OCCUPATION ANY OTHER DIRECTORSHIPS IN PUBLIC COMPANIES

ANY FAMILY RELATIONSHIP WITH DIRECTOR

LIST OF CONVICTIONS FOR OFFENCES

Notis mesyuarat agung tahunan

DENGAN INI DIMAKLUMKAN BAHAWA Mesyuarat Agung

AGENDA iii) Datuk Alias bin Haji Ahmad Resolusi 6

7. Menjalankan sebarang urusniaga biasa lain yang notis

Dengan Perintah Lembaga Pengarah KETERANGAN UNTUK URUSAN KHAS

JAWATAN DALAM LEMBAGA PENGARAH

KEAHLIAN JAWATANKUASA LEMBAGA MAHB PENGALAMAN BEKERJA

PEKERJAAN JAWATAN PENGARAH LAIN DALAM SYARIKAT AWAM

SEBARANG HUBUNGAN KEKELUARGAAN DENGAN

SENARAI KESALAHAN YANG DISABITKAN

JAWATAN DALAM LEMBAGA PENGARAH

KEAHLIAN JAWATANKUASA LEMBAGA MAHB PENGALAMAN BEKERJA

PEKERJAAN JAWATAN PENGARAH LAIN DALAM SYARIKAT AWAM

SEBARANG HUBUNGAN KEKELUARGAAN DENGAN

SENARAI KESALAHAN YANG DISABITKAN

JAWATAN DALAM LEMBAGA PENGARAH

KEAHLIAN JAWATANKUASA LEMBAGA MAHB PENGALAMAN BEKERJA

PEKERJAAN JAWATAN PENGARAH LAIN DALAM SYARIKAT AWAM

SEBARANG HUBUNGAN KEKELUARGAAN DENGAN

SENARAI KESALAHAN YANG DISABITKAN

JAWATAN DALAM LEMBAGA PENGARAH

KEAHLIAN JAWATANKUASA LEMBAGA MAHB PENGALAMAN BEKERJA

PEKERJAAN JAWATAN PENGARAH LAIN DALAM SYARIKAT AWAM

SEBARANG HUBUNGAN KEKELUARGAAN DENGAN

SENARAI KESALAHAN YANG DISABITKAN

JAWATAN DALAM LEMBAGA PENGARAH