Annual Report GP 2015 PDF

2015 2015
2015
2015
Laporan Tahunan
Laporan Tahunan
Annual Report
Annual Report Gapura di
Annual Report
Laporan Tahunan
Gapura in
Laba Tahun Berjalan

Nett Income for the Year
54% 53,79
Pendapatan
Revenue
9% 1.318,82
Aset
Asset 26% 1.004,79
New Spirit. New Hope.

dalam miliar Rp
in billion Rp
Cabang
Station
54
GSE Bermotor
Motorized GSE
522
Maskapai
Airline
55
Penerbangan
Flights
276.575
Ton Cargo
Ton Cargo
158.947
Armada Teknologi Mutakhir
New Spirit. New Hope. State-of-the-art Fleet
PT Gapura Angkasa
Dapenra Building, 1st FL. Aircraft Towing Ground Power Unit
180 KVA
Baggage Towing Baggage Conveyor Bendibelt
Tractor Wide Body Tractor Electric Loader Electric
Jl. Angkasa, Blok B - 12, Kav. 8
Kota Baru Bandar Kemayoran 4/14 7/8 33/84 26/45 1/2
Jakarta 10610 - Indonesia Beroperasi/Pesanan Beroperasi/Pesanan Beroperasi/Pesanan Beroperasi/Pesanan Beroperasi/Pesanan
Operating/Order Operating/Order Operating/Order Operating/Order Operating/Order
Kegiatan operasi penunjang penerbangan di
bandar udara sangat kompleks, dan Gapura
Angkasa menyadari bahwa faktor keselamatan dan
keamanan penerbangan serta kepuasan pelanggan
harus tetap menjadi prioritas pertama.
In view of the complexity of flight support activities in airports,
Gapura recognizes that flight safety and security as well as customer
satisfaction remain as its priorities.
Gapura Angkasa membukukan kinerja keuangan menggembirakan
untuk tahun buku 2015. Namun terlebih penting lagi, 2015 adalah
tahun dimana manajemen baru Gapura Angkasa melaksanakan
program-program transformasi bisnis yang bertumpu pada lima pilar
utama: People, Process, Premises, Brand dan Technology.
Berbagai inisiatif strategis telah dilakukan, termasuk langkah
Rebranding yang ditandai peluncuran logo baru Gapura,
menggarisbawahi kesiapan Gapura Angkasa melangkah maju
dengan semangat baru menuju pencapaian visi baru menjadi
perusahaan ground handling dengan kualitas layanan kelas dunia.
New Spirit.
New Hope.
Gapura Angkasa posted encouraging financial
performance for 2015. More importantly, 2015 is the
year wherein Gapura Angkasa’s new management
implemented the business transformation program that
is based on five main pillars: People, Process, Premises,
Brand and Technology. The Company has carried out
various strategic initiatives, including rebranding as
reflected in Gapura’s new logo, which underlines Gapura
Angkasa’s readiness to move forward with renewed
vigor to achieve its new vision of becoming a world-
class ground handling company.
Laporan Tahunan 2015 Annual Report • Gapura Angkasa 1

01 Corporate Profile
Management report
Management Discussion & Analysis
Business Report
Corporate Governance
Corporate Social responsibility
Corporate Data
Financial report
Daftar Isi
Contents
Pembuka Pembuka
Opening Opening
Page Lorem Ipsum Page Lorem Ipsum

Del ute te Del ute te
12 44
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1 Penjelasan tema n. Penghargaan dan

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

Pembuka Pembuka
Opening Opening
Page Lorem Ipsum Page Lorem Ipsum

Del ute te Del ute te
56 97
moloborpero moloborpero
wisim dolesecte wisim dolesecte
tie modignis Pembuka Pembuka tie modignis
Opening Opening
i. Sumber Daya
Lorem Ipsum Del Lorem Ipsum Del n. Kepemilikan Saham
Manusia Page Page
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Dewan Komisaris dan
Sumber Daya
75 87
wisim dolesecte tie wisim dolesecte tie
Direksi
Manusia modignis modignis
Kepemilikan Saham
ii. Teknologi Informasi Dewan Komisaris dan
Teknologi Informasi Direksi
c. Analisis Kinerja o. Kasus Penting

Keuangan Kasus Penting
Analisis Kinerja
p. Peristiwa Penting
Keuangan
Setelah Tanggal
5 Tata Kelola Neraca
Perusahaan Peristiwa Penting
Tata Kelola Setelah Tanggal
Perusahaan Neraca
a. Rapat Umum 6 Tanggung Jawab

Pemegang Saham Sosial Perusahaan
Rapat Umum Tanggung Jawab
Pemegang Saham Sosial Perusahaan
b. Dewan Komisaris f. Pengelolaan Risiko k. Keterbukaan Informasi 7 Laporan Keuangan

Dewan Komisaris Pengelolaan Risiko Keterbukaan Informasi 2015
Laporan Keuangan
c. Direksi g. Sekretaris Perusahaan l. Kasus Litigasi 2015
Direksi Sekretaris Perusahaan Kasus Litigasi
d. Remunerasi Dewan h. Auditor Independen m. Transaksi Benturan

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

Management report
Business Report
Corporate Data
Financial report
Ikhtisar Keuangan
Financial Highlights
Angka pada tabel dan grafik menggunakan notasi bahasa Indonesia Numerical notation in all tables and graphs are in Indonesia
(Dalam Rp Juta, kecuali disebut khusus) 2015 2014 2013 (in Million Rupiah, or otherwise stated)
Pendapatan Usaha 1.318.818 1.210.443 1.092.668 Operating Revenues

Beban Usaha 1.233.511 1.195.408 1.038.202 Operating Expenses
Laba (Rugi) Usaha 85.308 15.035 54.466 Income (Loss) from Operations
Penghasilan (Beban) Lain-lain - Bersih (7.422) 47.925 14.857 Other Income (Expenses) - Net
Laba Sebelum Pajak 77.885 62.960 69.323 Profit Before Tax
Beban Pajak (24.089) (27.769) (25.670) Tax Expenses
Laba Tahun Berjalan 53.796 35.191 43.652 Net Income for the Year
Pendapatan Komprehensif Lain 8.746 13.698 - Other Comprehensive Income
Jumlah Pendapatan Komprehensif 62.542 48.889 43.652 Total Comprehensive Income
Jumlah Aset Lancar 382.949 335.070 282.011 Total Current Assets

Jumlah Aset Tidak Lancar 621.818 461.127 463.520 Total Non-Current Assets
Jumlah Aset 1.004.767 796.197 745.530 Total Assets
Jumlah Liabilitas Jangka Pendek 249.020 202.871 255.442 Total Current Liabilities
Jumlah Liabilitas Jangka Panjang 179.354 255.897 183.906 Total Non-Current Liabilities
Liabilitas Sewa Pembiayaan 176.422 Lease Liabilities
Jumlah Liabilitas 604.796 458.768 439.348 Total Liabilities
Modal Ditempatkan dan Disetor 215.040 215.040 215.040 Issued and Fully Paid Capital
Komponen Ekuitas Lainnya 184.931 122.389 91.142 Other Components of Equity
Jumlah Ekuitas 399.971 337.429 306.182 Total Equity
Jumlah Liabilitas dan Ekuitas 1.004.767 796.197 745.530 Total Liabilities and Equity
Arus Kas Diperoleh Dari Aktivitas 64.492 (47.036) 101.138 Cash Flows Provided by Operating
Operasi Activities
Arus Kas Digunakan Dari Aktivitas (14.590) 13.227 (118.372) Cash Flows Provided by (Used in)
Investasi Investing Activities
Arus Kas Diperoleh Dari (Digunakan (24.000) 21.260 - Cash Flows Provided by (Used in)
Untuk) Aktivitas Pendanaan Financing Activities
Rasio Ratios
EBITDA Margin (%) 10,0 10,9 10,7 EBITDA Margin (%)
Marjin Laba Usaha (%) 6,5 1,2 5,0 Operating Income Margin (%)
Marjin Lanba Bersih (%) 4,7 4,0 4,0 Net Income Margin (%)
Tingkat Pengembalian Aktiva (%) 6,7 4,4 5,9 Return on Assets (%)
Tingkat Pengembalian Ekuitas (%) 13,4 10,4 14,2 Return on Equity (%)
Rasio Lancar (%) 153,8 165,2 110,0 Current Ratio (%)
Debt to Equity Ratio (%) 101,2 136,0 143,4 Debt to Equity Ratio (%)
Debt to Asset Ratio (%) 50,3 57,6 58,9 Debt to Asset Ratio (%)

Pendapatan Usaha (Rp miliar) Laba Tahun Berjalan (Rp miliar)
Operating Revenue (Rp billion) Net Income for the Year (Rp billion)
2013 2014 2015 2013 2014 2015
Jumlah Aset (Rp miliar) Jumlah Ekuitas (Rp miliar)

Total Assets (Rp billion) Total Equity (Rp billion)
2013 2014 2015 2013 2014 2015

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

Visi Menjadi penyedia jasa ground handling
dan jasa terkait lainnya di bandar udara
Vision dengan kualitas layanan kelas dunia
(To Provide World-Class Airport Services).
To be a service -oriented organization that is the catalyst that enables our
customers to deliver their service promises every day.
Misi Sebagai perusahaan penyedia jasa ground

handling dan jasa terkait lainnya di bandar
Mission
udara, guna berkontribusi positif dalam
integrasi bisnis jasa penerbangan nasional
Providing professional world-class ground handling services that delight
our customers, deliver growth and profit for our stakeholders, and help
progress the airport service industry.

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

Visi Menjadi penyedia jasa ground handling
dan jasa terkait lainnya di bandar udara
Vision dengan kualitas layanan kelas dunia
(To Provide World-Class Airport Services).
To be a service -oriented organization that is the catalyst that enables our
customers to deliver their service promises every day.
Misi Sebagai perusahaan penyedia jasa ground

handling dan jasa terkait lainnya di bandar
Mission
udara, guna berkontribusi positif dalam
integrasi bisnis jasa penerbangan nasional
Providing professional world-class ground handling services that delight
our customers, deliver growth and profit for our stakeholders, and help
progress the airport service industry.

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5-Drivers Gapura
5-Drivers Gapura
PEOPLE PROCESS
Perseroan terus membentuk Perseroan terus

sumber daya manusia mengembangkan organisasi
dengan karakter “passion, yang mampu “multi tasking”
responsive, sincere, dengan “simplified business
affable, consistent” melalui process” guna meningkatkan
rekrutmen, pelatihan kecepatan, efisiensi dan
dan pemberdayaan yang akurasi kegiatan ground
berkelanjutan. handling.
The Company creates a pool The Company develops an

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

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

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

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Sekilas Gapura
Gapura at a Glance
Gapura adalah perusahaan patungan, yang didirikan

pada 26 Januari 1998 oleh tiga BUMN yaitu PT Garuda
Indonesia (Persero) Tbk, PT Angkasa Pura I (Persero) dan
PT Angkasa Pura II (Persero), bergerak di bidang usaha
jasa ground handling dan kegiatan usaha lainnya yang
menunjang usaha penerbangan di bandar udara.
Gapura is a joint-venture company that was established on January 26,1998 by three State-Owned Enterprises,
namely PT Garuda Indonesia (Persero) Tbk, PT Angkasa Pura I (Persero) and PT Angkasa Pura II (Persero). The
Company is engaged in the business of ground handling services and other business activities that support the
aviation business at the airport.
Pada awalnya maskapai penerbangan Garuda Indonesia

melaksanakan ground handling sendiri, namun mengingat
kebutuhan layanan profesional dan tuntutan hasil kerja yang
optimal tanpa mengabaikan unsur keamanan, keselamatan,
kehandalan dan ketepatan waktu, maka Garuda menyerahkan
kegiatan ground handling ke pihak lain agar dapat
berkonsentrasi pada operasional pesawat udara. Dari sinilah
asal mula pendirian PT Gapura Angkasa.
Per tanggal 9 Desember 2014 struktur kepemilikan saham

Gapura Angkasa adalah Garuda Indonesia (58,75%), Angkasa
Pura II (31,25%) dan Angkasa Pura II (10%).
Garuda initially carried out ground handling by themselves

However, given the need for professional services and
demands for optimum results without neglecting security,
safety, reliability, and timeliness, Garuda decided to handover
ground handling activities to other parties so as to focus on
airline operations. This is where the origins of PT Angkasa
Pura began.
As of December 9, 2014, Gapura Angkasa’s shareholders

consist of Garuda Indonesia (58,75%), Angkasa Pura II
(31,25%) dan Angkasa Pura II (10%).

Kegiatan ground handling berpedoman pada standar pelayanan Ground handling activities are based on global services
global dari International Air Transportation Association (IATA) standards from the International Air Transportation
dimana Gapura menjadi anggota, sehingga Gapura dipercaya Association (IATA) in which Gapura is a member and trusted
maskapai nasional maupun internasional di 53 bandar udara by national and international airlines at 53 airports where the
tempat Perseroan saat ini beroperasi. Company currently operates in.
Layanan Gapura saat ini terus berkembang dari ground Gapura’s services currently continues to grow from ground
handling ke jasa warehousing, pengelolaan executive lounge, handling to warehousing services, executive lounge
jasa hospitality atau passenger service assistant, serta management, hospitality services or passenger service
learning center. assistant, as well as the learning center.
2018 2019
2016 2017 Business
World
Class
2015 Business
Operational &
Service Excellence
Excellence
• Top 50 Indonesia Best
Business Leverage • Improve Financial Companies in Creating
Leverage • Engaged Employee Performance Leader
• Re-Branding (2) • Hub Control & • EBITDA margin 15% • IATA Approved
• Re-Branding • HC Transformation (2) Dashboard • Non-Core Business Training Center
• HC Transformation • Individual & Group • GSE Simplification & Spin-Off • IT Based Organization
• Competency Performance Clustering (3) • Enhanced Business
Development • Competency • Operation Control Portfolio
• GSE Augmentation & Development (2) System on other • Overseas JV
Rejuvenation • GSE Augmentation & Stations
• GSE Simplification & Rejuvenation (2) • SKYTRAX Five Star
Clustering • GSE Simplification & Ground Handling
• Operation Control Clustering (2) • Younger GSE Fleet
System • Operation Control • Improved Business
• Minimum Charge System (2) Segments Profitability
on Low Frequency • GSE Maintenance
Stations Business
• New APB for CGK-T3 • Unscheduled Flight
Handling
• New Line of Business
• Ground Breaking for
Own Office
Seiring dengan corporate action Garuda Indonesia menjadi In line with Garuda Indonesia’s corporate action as the
pemegang saham mayoritas, manajemen Perseroan menyusun Company’s majority shareholder, Gapura Angkasa’s
perencanaan baru bagi masa depan Gapura. Strategi management prepared a new plan for the future. The
transformasi jangka panjang Perseroan untuk periode tahun Company’s long-term transformation strategy for the 2015 –
2015 – 2019 yang mengarah pada pertumbuhan secara 2019 period is directed towards gradual development into a
bertahap menjadi perusahaan ground handling dengan kualitas world-class ground handling company.
layanan kelas dunia.

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Jejak Langkah
Milestones
1998 1999-2000
Januari Perusahaan beroperasi di 20 Bandara dengan 14 section
Perusahaan didirikan (Akta Pendirian No. 32) tanggal 26 pelayanan (ref. AHM 1998)
Januari 1998
The Company operates in 20 airports offering 14 section
January services (ref. AHM 1998)
Establishment of the Company (Deed No. 32) on. 26 Jan.
1998
April
Perusahaan melayani section 6 (ref. AHM 1998)
April
The Company provides 6 section services (ref. AHM 1998)
2005 2009 2014

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

cover 45 airports
• Received the ‘Pelayanan Publik Prima’
Award from Ministry of Transportation

2001 2003 2004
Mengoperasikan Pergudangan Memperoleh Sertifikasi atas • Melakukan "Corporate Turn
Domestik CGK penerapan SMM ISO 9001:2000 Around"
• Diversifikasi Produk untuk segmen
Operates the Domestic Obtained an SMM ISO LCC “SMART HANDLING”
Warehousing business at CGK 9001:2000 certification
• Engaged in a “Corporate Turn
Around “
• Product diversification into LCC
”SMART HANDLING”
2015
• Implementasi Information System SAP HCM Payroll Module • Implementation of Information System SAP HCM Payroll
• Handling ATR Garuda in Pangkalanbun, Ketapang dan Tanjung Module
Karang, Sabang, Meulaboh, Lhokseumawe, dan Langgur • Handled Garuda’s ATR aircraft at Pangkalanbun, Ketapang
• Launching Gapura Learning Center tanggal 23 Maret 2015 and Tanjung Karang, Sabang, Meulaboh, Lhokseumawe, and
• Handling Tiger Airways di CGK, DPS, dan SUB, Air Asia Berhad Langgur
• Official launch of Gapura Learning Center on March 23, 2015
di BTJ dan PNK, Nam Air di PGK dan TJQ, Kalstar di DPS, Express • Handled Tiger Airways at CGK, DPS, and SUB; Air Asia Berhad
Air di CGK, Citilink di PNK dan MDC, Air Asia-X di DPS, Qantas di at BTJ and PNK; Nam Air at PGK and TJQ; Kalstar at DPS;
DPS, Garuda di TKG, dan Jetstar di PLM dan PKU. Express Air at CGK, Citilink at PNK and MDC; Air Asia-X at DPS;
• Penandatanganan GSE Leasing Agreement tanggal 1 Juni Qantas at DPS; Garuda at TKG; and Jetstar at PLM and PKU.
2015 • Signing of GSE Leasing Agreement on June 1, 2015
• Zero Accident / Incident di bulan Maret, April, Mei, dan Juni • Achieved Zero Accident / Incident during March, April, May and
• Implementasi New Brand, New Colour Scheme tanggal 7 Mei June
2015 • Implementation of New Brand and New Colour Scheme on
• Implementasi e-Procurement mulai September 2015 May 7, 2015
• Implementation of e-Procurement beginning in September
• GSE baru dengan Livery baru : GPU (2), HLL (4), ATW (4), PBS 2015
(6), BendiBelt (1) • New GSE units in new livery: GPU (2), HLL (4), ATW (4), PBS (6),
• Handling pesawat Boeing B787 dreamliner di DPS (JAL, Qatar, BendiBelt (1)
Royal Brunei) • Handled Boeing B787 Dreamliner aircraft at DPS (JAL, Qatar,
• Peresmian GSE baru dengan Livery baru (ATW) tanggal 15 Royal Brunei)
September 2015 • Official inauguration of new GSE (ATW) with new livery on
• Kick Off Operation Control System tanggal 8 Oktober 2015 September 15, 2015
• Kick Off Operation Control System on October 8, 2015

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Produk dan Jasa

Product and Service
Ground handling atau airport services mencakup pelayanan Ground handling or airport services comprise of passenger,
terhadap penumpang, bagasi, cargo dan pos yang diangkut baggage, cargo and postal services that is transported by
pesawat udara, serta penyediaan peralatan untuk membantu aircraft, as well as provide equipment to support the movement
pergerakan pesawat di darat selama berada di bandar udara, of aircraft on land while at the airport, both for the arrival and
baik di fase kedatangan maupun keberangkatan. departure phases.
Bidang usaha Perseroan sebagaimana dimuat dalam Akta No. The Company’s business field as stipulated in Deed No. 2 dated
2 tanggal 1 September 2010 merupakan pengembangan dari September 1, 2010, which is a developed from the standards
standar yang ditetapkan IATA Airport Handling Manual, 810 prescribed in IATA Airport Handling Manual, 810 Annex A of
Annex A tahun 1998, yaitu kini mencakup: 1998, which includes:
1. Representation and Accommodation 1. Representation and Accommodation
2. Load Control, Communication and Departure Control 2. Load Control, Communication and Departure Control
System (DCS) System (DCS)
3. Unit Load Device (ULD) Control 3. Unit Load Device (ULD) Control
4. Passenger and Baggage 4. Passenger and Baggage
5. Cargo and Post Office Mail 5. Cargo and Post Office Mail
6. Ramp Service 6. Ramp Service
7. Aircraft Servicing 7. Aircraft Servicing
8. Fuel and Oil 8. Fuel and Oil
9. Aircraft Maintenance 9. Aircraft Maintenance
10. Flight Operation and Crew Administration 10. Flight Operation and Crew Administration
11. Surface Transport 11. Surface Transport
12. Catering Service 12. Catering Service
13. Supervision and Administration 13. Supervision and Administration
14. Airport Security 14. Airport Security
15. Warehouse and Logistic 15. Warehouse and Logistic
16. Ground Handling Consultant 16. Ground Handling Consultant
17. Pendidikan dan Pelatihan serta penyediaan tenaga ahli 17. Education and Training as well as provide ground handling
ground handling experts
Secara garis besar pendapatan Perseroan diperoleh dari 3 Overall, the Company’s revenues derive from 3 business fields,
bidang usaha, yaitu ground handling, warehousing, dan jasa- namely: ground handling, warehousing, and aviation support
jasa penunjang penerbangan di bandar udara. services at airports.

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

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Produk dan Jasa

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

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

Gapura memperluas layanan dengan menyediakan executive Gapura expanded services by providing executive lounges
lounges di beberapa bandara: Terminal 1C bandara CGK; Departure at a number of airports, namely: Terminal 1C CGK airport,
Hall bandara PNK dan Ground Floor bandara PKU. Lounge Gapura the Departure Hall at PNK airport and the Ground Floor of
menawarkan kenyamanan, lingkungan yang tenang, fasiltas the PLM airport. The Gapura Lounge offers comfort, a calm
telepon, internet akses tanpa kabel serta sajian minuman dan environment, telephone facilities, wireless internet access,
makanan ringan. as well as a selection of drinks and light snacks.
• Hospitality • Hospitality
Layanan hospitality atau Passenger Service Assistant (PSA) Hospitality services or Passenger Service Assistant (PSA)
terdiri dari layanan meet & greet assistance, check in assistance, comprise of meet & greet assistance, check in assistance, visa
visa & immigration assistance, baggage claim assistance, customs & immigration assistance, baggage claim assistance, customs
clearance assistance, limousine services, dan international events. clearance assistance, limousine services, and international
Tersedia untuk proses kedatangan, transit atau keberangkatan di events services. Arrival process, transit, or departure services
bandara CGK, DPS, JOG dan PNK. at the CGK, DPS, JOG and PNK airports are also provided.
Awalnya layanan hanya ditujukan untuk penumpang Garuda The services were initially intended for passengers of Garuda
Indonesia, namun digunakan juga oleh maskapai internasional Indonesia, but it is now available for customers of other
(Korean Air, Japan Airlines) dan hotel bintang 5 (Shangri-La, Mulia, international airlines (Korean Air, Japan Airlines) and 5-star
Mandarin, Hermitage) serta pelanggan korporat dan individu hotels (Shangri-La, Mulia, Mandarin, Hermitage) as well as other
lain. Hospitality Gapura telah tergabung ke dalam The Concierge corporate and individual customers. Gapura hospitality has
Society of Indonesia. been incorporated into The Concierge Society of Indonesia.
• Learning Center • Learning Center

Gapura Learning Center telah ditingkatkan menjadi unit bisnis Gapura Learning Center has been upgraded into a business
yang memberi pelatihan untuk pihak eksternal bidang basic airport unit that provides training to external parties in the field of
handling management, basic frontliner, grooming & etiquette, basic airport handling management, basic frontliner, grooming
aviation security, cargo and mail, dangerous goods, dan Ground & etiquette, aviation security, cargo and mail, dangerous
Support Equipment (GSE) operator. goods, and Ground Support Equipment (GSE) operator.
Lulusan Gapura Learning Center memperoleh sertifikat dan SKP Graduates of Gapura’s Learning Center receive a certificate
(Surat Kecakapan Personel) dari Kementerian Perhubungan yang and Personnel Proficiency Certification (STKP) from the
merupakan lisensi resmi untuk bekerja di kebandarudaraan dan Ministry of Transportation, which is an official license to
maskapai penerbangan. work in airports and airlines.

Management report
Business Report
Corporate Data
Financial report
Wilayah Operasi
Operation Area
Sabang
Lhokseumawe
Aceh Pinangsori
Medan
Meulaboh Putusibau
Ketapang
Batam
Gunung Sitoli
Palembang
Padang Pangkal Pinang
Pontianak Balikpapan
Pekanbaru
Bengkulu Pangkalanbun
Jambi
Banjarmasin
Tanjung Pandan
Mamuju
Denpasar
Tanjung Karang Makassar
Bima
Jakarta (CGK)
Yogyakarta
Jakarta (HLP) Surabaya
Semarang
Bandung Solo Jember Lombok
Banyuwangi Sumbawa
Tambolaka
Jakarta (CGK) Labuan Bajo
Flight Customers Denpasar (DPS)

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

Makassar (UPG) Balikpapan (BPN)
Flight Customers Flight Customers

56 Penerbangan 3 Pelanggan 35 Penerbangan 4 Pelanggan
Merupakan cabang yang mampu menangani pesawat wide body dan

Merupakan cabang yang mampu menangani pesawat wide body dan narrow body, kecuali type pesawat A-380.
narrow body, kecuali type pesawat A-380. Melayani 35 Flight/hari dari 4 customers. Ada tiga customer untuk
Melayani 56 Flight/hari dari 3 customers. Ada dua customer untuk penerbangan domestic dan satu untuk penerbangan international.
penerbangan domestic dan satu untuk penerbangan international.
Hub station capable of accomodating all types of wide-body and
Hub station capable of accomodating all types of wide-body and narrow-body aircraft except the A-380.
narrow-body aircraft except the A-380. Handled 35 flights/day from 4 customers, 3 for domestic flights and
Handled 56 flights/day from 3 customers, 2 for domestic flights and 1 for international flights.
1 for international flights.
Sorong Manokwari
Manado
Biak
Jayapura
Luwuk
Ambon Langgur
Bau bau
Pomalaa
Ende Merauke
Saumlaki
Kupang
Surabaya (SUB) Medan (KNO)
Flight
96 Penerbangan 5 Customers
Pelanggan 51 Flight
Penerbangan 5 Customers
Pelanggan

narrow body, kecuali type pesawat A-380.
narrow body, kecuali type pesawat A-380.
Melayani 96 Flight / hari dari 5 customers. Ada empat customer
Melayani 51 Flight / hari dari 5 customers. Ada dua customer untuk
untuk penerbangan domestic dan satu untuk penerbangan
penerbangan domestic dan tiga untuk penerbangan international.
international.
narrow-body aircraft, except the A-380.
narrow-body aircraft, except the A-380.
Handled 51 flights/day from 5 customers, 2 for domestic flights and
Handled 45 flights/day from 5 customers, 4 for domestic flights and

Corporate Profile
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Struktur Organisasi per 5 Februari 2016
Organizational Structure as of 5 February, 2016
Head of
Internal Auditor
Admin & Financial

Lead Auditor
Commercial & Direktur Operasi

Operation Lead (EVP Operation Services)
Auditor
SM Business
Relationship
Corporate Secretary
VP Commercial VP Operation VP Maint & Eng VP Financial Analysis

Services Services Services & Budgeting
SM General Affair &
Public Relation
SM Fin Analysis
SM Passenger
SM Contract SM Maintenance & Management
Services
Report
SM Legal
SM Customer SM Baggage &

SM Engineering SM Budgeting
Relation Cargo Services
Head of Safety
Security & Quality
Assurance SM Ramp Operation
Services
SM Quality &
Standardization
SM Aviation Safety
& Security
Head of
Inspector/Inspector
Safety Services &
Quality

Direktur Utama
(President & CEO)
BOARD OF DIRECTOR
Direktur Keuangan Direktur Strategi & SDM

SBU
(EVP Finance Services) (EVP Strategy & HC Services)
VP Accounting & Risk VP Corp Plan & IT

VP Treasury VP Human Capital VP Procurement
Management Support
SM Cash SM HC Planning & SM Strategic

SM Accounting SM Purchasing
Management Learning Dev Planning
SM HC Admin
SM Asset & Risk SM Account Rec &
Compensation & SM Compliance SM IT Support
Management Tax Management
Benefit
SM Corporate
Culture
SM Outsourcing
Management
Kantor Cabang (Branch Offices)
Kantor Perwakilan
(Representative Offices)

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Profil Dewan Komisaris

Board of Commissioners Profile
Capt. Novianto Herupratomo

Komisaris Utama
President Commissioner
Menjabat sebagai Komisaris Utama sejak 22 November 2013. Saat ini beliau juga menjabat
sebagai Direktur Operasi PT Garuda Indonesia (Persero) Tbk.
Sebelumnya di Garuda Indonesia beliau menjabat VP Corporate Quality, Safety & Environment
Management, VP Flight Safety, Aviation Security & Environment, GM Incident Management, GM
Incident Investigation, Company Check Pilot Boeing 737 Strata III, GM Flight Standard, Manager
Company Operating Procedure, Manager Technical, Pilot Boeing 737, Simulator Instructor Boeing
737, Captain Narrow Body, Senior Flight Offier Wide Body, Copilot DC-9, dan Junior Copilot DC-9.
Memulai karir sebagai penerbang di Garuda Indonesia sejak 27 November 1981.
Novianto Herupratomo lahir di Malang 25 November 1959, lulusan Lembaga Pendidikan

Perhubungan Udara (LPPU) Curug pada 1981.
Serves as President Commissioner since November 22, 2013. Concurrently, he serves as

Operations Director at PT Garuda Indonesia (Persero) Tbk.
His previous positions with Garuda Indonesia were as VP Corporate Quality, Safety & Environment
Management, VP Flight Safety, Aviation Security & Environment, GM Incident Management, GM
Incident Investigation, Company Check Pilot Boeing 737 Strata III, GM Flight Standard, Manager
Company Operating Procedure, Manager Technical, Pilot of Boeing 737, Simulator Instructor for
Boeing 737, Captain Narrow Body, Senior Flight Officer Wide Body, Copilot DC-9, and Junior Copilot
DC-9. He begin his career as a pilot with Garuda Indonesia since November 27, 1981.
Novianto Herupratomo was born in Malang on November 25, 1959, and graduated from the Air
Transportation Educational Institute Curug in 1981.

Yushan Sayuti
Komisaris
Commissioner
Menjabat sebagai Komisaris sejak 22 November 2013. Saat ini beliau juga menjabat Direktur
Operasi PT Angkasa Pura I (Persero).
Sebelumnya di TNI AU beliau menjabat Panglima Komando Operasi II berkedudukan di Makassar,

Komandan Lanud Abdulrachman Saleh Malang, Komandan Polisi Militer, Kepala Dinas Survey dan
Pemotretan Udara, Kepala Pusat Komando Pengendalian Markas Besar AU, Komandan Lanud
Sulaiman Bandung, perwira di Sekolah Staf dan Komando Angkatan Udara, Komandan Skadron
Udara 4, Instruktur Wing Pendidikan 1, dan perwira penerbang Skadron Udara 17.
Yushan Sayuti lahir di Pariaman 19 Maret 1952, lulusan Akademi Angkatan Udara pada 1976 dan
Sekolah Penerbang TNI AU pada 1980.
Serves as Commissioner since November 22, 2013. Concurrently, he serves as Operations Director
at PT Angkasa Pura I Persero).
A career officer in the Indonesian Air Force, his previous postings include as Commander in
Chief Operations Command II at Makassar, Commander of Abdulrachman Saleh Airbase, Malang,
Commander of Military Police, Head of Aerial Survey and Photography Bureau, Head of Control
Command Center at Air Force Head Quarters, Commander of Sulaiman Airbase Bandung, officer at
Air Force Staff and Command School, Commander of Squadron 4, Instructor at Flight School Wing
1, and Flight Officer at Squadron 17.
Yushan Sayuti was born in Pariaman on March 19, 1952, graduated from the Air Force Academy in
1976 and from the Air Force Flight School in 1980.
IGN Bambang Tjahjono

Komisaris
Commissioner
Menjabat sebagai Komisaris sejak 22 November 2013. Saat ini beliau juga menjabat Direktur
Utama Perum LPPNPI (AirNav Indonesia).
Sebelumnya di Kementerian Perhubungan beliau menjabat Direktur Bandar Udara, Kepala

Pusat Pendidikan Pelatihan Perhubungan Udara, Direktur Keselamatan Penerbangan, Sekretaris
Direktorat Jenderal Perhubungan Udara, dan Kepala Administrasi Bandara Soekarno-Hatta.
IGN Bambang Tjahjono lahir di Semarang, 6 April 1955. Memperoleh gelar sarjana Planologi
dari Institut Teknologi Bandung (ITB) pada 1980, dan gelar Magister Teknik Bandara (Airport
Engineering) dari École Nationale des Travaux Publics de l’État (ENTPE) di Lyon, Perancis pada
1985.
Serves as Commissioner since November 22, 2013. Concurrently, he serves as President Director
of Perum LPPNPI (AirNav Indonesia).
Previously he held a number of position at the Ministry of Transportation, includingas Director of

Airports, Head of Air Transportation Training Center, Director of Flight Safety, Secretary Director
General of Air Transportation, and Administration Head, Soekarno-Hatta Airport.
IGN Tjahjono was born in Semarang on April 6, 1955. Obtained a Bachelor degree in Planology
from Institut Teknologi Bandung (ITB) in 1980, and a Master degree in Airport Engineering from
École Nationale des Travaux Publics de l’État (ENTPE), Lyon, France, in 1985.

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Bintang Hidayat
Komisaris
Commissioner
Menjabat sebagai Komisaris sejak 28 April 2015. Pada 12 Januari 2016 beliau menjabat sebagai
Kasubdit Litbang Perhubungan Udara.
Sebelumnya di Kementerian Perhubungan beliau menjabat Kepala Otoritas Bandara Wilayah I –

Bandara Soekarno-Hatta, Direktur Bandar Udara, Kepala Otoritas Bandara Wilayah IV – Bandara
Ngurah Rai, Kepala Bagian Perencanaan Perhubungan Udara, Kepala Sub Direktorat Sistem &
Standarisasi Pelayanan Direktorat Angkutan Udara, dan Kepala Sub Direktorat Program Bandara.
Bintang Hidayat lahir di Purwokerto, 5 Mei 1967. Memperoleh gelar Sarjana Teknik Arsitektur dari
Universitas Diponegoro Semarang pada 1987.
Serves as Commissioner since April 28, 2015. As of January 12, 2016, he concurrently hold the
position of Head of Air Transportation R&D Sub-Directorate.
Previously at the Ministry of Transportation he served as Head of Airport Authority Region I -

Soekarno-Hatta Airport, Director of Airports, Head of Airport Authority Region IV - Ngurah Rai
Airport, Head of Air Transportation Planning Section, Head of System & Service Standardization
Sub-Directorate, Air Transportation Directorate, and Head of Airport Program Sub-Directorate.
Bintang Hidayat was born in Purwokerto on May 5, 1967. Obtained a Bachelor degree in
Architecture from Universitas Diponegoro, Semarang in 1987.
Ituk Herarindri
Komisaris
Commissioner
Menjabat sebagai Komisaris sejak 28 Oktober 2015. Saat ini beliau juga menjabat sebagai Direktur
Airport Services dan Facility PT Angkasa Pura II (Persero).
Sebelumnya di PT Kereta Api Indonesia sebagai Vice President of Customer Care serta Advisor of
Commercial Director for Contact Center & Customer Services, Managing Director PT Inasti Mitra
Solusi Consultant. Di PT Indosat, Tbk pernah menjabat sebagai Head of Internal Communication,
Manager Training Operation dan Branch Manager of Area Jakarta Barat, Jakarta Pusat & Tangerang.
Di PT Satelindo pernah menjabat sebagai Manager Revenue Assurance, Customer Service &
Loyalty Customers of Jabodetabek, Supervisor of VIP Services & Retention of Jabodetabek
Region, Supervisor of National Call Center VIP Services dan Supervisor of Walk in Services/Galeri.
Juga menjabat sebagai Vice Chairman di ORCA Diving School.
Ituk Herarindri lahir di Yogyakarta, 15 Agustus 1965. Memperoleh gelar sarjana Ekonomi dari
Universitas Surabaya.
Serves as Commissioner since October 28, 2015. Concurrently, she serves as Director of Airport
Services and Facility at PT Angkasa Pura II (Persero).
Her previous positions include as Vice President of Customer Care and Advisor to Commercial
Director for Contact Center & Customer Service with PT Kereta Api Indonesia, Managing Director
of PT Inasti Solusi Consultant, Head of Internal Communications, Manager Training Operation, and
Branch Manager of West jakarta, Central jakarta and Tangerang Area with PT Indosat, Manager
Revenue Assurance, Customer Service & Loyalty Customers of Jabodetabek Region, Supervisor of
VIP Services & Retention of Jabodetabek region, Supervisor of national Call Center VIP Services
and Supervisor of Walk-In Services/Gallery with PT Satelindo. She had also served as Vice
Chairman at ORCA Diving School.
Ituk Herarindri was born in Yogyakarta on August 15, 1965. Obtained a Bachelor degree in
Economics from Universitas Surabaya (Ubaya).

Profil Direksi
Board of Directors Profile
Agus Priyanto
Direktur Utama
President & CEO
Menjabat sebagai Direktur Utama sejak 19 Desember 2013.
Sebelumnya berkarier di PT Garuda Indonesia (Persero) Tbk dengan jabatan terakhir sebagai
Direktur Komersial. Posisi lain yang pernah dijabat di Garuda Indonesia antara lain adalah GM untuk
Jerman, Italia & Spanyol, VP Revenue Management, AM untuk Australia & Selandia Baru, GM untuk
Swiss, Deputy AM untuk Asia, GM untuk Brunei Darussalam, dan GM untuk Skandinavia & Finlandia.
Selain itu beliau pernah menjabat sebagai Komisaris PT Aerowisata, Komisaris PT Gapura Angkasa,
serta Komisaris Utama PT Abacus Distribution Systems Indonesia.
Agus Priyanto lahir di Lubuk Pakam, 15 Agustus 1958. Meraih gelar Sarjana Ekonomi dari
Universitas Jenderal Soedirman, Purwokerto pada 1984, dan menyelesaikan program AMDP
(Airlines Management Development Program) IATA di Jenewa pada 2000..
Serves as President Director since December 19, 2013.
Previously, he had a career with PT Garuda Indonesia (Persero) Tbk with his latest position as
Commercial Director. Other positions served during his time with garuda Indonesia include as GM
for Germany, Italy & Spain, VP Revenue Management, AM for Australia & New Zealand, GM for
Switzerland, Deputy AM for Asia, GM for Brunei Darussalam, and GM for Scandinavia & Finland.
He has also served as Commissioner at PT Aerowisata, Commissioner at PT Gapura Angkasa, and
President Commissioner at PT Abacus Distribution Systems Indonesia.
Agus Priyanto was born in Lubuk Pakam on August 15, 1958. Obtained a Bachelor degree in
Economics from Universitas Jenderal Soedirman, Purwokerto, in 1984, and completed the AMDP
(Airlines Management Development Program) IATA program in Geneva in 2000.

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Sucipto
Direktur Operasi EVP Operation Services
Mengawali karir sebagai Mekanik dan Operator GSE PT Garuda Indonesia Surabaya tahun 1982
kemudian ke Garuda Maintenance Facility di Jakarta sebagai Engineer, Manager Engineering
Project, Senior Manager Engineering Procurement sebelum berpindah ke Gapura Angkasa sebagai
Vice President Operations, VP Facility, GM Soekarno-Hatta Airport, GM Ngurah Rai Bali, dan VP
Corporate Secretary.
Menyandang gelar sebagai Sarjana Teknik Mesin dan Magister Manajemen Air Transportation ini
juga pernah mengikuti berbagai training di dalam maupun diluar negeri: Aircraft Engines di Rolls
Royce UK, General Electric USA, Station Handling Management Course IATA Switzerland.
Began his career in 1982 as a GSE Mechanic and Operator with PT Garuda Indonesia in Surabaya,
before moving to Garuda Maintenance facility in Jakarta to serve as Engineer, Manager Engineering
Project, and Senior Manager Engineering Procurement, and eventually moved to Gapura Angkasa
serving as VP Operations, VP Facility, GM Soekarno-Hatta Airport, GM Ngurah Rai Bali, and VP
Corporate Secretary.
He holds a Bachelor degree in Mechanical Engineering and a Master in Air Transportation

Management, and has also participated in various domestic and overseas training including
training on Aircraft Engines with Rolls Royce UK and General Electric USA, and Station Handling
Management Course with IATA Switzerland.
Eko Diantoro
Direktur Strategi & SDM EVP Strategy and Human Capital Services
Menjabat sebagai Direktur Strategi dan SDM sejak 28 Oktober 2015.
Sebelumnya berkarier di PT Angkasa Pura II (Persero) dengan jabatan terakhir sebagai Sekretaris
Perusahaan. Posisi lain yang pernah dijabat di Angkasa Pura II adalah sebagai Deputi bidang
Komersial Bandara Soekarno-Hatta, GM Bandara Sultan Mahmud Badaruddin II Palembang, GM
Bandara Husein Sastranegara Bandung, Investory & Fixed Asset Manager, dan Organization & Job
Evalution Manager.
Eko Diantoro lahir di Tanjung Pinang 31 Januari 1960. Memperoleh gelar Sarjana Administrasi
Negara dari UNIS Tangerang.
Serves as Strategy & Human Capital Director since October 28, 2015.
Previously had a career with PT Angkasa Pura II (Persero) with his last position as Corporate
Secretary. Other positions held during hsi time with Angkasa Pura II include as Deputy Commercial
at Soekarno-Hatta Airport, GM Sultan Mahmud Badaruddin II Airport, Palembang, GM Husein
Sastranegara Airport, Bandung, Investory & Fixed Asset Manager, and Organization & Job
Evalution Manager.
Eko Diantoro was born in Tanjung Pinang on January 31, 1960. Obtained a Bachelor degree in
State Administration from UNIS Tangerang.

Ester Siahaan
Direktur Keuangan EVP Finance Services
Menjabat sebagai Direktur Keuangan sejak 28 Oktober 2015.
Sebelumnya berkarier di PT Garuda Indonesia (Persero) Tbk sejak tahun 1993 dengan jabatan
terakhir sebagai VP Financial Analysis, setelah sebelumnya menjabat antara lain sebagai SM
Financial Analysis, SM Finance SBU Citilink, Manager Financial Planning, HRD Project Coordinator
SBU Citilink, dan Manager System and Procedure. Selain itu beliau pernah menjabat sebagai
Komisaris PT Aerotrans.
Ester Siahaan lahir di Jakarta, 25 Januari 1969. Memperoleh gelar Sarjana Ekonomi dari Universitas
Padjajaran Bandung pada 1992, dan Magister Manajemen Transportasi Udara dari Universitas
Indonesia pada 1996.
Serves as Finance Director since October 28, 2015.
Previously had a career with PT garuda Indonesia (Persero) Tbk since 1993, with her last position
as VP Financial Analysis, following prior postings as, among others, SM Financial Analysis, SM
Finance SBU Citilink, Manager Financial Planning, HRD Project Coordinator SBU Citilink, and
Manager System and Procedure. In addition, she has also served as Commissioner at PT Aerotrans.
Ester Siahaan was born in Jakarta on January 25, 1969. Obtained a Bachelor degree in Economics
from Universitas Padjadjaran Bandung in 1992, and a Master degree in Air Transportation
Management from Universitas Indonesia in 1996.

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Komposisi Pemegang Saham

Shareholders Composition
10%
2015
31.25%
58.75%
➢PT. Garuda Indonesia (Persero) Tbk. memilki saham
1,263
Million
sebesar 1.263.360 (Satu Juta Dua Ratus Enam Puluh
Tiga Ribu Tiga Ratus Enam Puluh) saham Perseroan
atau 58,75%.
➢PT. Garuda Indonesia (Persero) Tbk. owned 1,263,360
(One Million Two Hundred Sixty Three Thousand and
Three Hundred Sixty) Company’s shares or 58.75%.
PT. Angkasa Pura II (Persero) memilki saham sebesar
672
Thousand
672.000 (Enam Ratus Tujuh Puluh Dua Ribu) saham
Perseroan atau 31,25%.
➢PT. Angkasa Pura II (Persero) owned 672,000 (Six
Hundred and Seventy Two Thousand) Company’s
Share or 31,25%.
PT. Angkasa Pura I (Persero) memilki saham sebesar
215
Thousand
215.040 (Dua Ratus Lima Belas Ribu Empat Puluh)
saham Perseroan atau 10%.
➢PT. Angkasa Pura I (Persero) owned 215,040
(Two Hundred and FifteenThousand and Fourty)
Company’s shares or 10%.

Penghargaan dan Sertifikasi
Awards and Certifications
1 2 1. International Air Transport

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

Association
Operations (ISAGO) 2015 for Ngurah
Rai Internatiional Airport (DPS)
Operations (ISAGO) 2015 untuk
Bandara Ngurah Rai (DPS)
3. Korean Air
3
Penghargaan “Penyedia Pelayanan
Berkualitas Terbaik” di Asia Tenggara
Certificate of “Highest Quality Service
Provider” in South East Asia
4. Japan Airlines
4 Penghargaan “tidak ada insiden di ramp
selama 19 Tahun”
Commendation “No Ramp Incident for
Nineteen Years”

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Peristiwa Penting 2015

2015 Event Highlights
05 Maret
Stasiun CGK mendapatkan apresiasi “The Best Handler Award –

Year 2014” untuk South East Asia dari Korean Air Lines (KE) yang
diserahkan kepada Direktur Utama oleh General Manager KE.
CGK Station was awarded with “The Best Handler Award - Year 2014”
in South East Asia region from Korean Air Lines (KE), presented to the
President Director by the General Manager of KE.
23 Maret
Peresmian Gapura Learning Center di lokasi pertama di Gedung Garuda

Lt.6, Jl. Gunung Sahari Raya No. 52, Jakarta Pusat sebagai upaya
membina tenaga yang terdidik dan terampil secara terstruktur dan
berkelanjutan dan memenuhi persyaratan.
The official launch of the first Gapura Learning Center facility at

Gedung Garuda Lt.6, Gunung Sahari Road No. 52, Central Jakarta,
as part of sustained and structured efforts to develop skilled and
competent people.
28 Maret
Gapura ikut mendukung kampanye switch off “Earth Hour 2015”

Garuda Indonesia sebagai salah satu bentuk kepedulian terhadap
pelestarian alam dan lingkungan, serta perwujudan komitmen kepada
pengurangan dampak perubahan iklim. 28 – 30 APRIL
Stasiun UPG mengadakan kegiatan refresh Training English Skyteam

Gapura supported Garuda Indonesia’s “2015 Earth Hour” as a form of
Garuda Indonesia.
awareness on environmental conservation, and commitment towards
reducing the impact of climate change.
UPG Station held refreshment sessions of English Training of
Skyteam Garuda Indonesia.

12 APRIL 21 APRIL
Stasiun DPS secara rutin mengadakan “Ramp Safety Campaign“ Stasiun HLP melayani penerbangan VVIP dari para kepala negara Asia
untuk meningkatkan kesadaran atas keselamatan, keamanan dan dan Afrika yang datang menghadiri peringatan 60 Tahun Konferensi
kenyamanan serta meminimalisasi insiden dan kecelakaan. Asia Afrika di Jakarta dan Bandung.
DPS Station routinely organized the “Ramp Safety Campaign“ in order HLP Station handled the VVIP flights of head of states from Asia and
build employee awareness on safety, security and comfort as well as Africa countries arriving at the station for the 60th Anniversary of
in minimizing possible incidents and accidents. Asia-Africa Conference in Jakarta dan Bandung.
01 Mei 07 Mei 08 Juni
Stasiun DPS melayani penerbangan perdana (inaugural Penerapan brand color scheme Gapura Stasiun CGK dan Kantor Pusat pada
fight) pelanggan baru Tiger Air (TR) rute SIN-DPS pp 2x yang baru di Ground Service Equipments 8-12 Juni 2015 melaksanakan renewal
per hari. (GSE) di stasiun HLP yang diaplikasikan audit ISAGO (IATA Safety Audit for
pada peralatan ATN, GPU, BCL, LST, WST, Ground Operations) oleh auditor dari
DPS Station served the inaugural fight of a new PBS, MPS, BTT, ACU dan ASU. IATA (Turkish Airlines) untuk masa
customer, Tigerair (TR), on the SIN-DPS route 2x per berlaku tahun 2015 – 2017.
day. Implementation of the new color scheme
of Gapura for Ground Service Equipment CGK Station and head office on June
(GSE) units at HLP Staion forATN, GPU, 8 to June 12 June 2015 undertook
BCL, LST, WST, PBS, MPS, BTT, ACU and the renewal audit of its ISAGO (IATA
ASU equipments. Safety Audit for Ground Operations)
certification by IATA auditors (Turkish
AIrlines) for the period 2015–2017.

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16 Juni 23 Juni
Stasiun DPS melaksanakan renewal audit ISAGO (IATA Safety Audit for Untuk pertama kalinya Cabang SUB handling pesawat Boeing 787
Ground Operations) oleh auditor dari IATA (Qatar Airways) pada 16-19 Dreamliner Royal Brunei Airlines.
Juni 2015 untuk masa berlaku tahun 2015 – 2017.
The SUB Branch handled its first Boeing 787 Dreamliner aircraft
DPS Station on June 16 to June 19, 2015, undertook the renewal audit belonging to Royal Brunei Airlines.
of its ISAGO (IATA Safety Audit for Ground Operations) certification by
IATA auditors (Qatar Airways) for the period 2015–2017.
15 Juli 21 Agustus
Pelayanan Penerbangan Haji Jama’ah Indonesia tahun 2015/1326H
Penggunaan perdana GSE dengan livery baru untuk melayani
di cabang HLP. Selain Cabang HLP Gapura juga melayani penerbangan
penerbangan VVIP di stasiun HLP.
di embarkasi UPG, KNO, BPN, BTJ, BDJ, SOC, LOP dan PDG (Garuda
Indonesia) serta PLM (Garuda Indonesia dan Saudi Airline).
GSE units with the new livery of Gapura were introduced for the VVIP
flights at HLP Station.
First flight service of Indonesian Hajj Pilgrims of 2015/1326H season
in HLP branch. Besides HLP, Gapura also serves flight embarkations in
UPG, KNO, BPN, BTJ, BDJ, SOC, LOP and PDG (Garuda Indonesia) and PLM
(Garuda Indonesia and Saudi Airline).

15 September 08 Oktober
Peresmian penggunaan GSE generasi baru di stasiun CGK oleh Direktur Kick-off ground handling Operation Control System (OCS) yang
Utama antara lain ATW (Aircraft Towing Tractor) untuk pesawat diterapkan pertama kali di stasiun CGK dan akan dilanjutkan di Cabang
berbadan lebar yang ramah lingkungan dengan teknologi mesin Euro 3. Hub lainnya guna meningkatkan layanan melalui leading indicator serta
efektifitas dan efisiensi operasional.
Launching ceremony of new-generation GSE units at CGK Station by
the President Director, which include the ATW tractor with eco-friendly Kick-off for the implementation of ground handling Operation Control
Euro 3 compliant engine for wide-body aircraft. System (OCS) which will be implement first in CGK Station and other
hub braches later on, to improve services through the leading indicators
and the effectiveness and operational efficiency.
09 Oktober 12 November 11 Desember
Penerbangan perdana (inaugural flight) Thai Airways Stasiun HLP melayani penerbangan Gapura mendapatkan penghargaan dari
(TG) dengan armada paling mutakhir Boeing 787 VVIP dengan menampilkan branding Garuda UPG atas jasanya mencegah
Dreamliner di stasiun DPS untuk rute BKK-DPS pp. perusahaan yang baru baik logo maupun tabrakan/near hit antara pesawat
colour scheme. penerbangan haji GA dengan pesawat
The inaugural flight of Thai Airways (TG) latest jet, the JT.
Boeing 787 Dreamliner, at DPS Station on the BKK-DPS HLP Station served the VVIP flight
vv route. which also exposes the new logo and Gapura received an appreciation from
color scheme of Gapura to international Garuda Indonesia UPG for performance
exposure. in preventing a near-hit incident
between GA hajj aircraft and a JT aircraft.

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Manajemen
Berbagai pencapaian tahun 2015 merupakan hasil dari
implementasi program transformasi bisnis kami dan terus
berlanjut secara bertahap hingga Gapura menjadi perusahaan
ground handling dengan kualitas layanan kelas dunia.
The various achievements in 2015 were the result of the implementation of our
business transformation program, which will continue further in stages towards our
vision to become a ground handling company with world-class services.
Laporan Dewan Komisaris 12 Board of Commissioners' Report

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

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Report from the Board of Commissioners
38 Gapura Angkasa •• Laporan

Gapura Angkasa Laporan Tahunan
Tahunan 2015
2015 Annual
Annual Report
Report
Pemegang saham dan pemangku kepentingan
yang terhormat,
Esteemed Shareholders and Stakeholders,
Pertama-tama izinkan saya mengucap puji syukur I would like to first of all give praise for the grace
kehadirat Tuhan YME yang atas berkat-Nya telah and blessings of God the Almighty, that by His
membimbing perjalanan Gapura pada tahun 2015 guidance Gapura was able to end the year 2015
dengan hasil pencapaian kinerja yang baik. with a satisfactory performance.
Berbagai pencapaian pada tahun 2015 ini semakin With the achievements in 2015, Gapura is moving
mendekatkan Gapura dengan sasaran Gapura ever closer to its aspiration to become a ground
untuk menjadi perusahaan ground handling dengan handling company with world-class services, as a
kualitas layanan kelas dunia (world-class service) result of the business transformation program that
sebagai hasil program transformasi bisnis yang has been ongoing since 2014.
diterapkan sejak tahun 2014.
Penilaian atas Kinerja Direksi Assessment on Directors Performance

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

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Dalam sisi operasional, Direksi juga berhasil meningkatkan In terms of operations, the Board of Directors has also
beberapa parameter kinerja dan keselamatan, antara lain improved on a number of performance and safety parameters.
produksi ground handling yang meningkat 8% dari 255.350 These include ground handling production that grew by 8%
flight di tahun 2014 menjadi 276.575 flight pada akhir 2015, from 255,350 flights in 2014 to 276,575 flights during 2015,
serta tingkat accident ratio yang menurun dari 0.05% pada as well as the level of accident ratio that declined from 0.05%
tahun 2014 menjadi 0,025% pada tahun 2015. in 2014 to 0.025% in 2015.
Dewan Komisaris memberi dukungan dan penghargaan kepada The Board of Commissioners acknowledge the formulation
manajemen yang telah menyusun rencana transformasi bisnis of the Company’s business transformation agenda by the
perusahaan serta melaksanakan rencana tersebut pada tahun Management, and its successful execution throughout
2015 melalui berbagai program kerja bertumpu pada lima 2015 via a number of work programs on the basis of the
pilar pendorong yaitu People, Process, Premises, Brand, dan five success drivers, namely People, Process, Premises,
Technology. Kerja sama yang solid dan terpadu diantara seluruh Brand, and Technology. Solid teamwork among all company
jajaran karyawan adalah kunci keberhasilan implementasi employees was key to the effective execution of the business
program transformasi bisnis, yang akan terus dijalankan secara transformation program, which will continue in stages in the
bertahap di tahun-tahun mendatang. next several years.
Pandangan atas Prospek Usaha yang Disusun Opinion on the Business Plan of the Directors
Direksi The Board of Commissioners has discussed and reviewed
Dewan Komisaris telah membahas dan menelaah Rencana the Company Work Plan and Budget (RKAP) for 2016 that
Kerja dan Anggaran Perusahaan (RKAP) untuk tahun 2016 were formulated by the Board of Directors, and subsequently
yang disusun oleh Direksi, yang kemudian telah pula disetujui approved by Shareholders in the Shareholder General Meeting
oleh para Pemegang Saham dalam Rapat Umum Pemegang on October 28, 2015.
Saham pada tanggal 28 Oktober 2015.
Dewan Komisaris berpendapat bahwa program kerja serta On the opinion of the Board of Commissioners, the work
target yang ditetapkan dalam RKAP 2016 tersebut telah programs and targets as set out in RKAP 2016 are indicative of
mencerminkan prospek usaha dan potensi pertumbuhan Gapura Gapura’s business prospects and growth potential, after taking
secara realistis, mengingat prediksi terkait perkembangan into consideration predictions on developments of Indonesia’s
kondisi perekonomian Indonesia dan khususnya industri aviasi economy and particularly its aviation industry, for the year
domestik, pada tahun 2016. Lebih lanjut, program kerja Direksi 2016. Furthermore, the Directors’ work programs in 2016
untuk tahun 2016 masih tetap konsisten dengan rencana remain consistent within the overall progression of the long-
jangka panjang yang telah disusun pada tahun 2014 dalam term strategic plan established in 2014 for the transformation
rangka transformasi Gapura di berbagai bidang. of Gapura in various aspects.
Jika menilik kinerja dan pencapaian Direksi sepanjang tahun Judging from the performance and achievements of the Board
2015, Dewan Komisaris percaya bahwa dengan dukungan of Directors in 2015, the Board of Commissioners is confident
seluruh pemangku kepentingan, dan terutama kontribusi that, with the support of all stakeholders and especially the
jajaran karyawan Gapura, maka Direksi akan berhasil employees of Gapura, the Board of Directors will be able to
merealisasikan atau bahkan melampaui target-target yang achieve and even to surpass the targets set in RKAP 2016.
tercantum dalam RKAP 2016 tersebut.

Fungsi Pengawasan Dewan Komisaris Board of Commissioners Supervisory Function
Sepanjang tahun 2015, Dewan Komisaris telah menjalankan Throughout 2015, the Board of Commissioners has carried
tugasnya mengawasi dan memberikan nasihat kepada out its duties in providing supervision and advice to the Board
Direksi terkait dengan pengelolaan bisnis dan operasional di of Directors regarding the management and operations of
Perseroan. Fungsi pengawasan tersebut telah berlangsung the Company. The Board’s supervisory function has been
efektif melalui mekanisme rapat internal Dewan Komisaris effectively carried out throughout 2015 via internal Board
serta rapat gabungan Dewan Komisaris dan Direksi sepanjang meetings as well as joint meetings with the Board of Directors.
tahun 2015. Selain melakukan pengawasan pada bidang In addition to supervising areas of operations, services and risk
operasional dan pelayanan serta risk management, Dewan management, the Board of Commissioners, has also conducted
Komisaris juga telah melakukan audit melalui aktivitas Komite an audit, undertaken through the activities of the Audit
Audit, yang telah berlangsung dengan baik sesuai program Committee which has completed its work program for 2015.
kerja yang disusun untuk tahun 2015.
Terlaksananya fungsi pengawasan Dewan Komisaris yang The effective execution of the supervisory function of the
efektif merupakan cerminan dari mekanisme Tata Kelola Board of Commissioners reflects well on the workings of Good
Perusahaan yang baik (Good Corporate Governance/GCG) yang Corporate Governance (GCG) mechanism at Gapura.
dilingkungan di Gapura.
Terkait dengan investasi dan modernisasi peralatan GSE In regards the investment on, and the modernization of, our
sebagai penerapan program transformasi bisnis Perseroan, GSE units as part of the implementation of transformation
Dewan Komisaris senantiasa memberi arahan kepada Direksi program, the Board of Commissioners provides directions to
agar investasi dilakukan dengan perencanaan yang matang the Directors that the investment should be carefully planned
dan mengedepankan prinsip kehati-hatian. with prudence foremost.
Perubahan Komposisi Dewan Komisaris Changes in the Board of Commissioners

Melalui Akta Pernyataan Keputusan Pemegang Saham di Through Deed No. 24 of Shareholders Decision Outside the
Luar RUPS No. 24 tanggal 28 April 2015 telah diberhentikan General Meeting dated April 28, 2015, Mr. Rinaldo Azis has
dengan hormat Bapak Rinaldo Azis sebagai anggota Dewan been honourably dismissed from his position as Commissioner,
Komisaris dan digantikan oleh Bapak Bintang Hidayat. and replaced by Mr. Bintang Hidayat.
Dewan Komisaris menyampaikan terima kasih dan penghargaan The Board of Commissioners would like to convey its
kepada Rinaldo Azis atas sumbangan tenaga dan pemikirannya appreciation to Rinaldo Azis for his contributions during his
selama menjabat sebagai anggota Dewan Komisaris. term of office as member of the Board of Commissioners.
Pada Rapat Umum Pemegang Saham (RUPS) tanggal 28 In the General Meeting of Shareholders on October 28, 2015,
Oktober 2015 telah diangkat Ibu Ituk Hendarindri sebagai Ms. Ituk Hendarindri has been appointed to serve as the new
anggota Dewan Komisaris independen yang baru. Kami independent Commissioner in the Board. In welcoming Ms. Ituk
menyambut gembira kehadiran Ibu Ituk Hendarindri dalam Hendarindri, we expect that her expertise and experience will
Dewan Komisaris dengan keahlian dan pengalaman beliau contribute to a better supervisory function by the Board of
yang akan memperkuat fungsi pengawasan Dewan Komisaris. Commissioners.

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Penutup Closing Words

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

Komisaris Utama

Dari kiri ke kanan Yushan Sayuti
Komisaris
From left to right
Dewan Komisaris Commissioner
Ituk Herarindri
Board of Commissioners Komisaris
Commissioner
Novianto
Herupratomo
Komisaris Utama
IGN Bambang
Tjahjono
Komisaris
Commissioner
Bintang Hidayat
Komisaris
Commissioner

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Report from the Board of Directors
44 Gapura Angkasa •• Laporan

Gapura Angkasa Laporan Tahunan
Tahunan 2015
2015 Annual
Annual Report
Report
Pemegang saham dan pemangku kepentingan
yang terhormat,
Esteemed Shareholders and Stakeholders,
Marilah kita memanjatkan puji syukur ke hadirat With praise and gratitude for the blessings and
Allah SWT, Tuhan YME, karena atas ridho-Nya, guidance of God the Almighty, Gapura was able
Gapura mengakhiri tahun 2015 dengan baik dan to end the year 2015 in good form and with a
mencapai peningkatan kinerja yang baik. satisfactory improvements in performance.
Berbagai pencapaian tahun 2015 merupakan hasil The various achievements in 2015 were the
dari implementasi program transformasi bisnis yang result of the implementation of our business
kami canangkan sejak tahun 2014, dan akan terus transformation program in place since 2014, which
berlanjut secara bertahap hingga Gapura mampu will continue further in stages towards our vision
menjadi perusahaan ground handling dengan for Gapura to become a ground handling company
kualitas layanan kelas dunia (world-class services). with world-class services.
Analisis Kinerja Perusahaan Tahun 2015 Analysis of Company Performance in

Pada tahun 2015, pertumbuhan perekonomian 2015
Indonesia tercatat 4,7% atau lebih lambat In 2015, Indonesia’s economy grew by 4.7%,
dibandingkan pertumbuhan 5,2% pada tahun slowing down from a growth of 5.2% recorded in
sebelumnya. Perlambatan ini antara lain dikarenakan the previous year. Among factors contributing
masih terpuruknya harga-harga komoditas global to this economic slowdown were the continuing
serta berlanjutnya tekanan terhadap nilai tukar decline in global commodities prices and pressure
Rupiah. on the Rupiah exchange rate.
Dalam pada itu, data dari Badan Pusat Statistik Meanwhile, data from the Central Bureau of
(BPS) menunjukkan bahwa dalam periode Januari - Statistics (BPS) showed that in the January - October
Oktober 2015, jumlah penumpang angkutan udara 2015 period, the number of air transportation
di Indonesia tercatat sebanyak 67,46 juta orang, passengers in Indonesia increased to 67.46 million
meningkat 12,75% dibandingkan periode yang pax, or 12.75%, compared to the corresponding
sama tahun 2014. Angka-angka tersebut dapat period in 2014. These figures are indicative of the
menjadi indikasi dari dinamika pasar industri ground market dynamics for Indonesia’s ground handling
handling di Indonesia pada tahun 2015. industry in 2015.

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Pada tahun 2015 produksi ground handling Perseroan In 2015, ground handling production by the Company increased
meningkat dari 255.350 flight menjadi 276.564 flight atau from 255,350 flights to 276.564 flights, or a growth of 8%,
bertumbuh 8%. Peningkatan ini seiring dengan penambahan 3 on the strength of an additional 3 stations served by the
stasiun layanan Perseroan dari 50 stasiun pada tahun 2014 Company, increasing the total count from 50 stations in 2014
menjadi 54 stasiun pada tahun 2015, khususnya di 5 bandara to 54 stations in 2015, including 5 new airports frequented
baru yang dilayani oleh pesawat ATR Garuda Indonesia. Jumlah by the ATR flights of Garuda Indonesia. Our airline client base
maskapai yang dilayani selama tahun 2015 juga meningkat also grew from 51 airlines to 54 airlines (Tigerair, Jetstar, and
dari 51 maskapai menjadi 54 maskapai (Tigerair, Jetstar, dan NAM Air) at the end of 2015, of which two are international
NAM Air), dimana 2 (Garuda Indonesia dan Qatar Airways) di airlines with a rating of “5-Star Airline”. Meanwhile, our cargo
antara maskapai tersebut merupakan maskapai internasional handling operations showed a decline in the volume of cargo
yang berkategori “5-Star Airline”. Sementara untuk tonase handled from 174,183 tons to 158,947 tons, or a decline of
cargo yang ditangani menurun dari 174.183 ton menjadi 9% compared to the year 2014.
158.947 ton atau turun 9% dibanding tahun 2014.
Melalui berbagai peningkatan kinerja operasional selama tahun In line with these improvements in operational performance
2015 ini Perseroan berhasil membukukan total pendapatan in 2015, the Company posted operational revenues of Rp
usaha Rp 1.318,82 miliar serta laba bersih sebesar Rp 53,79 1,318.82 billion and net income of Rp 53,79 billion. Compared
miliar. Dibandingkan pencapaian tahun 2014, pendapatan to the numbers in 2014, operational revenues and net income
usaha dan laba bersih tersebut tercatat meningkat sebesar showed increases of 9% and 54%, respectively.
masing-masing 9% dan 54%.
Transformasi Bisnis Business Transformation

Pencapaian tahun 2015 secara langsung merupakan hasil The achievements in 2015 were a direct outcome of the
program transformasi bisnis Gapura sebagai landasan strategi ongoing business transformation program of Gapura as its
pertumbuhan yang bertumpu pada lima pilar utama yaitu growth strategy, and which rely on the five core pillars of
People, Process, Premises, Brand dan Technology atau dikenal People, Process, Premises, Brand and Technology. These are
sebagai “Five Drivers” atau lima komponen pendorong. known in Gapura as the ‘Five Drivers’ of growth.
Dalam aspek People dilakukan reorganisasi dan penataan In the People element, Gapura undertook a sweeping
secara menyeluruh dalam sistem kepegawaian, remunerasi reorganization and overhaul of its workforce systems, employee
dan pelatihan guna menghilangkan sekat antar bagian, remuneration strategy and employee training programs in
serta meningkatkan kerja sama dan produktifitas dari 1.783 order to eliminate silo mentality among divisions, and promote
orang karyawan Perseroan. Gapura melakukan penyelarasan teamwork and higher productivity from 1,783 employees of
organisasi guna menunjang proses percepatan pelayanan end- Gapura. The organization structure at the corporate level has
to-end secara terpusat, ditandai dengan perubahan organisasi been re-aligned to allow better focus and responsiveness as
di kantor pusat yang lebih fokus dan responsif. well as to facilitate end-to-end centralized services.
Secara khusus kami memberi penekanan pada pembentukan We also put an emphasis on the creation and promotion of
Budaya Perusahaan baru yang mementingkan pelatihan, a new corporate culture based on training, performance,
kinerja, keamanan dan pelayanan, sehingga SDM Perseroan safety and service quality, so that Gapura’s employees would
dapat tumbuh menjadi “the catalyst that enables our customer eventually become “the catalyst that enables our customer to
to deliver their service promises everyday.” deliver their service promises everyday.”

Tujuan kami membentuk karyawan yang memiliki safety Our drive to instill a safety culture among employees has
culture telah memberi hasil yang mengembirakan, terbukti shown encouraging results so far, with a decline in accident
dengan penurunan accident rate dari 13 insiden pada tahun rate from 13 incidents in 2014 to 7 incidents in 2015, while
2014 menjadi 7 insiden pada tahun 2015, dengan tingkat recording an increase in employee productivity level from 27
produktifitas karyawan yang terus meningkat dari 27 flight/ flight/employee in 2014 to 33 flight/employee in 2015.
karyawan pada tahun 2014 menjadi 33 flight/karyawan pada
tahun 2015.
Dalam aspek Premises selama tahun 2015, Perseroan In terms of Premises, the Company in 2015 engaged in the
melakukan modernisasi armada Ground Service Equipment modernization of its Ground Service Equipment (GSE) fleet,
(GSE) dengan berbagai peralatan berteknologi mutakhir using some of the most advanced technology and best-in-
dan terbaik dari produsen GSE terkemuka di dunia. Sebagian class equipment from leading GSE producers in the world.
GSE tersebut adalah peralatan yang disyaratkan pesawat These include units specifically designed to serve the latest
penumpang generasi terkini seperti Boeing 787 atau Airbus generation of passenger jets such as Boeing 787, Airbus
A350 dan A380 yang memiliki instrumen elektronik sangat A350 and A380, which are equipped with highly sensitive
sensitif. electronics instrumentation.
Dari total 215 unit GSE baru yang ramah lingkungan yang From the total of 215 units of new, environment-friendly
didatangkan pada tahun 2015-2016, sekitar 58% atau 125 GSEs that we will receive in 2015-2016, some 58% or 125
unit diantaranya akan ditempatkan di Terminal 3 Ultimate units will be stationed at the Terminal 3 Ultimate Soekarno-
Bandara Soekarno-Hatta sebagai world class airport yang Hatta Airport, which serves as a world-class airport and the
merupakan hub penerbangan Garuda Indonesia rute domestik hub airport for Garuda Indonesia’s domestic and international
dan internasional serta maskapai anggota aliansi global flights as well as for member airlines of the global Skyteam
Skyteam. alliance.
Terminal 3 Ultimate yang akan beroperasi pada bulan Juli tahun Scheduled to open for operations in July 2016, Terminal 3
2016 akan menjadi etalase untuk menampilkan kualitas Ultimate Soekarno-Hatta Airport will then serve to showcase
layanan dan operasional Gapura yang telah bertransformasi the high quality of Gapura’s operations and services following
menuju world-class services, serta menjadi acuan Best Practise its transformation towards world-class services provider
bagi industri ground handling di Indonesia. and the benchmark for best practices in Indonesia’s ground
handling industry.
Guna mencapai operational excellence yang dituntut oleh To achieve operational excellence as demanded by our
pelanggan Gapura yang 3 diantaranya adalah “5-Star Airlines” customers, which include three airlines in the ‘5-Star Airline’
dimana mensyaratkan ketepatan waktu, maka dibutuhkan category requiring timeliness of servive delivery, Information
dukungan Information Technology agar proses-proses Technology is needed to enable efficient, effective and faster
operasional dapat lebih efisien dan efektif serta lebih cepat. operational processes.

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

Salah satu aspek penting dalam transformasi bisnis Perseroan An important area in the Company’s business transformation
adalah peningkatan dan upaya perbaikan dalam penerapan is the improvement in the implementation of Good Corporate
prinsip-prinsip Tata Kelola Perusahaan yang baik atau Good Governance (GCG) practices. Implementation of GCG will help
Corporate Governance (GCG), guna mewujudkan perusahaan promote trust from the stakeholders, excellent performances,
yang dapat dipercaya oleh pemangku kepentingan, berkinerja and sustainable growth for the Company.
unggul dan mampu tumbuh secara berkesinambungan.
Penerapan GCG di tahap awal difokuskan pada pemenuhan In the initial stage, GCG implementation was focused on
peraturan dan perundangan-undangan yang berlaku di achieving compliance with prevailing laws and regulations
Indonesia, seiring terbentuknya struktur dan mekanisme in Indonesia, regarding the governance structure and work
mengenai organ utama perusahaan, yaitu Pemegang Saham, mechanism among the Company’s principal bodies namely the
Dewan Komisaris dan Direksi, sejak 9 Desember 2014 saat Shareholders, Board of Commissioners and Board of Directors.
PT Garuda Indonesia (Persero), Tbk. secara resmi menjadi This has started since December 9, 2014, when PT Garuda
pemegang saham mayoritas Perseroan. Indonesia (Persero) Tbk officially became majority shareholder.
Beberapa perbaikan yang segera dilakukan antara lain Among these early initiatives were the establishment of
mencakup penetapan remunerasi Direksi, penyelenggaraan Directors’ remuneration system, meetings of the Board of
rapat Dewan Komisaris dan Komite Audit, penetapan Piagam Commissioners and Audit Committee, formulation of Audit
Audit, penyusunan dokumentasi rapat Dewan Komisaris dan Committee Charter, documentation of minutes of meetings
rapat Direksi, serta implementasi proses pengadaan melalui of Commissioners and Directors, and the implementation of
E-Procurement guna meningkatkan aspek transparansi bisnis e-Procurement process to improve business transparency
Perseroan. within the Company.
Prospek Usaha Tahun 2016 2016 Business Prospects

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

Industri penerbangan nasional telah mengantisipasi potensi In anticipation of this growth potential, the national aviation
pertumbuhan ini dengan investasi pembelian armada pesawat industry has invested in purchases of new aircraft to expand
baru guna meningkatkan destinasi tujuan dan frekuensi their destination network and flight frequency, both for
penerbangan, baik penerbangan berjadwal maupun charter. scheduled as well as for charter flights. In terms of airport
Dalam aspek infrastruktur, Angkasa Pura I dan II sebagai infrastructure, Angkasa Pura I and II as the designated
perusahaan pengelola bandar udara juga tengah aktif airport management companies in Indonesia are also active
mengembangkan dan meningkatkan kapasitas terminal, apron in developing more capacity in terms of passenger terminals,
dan landasan bandara-bandara di Indonesia. apron and runways at Indonesia’s airports.
Perseroan dalam posisi siap mengambil manfaat dari potensi The Company is in a good position to capitalize on this growth
pertumbuhan tahun 2016 ini, terutama terkait rencana Garuda potential in 2016, and especially with regard to plans by Garuda
Indonesia, sebagai pelanggan terbesar Perseroan, untuk Indonesia, as the Company’s primary customer, to expand its
mengembangkan pasar penerbangan domestik ke kota-kota domestic destinations to the principal towns in regencies, and
kabupaten, dan pasar internasional khususnya destinasi Asia internationally to destinations in East Asia.
Timur.
Gapura secara seksama tengah melakukan pengembangan Gapura is diligently developing new businesses with promising
layanan-layanan baru yang memiliki potensi besar di masa future potential, such as for example the hospitality or service
depan, antara lain layanan Hospitality/ service assistance assistance for debarking, transiting or embarking passengers,
untuk penumpang yang datang, transit atau berangkat, serta or airport lounge services. The Company is also currently
layanan Lounge di beberapa bandara. Selain itu Perseroan developing the Gapura Learning Center facility as a business
mengembangkan Gapura Learning Center sebagai unit bisnis unit that provides licensing and certification training to third
yang dapat memberikan pelatihan berlisensi kepada pihak lain. parties.
Perubahan Komposisi Direksi Changes in Directors Composition

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

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Apresiasi Words of Appreciation

Direksi mengucapkan terima kasih kepada para pelanggan, The Board of Directors would like to thanks our customers,
mitra kerja dan para pemangku kepentingan lain atas kerja business partners and other stakeholders for their continuing
sama dan dukungan yang diberikan kepada Gapura, serta support and cooperation with Gapura. Appreciation is also due
penghargaan kepada seluruh karyawan atas kerja keras dan to all our employees that have shown dedication and hard work,
dedikasi yang diberikan sehingga Gapura mampu mencapai enabling Gapura to achieve significantly better performance in
peningkatan kinerja yang signifikan di tahun 2015. 2015.
Kami juga menyampaikan penghargaan yang setinggi- The Board of Directors also extend the highest of appreciation
tingginya kepada Pemegang Saham atas segenap dukungan to the Shareholders for their support as Gapura continue
yang diberikan, sehingga Gapura dapat terus mengembangkan forward to become a ground handling company with world-
potensi menuju perusahaan ground handling dengan kualitas class services.
layanan kelas dunia.
Agus Priyanto
Direktur Utama
President & CEO

Dari kiri ke kanan Ester Siahaan
Direktur Keuangan
From left to right
Direksi Direktur Keuangan
Eko Diantoro
Board of Directors Direktur Strategi & SDM
Direktur Strategi & SDM
Agus Priyanto
Direktur Utama
President & CEO
Sucipto
Direktur Operasi
Direktur Operasi

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03 Management Discussion & Analysis
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Analisis &
Pembahasan
Manajemen
Program transformasi bisnis Gapura sebagai landasan strategi
pertumbuhan bertumpu pada lima pilar utama yaitu People,
Process, Premises, Brand dan Technology atau dikenal sebagai
Five Drivers” atau lima komponen pendorong.
The ongoing business transformation program of Gapura as its growth strategy, and
which rely on the five core pillars of People, Process, Premises, Brand and Technology.
These are known in Gapura as the ‘Five Drivers’ of growth.
Tinjauan Bisnis & Operasional 12 Business & Operations Review

Tinjauan Pendukung Bisnis 14 Business Support Review
Tinjauan Kinerja Keuangan 15 Financial Performance Review

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Tinjauan Bisnis & Operasional

Business and Operational Review
“Langkah-langkah Gapura dalam menerapkan strategi business leveraging berlangsung konsisten

sepanjang tahun 2015, dan menyediakan landasan bagi pertumbuhan bisnis yang lebih tinggi di
tahun-tahun mendatang”.
“Gapura consistently implemented the business leveraging strategy throughout 2015, providing a
solid foundation for accelerated business growth in the coming years”
Tinjauan Industri Ground Handling Overview of Ground Handling Industry

Kondisi geografis dan demografis Indonesia menjadi faktor Geographical and demographic conditions in Indonesia point
pendukung bagi potensi pasar transportasi udara. Transportasi to the huge potential in the market for air transportation.
udara sangat dibutuhkan untuk menghubungkan berbagai Air transportation is vitally needed to connect places in
lokasi di Nusantara yang terdiri dari ribuan pulau dan laut, lebih this vast archipelago of thousands of islands separated by
dari 5.100 kilometer dari timur ke barat dan 1.700 kilometer seas, extending more than 5,100 kilometers from east to
dari utara ke selatan. Dari sisi demografis, Indonesia tengah west and 1,700 kilometers from north to south. In terms of
menyaksikan tumbuhnya kelas menengah, penduduk usia demographics, Indonesia is seeing the growth of its middle-
produktif dengan tingkat penghasilan yang terus meningkat, class, people of productive-age with a rising level of income,
sehingga makin banyak orang yang mampu bepergian dengan and thus more and more people can afford to travel by air.
pesawat udara.
Pertumbuhan penumpang dan destinasi yang mempunyai The growing numbers of destinations and passengers resulted
arti meningkatnya frekuensi penerbangan dan berkorelasi in an increase in flight frequency, with direct impact to the
langsung terhadap kinerja Perseroan, mengingat sebagai Company’s performance. As a ground handling service provider,
ground handling pendapatan Perseroan ditentukan dari satuan the Company’s revenues increases with the number of flight
flight yang dilayani. served.
Potensi pasar yang prospektif ini mampu dikembangkan In 2015, Gapura was able to capitalize fully on this market
dengan baik di tahun 2015 oleh Gapura yang aktif melakukan potential through its business transformation program, which
program transformasi bisnis menuju keunggulan operasional has resulted in operational excellence leading to, ultimately,
yang menghasilkan peningkatan kinerja keuangan. improvement in financial performance.

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

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

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Penurunan di segmen maskapai asing sebesar 18% disebabkan The 18% decline in the overseas airlines segment was due
penghentian kerjasama Qantas Airways di DPS dan penurunan to the contract termination with Qantas Airways at the DPS
jumlah frekuensi penerbangan Internasional sementara Station as well as due to the overall decline in international
kenaikan maskapai Garuda group sebesar 11% disebabkan oleh flights served. The 11% increase in the Garuda group segment
bertambahnya produksi flight Garuda Indonesia dan Citilink. was due to increased flights of both Garuda Indonesia and
Citilink.
Total produksi cargo handling dan warehousing pada tahun Total production of cargo handling and warehousing in 2015
2015 mencapai 158.947 ton atau berkurang 9% dari produksi amounted to 158,947 tons, a decline of 9% from production
174.183 ton pada tahun 2014 dengen tonase terinci sebagai of 174,183 tons recorded in 2014, with the following details:
berikut:
Kargo 2014 2015 Change

Domestik 88.966 73.964 -17%
Internasional 61.452 59.093 - 4%
Cargo Handling 23.765 25.890 9%
Total tonase 174.183 158.947
Penurunan cargo domestik sebesar 17% disebabkan The 17% decline in domestic cargo was due to the closure of our
penutupan cargo dibeberapa cabang, sementara penurunan cargo business in a number of stations, while the 4% decline in
cargo internasional 4% disebabkan karena adanya penurunan international cargo was due to a decline in production at CGK
produksi di cabang CGK dan ditutupnya gudang Internasional Station and the closure of international warehouse business at
di cabang DPS, SRG dan KNO. Kenaikan cargo handling sebesar DPS, SRG and KNO stations. The 9% increase in cargo handling
9% disebabkan tambahan produksi cargo di cabang DPS. was due to additional cargo production at the DPS Station.
Jaringan Pelayanan Service Network

Hingga akhir tahun 2015, Gapura mengoperasikan 53 stasiun Up to year-end 2015, Gapura operates 53 service outlets
pelayanan terdiri dari 29 kantor cabang bandara dan 24 kantor comprising of 29 airport branches and 24 airport representative
perwakilan bandara. Kantor pelayanan baru yang dibuka offices. New service outlets have been established in
tahun 2015 adalah bandara kota Lhoksumawe, Ketapang, 2015, namely at the airports of Lhoksumawe, Ketapang,
Pangkalanbun, dan tanjung karang, Sabang, Meulaboh dan Pangkalanbun, and tanjung karang, Sabang, Meulaboh and
Langgur untuk melayani rute baru Garuda Indonesia dengan Langgur, representing new destinations for Garuda Indonesia
menggunakan armada pesawat ATR-72. with its ATR-72 aircraft.
Pelanggan ground handling Gapura terbagi menjadi 2 segmen Gapura’s ground handling customers are classified into 2
yaitu maskapai full service carrier (prime handling) dan segmen segments, namely the full service carriers (for our prime handling
maskapai low cost carrier (LCC) baik maskapai penerbangan servicves) and the low-cost carriers (LCC), comprising both
domestik maupun asing di Indonesia. domestic as well as international airlines operating in Indonesia.
Melalui upaya-upaya konsisten untuk terus meningkatkan Through consistent efforts in service quality improvement,
kualitas pelayanan, Gapura terus menambah daftar maskapai Gapura continue to add new airlines to its growing customer
pelanggan sebagai pengguna jasanya. Pada tahun 2015, base. In 2015, there were a total of 31 international airline
jumlah pelanggan maskapai penerbangan asing berjumlah 31 customers, of which Tiger Airways, and Jetstar were new
maskapai, dimana pelanggan baru di tahun 2015 adalah Tiger customers acquired in 2015. The number of domestic airline
Airways, dan Jetstar. Sementara jumlah pelanggan maskapai customers meanwhile was 23 airlines, which include NAM Air
domestik mencapai 23 maskapai, dengan pelanggan baru as new customers.
adalah NAM Air.

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

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

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Perseroan melakukan modernisasi GSE dengan pembelian 215 The Company has modernized its GSE fleet through an
peralatan GSE berteknologi mutakhir yang ramah lingkungan investment in 215 GSE units of the latest, eco-friendly
dari produsen GSE terkemuka di Eropa. Untuk peralatan tonase technology produced by leading GSE manufacturers in Europe.
besar seperti bus apron, diharapkan telah memenuhi standar Large tonnage equipment such as apron bus have engines that
emisi Euro 3, sementara untuk peralatan tonase kecil dipilih comply with the Euro 3 emissions standard, while the smaller
peralatan motor listrik bertenaga baterai sehingga Emisi Nihil equipment are driven by zero-emission battery-supplied
(zero emmision). electric motors.
Sejumlah 46 unit peralatan GSE baru ini telah tiba di tahun Up to year-end 2015, a total of 46 new GSE units have been
2015, dan akan tuntas diterima hingga tahun 2016 dimana delivered, and the remaining will be deliverd in 2016. Most of
sebagian besar akan ditempatkan di Terminal 3 bandara these new units will be deployed at Terminal 3, Soekarno-Hatta
Soekarno-Hatta yang merupakan hub Garuda Indonesia dan Airport, as the hub for Garuda Indonesia and international
penerbangan internasional. airlines.
Seiring dengan modernisasi peralatan, dilakukan program Along with equipment modernization, Gapura also engaged
re-branding Gapura untuk menciptakan tampilan yang lebih in a re-branding program designed to present a more modern
modern dan dinamis sesuai aspirasi untuk menjadi perusahaan and dynamic impression of the Company, suiting its aspirations
ground handling berkelas dunia. Rebranding tahap pertama to become a world-class ground handling company. The first
mencakup penggantian logo identitas perusahaan, yang stage of the rebranding program was the introduction of a
langsung diterapkan ke dalam armada GSE baru Perseroan new logo, which was applied to the new GSE units since May
pada bulan Mei 2015. 2015.
Guna menjamin ketersediaan dan kehandalan armada GSE, To ensure the availability and reliability of its GSE fleet, the
Gapura memiliki Workshop yang tersebar di 7 kota yaitu Company operates GSE workshops in 7 cities, namely in
Jakarta, Denpasar, Makassar, Surabaya, Medan, Yogyakarta, Jakarta, Denpasar, Makassar, Surabaya, Medan, Yogyakarta and
dan Balikpapan untuk perawatan, perbaikan hingga overhaul Balikpapan, for the maintenance, repair and overhauls of GSE
peralatan. units.
Gapura Learning Center Gapura Learning Center

Tahapan paling krusial dari rebranding adalah penanaman The most crucial stage in the rebranding process is the
etos kerja baru yaitu “Shared Success” serta karakter untuk development of a new work ethics,’Shared Success’, as well as
melayani ke karyawan Gapura, terutama yang bertugas di lini a service culture among all employees of Gapura, and especially
depan melayani langsung pelanggan. the front liners that interact directly with customers.
Internalisasi budaya perusahaan dilakukan secara sistematis The internalization of the new culture is conducted
sejak proses rekrutmen, pelatihan dan pemberdayaan. Hal systematically right from the recruitment, training and
ini ditunjang pendirian fasilitas Gapura Learning Center development of employees. This is supported with the
yang memberikan pelatihan bidang basic airport handling establishment of Gapura Learning Center facilities to provide
management, basic frontliner, grooming & etiquette, aviation training in basic airport handling management, basic frontliner,
security, cargo & mail, dangerous goods, dan GSE operator. grooming & etiquette, aviation security, cargo & mail,
dangerous goods, and GSE operator.
Pada tahun 2015 telah beroperasi Gapura Learning Center di In 2015, Gapura Learning Center facilities have been
kantor pusat Jakarta serta di bandara Cengkareng, Jogyakarta, operational at the Head Office and Cengkareng Airport, Jakarta,
Surabaya, Makassar dan Denpasar. Selanjutnya direncanakan as well as in Jogyakarta, Surabaya, Makassar and Denpasar.
akan dibuka pula learning center di bandara Ambon, Balikpapan Similar facilities will next be opened in Ambon, Balikpapan and
dan Medan. Medan.

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

Operasi ground handling harus memenuhi aspek keselamatan Ground handling operations have to comply with strict
dan keamanan penerbangan, kelancaran operasional dan flight safety and security issues, as well as ensure smooth
optimalisasi penggunaan sumber daya. Untuk itu selama operations and optimum use of resources. Thus, in 2015,
tahun 2015 secara berkelanjutan Perseroan melakukan the Company consistently provide continuing training and
program pelatihan dan sosialisasi khususnya kepada karyawan socialization to its airside personnel, i.e. those that serve in
airside (yang bertugas di apron bandara). Melalui kampanye airport aprons. The ‘Ramp Safety’ campaign, for example, has
“Ramp Safety” tercapai penurunan Accident Rate yang cukup succeeded in significantly reducing the level of Accident Rate
signifikan dari 13 kecelakaan pada 2014 menjadi 7 accident from 13 accidents in 2014 to just 7 accidents in 2015.
pada tahun 2015.
Agar budaya keselamatan menjadi bagian dalam seluruh To help instill a safety culture as part of the day-to-day activities
aktivitas karyawan, pada tahun 2015 Gapura membentuk of employees, Gapura established the Safety, Security and
unit Safety, Security dan Quality Assurance yang memiliki Quality Assurance unit in 2105, staffed with expert personnel
tenaga ahli bersertifikat dari kementerian tenaga kerja dalam having the proper certification in Occupational Health &
bidang keselamatan dan kesehatan kerja. Unit tersebut kini Safety from the Ministry of Labour. The unit is charged with
aktif melaksanakan berbagai program sosialisasi dan pelatihan developing and executing training and socialization programs
keselamatan dan keamaan kerja di seluruh cabang Perseroan. related to Occupational Health & Safety at all the Company’s
branches.

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Kinerja Keselamatan (insiden per 1000 penerbangan)

Safety Performance (incident per 1000 flight)
0,070 0,065 0,063 0,061 0,057

0,060 0,064
0,061 0,050
0,058
0,050
0,051
0,040
0,030
0,020 0,025
0,010
2011 2012 2013 2014 2015
Realisasi Realization Target Target
Pada tahun 2015 Gapura berhasil mempertahankan sertifikat In 2015, Gapura has successfully renewed its ISAGO (IATA
ISAGO (IATA Safety Audit for Ground Operations) dari Safety Audit for Ground Operations) certification from
International Air Transport Association sebagai merupakan IATA, as a global recognition of Gapura’s consistency in risk
pengakuan internasional terhadap konsistensi Gapura untuk management and safety, both in documentation as well as
manajemen risiko dan keselamatan, baik dalam dokumentasi implementation, in the operations at Soekarno-Hatta and
dan implementasi untuk operasi di bandara Soekarno-Hatta Denpasar airports.
dan Denpasar.
Perseroan memberi perhatian tinggi pada parameter The Company also continue to strive to improve other
operational excellence antara lain station handling delay serta parameters for operational excellence, including the station
mishandling baggage/cargo untuk mengukur kinerja ketepatan handling delay to measure the timeliness of ground handling
waktu ground handling dan mengukur kasus kerusakan, operation, and the baggage/cargo mishandling in terms of
kehilangan, salah tujuan, tertinggal serta penyimpangan lain. damage, loss, mistaken destination, left behind, or other
violations.
Tingkat station handling delay pada tahun 2015 adalah 0,11% Station handling delay in 2015 was measured at 0.11%, down
menurun dari 0,20% pada tahun 2014, sementara baggage/ from 0.2% in 2014, while baggage/cargo mishandling was
cargo mishandling adalah 0,08% menurun dari 0,13% pada 0.08%, a decline from 0.13% in 2014.
2014.
Pengembangan Bisnis Baru Development of New Businesses

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

Untuk mengantisipasi Gapura telah merintis pendirian In anticipation of this, Gapura has begun to develop new
strategic business unit (SBU) yaitu antara lain penggabungan strategic business units (SBU), including combining the Lounge
layanan Lounge & Hospitality dengan mulai mengelola sendiri and Hospitality services. The Company currently manages the
executive lounge di Terminal 1C bandara Soekarno Hatta Executive Lounge at Terminal 1C Soekarno-Hatta as well as at
serta Pontianak dan Pekanbaru, sementara executive lounge Pontianak and Pekanbaru airports, while the Executive Lounge
di Terminal 2 bandara Soekarno Hatta dan Denpasar bekerja at Terminal 2 Soekarno-Hatta and Denpasar are managed in
sama dengan mitra. partnership with third parties.
Layanan Hospitality yaitu passenger service assistant (PSA) The Hospitality services, formerly providing passenger service
yang awalnya hanya untuk Garuda Indonesia kini digunakan assistant (PSA) services to Garuda Indonesia, is now available
juga oleh maskapai lain, seperti Korean Air dan Japan airlines, to passengers from other airlines such as Korean Air and Japan
serta pelanggan personal dan korporasi. Airlines, as well as personal and corporate clients.
Hospitality Gapura bergabung dalam Society Concierge Gapura’s Hospitality services is a member of Society Concierge
Indonesia sehingga dipercaya untuk melayani hotel bintang Indonesia, and thus is able to serve guests of leading 5-star
lima seperti Shangrila, Mulia, Mandarin dan Heritage. Selama hotels such as Shangrila, Mulia, Mandarin and Heritage, In
2015, bisnis Hospitality berkembang pesat dengan jumlah 2015, the Hospitality business recorded growth from 20
pelanggan bertambah dari 20 di tahun 2014 menjadi 40 customers served in 2014 to 40 customers in 2015.
pelanggan pada 2015.

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Tinjauan Pendukung Bisnis

Business Support Review
Dua elemen kunci dari proses tranformasi bisnis yang tengah berlangsung di Gapura adalah
penerapan Teknologi Informasi untuk mewujudkan operational excellence, serta perubahan
paradigma dalam pengelolaan Sumber Daya Manusia.
The ongoing business transformation process in Gapura rests on two key elements: the
implementation of Information Technology towards operational excellence, and the paradigm
change in the management of our Human Capital.
TI Mendorong Transformasi IT Driven Transformation

Sebagai penunjang utama industri penerbangan, industri As the primary supporting industry for the aviation sector,
ground handling menghadapi dinamika tuntutan bisnis the ground handling industry has to face increasing demand
yang terus meningkat dari industri penerbangan. Tuntutan for higher quality services from client airlines. The Company
ini mendorong Perseroan untuk memberikan layanan yang responded by efforts to provide smart and excellent services,
lebih unggul dan cerdas, melalui optimalisasi proses kerja delivered through optimization of work processes and
operasional dan peningkatan service delivery bermutu tinggi, improvement of service quality. The expected end result is
yang diharapkan akan meningkatkan kepuasan pelanggan, improvements in customer satisfaction, profits and Gapura
laba usaha serta citra perusahaan. brand.
Guna mewujudkan operational excellence, Perseroan To achieve operational excellence, the Company is committed
berkomitmen memanfaatkan Teknologi Informasi sebagai to the utilization of Information Technology as an enabler for
pendorong proses transformasi bisnis dengan menjadikan business transformation, transforming Gapura into an IT-based
Gapura sebagai IT-based organization yang menerapkan organization that use the right advanced technology towards
teknologi mutakhir tepat guna untuk optimalisasi proses- optimum ground handling operational processes.
proses operasional ground handling.
Strategi pemanfaatan TI di Gapura difokuskan pada teknologi At Gapura, IT utilization strategy centers on the use of proven
mutakhir yang telah terbukti memiliki kemampuan yang and capable technology systems, mainly to improve the
baik (Capable), terutama dalam peningkatan efisiensi dan efficiency and effectiveness of various work processes, to be
efektifitas proses kerja, yang implementasi dan pengembangan developed and implemented by business partners with well-
sistemnya dilakukan mitra bisnis yang memiliki kompetensi known reputation in the field of Information Technology.
tinggi di bidang teknologi informasi.

Pengembangan layanan TI di Gapura diawali melalui Development of IT services at Gapura started with the
penggunaan perangkat lunak Enterprises Resource utilization of an Enterprise Resource Planning (ERP) software
Planning (ERP) dari SAP AG, Jerman. Inisiatif ini merupakan from SAP AG, Germany. It is an important milestone in the
tonggak penting dalam pendayagunaan TI di Gapura, karena utilization of IT at Gapura, as it underscores the commitment
menunjukkan komitmen Perseroaan untuk mewujudkan suatu to develop a comprehensive, integrated IT system towards
sistem TI yang komprehensif dan terintegrasi dalam rangka transparency as well as effectiveness and efficiency of
transparansi, efektivitas dan efisiensi proses bisnis. business processes.
Gapura juga telah berhasil menerapkan modul Financial Subsequently, Gapura has successfully implemented the
Accounting and Controlling (SAP FICO). Modul SAP FICO Financial Accounting and Controlling (SAP FICO) module. This
mengintegrasikan proses-proses pencatatan, pengumpulan module integrated the recording, collection and processing of
dan pengolahan transaksi atau informasi keuangan secara financial transactions or information in a real-time basis, to
real-time, sebagai masukan untuk keperluan pelaporan internal serve as input for internal and external reporting purposes
dan eksternal maupun untuk proses analisa dan pengambilan as well as for management analysis and decision-making
keputusan manajemen. processes.
Setelah SAP¬ FICO, Gapura melanjutkan dengan implementasi Following SAP FICO, Gapura implemented the SAP HCM
modul SAP HCM (Human Capital Management). Modul (Human Capital Management) module. The SAP HCM module
SAP HCM mendukung seluruh proses yang terkait dengan supports all processes related with the management of
pengelolaan Sumber Daya Manusia dan administrasi karyawan human resources and employee administration, including the
di Perusahaan, termasuk penyimpanan data karyawan secara filing of individual employee data starting from recruitment
individu sejak direkrut sampai pensiun atau keluar dari up to retirement or discharge from the Company. In 2015,
Perusahaan. Pada tahun 2015 dilakukan implementasi modul the Company implemented the SAP-Payroll module in a
SAP-Payroll yang merupakan kelanjutan dari sistem SAP HCM continuation of SAP HCM as one of the core support systems
sebagai salah satu sistem pendukung utama Perseroan. used by the Company.

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Gapura juga telah mengembangkan sistem e-Procurement Gapura has also developed an e-Procurement system for
dalam proses pengadaan barang dan jasa di Perusahaan. Selain the procurement of goods and services at the Company. In
dapat meningkatkan efisiensi proses pengadaan, implementasi addition to improving the efficiency of procurement processes,
e-Procurement juga merupakan salah satu langkah penting the implementation of e-Procurement is also an important
dalam peningkatan transparansi terkait dengan pelaksanaan step towards increased transparency with regards to the
praktik-praktik Tata Kelola Perusahaan yang baik (GCG) di implementation of Good Corporate Governance (GCG) practices
Gapura. at Gapura.
Pada tahun 2015, pendayagunaan sistem-sistem TI diperluas In 2015, the scope of IT utilization was expanded to support
untuk mendukung aktivitas operasional utama Gapura yaitu Gapura’s core operational activities of providing ground
penyediaan jasa ground handling di bandara. Gapura telah handling services at airports. Gapura then implemented the
menerapkan salah satu aplikasi TI paling mutakhir di industrinya Operational Control System (OCS), one of the latest IT systems
yaitu Operational Control System (OCS). in the ground handling industry.

Melalui OCS, aktivitas ground handling di seluruh area OCS enables real-time monitoring of all ground handling
bandara dapat dipantau secara real-time, sehingga dapat activities in all areas of an airport, leading to more optimum
mengoptimalkan penggunaan sumber daya peralatan maupun utilization of available equipment and personnel, while also
personil yang tersedia, serta mengantisipasi keterlambatan anticipating delays in aircraft handling. The kick-off for OCS
penanganan pesawat. Kick off implementasi OCS di Bandara implementation at Soekarno-Hatta International Airport was
Internasional Soekarno-Hatta dilakukan pada Oktober 2015 held in October 2015, with the system expected to be fully
dan direncanakan akan operasional pada bulan Oktober 2016. operational by October 2016.
Selain implementasi OCS, program-program pengembangan In addition to OCS implementation, development of IT services
layanan TI pada tahun 2015 juga mencakup sejumlah undertaken during 2015 also include initiatives such as the re-
inisiatif lain seperti desain-ulang situs web Perusahaan, design of the Company’s official website, the development of
pengembangan aplikasi korespondensi dan infrastruktur a correspondence application, and the infrastructure for inter-
jaringan komunikasi data antar-cabang. branch data communication network.
SDM sebagai Sumber Daya Pertumbuhan Human Capital as Growth Resources

Konsep human capital menempatkan karyawan sebagai salah The concept of human capital sees employees as one of the
satu sumber daya utama yang vital bagi keberlangsungan dan vital resources to sustain the business growth of a company.
pertumbuhan bisnis perusahaan, karenanya pengembangan Thus, efforts in developing the potentials of the workforce
potensi karyawan harus diupayakan secara optimal dan should be undertaken in an optimum and balance manner
berimbang dengan peningkatan kesejahteraan karyawan. along with improvement in employee welfare.
Gapura menggunakan pendekatan Competency-Based Human Gapura implements the Competency-Based Human Resources
Resources Management (CBHRM) dalam pengeloaan human Management (CBHRM) approach in the management of its
capital dengan menerapkan tiga model pengembangan human capital using three models for the development of Core
untuk Core Competency, Basic Competency dan Professional Competency, Basic Competency and Professional Competency.
Competency.
Ketiga model ini dikembangkan dan terus disempurnakan These three models were developed and continuously
untuk mendukung penilaian kemampuan karyawan secara enhanced to enable fair and transparent assessment of
adil dan transparan. Dengan demikian setiap karyawan Gapura employee competences. Each individual employee of Gapura is
diharapkan dapat menguasai: thus expected to acquire:
• Core Competency (nilai-nilai budaya perusahaan) • Core Competency (corporate values)
• Basic Competency (perilaku dan kualitas pribadi) • Basic Competency (personal behaviour and quality)
• Professional Competency (keterampilan dan pengetahuan, • Professional Competency (general and specialized/
yang bersifat umum maupun khusus/fungsional). functional skills and knowledge)
Profil Karyawan Employee Profiles

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

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Karyawan Gapura tersebar di Kantor Pusat dan 53 kantor Gapura’s employees are stationed at the Head Office as well
cabang/perwakilan di berbagai bandara di seluruh Indonesia. as at 53 branches/representative offices in airports all over
Selain karyawan tetap dan PKWT, aktivitas operasional Gapura Indonesia. In addition to permanent and contract employees,
juga didukung oleh 5.842 orang tenaga kerja alih-daya per 31 Gapura’s operations are also supported by 5,842 outsourced
Desember 2015. personnel, as at December 31, 2015.
Sebanyak 46 karyawan baru telah direkrut sepanjang tahun A total of 46 new employees were recruited in 2015. In
2015. Selain untuk mengimbangi peningkatan volume bisnis addition to the need to keep pace with business growth
serta menggantikan karyawan yang keluar, pensiun atau and to replace those that resigned, retired or deceased,
meninggal dunia, rekrutmen karyawan baru juga diarahkan employee recruitment was also undertaken to improve the
untuk memperbaiki komposisi karyawan secara keseluruhan. overall employee composition in terms of education and
Perekrutan karyawan mengacu kepada tingkat pendidikan competences. Emphasizing better education and higher level
dan kompetensi yang lebih tinggi guna memenuhi kualifikasi of competences, employee recruitment is thus directed to
pekerjaan yang kelak dibutuhkan, serta mempersiapkan fill future job qualifications, as well as to prepare the future
regenerasi kepemimpinan masa depan Gapura. leadership of Gapura.
Profil karyawan Gapura dapat dilihat pada tabel-tabel berikut Employee profile of Gapura is presented in the following tables:
ini.
Karyawan Berdasar Usia Karyawan Berdasar Usia
2014 2015
>50 330 266 >50
41-50 963 943 41-50
31-40 374 385 31-40
<30 176 189 <30

Total 1.843 1783 Total
Karyawan Berdasar Jenis Kelamin Karyawan Berdasar Jenis Kelamin

2014 2015
Pria 1506 1453 Pria
Wanita 337 331 Wanita
Total 1.843 1783 Total
Karyawan Berdasar Tingkat Pendidikan Karyawan Berdasar Tingkat Pendidikan

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

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

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Pengembangan Kompetensi Karyawan Development of Employee Competences

Penguatan kompetensi SDM merupakan bagian penting dari Development of employee competences is an important
transformasi bisnis di Gapura. Selain pelatihan kompetensi part of the business transformation at Gapura. In addition
yang bersifat wajib, juga dilakukan program-program pelatihan to training for mandatory competences, employee training
serta pendidikan karyawan yang bersifat perubahan maupun programs also include training for competency change and
pengembangan kompetensi. Pelatihan perubahan kompetensi development. Training in competency change is directed to
bertujuan untuk membangun kompetensi karyawan agar develop employee competences so as to be able to keep pace
mampu mengimbangi dinamika bisnis ground handling, dengan with the dynamics of ground handling business, eventually
sasaran akhir pada pencapaian service excellence. Sedangkan leading to the achievement of service excellent. Training in
pelatihan pengembangan kompetensi ditujukan untuk competency development, on the other hand, is directed to
menyiapkan karyawan dengan kompetensi tertentu guna prepare personnel with specific competences in support of
mendukung pengembangan portofolio bisnis Gapura. Gapura’s strategy to expand its business portfolio.
Pelatihan yang bersifat wajib adalah pelatihan yang harus Mandatory training is those that are required by the Government
dilakukan sesuai dengan ketentuan Pemerintah maupun as well as the International Air Transport Association (IATA),
International Air Transport Association (IATA), berupa comprising of training to acquire and maintain professional
pelatihan untuk memperoleh dan mempertahankan lisensi/ licenses/certifications or other specific hard skills related to
sertifikasi profesi maupun keterampilan (hard skill) khusus ground handling operations. In 2015, the total duration of
lainnya menyangkut operasional ground handling. Pada tahun mandatory training conducted by Gapura amounted to 27,741
2015, total durasi penyelenggaraan pelatihan wajib di Gapura training hours in total.
mencapai 27.741 jam pelatihan.

Sementara pelatihan yang bersifat tidak-wajib adalah Non-mandatory training meanwhile is training that, while
pelatihan yang tidak diwajibkan berdasarkan peraturan namun not required by regulations, is deemed important to support
dianggap penting untuk menunjang dan meningkatkan kinerja the Company’s operations and improve its performance.
perusahaan, termasuk pelatihan soft skill di bidang manajemen These include training in soft skills such as in management
dan kepemimpinan (leadership). Pada tahun 2015, Gapura and leadership. In 2015, Gapura conducted a total of 12,487
tercatat menyelenggarakan 12.487 jam pelatihan di bidang training-hours in diverse areas such as legal, human resources,
hukum, SDM, perpajakan, audit, pengadaan barang dan jasa, tax, audit, goods and services procurement, accident/incident
accident/incident investigation & reporting, dan sejumlah investigation & reporting, and a few others.
bidang lainnya.
Berbagai program pengembangan kompetensi karyawan The various employee competences development programs
tersebut diselenggarakan sesuai dengan kebutuhan were undertaken according to the Company’s needs as well as
Perusahaan maupun tuntutan jalur karir karyawan, dengan the employee career path, giving due consideration to concepts
memperhatikan kesetaraan gender dan persamaan of gender equality and equal opportunity for all employees.
kesempatan bagi seluruh karyawan.
Gapura mulai merintis penerapan Knowledge Management Gapura has also begun to implement Knowledge Management
sebagai salah satu inisiatif strategi di bidang pengembangan as a strategic initiative in employee competences development.
kompetensi karyawan. Hal ini dilakukan melalui Sharing In the implementation, the Human Capital division facilitated
Session secara rutin yang difasilitasi oleh unit kerja Human routine sharing sessions, where employees can contribute as
Capital, dimana setiap karyawan dapat berkontribusi sebagai speakers and otherwise participated in the exchange of ideas,
pembicara dan saling bertukar ide, konsep dan informasi concepts and information among fellow employees.
dengan karyawan lainnya yang berpartisipasi.
Remunerasi dan Kesejahteraan Karyawan Employee Remuneration and Welfare

Faktor remunerasi maupun kesejahteraan karyawan dapat Employee remuneration and welfare can have a tangible impact
berdampak secara nyata pada kinerja karyawan dan pada on employee performance and, eventually, on overall company
akhirnya mempengaruhi produktivitas perusahaan. Sistem productivity. A fair and transparent work remuneration system
remunerasi yang adil serta transparan dapat memacu karyawan can be a motivation for employees to strive for their best
untuk memberikan kinerja terbaik dan terus-menerus berupaya performance and to continuously improve their capabilities.
untuk meningkatkan kapabilitas yang dimiliki. Dengan Being assured of their welfare, employees will be able to focus
terjaminnya kesejahteraan akan memungkinkan karyawan on their day-to-day work activities.
untuk tetap fokus pada pekerjaan yang dilakukan setiap hari.
Karyawan Gapura memperoleh remunerasi yang terdiri dari gaji Gapura provides each employee with a remuneration package
pokok dan kompensasi finansial lain meliputi tunjangan makan, consisting of a basic salary and other financial compensation
tunjangan transportasi, tunjangan pendidikan (untuk anak that include meal allowance, transportation allowance,
karyawan) serta Tunjangan Hari Raya. Karyawan pada posisi/ education allowance (for their children) and religious holiday
fungsi tertentu juga memperoleh tunjangan Surat Kecakapan allowance. Employees at certain positions/functions also
Personil (SKP)/Lisensi. Sementara di tingkat struktural, Gapura receive allowance for Personnel Competence Certification/
memberikan tunjangan tambahan berupa tunjangan jabatan License. Structural staffs also receive additional benefit in the
dan fasilitas rumah dinas. Manajemen Gapura juga memiliki form of position allowance and company housing facility. Gapura
kebijakan pembagian bonus tahunan kepada seluruh karyawan also has an annual bonus policy for all employees from profits
dari laba yang diperoleh setiap tahun, yang diditribusikan earned each year, to be distributed in the following year. The
pada tahun berikutnya. Paket remunerasi karyawan tersebut employee remuneration package is regularly adjusted each year
disesuaikan secara berkala setiap tahun terhadap kenaikan to compensate for the increase in cost of living according to the
biaya hidup berdasarkan angka inflasi resmi dari Pemerintah. official annual inflation figure as released by the Government.

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Setiap tahun, Gapura memberikan beberapa penghargaan Each year, Gapura provides employees with rewards in
terhadap karyawan yang berprestasi dalam mendukung recognition of their outstanding contribution to business
pencapaian target bisnis dan juga penghargaan karyawan targets achievement as well as for continuous service
dengan masa kerja aktif tidak terputus. Program penghargaan time. Initially designed as additional incentive to motivate
yang dilakukan dalam rangka memotivasi karyawan tersebut employees, these reward programs are being integrated
tengah diintegrasikan ke dalam suatu sistem remunerasi into a performance-based remuneration program, currently
berbasis-kinerja yang saat ini sedang disusun sebagai kebijakan under development as a formal company policy, whereby the
formal perusahaan, dimana imbalan kerja akan dibedakan employee work compensation will be determined based on
berdasarkan kinerja masing-masing individu karyawan. Kinerja the respective performance of each individual employee. The
karyawan akan dinilai secara objektif terkait dua aspek, yaitu system provides for an objective assessment of employee
aspek pencapaian sasaran kerja serta aspek perilaku kerja dan performance in two areas, namely achievement of work target
man management (bagi personil yang memiliki bawahan). and achievement in work behaviour and man management (for
personnel with subordinate staff).
Selain memberikan tingkat remunerasi yang kompetitif di Aside from ensuring a competitive level of work compensation
pasar bagi karyawannya, Gapura juga memberikan kompensasi for its employees, Gapura also provides non-financial
non-finansial yang ditujukan untuk menjaga kesejahteraan compensation to ensure the overall welfare of employees
karyawan secara keseluruhan, melalui program pensiun dan through both a pension program and an employee health
program pelayanan kesehatan karyawan. Sesuai dengan service program. In compliance with applicable regulations, the
ketentuan yang ada, seluruh karyawan dan pekerja Perusahaan Company registers all its employees and workers in the BPJS
diikutsertakan dalam program BPJS Ketenagakerjaan, yang Ketenagakerjaan, the Government’s worker social security
memberikan manfaat Jaminan Kecelakaan Kerja, Jaminan program, that provides Work Accident, Loss of Life and Old
Kematian, dan Jaminan Hari Tua. Untuk menjamin kesejahteraan Age insurance. To ensure the welfare of employees following

karyawan setelah mereka pensiun (di usia 56 tahun), Gapura retirement (at the age of 56), Gapura maintains an Old Age
memiliki program Tunjangan Hari Tua (THT) yang dikelola oleh Benefit program managed by an independent life insurance
perusahaan asuransi jiwa pihak ketiga, serta Program Pensiun provider, and a Defined Benefit Pension Program run by the
Iuran Pasti yang dikelola oleh Dana Pensiun Garuda Indonesia. Garuda Indonesia Pension Fund unit.
Gapura menyediakan fasilitas kesehatan yang cukup Gapura provides comprehensive health facilities for its
komprehensif bagi karyawan. Selain mengikutsertakan seluruh employees. In addition to participation in the Government-
karyawan dalam program BPJS Kesehatan sesuai ketentuan sponsored BPJS Kesehatan health insurance program for all
yang berlaku, Gapura juga bekerja sama dengan pihak ketiga employees, Gapura also cooperates with third-party healthcare
dalam penyediaan fasilitas kesehatan untuk rawat jalan dan providers in the provision of medical care and hospitalization
rawat inap bagi karyawan dan keluarga inti mereka (istri/ facilities for employees and their immediate family members
suami dan anak-anak sampai dengan usia 25 tahun). Fasilitas (spouse and children up to 25 years old). These facilities are
kesehatan ini tersedia juga untuk karyawan yang telah also available to retired employees and their immediate family
pensiun, termasuk istri/suami dan anak mereka. members.
Hubungan Industrial Industrial Relations

Kebebasan berserikat bagi karyawan di Gapura diwujudkan At Gapura, freedom of association for employees is manifested
melalui keberadaan Serikat Pekerja PT Gapura Angkasa through the activities of PT Gapura Angkasa Employee Union
(SIPERKASA). Dengan beranggotakan seluruh karyawan Gapura, (SIPERKASA). Counting all Gapura employees as its members,
SIPERKASA merupakan wadah yang efektif guna menyuarakan SIPERKASA is an effective vehicle with which to promote the
aspirasi karyawan maupun melindungi kepentingan karyawan aspirations of employees as well as to protect their interests.
Gapura. Dalam hal ini, SIPERKASA merupakan mitra aktif yang In this regards, SIPERKASA acts as an active partner to the
bersama-sama dengan manajemen Gapura mengupayakan management of Gapura in building a harmonious relationship
hubungan yang harmonis antara karyawan dan perusahaan between employee and the Company, and in creating a work
serta terciptanya lingkungan kerja yang kondusif terhadap environment that is conducive towards the achievement of
tercapainya tujuan-tujuan karyawan serta perusahaan. common objectives of the Company and its employees.
Gapura telah memiliki dokumen Perjanjian Kerja Bersama (PKB) Gapura currently has in force the Collective Labour Agreement
untuk periode tahun 2015-2016 yang memuat hak dan (PKB) document for the 2015-2016 period, which contains
kewajiban dari karyawan maupun perusahaan, terkait dengan the rights and obligations on the part of employees and the
hubungan ketenagakerjaan yang ada antara karyawan dan Company related to the industrial relations between Gapura
Gapura. Dokumen PKB dirumuskan bersama oleh manajemen and its employees. The PKB document is formulated jointly
Gapura dan SIPERKASA sebagai wakil karyawan, serta by Gapura management and SIPERKASA as representative of
diperbaharui dari waktu ke waktu untuk menyesuaikan dengan the employees, and is updated regularly to be adjusted with
perkembangan kondisi yang ada. ongoing developments.
Indeks Kepuasan Kerja Work Satisfaction Index

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

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Gapura memperlihatkan kinerja keuangan yang baik di tahun 2015 dengan membukukan
peningkatan 54% pada Laba Bersih dan 26% pada Jumlah Aset.
Gapura showed an excellent financial performance in 2015 by posting a 54% increase in Net
Income as well as a 26% growth in Total Assets.
Berikut ini adalah pembahasan mengenai kinerja keuangan The following is a discussion on the financial performance
PT Gapura Angkasa (“Perseroan” atau “Gapura”) pada tahun of PT Gapura Angkasa (“Gapura” or the “Company”) in 2015.
2015. Angka-angka yang berpadanan untuk tahun 2014 Corresponding figures for the year 2014 are presented in
disajikan sebagai pembanding maupun untuk keperluan analisis. comparison and for purposes of analysis.
Pembahasan berikut ini mengacu kepada Laporan Keuangan The following discussion refers to the Company’s Audited
Auditan Perseroan untuk periode tahun buku yang berakhir Financial Statements for the fiscal year period ended
pada 31 Desember 2015 dan 31 Desember 2014, yang juga December 31, 2015 and December 31, 2015, as attached in
dilampirkan dalam Laporan Tahunan ini. this Annual Report.
Laporan Laba-Rugi Income Statements
Pendapatan Usaha Operating Revenues

Gapura memperoleh Pendapatan Usaha dari aktivitas pada Gapura derives Operating Revenues from activities in the
segmen-segmen usaha utama Perseroan yaitu Ground Company’s primary business segments of Ground Handling,
Handling, Cargo Handling & Warehousing, dan Bisnis Lain. Pada Cargo Handling & Warehousing, and Other Businesses. In
tahun 2015, jumlah Pendapatan Usaha tercatat mencapai 2015, Operating Revenues amounted to Rp1,318.82 billion,
sebesar Rp 1.318,82 miliar, tumbuh 9% dari Rp 1.210,44 miliar increasing by 9% from Rp1,210.44 billion posted in 2014.
yang dibukukan di tahun 2014.
Pendapatan dari Ground Handling, termasuk layanan AHAN Revenues from Ground Handling, including AHAN (Aircraft
(Aircraft Handling Additional Note) serta penerbangan Haji, Handling Additional Note) services and Hajj flights, amounted
mencapai sebesar Rp 1.089,94 miliar, atau 83% dari total to Rp1,089.94 billion, contributing 83% to total Operating
Pendapatan Usaha pada tahun 2015, dan tercatat tumbuh Revenues in 2015, and representing a growth of 10% over
10% dari Rp 988,67 miliar di tahun 2014. Pertumbuhan Rp988.67 billion posted in 2014. The growth in revenues was
tersebut sejalan dengan kenaikan produksi jasa Ground generally in line with the 8.3% increase in ground handling

Handling sebesar 8,3% dari 255.350 penerbangan di tahun production from 255,350 flights in 2014 to 276,564 flights in
2014 menjadi 276.564 penerbangan pada tahun 2015. 2015. The increase in revenues in this segment also reflected
Pertumbuhan pendapatan segmen ini juga diakibatkan adanya the increases of 25% in AHAN tariff and 2.5% in Ground
kenaikan tarif Garuda Indonesia yang meliputi tarif AHAN Handling tariff for Garuda Indonesia, beginning in June 2015
sebesar 25% mulai Juni 2015 dan Ground Handling 2,5% mulai and July 2015, respectively.
Juli 2015.
Pendapatan dari segmen Warehousing, termasuk layanan Revenues from the Warehousing segment, including from
Cargo Handling, tercatat mencapai sebesar Rp 166,34 miliar Cargo Handling services, amounted to Rp166.34 billion in
pada tahun 2015, naik 5% dari pencapaian pada tahun 2015, a 5% increase over the amount in 2014 of Rp158.75
sebelumnya sebesar Rp 158,75 miliar. billion.
Pada tahun 2015, pendapatan dari segmen Bisnis Lain tercatat In 2015, revenues from Other Businesses amounted to Rp
mencapai sebesar Rp 62,54 miliar, turun 0,8% dari pencapaian 62.54 billion, a slight decline from revenues posted in 2014 of
pada tahun 2014 sebesar Rp 63,01 miliar. Rp63.01 billion.
Komponen jasa atau layanan yang dominan pada segmen The dominant components or services in the Other Businesses
Bisnis Lain antara lain adalah layanan Hospitality, Passenger segment are the Hospitality services, Passenger Service
Service Charge Collection, jasa Business Lounge, layanan Charge Collection, Business Lounge services, Aerobridge
Garbarata, serta layanan Security. services, and Security services.
Pendapatan dari layanan Business Lounge naik 100% dari Revenues from Business Lounge services rose 100% from Rp
Rp 3,21 miliar di 2014 menjadi Rp 6,42 miliar di tahun 2015. 3.21 billion in 2014 to Rp 6.42 billion in 2015. Revenues from
Pendapatan dari layanan Security meningkat dari Rp 3,59 Security services grew from Rp 3.59 billion in 2014 to Rp 5.83
miliar pada tahun 2014 menjadi Rp 5,83 miliar di tahun 2015, billion in 2015, or an increase of 62%, while revenues from
atau naik 62%, sementara pendapatan dari layanan Garbarata Aerobridge services rose by 9% from Rp 8.94 billion in 2014 to
naik 9% dari Rp 8,94 miliar di tahun 2014 menjadi Rp 9,75 Rp 9.75 billion in 2015.
miliar di tahun 2015.

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Beban Pokok Penjualan Cost of Service

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

Beban Usaha terdiri dari Beban Pemasaran serta Beban Umum & Operating Expenses consists of marketing Expenses and
Administrasi. Total Beban Usaha pada tahun 2015 adalah sebesar General & Administrative Expenses. Total Operating Expenses
Rp 107,18 miliar, turun signifikan dibandingkan Rp 148,96 miliar amounted to Rp 107.18 billion, significantly down from Rp
pada tahun 2014. 148.96 billion posted in 2014.
Beban Pemasaran mencapai sebesar Rp 5,75 miliar pada tahun Marketing Expenses amounted to Rp 5.75 billion in 2015,
2015, naik sedikit dari sebesar Rp 5,48 miliar di tahun sebelumnya. slightly increasing from Rp 5.48 billion posted in the previous
year.
Beban Umum & Administrasi tercatat sebesar Rp 101.43 miliar General & Administrative Expenses amounted to Rp 101.43
pada tahun 2015 turun 29% dari Rp 143.48 miliar yang tercatat billion in 2015, down 41% from Rp 143.48 billion posted in
di tahun 2014. Komponen-komponen utama Beban Umum & 2014. The main components of General & Administrative
Administrasi antara lain adalah Beban Pegawai, Beban Sewa expenses are Employee Expenses, Rent Expenses, and Office
dan Beban Kantor. Beban Pegawai berkontribusi lebih dari 50% Expenses. Employee Expenses contributed more than 50% to
dari total Beban Umum & Administrasi, dan mencapai sebesar Rp total General & Administrative Expenses, and amounted to Rp
60,92 miliar pada tahun 2015. Jumlah tersebut naik dari Rp 50,92 60.92 billion in 2015. The amount represented an increase
miliar di tahun 2014, sejalan dengan kenaikan pada imbalan kerja over Rp 50.92 billion in 2014 in line with increases in the
dan kesejahteraan karyawan Perseroan. Company’s employee wages and benefits.
Penurunan signifikan pada Beban Umum & Administrasi The significant decline in General & Administrative Expenses
disebabkan oleh pencatatan Beban Imbalan Pasca Kerja, dimana was mainly due to the posting of Post-Service Employee
pada tahun 2014 tercatat sebesar Rp 29,56 miliar, sementara Benefit Expenses, which amounted to Rp 29.56 billion in 2014,
pada tahun 2015 Perseroan membukukan koreksi (negatif) atas while in 2015 the Company posted a negative adjustment
pembebanan pencadangan imbalan pasca kerja sebesar Rp 10,13 of Rp 10.13 billion for post-service employee benefits
miliar untuk menyesuaikan dengan pemberlakuan PSAK 24. calculations as a result of the implementation of SFAS 24.
Pendapatan (Beban) Lain-lain Other Revenues (Expenses)

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

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

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

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

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

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

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

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Liabilitas Jangka Pendek Current Liability

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

Liabilitas jangka panjang Perseroan berupa Utang Bank, The Company’s Non-Current Liability consists of Bank
Liabilitas Sewa Pembiayaan serta Liabilitas Imbalan Pasca Borrowings, Lease Liability and Post-Service Liability, and
Kerja tercatat naik 39% dari Rp 255.9 miliar di akhir tahun recorded an increase of 39% from Rp 255.9 billion at year-end
2014 menjadi Rp 355.78 miliar di akhir tahun 2015. 2014 to Rp 355.78 billion at the end of 2015.
Kenaikan pada liabilitas jangka panjang Perseroan terutama The increase in the Company’s non-current liability mainly
mencerminkan timbulnya Liabilitas Sewa Pembiayaan sebesar reflected the posting of Rp 176.42 billion of Lease Liability in
Rp 176,42 miliar, yang dikompensasi oleh penurunan sebesar 2015, which was compensated by a decline of Rp 31.54 billion
Rp 31,54 miliar pada Liabilitas Imbalan Pasca Kerja dan in Post-Service Liability and a decline of Rp 45.0 billion in Bank
penurunan sebesar Rp 45,0 miliar pada Utang Bank Perseroan. Borrowings.
Ekuitas Shareholders’ Equity

Jumlah Ekuitas Perseroan tercatat tumbuh sebesar Rp 62,54 The Company’s Shareholders’ Equity grew by Rp 62.54
miliar, atau 19%, menjadi Rp 399,97 miliar pada akhir tahun billion, or 19%, to reach Rp 399.97 billion at year-end 2015,
2015, dibandingkan Rp 337,43 miliar setahun sebelumnya. compared with Rp 337.43 billion a year previously. The growth
Pertumbuhan ekuitas tersebut mencerminkan adanya in shareholders’ equity mainly reflected the increase in the
kenaikan pada saldo Laba Ditahan, dari penambahan laba balance of Retained Earnings with the addition of Rp 53.80
bersih tahun 2015 sebesar Rp 53,80 miliar, menjadi sebesar billion in net income from operations in 2015, to Rp 78.85
Rp 78,85 miliar yang dibukukan pada tahun 2015. billion as at year end 2015.
Arus Kas Cash Flows
Kas dan setara kas tercatat mencapai sebesar Rp 76,35 miliar Cash and cash equivalents amounted to Rp 76.35 billion at
pada akhir tahun 2015, dibandingkan Rp 50,45 miliar pada year-end 2015, compared with its position a year earlier at Rp
posisi setahun sebelumnya. 50.45 billion.
Arus Kas Bersih dari Aktivitas Operasi Net Cash Provided by Operating Activities
Jumlah arus kas bersih dari aktivitas operasi tercatat sebesar Net cash provided by operating activities amounted to Rp
Rp 64,49 miliar pada tahun 2015, dibandingkan dengan arus 63.7 billion in 2015, compared with net cash used in operating
kas bersih yang digunakan untuk aktivitas operasi sebesar activities of Rp 47.04 billion that was posted in 2014. In 2015,
Rp 47,04 miliar pada tahun 2014. Pada tahun 2015 Gapura Gapura recorded an increase of Rp 209 billion in cash receipt
mencatat kenaikan Rp 209 miliar dari penerimaan kas dari from customers, an increase of advances received and pre-
pelanggan, kenaikan penerimaan uang muka dan biaya dibayar

dimuka sebesar Rp 4,6 miliar, kenaikan pembayaran pajak paid expenses of Rp 4.6 billion, an increase of pre-paid taxed
sebesar Rp 8 miliar, kenaikan pembayaran kepada pemasok Rp of Rp 8 billion, an increase of Rp 155.5 billion in payment to
154,8 miliar, dan penurunan pembayaran dividen, bonus dan suppliers, and a decline of Rp 60.8 billion in dividend, bonus and
tantiem sebesar Rp 60,7 miliar. tantiem payment.
Arus Kas Bersih untuk Aktivitas Investasi Net Cash Used in Investing Activities
Arus kas bersih digunakan untuk aktivitas investasi adalah Net cash used in investing activities amounted to Rp 13.8
sebesar Rp 14,59 miliar pada tahun 2015, dibandingkan billion in 2015, compared with net cash provided from
arus kas bersih diperoleh dari aktivitas investasi sebesar investing activities of Rp 13.23 billion in 2014. In 2015,
Rp 13,23 miliar di tahun 2014. Gapura mencatat kenaikan Gapura recorded an increase of Rp 1.9 billion in fixed assets,
dalam perolehan aset tetap sebesar Rp 536 miliar serta as well as an increase of Rp 29.23 billion in intangible assets
kenaikan pada aset tak berwujud dan aset lain-lain sebesar and other assets.
Rp 27,28 miliar, pada tahun 2015.
Arus Kas Bersih untuk Aktivitas Pendanaan Net Cash Used in Financing Activities
Arus kas bersih digunakan untuk aktivitas pendanaan adalah Net cash used in financing activities amounted to Rp 24.0
sebesar Rp 24,0 miliar pada tahun 2015. Pada tahun 2014, billion in 2015. In 2014, net cash provided by financing
kas bersih diperoleh dari aktivitas pendanaan tercatat sebesar activities amounted to Rp 21.26 billion.
Rp 21,26 miliar.
Rasio-Rasio Keuangan Penting

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

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04 Corporate Governance
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Transformasi bisnis Perseroan mencakup peningkatan

penerapan prinsip-prinsip Tata Kelola Perusahaan yang baik
untuk mewujudkan perusahaan yang terpercaya, berkinerja
unggul dan mampu tumbuh secara berkesinambungan.
The Company’s business transformation includes the improvement in the
implementation of Good Corporate Governance practices to promote trust from
the stakeholders, excellent performances, and sustainable growth.
Tata Kelola
Perusahaan
Good Corporate Governance
Rapat Umum Pemegang Saham 12 Rapat Umum Pemegang Saham

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

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Tata Kelola Perusahaan

Good Corporate Governance
Penerapan Good Coporate Governance (GCG) adalah bagian integral dari kegiatan usaha Perseroan.
The implementation of Good Corporate Governance (GCG) serves as an integral part of the
Company’s business activities.
Landasan Pelaksanaan GCG Basis for GCG Implementation

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

9. Pedoman GCG Indonesia Tahun 2006 Komite Nasional 9. Indonesia GCG Guidelines Year 2006 of National Committee
Kebijakan Governance (KNKG) for GCG Policy
10. Anggaran Dasar PT Gapura Angkasa beserta perubahannya 10. Articles of Association of PT Gapura Angkasa and its
amendments
Tujuan Penerapan GCG Objectives of GCG Implementation

Penerapan GCG di Perseroan tidak hanya semata-mata GCG implementation in the Company is not solely intended to
memenuhi kewajiban Perseroan sebagai anak perusahaan meet its obligations as a subsidiary of a state-owned company,
BUMN, namun lebih khusus bertujuan untuk menjamin but specifically aimed to achieve the Company’s mission and
tercapainya misi Perseroan serta menjaga kepentingan to protect the interest of the shareholders and stakeholders.
pemegang saham maupun stakeholder.
Prinsip-prinsip GCG yaitu transparansi, akuntabilitas, GCG principles which include transparency, accountability,
pertanggungjawaban, kemandirian dan kewajaran akan responsibility, independence and fairness would increase
meningkatkan nilai perusahaan, serta mampu mengendalikan the Company’s values, and would manage and direct the
dan mengarahkan hubungan antara pemegang saham, dewan relationships among shareholders, BOC, BOD, employees,
komisaris, direksi, karyawan, pelanggan, mitra usaha, kreditur customers, business partners, creditors and public and
serta masyarakat dan lingkungan. business environment.
Melalui penerapan GCG diharapkan pula pengelola Perseroan GCG implementation is also expected to guide the Company’s
akan membuat keputusan dan menjalankan tindakan dengan leaders in making the decisions and taking the actions
dilandasi moral yang tinggi, kepatuhan terhadap peraturan based on the high moral values, compliance with rules and
perundang-undangan, serta kesadaran tanggung jawab sosial, regulations, and social responsibility awareness, to prevent
guna mencegah penyimpangan dan meningkatkan kontribusi any nonconformity and to increase the Company’s contribution
Perseroan dalam perekonomian nasional. to national economy.
Penerapan GCG secara konsisten dan berkesinambungan Consistent and sustainable GCG implementation will in turn
pada akhirnya akan meningkatkan kepercayaan stakeholder, strengthen the trust of stakeholders, so that the Company has
sehingga Perseroan memiliki daya saing yang kuat baik strong competitive advantages in national and international
di lingkup nasional maupun internasional, yang akan scope, which will improve the Company’s sustainability in the
meningkatkan keberlangsungan bisnis dalam jangka panjang long run.
(sustainability).
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Tahapan dan Aspek Penerapan GCG Stages and Aspects of GCG Implementation
Untung peningkatan kualitas penerapan GCG di Perseroan, To improve the quality of GCG implementation, the
dilakukan penerapan melalui 3 (tiga) tahapan yaitu Persiapan, Company undertakes 3 (three) steps which are Preparation,
Implementasi dan Evaluasi secara berkesinambungan dan Implementation and Evaluation in a continuous and sustainable
berkelanjutan. Tahapan inilah yang akan menjadi road map bagi manner. Those stages would serve as the road map for the
penerapan Implementasi GCG di Gapura, sehingga proses Tata implementation of GCG in Gapura so as to achieve a more
Kelola menjadi lebih terstruktur dan efisien. structured and efficient good governance process.
Aspek-aspek penerapan GCG di Gapura secara More detailed aspects of GCG implementation in
terinci terdiri dari: Gapura are as follows:
1. Komitmen Tata Kelola (Governance Commitment) 1. Governance Commitment
a. Visi dan Misi a. Vision and mission
b. Nilai-nilai Perusahaan b. Corporate values
c. Pedoman Dewan Komisaris c. BOC Guidelines
d. Pedoman Direksi d. BOD Guidelines
e. Kode Etik e. Code of Ethics
f. Perjanjian Kerja Bersama f. Collective Labor Agreement
2. Struktur Tata Kelola (Governance Structure) 2. Governance Structure
a. Organ utama a. Main organ
i. RUPS i. General Shareholder Meeting
ii. Dewan Komisaris ii. BOC
iii. Direksi iii. BOD
b. Organ pendukung b. Supporting organ
i. Komite-Komite i. Committees
ii. Sekretaris Dewan Komisaris ii. BOC Secretary
iii. Sekretaris Perusahaan iii. Corporate Secretary
iv. Internal Auditor iv. Internal Auditor
v. Safety, Security & Quality Assurance Unit v. Safety, Security & Quality Assurance Unit
c. Kebijakan dan Prosedur c. Policies and Procedures
i. Pedoman pengadaan barang dan jasa i. Guidelines of Procurement of Goods and Services
ii. Whistleblowing system ii. Whistleblowing system
iii. Pedoman gratifikasi iii. Gratification guidelines
iv. Pedoman benturan kepentingan iv. Conflict of interest guidelines
d. Proses Tata Kelola (governance process) d. Governance Process
i. Rencana jangka panjang serta rencana kerja dan i. Long term plan and work and budget plan
anggaran ii. Delegation of authorities of GSM, BOC and BOD
ii. Pendelegasian wewenang RUPS, Dewan Komisaris iii. Financial management
dan Direksi iv. Quality and risk management
iii. Pengelolaan keuangan v. Internal control system
iv. Manajemen mutu dan risiko vi. Performance evaluation system and remuneration
v. Sistem pengendalian internal vii. Management of conflict of interest
vi. Sistem penilaian kinerja dan remunerasi viii. Conduct of GSM
vii. Pengelolaan benturan kepentingan ix. Conduct of BOC and BOD functions, duties and
viii. Pelaksanaan RUPS responsibilities
ix. Pelaksanaan fungsi, tugas dan tanggung jawab
Dewan Komisaris dan Direksi

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

Gapura telah memiliki kelengkapan GCG Manual yang Gapura already maintains a comprehensive GCG Manual which
mencakup kebijakan tata kelola perusahaan (code of corporate covers the code of corporate governance, Board Manual which
governance), Board Manual yang merupakan panduan kerja serves as a work guideline for BOC and BOD and committee
Dewan Komisaris dan Direksi beserta komite dan organ and supporting organs, and other supporting procedures
pendukungnya, serta prosedur dan kebijakan pendukung and policies such as whistleblowing system, gratification
lainnya seperti kebijakan whistleblowing system, pedoman guidelines, guidelines for conflict of interest, audit policies, risk
gratifikasi, pedoman benturan kepentingan, kebijakan audit, management policies and others.
kebijakan manajemen risiko dan sebagainya.
Secara berkala GCG Manual ini dilakukan evaluasi dan dikaji GCG Manual is periodically evaluated and reviewed for
ulang dalam rangka penyempurnaan dengan mengacu pada improvement purpose by considering the Company’s conditions
kondisi serta kebutuhan Perseroan namun tetap tidak lepas and needs yet not departing from the prevailing GCG principles.
dari acuan serta prinsip-prinsip GCG yang berlaku.
Asesmen Penerapan GCG Assessment of GCG Implementation

Dalam rangka evaluasi kinerja organ perusahaan dalam For the purpose of evaluation the performance of the
menerapkan prinsip-prinsip GCG, pada tahun 2015 telah Company’s organs in implementing GCG principles, in 2015
dilaksanakan self assessment penerapan GCG selama periode the Company has performed self-assessment of GCG
tahun 2014. implementation during 2014.
Tujuan dari asesmen GCG tersebut adalah: The objectives of such GCG assessment are as follows:
1. Mengukur kualitas penerapan GCG melalui penilaian 1. Measuring the quality of GCG implementation by assessing
tingkat pemenuhan kriteria GCG dengan kondisi nyata the level of GCG criteria being met compared to the factual
yang diterapkan pada Gapura. condition noted in Gapura.
2. Mengidentifikasi kekuatan dan kelemahan penerapan 2. Identifying the strengths and weaknesses of GCG
GCG, serta mengusulkan rekomendasi perbaikan untuk implementation, and providing corrective recommendations
mengurangi celah antara kriteria GCG dan penerapan pada to minimize the gap between GCG criteria and its
Perseroan implementation in the Company
3. Memonitor konsistensi penerapan GCG dan memperoleh 3. Monitoring the consistency of GCG implementation and
masukan untuk penyempurnaan dan pengembangan obtaining inputs for the improvements and developments
kebijakan GCG selanjutnya. of GCG policies in the future.

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

Rapat Umum Pemegang Saham (RUPS) merupakan forum General Shareholders Meeting (GSM) represents the highest
tertinggi organ perusahaan yang memiliki wewenang yang forum of the Company’s organs which have the authorities not
tidak diberikan kepada Dewan Komisaris dan Direksi maupun granted neither to BOC nor BOD nor supporting organs in the
organ pembantu dalam Perseroan. RUPS merupakan wadah Company. GSM serves as a forum for shareholders to exercise
bagi Pemegang Saham dalam melaksanakan wewenangnya. their authorities.
RUPS Tahunan diadakan tiap-tiap tahun yang meliputi Rapat Annual GSM is conducted annually which includes GSM which
Umum Pemegang Saham yang menyetujui Laporan Tahunan approves the Annual Report and GSM which approves the
dan Rapat Umum Pemegang Saham yang menyetujui Rencana Company’s Work Plan and Budget.
Kerja dan Anggaran Perusahaan.
RUPS Luar Biasa dilaksanakan sewaktu-waktu berdasarkan Extraordinary GMS may be held from time to time as deemed
kebutuhan untuk membicarakan dan memutuskan mata acara necessary to discuss and decide the meeting agenda other
rapat selain dari mata Acara Rapat yang dibahas pada RUPS than the Meeting Agenda discussed in Annual GSM.
Tahunan.
Pada tahun 2015 Perseroan telah melaksanakan RUPS In 2015 the Company already held 3 (three) General
sebanyak 3 (tiga) kali. Shareholders Meetings.
RUPS tanggal 7 Mei 2015 GSM held on 7 May 2015

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

yang menyimpang dari laporan akuntan independen over the Company for the year ended 31 December 2014
tersebut. departing from such independent auditors report.
3. Pemegang saham utama menyetujui revaluasi aset tanah 3. Majority shareholders approved the asset revaluation
sebesar Rp 39,01 miliar dicatat sebagai ekuitas dan telah of land amounting to Rp 39.01 billion to be recorded as
dibukukan di Laporan Audit tahun 2014. equity and already disclosed in Audit Report 2014.
4. Pemegang saham utama menyetujui cadangan 4. Majority shareholders approved the reserve for business
pengembangan usaha sebesar Rp 119 miliar dialokasikan development amounting to Rp 119 billion to be allocated
menjadi kewajiban Imbalan Pasca Kerja dan sudah as Post Retirement Benefits costs already disclosed in the
dibukukan dalam Laporan Keuangan Audited 2014. audited financial statements 2014.
5. Pemegang saham utama menyetujui selisih laba re-state 5. Majority shareholders approved the differences in re-
tahun 2012 dan tahun 2013 sebesar Rp 13,99 miliar stated earnings in 2012 and 2013 amounting to Rp 13.99
menjadi cadangan pengembangan usaha (selisih laba re- billion to be recorded as reserve of business development
state 2012 sebesar Rp 21 miliar dan selisih laba re-state (differences amounting to Rp 21 billion and Rp 7.01 billion
2013 sebesar Rp 7,01 miliar). in 2012 and 2013, respectively).
6. Untuk memudahkan penyusunan Laporan Keuangan 6. For the purpose of facilitating the preparation of
konsolidasi rapat menyetujui penunjukan Akuntan Publik consolidated financial statements, the GSM resolved that
untuk Laporan Keuangan tahun buku 2015, disesuaikan the same auditor appointed for the holding company will
dengan auditor yang ditunjuk oleh Induk Perusahaan, also be appointed as Gapura’s auditor for its financial
dengan tetap mengacu kepada Tata Kelola Perusahaan statements ended 31 December 2015, yet still in
yang Baik. compliance with the Good Corporate Governance.
7. Mempertimbangkan bahwa cadangan pengembangan 7. By considering that the reserve of business development
usaha telah dialokasikan untuk kewajiban Imbalan has been allocated to Post Retirement Benefits costs
Pasca Kerja dan rencana PT Gapura Angkasa pada tahun and that PT Gapura Angkasa intends to perform
2015 dan 2016 melakukan pembenahan internal, maka internal improvements in 2015 and 2016, the majority
pemegang saham utama menyetujui agar deviden tahun shareholders approved not to pay out dividend 2014 from
2014 dari laba setelah pajak tidak dibagikan. income after tax.
8. Pemegang saham utama menyetujui penggunaan logo 8. The majority shareholders approved the launch of new
baru dan agar disertai dengan peningkatan service dan logo to be followed by the improvements in services and
profit margin Perseroan. increase in profit margins.
9. Menyetujui pemberian tantiem kepada pengurus (Direksi 9. GSM approved to provide bonuses to BOC and BOD,
dan Dewan Komisaris), dimana jumlah dan pembagiannya whereby the amounts of which shall be separately declared
ditetapkan terpisah oleh Pemegang Saham utama yang by majority shareholders which serve as a part of these
merupakan bagian dari keputusan RUPS ini. Pemberian GSM resolutions. The bonus shall be derived from budget
tantiem ini mempergunakan anggaran 2014 dan 2015 2014 and 2015 whose amounts shall be determined by
yang besarnya diserahkan kepada pengurus untuk BOC and BOD for each fiscal year.
menentukan besarnya porsi masing-masing tahun
anggaran dimaksud.
RUPS tanggal 28 Oktober 2015 GSM held on 28 October 2015

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

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

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

Komisaris Perseroan Commissioners
Komisaris Utama Novianto Herupratomo President Commissioner
Komisaris Yushan Sayuti Commissioner
Komisaris Bambang Tjahjono Commissioner
Komisaris Bintang Hidayat Commissioner
Komisaris Ituk Herarindri Commissioner
8. Sesuai dengan Anggaran Dasar Perseroan Pasal 10 Ayat 8. In accordance with the Company’s Articles of Association
17, maka pemegang saham menunjuk M. Arif Wibowo, Article 10 par 17, the shareholders appointed M. Arif
Direktur Utama PT Garuda Indonesia (Persero) Tbk, Wibowo, President Director of PT Garuda Indonesia
untuk memberitahukan kepada anggota Direksi yang (Persero) Tbk, to notify the Directors who have been
diberhentikan baik secara lisan dan tertulis. dismissed both in oral and writing.
9. Menyetujui pemberian wewenang dan kuasa dengan hak 9. Approving the granting of power and authorities with
substitusi kepada Direktur Perseroan untuk menyatakan substitution rights to BOD to re-announce the GSM
kembali keputusan-keputusan para Pemegang Saham ini resolutions before the notary and/or bodies, the authorized
di hadapan notaris dan/atau badan, pejabat/instansi yang agencies/institutions, and to take any measures deemed
berwenang, serta untuk melakukan segala tindakan yang necessary in connection with the changes in the
diperlukan sehubungan dengan perubahan susunan Direksi composition of BOD as set forth above, including for the
Perseroan tersebut di atas, termasuk untuk mengurus purpose of obtaining approval and making registration
perolehan persetujuan dan pendaftaran kepada instansi to the authorized institutions in accordance with the
yang berwenang sesuai dengan peraturan perundang- prevailing rules and regulations.
undangan yang berlaku.
RUPS tanggal 29 Desember 2015 GSM held on 29 December 2015

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

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

Dewan Komisaris bertugas melakukan pengawasan terhadap BOC is responsible for supervising the policies made by
kebijakan pengurusan, jalannya pengurusan Perseroan management, the conduct of management and the conduct
maupun usaha Perseroan yang dilakukan oleh Direksi, serta of business performed by BOD, and providing advice to BOD
memberikan nasihat kepada Direksi termasuk pengawasan including supervising the work plan, articles of association, and
terhadap rencana kerja dan anggaran dasar dan keputusan GSM resolutions, and prevailing laws, the Company’s interest
rapat umum pemegang saham, serta peraturan perundang- and alignment with the Company’s purpose and objectives.
undangan yang berlaku, kepentingan Perseroan dan sesuai
dengan maksud dan tujuan perusahaan.
Dewan Komisaris bertugas dan bertanggung jawab secara BOC performs its duties and has its responsibilities in a
kolektif, dengan demikian masing-masing anggota Dewan collective manner; accordingly, each BOC member is not
Komisaris tidak dapat mengambil keputusan dan bertindak allowed to make decision and act on behalf of the BOC on an
sendiri atas nama Dewan Komisaris. Walaupun demikian individual basis. However, a Director may represent BOC based
anggota Dewan Komisaris dapat bertindak mewakili Dewan on a decision made by BOC.
Komisaris atas dasar keputusan Dewan Komisaris.
Dewan Komisaris wajib memastikan terselenggaranya BOC is responsible to ensure that GCG has been implemented
pelaksanaan GCG dalam setiap kegiatan usaha Gapura pada in each business activities of Gapura in all levels of hierarchy
seluruh tingkatan atau jenjang organisasi. Dewan Komisaris of the Company. BOC is not involved in the decision making
tidak terlibat dalam pengambilan keputusan kegiatan of the Company’s operating activities except for the activities
operasional Perseroan kecuali untuk kegiatan-kegiatan allowed by articles of association, corporate regulations or
yang diperbolehkan berdasarkan ketentuan Anggaran prevailing laws.
Dasar, peraturan perusahaan maupun peraturan perundang-
undangan yang berlaku.
Keterlibatan Dewan Komisaris tersebut tidak menghilangkan Such BOC involvement shall not diminish BOD management
tanggung jawab Direksi dalam pengurusan Perseroan. responsibilities. BOC duties and responsibilities are conducted
Pelaksanaan tugas dan tanggung jawab Dewan Komisaris by referring to the regulations, articles of association and
mengacu kepada peraturan perundang-undangan, anggaran corporate regulations.
dasar perusahaan dan peraturan perusahaan.
Hak dan Wewenang Dewan Komisaris Rights and Authorities of BOC

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

2. Memasuki pekarangan, gedung dan kantor yang 2. Entering the entrance area, buildings and offices operated
dipergunakan Perseroan. by the Company
3. Meminta penjelasan dari Direksi dan/atau pejabat lainnya 3. Requiring for clarification from BOD and/other officers
mengenai segala persoalan yang menyangkut pengelolaan concerning all matters related to the management of the
Perseroan. Company.
4. Mengetahui segala kebijakan dan tindakan yang telah/ 4. Acknowledging all policies and actions which have been or
akan dijalankan Direksi. will be performed by BOD.
5. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi 5. Requiring BOD and/or other officers under BOD as
dengan sepengetahuan Direksi untuk menghadiri Rapat acknowledged by BOD to attend the BOC meetings.
Dewan Komisaris. 6. Appointing and terminating Secretary of BOC.
6. Mengangkat dan memberhentikan Sekretaris Dewan 7. Temporarily terminating BOD members based on articles
Komisaris. of association.
7. Memberhentikan sementara anggota Direksi sesuai 8. Establishing committees including Audit Committee if
ketentuan Anggaran Dasar. deemed necessary by taking into account the Company’s
8. Membentuk komite-komite dalam hal ini termasuk capability.
Komite Audit jika dianggap perlu dengan memperhatikan 9. Utilizing the services of experts for particular matters and
kemampuan Perseroan. for specific period of time at the Company’s expense, if
9. Menggunakan tenaga ahli untuk hal tertentu dan dalam deemed necessary.
jangka waktu tertentu atas beban Perseroan, jika dianggap 10.
Performing management actions under certain
perlu. circumstances for a certain period of time in accordance
10. Melakukan tindakan pengurusan Perseroan dalam keadaan with articles of association.
tertentu untuk jangka waktu tertentu sesuai dengan 11. Attending BOD meetings and providing insights into the
ketentuan Anggaran Dasar. matters being discussed.
11. Menghadiri rapat Direksi dan memberikan pandangan- 12. Exercising other supervisory functions provided they are
pandangan terhadap hal-hal yang dibicarakan. not against the law, articles of associations, and/or GSM
12.
Melaksanakan kewenangan pengawasan lainnya resolutions.
sepanjang tidak bertentangan dengan peraturan
perundang-undangan, Anggaran Dasar, dan/atau
keputusan Rapat Umum Pemegang Saham.
Susunan Dewan Komisaris sampai 28 April 2015 Composition of BOC as of 28 April 2015
Nama Name Posisi Position Dasar Pengangkatan Decision Letter
Novianto Herupratomo Komisaris Utama President Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014
Yushan Sayuti Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014
Rinaldo Aziz Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014
IGN Bambang Tjahjono Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 tgl 10/09/2014
Pada akhir April 2015, Komisaris Perseroan mengalami At the end of April 2015, there were changes to the
perubahan. Melalui Akta Akta Pernyataan Keputusan composition of BOC. In the Deed of Shareholders Resolutions
Pemegang Saham Di Luar RUPS No. 24 tanggal 28 April outside GSM No. 24 dated 28 April 2015, Rinaldo Azis has
2015 Rinaldo Azis digantikan oleh Bintang Hidayat. Dengan been replaced by Bintang Hidayat. As such, the composition of
keputusan ini, maka susunan Dewan Komisaris menjadi: BOC shall be as follows:

Corporate Profile
Management report
Business Report
Corporate Data
Financial report
Susunan Dewan Komisaris periode 29 April - 28 Oktober 2015

Composition of BOC for the period of 29 April - 28 October 2015
Novianto Herupratomo Komisaris Utama President Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014
Yushan Sayuti Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014
Bintang Hidayat Komisaris Commissioner Akta di luar RUPS No. 24 tgl 28/04/2015 Deed No. 24 dated 28/04/2015
IGN Bambang Tjahjono Komisaris Commissioner Akta di luar RUPS No. 33 tgl 10/09/2014 Deed No. 33 dated 10/09/2014
Menjelang akhir Oktober 2015, melalui keputusan RUPS Approaching the end of October 2015, GSM resolutions
tanggal 28 Oktober 2015 dilakukan perubahan komposisi dated 28 October 2015 changed the composition of BOC by
Komisaris, dengan mengangkat Ituk Herarindri sebagai appointing Ituk Herarindri as a Commissioner. As such, the
Komisaris, maka sususan Dewan Komisaris menjadi: composition of BOC is as follows:
Susunan Dewan Komisaris periode 28 Oktober 2015 - sekarang

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

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

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

Rapat Dewan Komisaris bersama Direksi Joint Meetings of BOC and BOD
Kehadiran (%)
No Nama Name Jabatan Position Number of Number of
Attendance Level
Meetings Participants
1 Capt. Novianto Komisaris Utama President Commissioner 8 8 100%
Herupratomo
2 Yushan Sayuti Komisaris Commissioner 8 5 63%
3 IGN. Bambang Komisaris Commissioner 8 6 75%
Tjahjono
4 Bintang Hidayat Komisaris Commissioner 8 6 75%
5 Ituk Herarindri Komisaris Commissioner 2 1 50%
6 Agus Priyanto Direktur Utama President Director 8 8 100,00
7 Heru Legowo Direktur Keuangan Financial Director 6 6 100,00
8 Tharian Direktur Strategi & SDM Strategy & HR Director 6 6 100,00
9 Hariyanto Direktur Operasi Operational Director 6 5 83,33
10 Ester Siahaan Direktur Keuangan Financial Director 2 2 100,00
11 Eko Diantoro Direktur Strategi & SDM Strategy & HR Director 2 2 100,00
12 Sucipto Direktur Operasi Operational Director 2 2 100,00
Materi rapat gabungan Dewan Komisaris dan Direksi Agenda of BOC and BOD Joint Meetings
No Tanggal Date Materi Rapat Meeting Agenda
1 4 Mei May 2015 Laporan Manajemen (Audited) Tahun Buku 2014
2 21 Mei May 2015 Laporan Manajemen s.d. April Tahun 2015
3 29 Juni June 2015 Laporan Manajemen s.d. Mei Tahun 2015
4 23 Juli July 2015 Laporan Manajemen s.d. Triwulan II atau Semester I tahun 2015
5 20 Oktober October 2015 Laporan Manajemen s.d. Triwulan III Tahun 2015
6 28 Oktober October 2015 Perkenalan Dewan Komisaris dan Direksi Baru
7 3 November November 2015 Usulan RKAP 2016
8 17 Desember December 2015 Revisi Usulan RKAP 2016
Hubungan antara Dewan Komisaris, Direksi, dan Relationship among BOC, BOD and Shareholders
Pemegang Saham
Hubungan kerja yang baik antara Dewan Komisaris dengan Good relationship among BOC and BOD plays an important
Direksi merupakan hal yang sangat penting agar masing- role so as to enable each organ of the Company to work
masing organ perusahaan dapat bekerja sesuai fungsinya in accordance with its function effectively and efficiently.
dengan efektif dan efisien. Dewan Komisaris menghormati BOC respects the function and role of BOD in managing the
fungsi dan peranan Direksi dalam mengurus Perseroan Company as governed under the laws and the Company’s
sebagaimana telah diatur dalam peraturan perundang- articles of association.
undangan maupun Anggaran Dasar perusahaan.
Direksi menghormati fungsi dan peranan Dewan Komisaris BOD respects the functions and role of BOC to perform
untuk melakukan pengawasan dan pemberian nasihat terhadap the supervisory function and advisory role towards the
kebijakan pengurusan Perseroan, setiap hubungan kerja management of the Company. Each working relationship
antara Dewan Komisaris dengan Direksi merupakan hubungan between the BOC and BOD represents an institutional
kelembagaan, dalam arti bahwa Dewan Komisaris dan Direksi relationship, in the meaning that BOC and BOD have collegial
sebagai jabatan kolektif yang merepresentasikan keseluruhan positions which represent all of its members so that each
anggotanya sehingga setiap hubungan kerja antara anggota working relationship among BOC with one of the BOD

Corporate Profile
Management report
Business Report
Corporate Data
Financial report
Dewan Komisaris dengan salah seorang anggota Direksi harus members should also be known by BOC members and other
diketahui oleh anggota Dewan Komisaris dan anggota Direksi BOD members as well.
lainnya.
Direksi BOD
Direksi bertugas menjalankan segala tindakan yang berkaitan BOD is assigned to perform all actions related to and in
dengan Perseroan dan sesuai dengan maksud dan tujuan accordance with the Company’s purpose and objectives and
perusahaan serta mewakili Perseroan di dalam maupun also to represent the Company inside and outside the court
di luar pengadilan tentang segala hal dan segala kejadian pertaining to all matters and all actions with the limitations as
dengan pembatasan-pembatasan sebagaimana diatur dalam governed under the laws, articles of association and/or GSM
peraturan perundang-undangan, Anggaran Dasar dan/atau resolutions.
Keputusan Rapat Umum Pemegang Saham.
Hak dan Kewenangan Direksi Rights and Authorities of BOD

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

Susunan Direksi sampai 28 Oktober 2015 Composition of BOD as of 28 October 2015
Agus Priyanto Direktur Utama Diangkat berdasarkan Keputusan Rapat Umum Pemegang Saham Luar Biasa tanggal 19 Desember 2013
President Director yang dimuat dalam Akta Notaris No. 2 tanggal 6 Januari 2014 tentang Pernyataan Keputusan Rapat Umum
Pemegang Saham Luar Biasa PT Gapura Angkasa.
Appointed based on Extraordinary GSM Resolutions dated 19 December 2013 under Notarial Deed No. 2 dated
6 January 2014 of Extraordinary GSM Resolutions of PT. Gapura Angkasa.
Hariyanto Direktur Operasi dan Diangkat menjadi Direksi berdasarkan Keputusan Pemegang Saham dalam Akta Notaris Nomor 12 tanggal 20
Komersial Januari 2011 tentang pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa dan diangkat menjadi
Operational and Direktur Operasi dam Komersial berdasarkan Surat Keputusan No. SKEP/DZ/5043/XI/2014 tentang Pembagian
Commercial Director Tugas dan Wewenang Direksi tanggal 14 November 2014.
Appointed as Director based on Extraordinary GSM Resolutions under Notarial Deed No 12 dated 20 January
2011 of Extraordinary GSM Resolutions and appointed as Operational and Commercial Director based on
Decision Letter No: SKEP/DZ/5043/XI/2014 of Segregation of Duties and Authorities of Director dated 14
November 2014.
Tharian Direktur Strategi dan Diangkat menjadi Direksi berdasarkan Keputusan Pemegang Saham dalam Akta Notaris Nomor 12 tanggal 20
Sumber Daya Manusia Januari 2011 tentang pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa dan diangkat menjadi
Strategy & HR Director Strategi & SDM berdasarkan Surat Keputusan No. SKEP/DZ/5043/XI/2014 tentang Pembagian Tugas dan
Wewenang Direksi tanggal 14 November 2014.
2011 of Extraordinary GSM Resolutions and appointed as Strategy & HR Director based on Decision Letter No:
SKEP/DZ/5043/XI/2014 of Segregation of Duties and Authorities of Director dated 14 November 2014.
Heru Legowo Direktur Keuangan Diangkat menjadi Direksi berdasarkan Keputusan Pemegang Saham dalam Akta Notaris Nomor 12 tanggal 20
Financial Director Januari 2011 tentang pernyataan Keputusan Rapat Umum Pemegang Saham Luar Biasa dan diangkat menjadi
Direktur Keuangan berdasarkan Surat Keputusan No. SKEP/DZ/5043/XI/2014 tentang Pembagian Tugas dan
Wewenang Direksi tanggal 14 November 2014.
2011 of Extraordinary GSM Resolutions and appointed as Financial Director based on Decision Letter No: SKEP/
DZ/5043/XI/2014 of Segregation of Duties and Authorities of Director dated 14 November 2014.
Melalui keputusan RUPS tanggal 28 Oktober 2015 dilakukan GMS Resolutions dated 28 October 2015 made changes on
perubahan susunan Direksi sebagai berikut: the composition of BOD as follows:
Susunan Direksi 28 Oktober 2015 - sekarang Composition of BOD from 28 October 2015 - present
Agus Priyanto Direktur Utama Diangkat berdasarkan Keputusan Rapat Umum Pemegang Saham Luar Biasa tanggal 19 Desember 2013
President Director yang dimuat dalam Akta Notaris No. 2 tanggal 6 Januari 2014 tentang Pernyataan Keputusan Rapat Umum
Pemegang Saham Luar Biasa PT. Gapura Angkasa.
Appointed based on Extraordinary GSM Resolutions dated 19 December 2013 under Notarial Deed No. 2 dated
6 January 2014 of Extraordinary GSM Resolutions of PT Gapura Angkasa .
Sucipto Direktur Operasi dan Keputusan RUPS pada 28/10/2015
Komersial GSM Resolutions dated 28/10/2015
Operational and
Commercial Director
Eko Diantoro Direktur Strategi dan Keputusan RUPS pada 28/10/2015
Sumber Daya Manusia GSM Resolutions dated 28/10/2015
Strategy & HR Director
Ester Siahaan Direktur Keuangan Keputusan RUPS pada 28/10/2015
Financial Director GSM Resolutions dated 28/10/2015

Corporate Profile
Management report
Business Report
Corporate Data
Financial report
Rapat Direksi BOD Meetings

Sesuai ketentuan Pasal 12 Anggaran Dasar, selama tahun In accordance with Article 12 of Articles of Associations, the
2015, telah diselenggarakan 42 kali rapat Direksi. Company held 42 BOD meetings during 2015.
Rapat Direksi periode hingga 28 Oktober 2015 BOD Meetings as of 28 October 2015
Kehadiran (%)
Nama Name Jabatan Position Number of Number of Partic-
Attendance Level
Meeting ipants
Agus Priyanto Direktur Utama President Director 32 31 96,88
Heru Legowo Direktur Keuangan Financial Director 32 31 96,88
Tharian Direktur Strategi & SDM Strategy & HR Director 32 28 87,50
Hariyanto Direktur Operasi Operational Director 32 28 87,50
Rapat Direksi periode 28 Oktober – 31 Desember 2015

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

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

7. 10 Maret 2015 1. Arahan Direktur Utama 1. Instructions from President Director
2. Email Korporat 2. Corporate Email
3. Corective Acrion kinerja Check In Counter, baggage Dellivery 3. Corrective Actions for the Performance of Check In Counter,
dan APB di CGK Baggage Delivery and APB at CGK
4. Sispro Pengadaan 4. System and Procedures of Procurement
5. Progress Hay Consulting 5. Progress of Hay Consulting
6. Progress Report SMK 6. Progress Report of SMK
7. Talent Pool & Succesion Plan 7. Talent Pool & Succession Plan
8. Progress Rerport Standard Appereance Manual 8. Progress Report of Standard Appearance Manual
9. Pelaksanaan Upah Lembur. 9. Conduct of Overtime Fees.
8. 17 Maret 2015 1. Laporan Hasil Inspeksi Operasional di Kualanamu (KNO) 1. Report of Operational Inspection at Kualanamu (KNO)
2. Penjelasan Beban GSE 2. Clarification of GSE Costs
3. Laporan Manajemen Februari 2015 3. Management Report per February 2015
9. 25 Maret 2015 1. Executive Summary Audit SPI 1. Executive Summary of SPI Audit
2. Laporan Hasil Audit KAP 2. Independent Auditors Report
3. Persiapan Laporan Manajemen Kepada Pemegang Saham 3. Preparation of Management Report to Shareholders
10. 31 Maret 2015 1. Gapura Operasi Center (Asyst) 1. Gapura Operation Center (Asyst)
2. Progres Report Sewa GSE 2. Progress Report of GSE Rental
3. Progres Report FS Rencana Bisnis WH di BKS 3. Progress Report of FS Business Plan WH at BKS
4. Progres Report SBU & Standarisasi Business Lounge di PNK 4. Progress Report of SBU & Standardization of Business
5. Progres Report Perubahan Organisasi dan Status email Lounge at PNK
Gapura 5. Progress Report of Organizational Changes and Email Status
6. Progres Report Leadership Program, Cultural Transformation of Gapura
Program & Competency Development Program 6. Progress Report of Leadership Program, Cultural
7. Round Table Transformation Program & Competency Development
Program
7. Round Table
11. 7 April 2015 1. Persiapan KAA 1. Preparation of KAA
2. Pembahasan Aspek Operasi 2. Discussion of Operational Aspects
3. Laporan Laba (Rugi) Komprehensif 3. Comprehensive Income Statement
4. Laporan Finalisasi Tim Sewa GSE 4. Finalization Report of GSE Rental Team
12. 13 April 2015 1. Pembahasan Finalisasi Kebutuhan Peralatan GSE 1. Discussion of Finalization of GSE Equipment Requirements
13. 14 April 2015 1. Persiapan RUPS 1. GSM Preparation
2. Progres Report Human Capital 2. Progress Report of Human Capital
3. Progres Report KAA 2015 3. Progress Report of KAA 2015
4. Progres Report Update Manual Perusahaan 4. Progress Report of the Company’s Updated Manuals
5. Progres Report Public Relation 5. Progress Report of Public Relation
14. 22 April 2015 1. Reorganisasi Cabang CGK dan DPS 1. Reorganization of CGK and DPS Branches
2. Laporan Proses Negosiasi Pengadaan Sewa GSE 2. Progress Report of Procurement of GSE Rental
3. Laporan Manajemen Q1 2015 3. Management Report Q1 2015
4. Rencana Materi QBR Q1 4. Draft Materials of QBR Q1
15. 28 April 2015 1. Pembahasan Aspek Keuangan 1. Discussion of Financial Aspect
2. Revisi Ground Operation Manual (GOM) 2. Revision of Ground Operation Manual (GOM)
3. CSS 3. CSS
4. Kriteria Teknis OS CGK 4. Technical Criteria of OS CGK
5. Perubahan Rencana Delivery Time Sewa GSE 5. Changes to Delivery Time Plan of GSE Rental
16. 12 Mei 2015 1. Persiapan Aplikasi Logo Baru 1. Preparation of New Logo Launch
2. Laporan Finance Performance s/d April 2015 2. Financial Performance Report per April 2015
3. Sharing Program Kerja Unit Service Standard 3. Sharing of Work Program of Service Standard Unit
4. Persiapan QBR 1 Tahun 2015 4. Preparation of QBR 1 FY 2015
5. Business Plan: Lounge PKU & CGK, serta upaya optimalisasi 5. Business Plan: Lounge PKU & CGK, and Optimization of GLC
class room GLC Class Room
17. 19 Mei 2015 1. Update mengenai ISAGO 1. Updates of ISAGO
2. Progress Report Hay Group 2. Progress Report of Hay Group
3. Management Report April 2015 & Eficiency 3. Management Report per April 2015 & Efficiency
18. 3 Juni 2015 1. Follow Up QBR I 2015 hari ke 2 1. Follow Up of QBR I 2015 day 2
2. Follow Up QBR I 2015 - Service Excellence 2. Follow Up of QBR I 2015 - Service Excellence
3. Tindak lanjut rencana Livery GSE 3. Follow up of Livery GSE Plan
4. Persiapan Rapat dengan GA - 04 Juni 2015 4. Preparation of Meetings with GA - 04 June 2015
19. 19 Juni 2015 1. Perubahan RKAP 2015 1. Changes to RKAP 2015
2. Progres Report OCC 2. Progress Report of OCC
3. Reability GSE 3. Reliability of GSE

Corporate Profile
Management report
Business Report
Corporate Data
Financial report

20. 23 Juni 2015 1. Finalisasi RKAP & RJPP 1. Finalization of RKAP & RJPP
2. Analisa & rencana tindak lanjut amandemen penawaran 2. Analysis & follow up plan of amendments to new GSE
kontrak GSE yang baru proposed contract
3. Progres Repor KPI Service (Hyginic & Delight Factor) 3. Progress Report of KPI Service (Hygienic & Delight Factor)
4. Usulan perubahan Format CSS 4. Suggestions to CSS Format Changes
5. Progeres Report rencana kerjasama dengan Indra K. Jusi & 5. Progress Report of Cooperation Plan with Indra K. Jusi & ALC
ALC 6. SOP of Procurement for direct purchase from 5 million to 100
6. SOP Pengadaan untuk pengadaan langsung senilai 5 juta s/d million
100 juta
21. 30 Juni 2015 1. Presentasi Progres Report Job Evaluation 1. Presentation of Progress Report of Job Evaluation
2. Asumsi Pajak Dalam setahun 2. Annual Tax Assumptions
3. Livery GSE HLP 3. Livery GSE HLP
Progress Report Pengadaan Payung Progress Report of Umbrella Procurement
22. 9 Juli 2015 1. Konsep Design Annual Report 2014 1. Design Concept of Annual Report 2014
2. Finding 2. Findings
3. Laporan Manajemen Semester 1 3. Management Report of Semester 1
4. Laporan Cash Flow 4. Cash Flow Report
5. Golden Shakehand 5. Golden Shakehand
6. Program Mini MBA 6. Mini MBA Program
23. 4 Agustus 2015 1. Progres Report Hay Group 1. Progress Report of Hay Group
2. Analysis Profit & Loss Branch Office 2. Profit & Loss Analysis in Branch Offices
24. 18 Agustus 2015 1. Laporan persiapan akhir station embarkasi haji 1. Report of Final Preparation for Pilgrimage Embarkation
2. Progress report review RJPP Station
3. Penyusunan RKAP 2016 2. Progress report of RJPP review
4. Rencana Pengadaan 100 Unit BCT Jumbo CGK 3. Preparation of RKAP 2016
4. Procurement Plan of 100 Unit of BCT Jumbo CGK
25. 25 Agustus 2015 1. Operasional Kebutuhan GSE 1. Operational GSE Requirements
2. Persiapan Pembangunan Kantor Pusat 2. Preparation of Head Office Construction
3. Persiapan RKAP 3. Preparation of RKAP
26. 1 September 2015 1. Safety Review Board 1. Safety Review Board
2. Kebutuhan SDM Operasional 2. Operational HR Requirements
3. Review RKAP 2016 3. Review of RKAP 2016
27. 8 September 2015 1. Review (Konsep Baru) RKAP 2016 1. Review (New Concept) of RKAP 2016
2. Review Rencana Seleksi PKWT menjadi Peg. Tetap 2. Review of Selection Plan of PKWT to Become Permanent
Employee
28. 15 September 2015 1. Reward untuk Karyawan 1. Reward for Employees
2. Kick Off ALC 2. ALC Kick Off
3. Management Report Agustus 2015 3. Management Report per August 2015
4. Update RKAP 2016 4. Update of RKAP 2016
5. Progress Report OCS 2016 5. Progress Report of OCS 2016
6. Progress Report Rencana Budget Meeting & QBR 2 2015 - 6. Progress Report of Budget Meeting Plan & QBR 2 2015 -
Rundown Acara Rundown
7. Progress Report Rencana Training Lanjutan Indra K. Jusi 7. Progress Report of Advanced Training Plan for Indra K. Jusi
29. 22 September 2015 1. Persiapan Budget Meeting 1. Preparation of Budget Meeting
2. Persiapan QBR 2 2015 2. Preparation of QBR 2 2015
3. Pedoman Pembuatan FS 3. FS Preparation Guidelines
4. Dokumentasi FS dan Minutes of Meeting 4. Documentation of FS and Minutes of Meeting
5. Filing system seluruh dokumen perusahaan 5. Filing system for all corporate documents
30. 13 Oktober 2015 1. Teleconference: Safety & Security 1. Teleconference: Safety & Security
2. Hasil Review Budget Meeting & Lap. Manajemen Bulan 2. Review Results of Budget Meeting & Management Report
September 2015 per September 2015
3. Business Performance Report SBU 3. Business Performance Report of SBU
4. Corporate Culture & Kesehatan 4. Corporate Culture & Health
5. Action Plan terkait turnover yang tinggi di GSE operator 5. Action Plan related to high turnover in GSE operator
31. 20 Oktober 2015 1. Percepatan Proses Pengadaan 1. Acceleration of Procurement Process
2. Review Laporan Q3 2015 dan RKAP 2016 untuk Bahan 2. Review of Q3 2015 Report and RKAP 2016 for BOC Report
Report Dekom materials
3. Progres Report Service Standard 3. Progress Report of Service Standard
4. Update Tambahan Jumlah Kebutuhan GSE 4. Additional Updates of Total GSE Requirements
32. 27 Oktober 2015 1. Silent Shoper 1. Silent Shopper
2. Pedoman Pembuatan dan Filing Feasibility Study 2. Guidelines for Preparation and Filing of Feasibility Study
3. Feasibility Study Sewa GSE dan OCS 3. Feasibility Study for GSE Rental and OCS
4. Progress Report Program Human Capital 4. Progress Report of Human Capital Program
5. Kajian Spec Teknis untuk PBS 5. Review of Technical Specifications for PBS

33. 30 Oktober 2015 1. Pengenalan Perusahaan kepada Direksi Baru 1. Company Induction for New Director
2. Revisi RJPP 2015 - 2019 2. Revision of RJPP 2015 – 2019
3. Perubahan Usulan RKAP 2016 3. Changes to the Proposed RKAP 2016
34. 3 November 2015 1. Safety Review Board 1. Safety Review Board
2. Pembahasan Aspek Operasi 2. Discussion of Operational Aspect
3. Action Plan masing-masing Direktorat Terkait Program Kerja 3. Action Plan for each Directorate related to Work Program
4. Revisi Materi RKAP 2016 4. Revised Materials of RKAP 2016
35. 10 November 2015 1. Management Report Oktober 2015 1. Management Report per October 2015
2. Usulan RKAP 2016 2. Proposed RKAP 2016
3. Realisasi & Proyeksi Cash Flow 3. Realization & Projection of Cash Flow
4. Program Golden Shakehand 4. Golden Shakehand Program
36. 19 November 2015 Gapura OCS Project Impact Analisis Gapura OCS Project Impact Analysis
37. 20 November 2015 Dispute Resolution www.gapura.co.id Dispute Resolution of www.gapura.co.id
38. 24 November 2015 1. Progress Report Set Up Social Media Gapura 1. Progress Report of Setting Up Gapura Social Media
2. Update RKAP 2016 2. Updated RKAP 2016
3. Update RJPP & Program Kerja (Balance Score Card) 3. Updated RJPP & Work Program (Balanced Score Card)
39. 1 Desember 2015 1. Update RKAP 2016 1. Updated RKAP 2016
2. Analiasa kebutuhan GSE terkait rencana beroperasinya T3 2. Analysis of GSE Requirements related to the planned
dalam 2 fase (Jun & Des) operation of T3 in 2 phases (Jun & Dec)
3. Analisa Dampak rencana Citilink pindah ke terminal 2 (secara 3. Impact Analysis of Citilink Moving Plan to terminal 2
operasional dan sisa masa kontrak di T1) (operational analysis and remaining contract period in T1)
40. 10 Desember 2015 1. Safety Review Board 1. Safety Review Board
2. Aspek Operasional - Persiapan Peak Season Natal & Tahun 2. Operational Aspect – Preparation of Peak Season for
Baru Christmas & New Year
3. Presentasi Update Desain Gedung 3. Presentation of Updated Building Design
41. 17 Desember 2015 1. Perubahan RKAP 2016 1. Amendments to RKAP 2016
2. Materi Pembahasan dengan Dekom 2. Discussion Materials with BOC
3. Gapura OCS, Monthly Project Review 3. Gapura OCS, Monthly Project Review
42. 22 Desember 2015 1. Pembahasan Aspek Human Capital 1. Discussion of Human Capital Aspects
2. Progress Kontrak OCS 2. Progress of OCS Contract
3. Progress Website 3. Progress of Website
4. Perubahan Kelas Cabang 4. Changes in Branch Class
5. Rencana Pendanaan Workshop 152 5. Workshop Budgeting Plan 152
6. Penyelesaian Lounge Pekanbaru 6. Finalization of Pekanbaru Lounge
7. Usulan Penomoran GSE. 7. Suggestions to GSE Numbering
Komite Audit Audit Committee

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

Corporate Profile
Management report
Business Report
Corporate Data
Financial report
Selama tahun 2015, Komite Audit mengadakan 9 kali rapat, During 2015, Audit Committee held 9 meetings, 4 of which
dimana 4 kali rapat dihadiri Dewan Komisaris. were attended by BOC.
Materi Rapat Komite Audit Audit Committee Meeting Agenda

No. Tanggal Date Materi Rapat Meeting Agenda
1.* 15 April 2015 Pembahasan review hasil pemeriksaan PKPT dan Pemsus GSE, Discussion of review results of PKPT and Special Audit of GSE,
BBM 2014 BBM 2014
2. 20 April 2015 Rapat koordinasi internal sebagai tindak lanjut Keputusan Internal coordination meeting as a follow up of Shareholders
Pemegang Saham Di Luar RUPS 7 April 2015 Decision outside GSM 7 April 2015
3.* 28 April 2015 Pembahasan Management Letter untuk tahun yang berakhir 31 Discussion of Management Letter for the year ended 31
Desember 2014 December 2014
4.* 29 April 2015 Pembahasan evaluasi KAP Osman Bing Satrio & Eny (Delloitte) Discussion of KAP Osman Bing Satrio & Eny (Delloitte) evalu-
ation
5. 21 Mei 2015 Laporan Manajemen Triwulan 1 (Q1) tahun 2015 Management Report – First Quarter (Q1) 2015
6. 29 Juni 2015 Evaluasi Kinerja Manajemen bulan Mei 2015 Management Performance Evaluation May 2015
7. 23 Juli 2015 Evaluasi Kinerja Manajemen s.d. Triwulan II atau Semester I Management Performance Evaluation per Second Quarter or
Tahun 2015 Semester I 2015
8.* 9 Oktober 2015 Pembahasan Evaluasi Pelaksanaan PKPT SPI Semester I tahun Discussion of PKPT Implementation Evaluation in SPI for
2015 Semester I 2015
9. 20 Oktober 2015 Laporan Manajemen s.d. Triwulan III Tahun 2015 Management Report per Third Quarter 2015
*rapat dihadiri Dewan Komisaris
Audit Internal Internal Audit
Hubungan Pelaporan Internal Auditor – Direksi Relationship between Internal Auditor Reporting
dan Dewan Komisaris and BOD/BOC
Internal Auditor berkewajiban untuk menyampaikan Laporan Internal Auditor is required to submit Audit Result Report
Hasil Pemeriksaan (LHP) kepada Direktur Utama, Dewan (LHP) to President Director, BOC through Audit Committee and
Komisaris melalui Komite Audit serta Direksi unit kerja terkait Director of the related work unit for the corresponding follow
untuk ditindaklanjuti, sebagai berikut: up actions:
- Evaluasi menyangkut kecukupan dan efektivitas serta - Evaluation concerning the adequacy and effectiveness
proses organisasi dalam melakukan pengawasan terhadap of organizational process in monitoring the activities
kegiatan-kegiatan yang dilakukan termasuk mengelola performed including managing the established risks
risiko yang ditetapkan. - Recommended solutions for significant matters pertaining
- Masalah-masalah penting terkait proses pengendalian to controlling processes over the activities of the Company
dari kegiatan perusahaan dan anak perusahaan, termasuk and its subsidiaries, including potential corrective actions
perbaikan potensial terhadap proses dan informasi terkait for such processes and information
masalah tersebut harus diwujudkan dalam rekomendasi - Audit Report and status monitoring and annual audit plan
pemecahan masalah. and the availability of resources
- Laporan pelaksanaan pemeriksaan dan pengawasan - Coordination results with external audit
terhadap status dan rencana pemeriksaan tahunan serta 1. Number of Auditors:
ketersediaan sumber daya. - 1 Head of Internal Auditor
- Hasil koordinasi dengan pemeriksaan eksternal. - 2 Inspectors (Commercial & Operation Inspector
1. Jumlah Auditor : and Admin & Financial Inspector)
- 1 orang Head of Internal Auditor - 8 Auditors
- 2 orang Inspector (Commercial & Operation
Inspector dan Admin & Financial Inspector)
- 8 orang Auditor

2. Aktivitas di tahun 2015, melaksanakan : 2. Activities in 2015:
- Program Kerja Pemeriksaan Tahunan (PKPT) tahun - Annual Audit Work Program (PKPT) in 2015
2015 sebanyak 53 objek pemeriksaan, terdiri dari : covering 53 matters subject to audit, which
comprise:
PKPT 2015 Jumlah Total Uraian Description

Kantor Cabang Branch Office 28 CGK, PNK, UPG, PGK, PKU, MDC, LOP, PDG, BTH, BIK, DJJ, BTJ, BPN, JOG, SUB, SRG, HLP, BDJ, BDO, DPS,
DJB, PLM, AMQ, SOC, BKS, LBJ, KNO, CGO
Kantor Perwakilan Representative Office 21 PSU, PUM, BUW, LUW, MJU, BMU, KOE, MKW, MKQ, SOQ, BWX, JBB, TMC, ENE, TJQ, SXK, LUV, FLZ,
GNS, SBG, LSW
Kantor Pusat Head Office 4 ZQ, SBU, IP, IB
TOTAL 53
- Non Program Kerja Pemeriksaan Tahunan (Non - Those not belonging to Annual Audit Work Program
PKPT) / Pemeriksaan Khusus sebanyak 3 objek (Non PKPT) / Special Audit which covers 3 matters
pemeriksaan, terdiri dari : subject to audit:
• Kantor Cabang HLP • HLP Branch Office
• Kantor Cabang SOC • SOC Branch Office
• Kantor Perwakilan GNS • GNS Representative Office
Profil Kepala Internal Auditor Kepala Internal Auditor dijabat oleh ________________________ yang diangkat berdasar
Surat ___________________________ tanggal ________________.
Sebelumnya menjabat VP Finance, Manager Treasury, Manager Keuangan Kantor Cabang

CGK, Wasbid Operasional Satuan Pengawas Internal. Mengawali karir di sebagai Auditor
SPI di Garuda Indonesia pada 1989.
(nama pejabat) lahir di Belawan Sumatera Utara, 25 April 1961. Memperoleh gelar Sarjana
Akuntansi dari _______________________ pada _______.
Nelson Sihombing The position of Head of Internal Audit is served by ________________________, appointed
based on Letter ___________________________ dated ________________.
His previous positions include serving as VP Finance, Manager Treasury, Manager of

Finance at CGK Branch, and Supervisor of Internal Audit (SPI) Operations. Started his
career as an SPI auditor with Garuda Indonesia in 1989.
(name) was born in Belawan, North Sumatra, on 25 April 1961. Obtained a degree in
Accounting from _______________________ in _______.

Corporate Profile
Management report
Business Report
Corporate Data
Financial report
• Penjelasan singkat fungsi Internal Auditor: • Short Description of Internal Audit Function
Gapura membentuk Unit Internal Audit untuk melakukan Gapura established Internal Audit Unit to provide
kegiatan pemberian keyakinan (assurance) dan konsultasi assurance and independent and objective consultation, for
yang bersifat independen dan obyektif, dengan tujuan the purpose of improving good corporate governance with
untuk meningkatkan tata kelola perusahaan yang baik effective and efficient principles based on the prevailing
dengan prinsip efektif dan efisien sesuai peraturan yang regulations.
berlaku.
Unit Internal Audit dibentuk untuk membantu Direktur Internal Audit Unit is established to assist President
Utama guna melakukan Pengawasan Intern Perusahaan Director in the conduct of Internal Control by monitoring,
dengan cara melakukan pengawasan, kajian dan usulan reviewing and providing recommendations to President
perbaikan kepada Direktur Utama atas pelaksanaan sistem Director in the implementation of internal control system
pengendalian internal dibidang keuangan dan operasional. in finance and operations.
• Lingkup Pekerjaan Internal Auditor • Scope of Work of Internal Auditor

Untuk melaksanakan tugas dan tanggung jawabnya, Head To perform its duties and responsibilities, Head of Internal
of Internal Auditor memformulasikan lingkup pekerjaan Auditor formulates the scope of work of Internal Audit Unit
Unit Internal Auditor dan diajukan kepada Direktur Utama and proposes such scope to President Director to have
untuk dikonsultasikan dengan Dewan Komisaris dan further consultation with BOC and Audit Committee. The
Komite Audit. Lingkup pekerjaan dari Internal Auditor scope of work of Internal Auditor is as follows:
sebagai berikut: 1. Examination, evaluation and review of financial
1. pemeriksaan, evaluasi dan review atas pengelolaan management and operational performance;
keuangan dan kinerja operasional Perusahaan; 2. Review of implementation of GCG, Risk Management,
2. pemeriksaan implementasi Tata Kelola Perusahaan, Internal Control system and Corporate Resources;
Manajemen Resiko, sistem pengendalian Internal dan 3. Follow up of reports or information from employees or
Sumber Daya Perusahaan; other third parties concerning the misconduct in the
3. menindaklanjuti Laporan atau pengaduan dari business activities;
karyawan dan pihak ketiga lainnya atas penyimpangan 4. Evaluation of risk management policies and
dalam pengelolaan perusahaan; implementations already prepared by management;
4. Evaluasi kebijakan manajemen resiko dan implementasi 5. Regular audit and special audit;
yang telah disiapkan oleh Manajemen; 6. Compliance with law and regulations.
5. Pemeriksaan dan tugas-tugas khusus;
6. Ketaatan terhadap hukum dan regulasi.
Unit Internal Auditor dapat melakukan kegiatan-kegiatan Internal Audit Unit may perform activities other than audit
selain kegiatan pemeriksaan seperti kegiatan konsultasi, activities such as consultation, product safety-related
kegiatan yang terkait dengan product safety, kegiatan activities, operating activities both at corporate or project
operasional perusahaan maupun proyek, keikutsertaan level, participation in emergency assignments, and other
dalam penugasan emergency, dan lain sebagainya activities so long as such activities neither create conflict
selama tidak menimbulkan konflik kepentingan dan/atau of interest nor disrupt the main activities of Internal Audit
mengganggu kegiatan utama Unit Internal Auditor. Unit.

Sekretaris Perusahaan Corporate Secretary
Sekretaris Perusahaan diangkat dan diberhentikan oleh Corporate Secretary is appointed and terminated by President
Direktur Utama berdasarkan mekanisme internal Perseroan Director based on corporate internal mechanism which is
dengan persetujuan Dewan Komisaris. subject to the approval of BOC.
Sekretaris Perusahaan merupakan organ tata kelola yang Corporate Secretary represents the corporate governance
memegang peran signifikan sebagai Compliance Officer yang organ which plays a significant role as Compliance Officer who
membantu Direksi dalam penerapan prinsip-prinsip GCG serta assists BOD in implementing GCG principles and meeting the
memenuhi ketentuan terhadap praktik GCG. requirements of GCG practices.
Secara umum tugas dan tanggung jawab Sekretaris In general, the duties and responsibilities of Corporate
Perusahaan: Secretary are as follows:
1.
Membantu Direksi dalam merencanakan, 1. Assisting BOD in planning, coordinating, implementing,
mengkoordinasikan, melaksanakan, mengevaluasi evaluating and developing the administrative and
dan membina pelaksanaan kegiatan administrasi dan secretarial matters, protocols and general affairs, GCG,
kesekretariatan, protokoler dan kerumahtanggaan, Good office facilities maintenance (except for communication
Corporate Governance (GCG), pemeliharaan fasilitas kantor equipment and information technology tools), office
(kecuali peralatan komunikasi dan informasi teknologi), security, contract/agreement (non commercial), legal
pengamanan kantor, kontrak/perjanjian (non commercial), (litigation and non-litigation), inter-company relationship
hukum (litigasi dan non litigasi), hubungan antar lembaga and public relations.
dan hubungan masyarakat. 2. Ensuring that the Company meets the regulations
2. Memastikan bahwa Perseroan memenuhi peraturan concerning transparency in compliance with the
tentang persyaratan keterbukaan sejalan dengan implementation of GCG principles, provides the information
penerapan prinsip-prinsip GCG, memberikan informasi required by BOD and BOC on a periodical basis and/or upon
yang dibutuhkan oleh Direksi dan Dewan Komisaris secara request.
berkala dan/atau sewaktu-waktu bila diminta. 3. Planning, coordinating, evaluating and performing the
3. Merencanakan, mengkoordinasikan, mengevaluasi dan preparation and reporting of realization of Work Plan and
melaksanakan kegiatan penyusunan dan pelaporan Budget (RKAP) in Head Office.
realisasi rencana Kerja dan Anggaran Perusahaan (RKAP) 4. Monitoring and preparing the report of Corporate
Kantor Pusat. Secretarial aspects in accordance with those set forth in
4. Memonitor dan membuat laporan aspek/bidang Sekretariat Key Performance Indicator (KPI) on a quarterly or annual
Perusahaan sesuai dengan yang telah ditetapkan dalam basis.
Key Performance Indicator (KPI) secara triwulan dan
tahunan.
Pada akhir tahun 2015 Sekretaris Perusahaan dijabat oleh At the end of 2015 the Corporate Secretary is A.A Made
A.A Made Hardika yang ditetapkan melalui Surat Keputusan Hardika who was appointed in Decision Letter No: SKEP/
Nomor: SKEP/DZ/5003/II/2015 tentang Pembebasan dan DZ/5003/II/2015 of Dismissal and Appointment of Officers of
Pengangkatan Pejabat di Lingkungan PT. Gapura Angkasa PT. Gapura Angkasa dated 27 Februari 2015.
tanggal 27 Februari 2015.

Corporate Profile
Management report
Business Report
Corporate Data
Financial report
Profil Sekretaris Perusahaan Sekretaris Perusahaan dijabat oleh Anak Agung Made Hardika yang diangkat berdasar
Surat SKEP/DZ/5003/II/2015 tanggal 27 Februari 2015.
Sebelumnya menjabat sebagai Head of Safety, Security & Quality. Di stasiun DPS
bandara Ngurah Rai beliau pernah menjabat Senior Manager Safety & Security, Manager
Internal Service, Assistant Manager HRD & GA, serta Supervisor dan Officer di berbagai
unit. Mengawali karir sebagai Ramp Dispatcher di bandara Ngurah Rai Denpasar pada
tahun 1991.
Agung Hardika lahir di Denpasar Bali, 9 Juli 1968. Memperoleh gelar Sarjana Ekonomi
A.A. Made Hardika Manajemen dari Universitas Mahendradatta Denpasar pada tahun 2003.
The position of Corporate Secretary is served by Anak Agung Made Hardika, appointed
based on Letter SKEP/DZ/5003/II/2015 dated 27 Februari 2015.
Previously served as Head of Safety, Security & Quality unit. At the DPS Station in Ngurah
Rai Airport, he has served as Senior Manager Safety & Security, Internal Service Manager,
Assistant Manager HRD & GA, and Supervisor and Officer in various units. Started his
career as a Ramp Dispatcher at Ngurah Rai Airport, Denpasar, in 1991.
Agung Hardika was born in Denpasar, Bali, on 9 July 1968. Obtained a degree in Economic
Management from Mahendradatta University, Denpasar in 2003.
Kode Etik Code of Ethics

Perusahaan menyadari bahwa Penerapan GCG secara The Company is aware that systematic and consistent GCG
sistematis dan konsisten merupakan kebutuhan yang harus implementation is a requirement that should be performed. GCG
dilaksanakan. Penerapan GCG pada Perusahaan diharapkan implementation in the Company is expected to trigger business
akan dapat memacu perkembangan bisnis, akuntabilitas serta growth, to create accountability and to meet the expectations
mewujudkan harapan Pemegang Saham dalam jangka panjang of shareholders in the long run without neglecting the needs
tanpa mengabaikan kepentingan Stakeholders lainnya. of other stakeholders. Based on such concept, the Company
Atas dasar pemikiran tersebut Gapura kemudian melakukan governs its code of ethics for each interaction between the
pengaturan terhadap kode etik dalam setiap interaksi Karyawan employees and outside parties and also with fellow colleagues
dengan pihak luar maupun dengan sesame Karyawan Gapura in a Code of Conduct.
dalam sebuah Pedoman Perilaku/Code of Conduct (COC)
Secara umum Gapura melakukan penataan dalam etika bisnis In general, the Company governs its corporate business
perusahaan yang mencakup Kepatuhan terhadap Perudang- ethics which include Compliance with Rules and Regulations,
undangan, Pemberian dan Penerimaan Hadiah atau Donasi, Hospitality and Gifts or Donation, Financial Information
Etika terhadap Pengungkapan Informasi Keuangan dan lain- Disclosure Ethics, and others.
lain.
Tujuan utama dari penerapan penerapan Etika dalam The main objective of implementing these ethics in its business

hubungan bisnis Gapura adalah sebagai bentuk komitmen dari is to show commitment to achieving its vision and mission in a
Perusahaan guna mewujudkan visi dan misi secara professional professional manner under good business ethics, to guide all
dan beretika bisnis, sebagai panduan perilaku bagi seluruh members of organization in their activities within the Company,
Insan Gapura dalam setiap kegiatannya dalam Perusahaan, and to develop a harmonious, synergic and mutually beneficial
serta mengembangkan hubungan harmonis, sinergi dan saling relationship among colleagues and with other stakeholders,
menguntungkan antar sesame Insan Gapura maupun dengan by implementing sound and ethical corporate principles which
stakeholeder lainnya dengan pelaksanaan yang berlandaskan create business values and establish philosophies to become a
prinsip-prinsip korporase yang sehat dan beretika berusaha highly competitive ground handling company.
yang menjadikan nilai-nilai serta filsafat bisnis untuk menjadi
perusahaan ground handling yang berdaya saing tinggi.
Perusahaan bahwa pencapaian tujuan bergantung pada The Company is of the opinion that achieving such objectives
profesionalisme dalam melakukan pekerjaan, Insan Gapura depends on the professionalism at work. All members should
juga harus berani dalam mengungkapkan permasalahan, ini have the courage to disclose the issues which serves as one
menjadi salah satu bentuk etika dalam pelaksanaan proses of the ethics adopted in the Company’s business process.
bisnis Gapura. Mengungkapkan masalah akan memberikan Disclosing such issues would allow opportunities to solve and
kesempatan untuk menangani dan memperbaiki permasalahan handle them before they develop into a breach of regulation.
tersebut, yang artinya menghindari terjadinya pelebaran
permasalahan tersebut hingga melanggar peraturan
perundang-undangan.
Insan Gapura juga turut berkomitmen terhadap penerapan Employees are also committed to conducting business activities
kegiatan Bisnis tanpa adanya Benturan Kepentingan. Sebagai without any conflict of interest. For such commitment, BOD
bentuk komitmen tersebut, Direksi dan Pejabat satu Tingkat and those within a layer before BOD sign a declaration form
dibawah Direksi menandatangani Komitmen terhadap for such commitment to avoid any conflict of interest.
benturan Kepentingan ini.
Gapura berkomitmen untuk melaksanakan Anggaran Dasar, The Company is committed to comply with the articles of
Anggaran Rumah Tangga serta peraturan perundang- association and prevailing laws based on good faith and
undangan yang berlaku berdasarkan prinsip-prinsip itikad baik prudent principles, and under the free, independent state
dan kecermatan tinggi, dan dalam keadaan bebas, mandiri and also freedom from pressure or undue influence from any
serta tidak ada tekanan maupun pengaruh dari pihak lain parties. Duty of care and loyalty serves as one of the ethics
manapun. Duty of care and loyalty merupakan salah satu highly upheld by the Company in the conduct of its business,
etika yang dikedepankan oleh Gapura dalam bisnisnya, dimana whereby the Company is committed to perform all of its duties
Gapura berkomitmen untuk melaksanakan setiap tugasnya with due care and for common interests by taking into account
dengan penuh kehati-hatian dan demi kepentingan bersama all facts and information.
yang mengindahkan berbagai informasi dan keterangan.
Serta Gapura berkomitmen untuk tidak akan melakukan The Company is committed not to perform its duties based
pelaksanaan tugasnya atas kepentingan pribadi atau dengan on personal interest or for the purpose of gaining personal
tujuan untuk memperoleh manfaat untuk diri sendiri, maupun benefits, or for the benefits of parties related to the personnel
menguntungkan pihak yang terkait dengan pribadi pengambil making such decision, so that the decision made will be free
Keputusan tersebut, sehingga keputusan yang diambil from any conflicting interest.
tersebut akan jauh dari potensi benturan kepentingan (conflict
of interest).

Corporate Profile
Management report
Business Report
05 Corporate Social responsibility
Corporate Data
Financial report
Tanggung Jawab Sosial

Perusahaan
Corporate Social Responsibility
Tanggung jawab sosial perusahaan (CSR) terhadap masyarakat dan lingkungan merupakan wujud
komitmen Gapura untuk turut meningkatkan kualitas hidup masyarakat dan lingkungan, terutama
yang berada di sekitar wilayah operasi Perseroan.
Corporate Social Responsibility (CSR) to the society and environment serves as Gapura’s
commitment to improve the quality of life and the environment, specifically for those situated
around the Company’s area of operations.
Secara khusus tanggung jawab sosial ini juga berorientasi This social responsibility is also geared internally to enhance
internal mencakup peningkatan kesejahteraan karyawan employee welfare, which is a vital element for Gapura’s
sebagai unsur penting dari keberhasilan Gapura, mengingat success, given that the Company’s business is labor-intensive.
usaha Perseroan yang menggunakan banyak tenaga kerja
(labor-intensive).
Prinsip-prinsip ini mendasari pelaksanaan program tanggung These principles are the basis for Gapura’s social responsibility
jawab sosial Gapura di tahun 2015 yang difokuskan pada program in 2015, which focuses on education and
bidang pendidikan dan pelestarian lingkungan. environmental preservation.
Beasiswa Pendidikan Scholarships

GSE Mechanic Development Program adalah inisiatif yang GSE Mechanic Development Program is an initiative initiated
digulirkan Perseroan pada tahun 2015 guna menyalurkan dana by the Company in 2015, to channel CSR funds in the form
CSR dalam bentuk beasiswa untuk lulusan Sekolah Menengah of scholarships for vocational technical high school (SMK)
Kejuruan (SMK) jurusan teknik, yang akan dididik menjadi calon graduates, who will be trained to become GSE’s candidate
mekanik GSE di Gapura Learning Center. mechanics at the Gapura Learning Center.
Pada tahun 2015 telah terpilih 20 lulusan yang diseleksi dari In 2015, 20 graduates from SMK 1 Singosari, Malang
SMK 1 Singosari, Malang sebagai penerima beasiswa dalam were selected as recipients for the scholarships in the
bentuk biaya kuliah, uang saku, fasilitas kesehatan dan tempat form of coverage for tuition, stipend, health facilities and
tinggal selama 8 bulan mengikuti pendidikan. Peserta yang accommodation costs for the duration of the 8 months
lulus program ini akan diangkat menjadi karyawan Gapura dan training. Participants that successfully pass this training
menjalani ikatan dinas. course are inducted as Gapura’s employees and committed to
work for the Company.

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

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

Corporate Profile
Management report
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05 Corporate Social responsibility
Corporate Data
Financial report
Secara bertahap sejak 2015 hingga 2017, Perseroan akan Gradually since 2015 until 2017, the company will operate
mengoperasikan armada baru 129 unit GSE bertenaga baterei a new fleet of 129 units comprising of 84 GSE battery-
terdiri 84 unit baggage towing tractor, 45 unit baggage powered baggage towing tractor units, and 45 electrical
conveyor ladder elektrik. Moderenisasi peralatan GSE bermesin baggage conveyor ladder units. The modernization of GSE‘s
bahan bakar konvensional ke mesin elektrik selain ramah conventional-powered equipment to one that is powered
lingkungan juga akan meningkatkan efisiensi biaya operasional. environmentally friendly electric motors also enhances
operational cost efficiency.
Gapura bergabung bersama Garuda Indonesia group kembali In 2015, Gapura, together with the Garuda Indonesia group,
berpartisipasi di program “Switch off” Earth Hour 2015 dalam once again participated in the “Switch off” Earth Hour program
mendukung upaya hemat energi yang berdampak sangat as part of its efforts to conserve energy that had a very
positif terhadap lingkungan. Garuda Indonesia bertindak positive impact on the environment. Garuda Indonesia serves
sebagai corporate partner dalam Program Earth Hour Indonesia as a corporate partner of the Earth Hour Indonesia Program in
bekerja sama dengan WWF (World Wild Fund) Indonesia. collaboration with WWF (World Wildlife Fund) Indonesia.
Dalam kegiatan tanggal 28 Maret 2015 ini diadakan In this activity held on March 28, 2015, all of the office
pemadaman lampu gedung kantor tanpa mengabaikan unsur building’s lights were turned off without neglecting security
keamanan dan keselamatan. Manajemen juga mengajak and safety. Management also invited Gapura’s employees and
seluruh karyawan Gapura dan keluarga untuk dapat berperan their families to play an active role in the program by turning
aktif dalam program ini dengan mematikan lampu dan off lights and appliances that were not utilized as well as
peralatan elektronik yang tidak digunakan serta menganjurkan advocate the use of energy-saving lights.
untuk menggunakan lampu hemat energi.

Data
Perusahaan
Corporate Data

Corporate Profile
Management report
Business Report
06 Corporate Data
Financial report
Armada
Fleet
Aircraft Towing Tractor - Narrow Body

(ATN)
72 unit
Aircraft Towing Tractor - Wide Body

(ATW)
30 unit
Aircraft Starting Unit

(ASU)
52 unit
Air Conditioning Unit

(ACU - 350)
32 unit

Ground Power Unit – 180 KVA
(GPU)
82 unit
Baggage Towing Tractor

(BTT)
265 unit
Belt Conveyor Loader

(BCL – Electric)
101 unit
Belt Conveyor Loader

(BCL – Bendibelt)
33 unit
FLT
41 unit

Corporate Profile
Management report
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06 Corporate Data
Financial report
High Lift Loader

(HLL)
55 unit
MDL
5 unit
Water Service Truck

(WST)
23 unit
WSC
24 unit
Lavatory Service Truck

(LST)
25 unit

LSC
25 unit
Passenger Boarding Stair

(PBS)
78 unit
Incapatitated Passenger Loader

(IPL)
3 unit

Corporate Profile
Management report
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06 Corporate Data
Financial report
Klien Kami
Client List
01. Garuda Indonesia 14. Cardig Air 28. Kalstar Aviation 42. Qatar Airways

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

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

17. China Airlines 31. Lion Air

45. Sriwijaya Air
04. Air China
18. China Southern Airlines

32. Malaysia Airlines
05. AirFast Indonesia 46. Susi Air

19. Dabi Air
33. Malindo Air

06. Airmark
20. Dragon Air 47. Thai Airways
34. MASwings
07. Air New Zealand 48. Tiger Air
21. Eastindo
35. My Indo Airlines
08. Air Niugini 48. Trans Nusa
22. Egypt Air
36. NAM Air

09. Air Timor
50. Travira Air

23. Firefly
37. Nusantara Air Charter
10. Asia Atlantic Air 51. Tri MG Airlines
24. HongKong Airlines 28. Oman Air

52. Valu Air
11. AsiaLink Cargo Airlines
39. Pelita Air Services 53. Vietnam Airlines

25. Ikar Airlines
12. Avia Star

40. PT. HM. Sampoerna 54. Wings Air
26. Japan Airlines
13. Batik Air
55. Xiamen Airlines

41. Qantas Airways
27. Jet Star


Alamat Kantor Cabang
Branch Office
Kantor Pusat Solo Banda Aceh

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

Corporate Profile
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06 Corporate Data
Financial report
Lhokseumawe Pangkal Pinang Sumbawa

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

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

Corporate Profile
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Pejabat Senior
Senior Management
Nama Jabatan Letter Code

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

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07 Financial report

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2015 2015

Laba Tahun Berjalan

New Spirit. New Hope.

New Spirit. New Hope. State-of-the-art Fleet

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 1

Page Lorem Ipsum Page Lorem Ipsum

1 Penjelasan tema n. Penghargaan dan

2 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

Page Lorem Ipsum Page Lorem Ipsum

c. Analisis Kinerja o. Kasus Penting

a. Rapat Umum 6 Tanggung Jawab

b. Dewan Komisaris f. Pengelolaan Risiko k. Keterbukaan Informasi 7 Laporan Keuangan

d. Remunerasi Dewan h. Auditor Independen m. Transaksi Benturan

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 3

Pendapatan Usaha 1.318.818 1.210.443 1.092.668 Operating Revenues

Jumlah Aset Lancar 382.949 335.070 282.011 Total Current Assets

4 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

2013 2014 2015 2013 2014 2015

Jumlah Aset (Rp miliar) Jumlah Ekuitas (Rp miliar)

2013 2014 2015 2013 2014 2015

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 5

6 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

Misi Sebagai perusahaan penyedia jasa ground

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 7

8 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

Misi Sebagai perusahaan penyedia jasa ground

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 9

Perseroan terus membentuk Perseroan terus

The Company creates a pool The Company develops an

10 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

PREMISESS TECHNOLOGY BRAND

Perseroan terus melakukan Perseroan terus berupaya Perseroan terus melakukan

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 11

Gapura adalah perusahaan patungan, yang didirikan

Pada awalnya maskapai penerbangan Garuda Indonesia

Per tanggal 9 Desember 2014 struktur kepemilikan saham

Garuda initially carried out ground handling by themselves

As of December 9, 2014, Gapura Angkasa’s shareholders

12 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 13

2005 2009 2014

• Expanded its area of operations to

14 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 15

Produk dan Jasa

16 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 17

Produk dan Jasa

18 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

• Executive Lounge • Executive Lounge

• Learning Center • Learning Center

Laporan Tahunan 2015 Annual Report • Gapura Angkasa 19

Padang Pangkal Pinang

Flight Customers Denpasar (DPS)

20 Gapura Angkasa • Laporan Tahunan 2015 Annual Report

Flight Customers Flight Customers

Merupakan cabang yang mampu menangani pesawat wide body dan