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TinjauanTemaTheme Overview

TOWER AIRNAV CABANG JAMBI

RADAR AIRNAV CABANG PADANG

MODERNISASI PERALATAN UNTUK MENINGKATKAN KESELAMATAN & KEAMANAN PENERBANGANEquipment Modernization to Enhance Aviation’s Safety and Security

Industri penerbangan di Indonesia terus tumbuh dan berkembang seiring dengan dengan naiknya jumlah pengguna jasa transportasi udara, terlebih dengan adanya ASEAN Open Sky. Bahkan, IATA memprediksi bahwa sekitar 15 tahun lagi, Indonesia akan menjadi negara peringkat keenam dalam jumlah penumpang angkutan udara.

Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (Perum LPPNPI) menyambut peningkatan pengguna jasa transportasi udara tersebut dengan melakukan modernisasi peralatan. Hal itu diwujudkan, antara lain, dengan pembelian lima radar dengan teknologi terbaru pada tahun 2016. Kami meyakini, modernisasi peralatan tersebut akan mendukung upaya Perusahaan untuk memberikan layanan prima, yang pada gilirannya akan meningkatkan keselamatan dan keamanan penerbangan di Tanah Air.

The aviation industry in Indonesia continues to grow and expand along with the increasing numbers of air transport service users, especially

with the ASEAN Open Sky. In fact, IATA predicts that around 15 more years, Indonesia will be the sixth rank countries in the numbers of air

transport passenger.

Public Company of Service Provider Agency of Indonesia Flight Navigation (Perum LPPNPI) welcomes the increase of air

transport service users by modernizing the equipment. It is implemented, including other things, by purchasing five

radars with the 2016 latest technology. We’re confident that modernizing the equipment will support the

Company’s efforts in providing service excellences, which subsequently will improve safety and

security of aviation in the Country.

DVOR AIRNAV CABANG PADANG

2016LAPORAN TAHUNANAnnual Report 4 Perum LPPNPI

DaftarisiTable of Contents

PROFIL PERUSAHAAN

ANALISA & PEMBAHASAN MANAJEMEN

UNIT PENUNJANG BISNIS

Company Profile

Management Discussion & Analysis

Business Supporting Unit

Penjelasan TemaTheme Overview

2

Daftar IsiTable of Contents4

166Gambaran Umum Pelaksanaan RKAPGeneral Overview of Company Work Plan Budget (CWPB) Implementation

194 Analisis Kinerja KeuanganFinancial Performance Analysis

44 Makna LogoLogo’s Essence

124 Informasi Pemegang SahamShareholders Information

54 Bidang UsahaLine of Business

125 Kronologis Pencatatan SahamChronology of Shares Listing

101 Profil Dewan PengawasProfile of the Board of Commissioners

156 Tinjauan Makro EkonomiMacro Economic Overview

176 Tinjauan Operasi per Segmen UsahaOperational Overview by Business Segment

42 Identitas PerusahaanCorporate Identity

113 Sumber Daya ManusiaHuman Resources

253

Informasi Material mengenai Investasi, Ekspansi, Divestasi, Penggabungan/Peleburan Usaha, Akuisisi, Restrukturisasi Utang/Modal, Transaksi Afiliasi dan Transaksi yang Mengandung Benturan KepentinganMaterial Information on Investment, Expansion, Divestation, Merger, Acquisition, Affiliated Transaction, and Transaction containing Conflict of Interest

252

Informasi dan Fakta Material yang Terjadi setelah Tanggal Laporan AkuntanInformation and Material Facts Occured after Accountant Report Date

49 Maksud dan TujuanPurposes and Objectives

125 Struktur Grup PerusahaanThe Company’s Group Structure

94 Struktur Kantor CabangBranch Office Structure

128 Penghargaan dan SertifikasiAwards and Certifications

48 Sekilas AirNav IndonesiaAirNav Indonesia at a Glance

125Informasi Anak Perusahaan dan Entitas AsosiasiSubsidiary and Associated Entity Information

92 Struktur OrganisasiOrganizational Structure

126Lembaga atau Profesi Penunjang PerusahaanThe Company’s Supporting Professions or Institutions

140Nama dan Alamat Kantor Cabang dan UnitName and Address of Branch Office and Units

148 Informasi pada Website PerusahaanInformation on Corporate Website

152Optimalisasi Pemanfaatan Teknologi InformasiOptimizing the Information Technology Utilization

110 Profil Singkat Pejabat EksekutifBrief Profile of Executive Officers

46 Jejak LangkahMilestones

124 Komposisi Kepemilikan ModalCapital Ownership Composition

90 Wilayah OperasiOperational Areas

125 Kronologis Pencatatan Efek LainnyaChronology of Other Exchange Registration

105 Profil DireksiProfile of the Board of Directors

201Kemampuan Membayar Utang dan Tingkat Kolektibilitas PiutangDebt Payment Capability and Collectibility Receivable

205Ikatan Material untuk Investasi Barang ModalMaterial Commitments for Investment of Capital Goods

204 Target, Realisasi, dan ProyeksiTarget, Realization and Projection

203Struktur Modal dan Kebijakan Manajemen atas Struktur ModalCapital Structure and Management Policy on Capital Structure

KILAS KINERJA 20162016 Performance Highlight

12 Tema dan Fokus Perusahaan 2016Company’s Theme and Focus in 2016

6 Ikhtisar KeuanganFinancial Highlights

14 Peristiwa Penting 20162016 Event Highlights

13 Kebijakan KeselamatanSafety Policy

10 Pencapaian 20162016 Achievement

LAPORAN MANAJEMENManagement Reports

38 Pernyataan PertanggungjawabanStatement of Responsibility

20 Laporan Dewan PengawasReport from the Board of Commissioners

28 Laporan DireksiReport from the Board of Directors

161 Tinjauan IndustriIndustry Overview

186 Kinerja Keuangan Perum LPPNPIFinancial Performance of Perum LPPNPI

44 Branding NameBranding Name

122Pendidikan dan Pelatihan ManajemenEducation and Training for Management

50 Visi, Misi dan Nilai-nilai PerusahaanVision, Mission and Corporate Values

100Susunan Dewan Pengawas dan DireksiThe Composition of the Board of Commissioners and Directors

2016 LAPORAN TAHUNANAnnual Report5Perum LPPNPI

TATA KELOLA PERUSAHAANCorporate Governance

348 Komite LainnyaOther Committees

377Perkara Penting yang Dihadapi PerusahaanImportant Case Faced by the Company

293 Informasi Pemilik ModalCapital Owner Information

270 Tujuan Tata Kelola Perum LPPNPIThe Purpose of Perum LPPNPI Governance

340 Organ Pendukung GCGGCG Supporting Organs

342 Komite AuditAudit Committee

283 Pemilik Modal dan MenteriCapital Owners and Ministers

265 Kebijakan dan Dasar PenerapanPolicy and Implementation Basis

365 Akuntan PerusahaanCorporate Accountants

382 Sistem Pelaporan PelanggaranReporting System of Violation

389Keberagaman Komposisi Dewan Pengawas dan DireksiDiversity in the Composition of the Board of Commissioners and Directors

282Uraian Pemegang Saham Utama dan PengendaliDescription of Main and Controlling Shareholder

333Penilaian Kinerja Dewan Pengawas dan DireksiPerformance Assessment of the Board of Commissioners and Directors

338Hubungan Afiliasi Dewan Pengawas dan DireksiAffiliated Relationship between the Board of Commissioners and Directors

359 Satuan Pengawas InternInternal Audit Unit

380 Kode Etik dan Budaya PerusahaanCode of Ethics and Corporate Culture

389Kepatuhan Pelaporan Harta Kekayaan Penyelenggara NegaraCompliance in Reporting Wealth of State Officials

TANGGUNG JAWAB SOSIALPERUSAHAANCorporate Social Responsibility

399

Corporate Social Responsibility Terkait dengan Pengembangan Sosial dan KemasyarakatanCorporate Social Responsibility related to Social and Community Development

412

Corporate Social Responsibility Terkait dengan Ketenagakerjaan, Kesehatan dan Keselamatan KerjaCorporate Social Responsibility related to Labour, Health and Work Safety

420Corporate Social Responsibility Terkait dengan KonsumenCorporate Social Responsibility to Customer

411Corporate Social Responsibility Terkait dengan Lingkungan HidupCorporate Social Responsibility related to the Environment

312 DireksiThe Board of Directors

281Rencana Pengembangan GCG Tahun 2017GCG Development Plan 2017

349 Sekretaris PerusahaanCorporate Secretary

379Akses Informasi dan Data PerusahaanAccess to Information and Corporate Data

294 Dewan PengawasThe Board of Commissioners

271 Pengukuran Penerapan GCGMeasurement of GCG Implementation

341 Sekretaris Dewan PengawasSecretary of the Board of Commissioners

257Realisasi Dana Hasil Penawaran UmumRealization of Public Offering Fund

257

Program Kepemilikan Saham oleh Karyawan dan/atau Manajemen yang Dilaksanakan Perusahaan (ESOP/MSOP)Employee and/or Management Share Ownership Program conducted by the Company (ESOP/MSOP)

256 Kebijakan DividenDividend Policy

258 Aspek PemasaranMarketing Aspects

260 Prospek UsahaBusiness Prospect

261 Informasi Kelangsungan UsahaBusiness Continuity Information

257 Perubahan Kebijakan AkuntansiChanges in Accounting Policy

259 Pangsa PasarMarket Share

257Perubahan Peraturan Perundang-undanganChanges in Legislation

348 Komite Nominasi dan RemunerasiNomination and Remuneration Committee

369 Sistem Pengendalian InternalInternal Control System

288 Rapat Pembahasan Bersama (RPB)Joint Discussion Meeting

266Prinsip-prinsip Tata Kelola PerusahaanPrinciples of Corporate Governance

339

Program Pengenalan Perusahaan Kepada Dewan Pengawas dan/atau Direksi yang Baru DiangkatThe Company’s Introduction Program to the New Appointed Board of Commissioners and/or Directors

368 Manajemen RisikoRisk Management

388 Pengendalian GratifikasiGratification Control

282 Organ Tata KelolaGovernance Organ

LAPORAN KEUANGAN KONSOLIDASIConsolidated Financial Statement

422


IkhtisarKeuanganFinancial Highlights

URAIAN 2016 2015 2014 DESCRIPTION

LAPORAN LABA RUGI INCOME STATEMENT dalam jutaan Rupiah in million Rupiah

Pendapatan Usaha 2.522.703 2.351.871 1.873.948 Operating Revenues

Beban Usaha 2.049.428 1.662.611 1.683.114 Operating Expenses

Laba Operasi 473.275 689.260 190.834 Operating Profit

Pendapatan (Beban) Lain-lain 115.134 133.416 85.141 Other Revenues (Expenses)

Laba Sebelum Pajak Penghasilan 588.410 822.676 275.975 Income Before Tax

Beban Pajak Penghasilan 69.677 (193.513) (58.213) Tax Expenses

Laba Tahun Berjalan 418.733 629.163 217.762 Current Year Profit

Penghasilan Komprehensif Lain 739 (2.777) (2.599) Other Comprehensive Income

Penghasilan Komprehensif Tahun Berjalan 419.472 626.386 215.163 Income Current Year

EBITDA 727.090 929.054 991.932 EBITDA

LAPORAN POSISI KEUANGAN FINANCIAL POSITION STATEMENT dalam jutaan Rupiah in million Rupiah

Aset Lancar 3.130.494 2.909.821 2.087.331 Current Assets

Aset Tidak Lancar 1.772.820 1.405.790 989.385 Non-Current Assets

Jumlah Aset 4.903.314 4.315.611 3.076.716 Total Assets

Liabilitas Jangka Pendek 985.992 857.872 636.864 Short-term Liabilities

Liabilitas Jangka Panjang 75.448 36.966 23.755 Long Term Liabilities

Jumlah Liabilitas 1.061.439 894.838 660.619 Total Liabilities

Ekuitas 3.841.874 3.420.773 2.416.097 Equity


URAIAN 2016 2015 2014 DESCRIPTION

INFORMASI KEUANGAN LAINNYA OTHER FINANCIAL INFORMATION dalam persentase in percentage

Pertumbuhan Growth

Pendapatan Usaha 7,26% 26% 30% Operating revenues

Laba Operasi (31,34)% 261% (69%) Operating profit

EBITDA 29%. (6%) 5% EBITDA

Aset 13,62% 40% 43% Asset

Liabilitas 18,62% 35% (29%) Liabilities

Ekuitas 12,31% 42% 98% Equity

Rasio Likuiditas Liquidity Ratio

Rasio kas 267,80% 251% 225% Cash ratio

Rasio lancar 317,50% 339% 328% Current ratio

Rasio cepat 316,2% 338,4% 327,1% Quick ratio

Rasio Rentabilitas Rentability Ratio

Marjin laba usaha 19% 29% 10% Operating profit margin

ROA 12,00% 19,1% 9% ROA

ROE 10,9% 18,3% 9% ROE

Rasio Solvabilitas Solvency Ratio

Debt to Equity Ratio 27,63% 26,16% 27% Debt to Equity Ratio

Debt to Asset Ratio 21,65% 21% 21% Debt to Asset Ratio

Long term Debt to Equity Ratio 2% 1% 1% Long term Debt to Equity Ratio



Laporan ManajemenManagement Report

Profil PerusahaanCompany Profile

Unit Penunjang BisnisBusiness Supporting Unit

ASET LANCAR JUMLAH ASETCurrent Assets Total Assets

2014

2.087.331

660.619 2.416.097

3.076.716

20142015

2.909.821

894.8383.420.773

4.315.611

20152016

3.130.494

1.061.439 3.841.874

4.903.314

2016

JUMLAH LIABILITAS JUMLAH EKUITASTotal Liabilities Total Equity

2014 20142015 20152016 2016

dalam jutaan Rupiah in million Rupiah





Analisa & Pembahasan ManajemenManagement Discussion & Analysis

Tata Kelola PerusahaanCorporate Governance

Tanggung Jawab Sosial PerusahaanCorporate Social Responsibility

PENDAPATAN USAHA LABA SEBELUM PAJAK PENGHASILANOperating Revenues Income Before Tax

1.873.948

225,00

328,00

275.975

2014 2014

2.351.871

251,00339,00

822.676

2015 2015

2.522.703

267,80317,50

588.410

2016 2016

RASIO KAS RASIO LANCARCash Ratio Current Ratio

2014 20142015 20152016 2016


dalam persentase in percentage




Pencapaian2016

Kekuatan Alat

Produksi

realisasiproduksi rute

2016 Achievement

Total Production Equipment

Realization of Route Production

1.254

165.949.793

unit units

unit rute route units

COMMUNICATION

DOMESTIKDomestic

24

104

486

93.445.960

unit units

unit units

unit units

unit rute route units

AUTOMATION

SURVEILLANCE

NAVIGATION

Sebaran alat produksi Perum LPPNPI berdasarkan pelayanan navigasi penerbangan Tahun 2016 berjumlah 2.536 unit, dengan rincian unit seperti tercatat dalam grafik yang disajikan berikut:

Total realisasi produksi rute Perum LPPNPI tahun 2016 berjumlah 402.602.970 unit rute, dengan rincian dalam grafik berikut:

Distribution of Perum LPPNPI production equipment based on aviation navigation service in 2016 amounted to 2,536 units, with unit details as described in the presented graph:

Total realization of route production of Perum LPPNPI in 2016 amounted to 402,602,970 route units, as detailed in the presented graph:

143.207.217unit rute route units

INTERNASIONALInternational

LINTAS UDARAAir Traffic



SumberDaya

Manusia

realisasi produksi Terminal Navigasi

Human Resources

Realization of Navigation Terminal Production

1.440

48.823.514MTOW

DALAM NEGERIDomestic

1.390

391

494AIS, MANAGERIAL,STAF,

FUNGSIONAL, FDO & ATFM

FLIGHT SERVICE OFFICER

Total realisasi produksi terminal navigasi Perum LPPNPI tahun 2016 berjumlah 61.903.837 MTOW, dengan rincian dalam grafik berikut:

Total sumber daya manusia Perum LPPNPI tahun 2016 berjumlah 3.715 karyawan, dengan rincian dalam grafik berikut:

Total realization of navigation terminal production of Perum LPPNPI in 2016 amounted to 61,903,837 MTOW, as detailed in the presented graph:

Total human resources of Perum LPPNPI in 2016 amounted to 3,715 employees, as detailed in the presented graph:

13.080.322MTOW

LUAR NEGERIInternational

ATC

TEKNIKEngineering

Pemandu Lalu LintasPenerbangan

Petugas KomunikasiPenerbangan

AIS, Managerial, Staff,Functional, FDO

& ATFM



Tema dan FokusPerusahaan 2016Company’s Theme and Focus in 2016

The Best ANSP in South East Asia

Cust

omer

Per

spec

tive

Customer Perspective

Inte

rnal

Pro

cess

Per

spec

tive Internal Process Perspective

Lear

ning

& G

row

th P

ersp

ectiv

eFinancial Perspective

C1. ServiceExcellence

P2. ImprovedServiced

P1. ImprovedBusiness Process

L1. Highly Competent Human Capital

L2. Effective Information &Communication Technologty Implementation

L3. High Performance &Lean Organization

P4. Aligned withGlobal CNS/

ATM Plan

P3. ImprovedSafety

C3. SeamlessSky

C1. High Standardof Safety

F1. SustainableGrowth


KEBIJAKANKESELAMATANSafety Policy

Perum LPPNPI berkomitmen untuk menerapkan standar keselamatan tertinggi dalam setiap pelayanan yang diberikan serta menciptakan lingkungan kerja yang aman dan sehat, baik bagi karyawan, kontraktor, maupun pengunjung, Perum LPPNPI secara terus menerus berupaya untuk mengeliminasi semua potensi kejadian yang memiliki risiko tinggi terhadap pengguna jasa navigasi penerbangan maupun orang-orang yang bekerja atau berkunjung ke tempat kerja Perum LPPNPI.

Untuk mencapai tujuan tersebut, Perum LPPNPI menempatkan aspek keselamatan penerbangan serta keselamatan dan kesehatan kerja sebagai pertimbangan paling penting dalam pelayanan navigasi penerbangan di Indonesia, serta:1. Memastikan adanya dukungan yang memadai melalui

penyediaan sumber daya manusia yang terampil, terlatih, penyedia fasilitas dan teknologi yang andal sesuai kebutuhan serta proses yang menjamin tercapainya target kinerja keselamatan.

2. Mempertahankan dan meningkatkan kinerja keselamatan yang paling baik, melalui proses pengelolaan aspek keselamatan yang efektif pada setiap unit kerja Perum LPPNPI.

3. Menciptakan budaya pelaporan yang terbuka dalam rangka menumbuhkan budaya keselamatan, dimana karyawan tidak khawatir akan mendapatkan hukuman terhadap laporan atas kejadian-kejadian yang mengancam keselamatan, kecuali tindakan-tindakan yang tidak dibenarkan dan melanggar ketentuan yang berlaku.

4. Mengembangkan standar dan pengelolaan aspek keselamatan dalam navigasi penerbangan sejalan dengan pertumbuhan industri penerbangan mengikuti standar, peraturan dan rekomendasi dari organisasi nasional dan internasional.

5. Menetapkan dan mengukur kinerja keselamatan perusahaan berdasarkan indikator kinerja keselamatan dan target kinerja keselamatan yang realistis.

Semua orang bertanggung jawab terhadap keselamatan penerbangan serta keselamatan dan kesehatan kerja, dan semua pejabat harus memiliki akuntabilitas terhadap kinerja keselamatan pada masing-masing wilayah tanggung jawabnya.

Perum LPPNPI is committed to implement its’ highest safety standards in every service provided and to create a safe and healthy working environment for employees, contractors, and visitors, Perum LPPNPI continuously strives to eliminate all potential incidents of high risk towards users of flights navigation services or employees or visitors in the workplace of Perum LPPNPI.

To achieving its’ objectives, Perum LPPNPI established safety aviation aspect as well as occupational safety and health as the most important consideration in the aviation navigation services in Indonesia, including as follows:

1. Ensure adequate support through the provision of skilled, trained human resources, providers of facilities and reliable technology to meet the needs and processes that ensure the achievement of safety performance target.

2. Preserve and improve the best safety performance, through the process of effective aspects of safety management in each work unit of Perum LPPNPI.

3. Create an open reporting culture in pursuance of a foster a safety culture, where employees are not distressed about being punished for reports of life-threatening events, unless unauthorized actions and violations of applicable regulations.

4. Develop safety aspect standards and management in aviation navigation in line with aviation industry growth compliance with the standards, regulations and recommendations of national and international organizations.

5. Establish and measure company safety performance based on safety performance indicators and realistic safety performance targets.

All persons are responsible for safety aviation and occupational safety and health, and all officers must have accountability for safety performance in their respective areas of responsibility.


PeristiwaPenting 20162016 Event Highlights

Civil-Military Cooperation & Flexible Use of Airspace Workshop (CMFA/FUA).

Civil-Military Cooperation & Flexible Use of Airspace Workshop (CMFA/FUA).

MaretMarch

FebruariFebruary

Peresmian Upgrade ATS System Top Sky oleh Menteri Perhubungan.Ceremony of ATS Upgrade System Top Sky by the Minister of Transportation.

16

30

Penyaluran Bantuan Program Kemitraan PKBL AirNav Indonesia.Donation Distribution of AirNav Indonesia PKBL Partnership Program.

28

Peresmian water well.Ceremony of Water Well.

25

Rapat Kerja Perusahaan “Corporate Culture Creation to Become the Best Air Navigation Services Provider in South East Asia”.Corporate Meeting “ Corporate Culture Creation to Become the Best Air Navigation Services Provider in South East Asia”.

24-27

Penghargaan untuk penemuan Flight Approval Palsu oleh Menteri Perhubungan.

Award for Discovery of Fake Flight Approval discovery, given by the Minister of Transportation.

2

Donor Darah dan Peluncuran Mobil Perpustakaan Keliling.Blood Donor and Mobile Library Car.

10

Peresmian Tower Baru Husein Sastranegara, Bandung.Ceremony of Husein Sastranegara New Tower, Bandung.

10

Books Launching (“Sejarah Bandar Udara Wamena”, Pelayanan Navigasi Penerbangan Indonesia”,

Books Launching (“History of Wamena Airport”, “Indonesian Flight Navigation Service”, “History of Airport in Indonesia from Time to Time”).

19

“Sejarah Bandar Udara di Indonesia dari Masa ke Masa”).

Penandatanganan PKB dengan Serikat Karyawan AirNav Indonesia (SKYNAV).

Signing PKB with AirNav Indonesia Labor Union (SKYNAV).

25

Penandatanganan Nota Kesepahaman & Perjanjian Kerjasama antara Perum LPPNPI dengan LKPP.Signing Memorandum of Understanding & Cooperation Agreement between Perum LPPNPI with LKPP.

13

JanuariJanuary

Penandatanganan MoU AirNav Indonesia dengan ENAC.Signing MoU AirNav Indonesia with ENAC.

7

AprilApril


Kunjungan Kerja Menteri Perhubungan ke Tower JATSC.

Kunjungan Kedubes Inggris ke Kantor Cabang JATSC.

Santunan Anak Yatim dalam rangka pelaksanaan Angkutan Mudik Lebaran 2016.Visit of Minister of Transportation to JATSC tower. Visit by the British Embassy to JATSC Branch

Office. Donation to the orphans in the framework of Lebaran Mudik Transportation 2016 implementation.

JuniJune

14 22 23

Peresmian jalan dan jembatan Cipeteuy.Ceremony of Cipeteuy road and bridge.

10

Sosialisasi Peraturan Menteri Perhubungan PM 17.Sosialization of the Minister of Transportation Regulation PM17.

25

Transportation Ministerial Meeting of Developing Countries di Bali.Transportation Ministerial Meeting of Developing Countries in Bali.

30

MeiMay

Sosialisasi PKB AirNav Indonesia dengan Serikat Karyawan AirNav Indonesia (SKYNAV).Socialization of PKB AirNav Indonesia with AirNav Indonesia Labor Union (SKYNAV).

JuliJuly

20






Penandatanganan Kesepahaman dan Perjanjian Kerjasama antara AirNav Indonesia dengan PT Bank Rakyat Indonesia.

Penandatanganan Perjanjian Kerjasama antara Perum LPPNPI dengan PT Taspen.

BUMN Mengajar.

Signing of Understanding and Cooperation Agreement between AirNav Indonesia with PT Bank Rakyat Indonesia.

Signing Cooperation Agreement between Perum LPPNPI with PT Taspen.

SOEs Teaching.

4

9

16

Pencegahan dan Pemberantasan Penyalahgunaan dan peredaran Narkoba di AirNav Indonesia.

Ulang Tahun AirNav Indonesia ke 4.

Peringatan HUT bersama BUMN, Bandung

Prevention and Eradication of Abuse and Distribution Drugs at AirNav Indonesia.

4th Anniversary of AirNav Indonesia.

Anniversary Commemoration with SOE, Bandung.

12

13

24

Penandatanganan Perjanjian Kerjasama TNI AU dan AirNav Indonesia.Signing Agreement on Cooperation between Indonesia Air Force and AirNav Indonesia.

30

AgustusAugust

SeptemberSeptember

Penandatanganan kick off implementasi SMK3 (Sistem Manajemen Keselamatan dan Kesehatan Kerja).Signing kick off SMK3 (Management System Occupational Health and Safety) Implementation.

6

OktoberOctober

Sosialisasi Aplikasi Chronos.Socialization of Chronos Application.

6-7





Penandatanganan Nota Kesepahaman Kementerian Pariwisata dengan AirNav Indonesia, Angkasa Pura I & Angkasa Pura II.Signing Memorandum of Understanding by the Ministry of Tourism with AirNav Indonesia, Angkasa Pura I & Angkasa Pura II.

3

Kunjungan Presiden RI Jokowi ke JATSC.Visit by the President of Indonesia to JATSC.

4

Upacara memperingati Hari Pahlawan.Ceremonies commemorating the Heroes Day.

10

CANSO Asia - Pacific Safety Operation Working Group Meeting.

22-24

NovemberNovember

Kampanye keselamatan penerbangan.

Launching Customer Portal Program CRM Perum LPPNPI

Kunjungan Menhub dan Menristek ke JATSC.

Peresmian Pengopersian TMA Medan di Kualanamu.

AirNav Peduli Bantuan Bencana Gempa Bumi Kabupaten Pidie Jaya, Aceh.

Safety campaign.Visit by the Minister of Transportation and Minister of Research and Technology to JATSC.

Ceremony of TMA Medan Operations in Kualanamu.

AirNav Cares for Earthquake Disaster in Pidie Jaya Regency, Aceh.

DesemberDecember

4

8

7

9 14

LaporanManajemenManagement Reports

TOWER AIRNAV CABANG TAMBOLAKA


LAPORANDEWAN PENGAWASReport from the Boardof Commissioners

Para Pemangku Kepentingan yang Terhormat,

Puji syukur marilah kita panjatkan kepada Tuhan Yang Maha Esa. Sebab, hanya atas kehendak-Nya, Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan (Perum LPPNPI) dapat melalui tahun 2016 dengan kinerja yang baik.

Dear Respected Stakeholders,

All the praises to the Almighty God, because of His Wisdom, the Public Company of the Indonesian Aviation Navigation Service Provider (Perum LPPNPI) able to strive through the year 2016 with good performance.


Pada kesempatan yang berbahagia ini, izinkan kami atas nama Dewan Pengawas melaporkan pelaksanaan tugas pengawasan dan memberikan nasihat kepada Direksi dalam menjalankan kegiatan pengurusan Perum LPPNPI sepanjang tahun 2016. Dewan Pengawas menjalankan tugas dengan merujuk pada Peraturan Pemerintah RI Nomor 77 Tahun 2012 tentang Perusahaan Umum LPPNPI.

Dewan Pengawas bertugas melakukan Pengawasan (supervisory) terhadap kebijakan Direksi dalam menjalankan Perusahaan dan memberikan nasihat (advisory) terhadap pelaksanaan Rencana Jangka Panjang Perusahaan (RJPP), Rencana Kerja dan Anggaran Perusahaan (RKAP), Anggaran Dasar, Keputusan Menteri BUMN, dan ketentuan peraturan perundang-undangan yang berlaku untuk kepentingan Perum LPPNPI sesuai dengan maksud dan tujuan Perum LPPNPI.

Tugas Dewan Pengawas tersebut di atas untuk memastikan Direksi mengelola perusahaan sedemikian rupa sesuai dengan harapan Pemilik Modal. Dewan Pengawas bertanggungjawab mengawasi Direksi dalam menjalankan tugasnya dengan secara teratur memantau efektivitas pelaksanaan kebijakan dan proses pengambilan keputusan yang dilakukan oleh Direksi, termasuk pelaksanaan strategi untuk mencapai target yang diharapkan Pemilik Modal.

On this happy occasion, on behalf of the Board of Commissioners, allow Us to report the implementation of supervisory and advisory tasks to the Board of Directors in executing its’ operational activities of Perum LPPNPI within 2016. The Board of Commissioners has implemented these tasks based on the Government Regulation of the Republic of Indonesia No. 77 in 2012 concerning Public Company of LPPNPI.

The Board of Commissioners implemented the task of supervisory towards operational policies which was conducted by the Board of Directors; and give advisory concerning the execution of Company’s Long-Term Plan (CLTP), Company’s Work Plan and Budget (CWPB), Base Budget Allocation, the Ministry of SOE’s Decree and other terms of statute regulation for the needs of Perum LPPNPI based on the purpose and aim of Perum LPPNPI.

The Board of Commissioners’ tasks above to ensure that the Board of Directors manages company effectively based on the expectation of Capital Owner. Board of Commissioners responsible to supervise the Board of Directors in executing their tasks properly managed and well organized, to monitor effectiveness of policies realization and process of decision taker that was conducted by the Board of Directors, included the implementation of strategy to achieving the Company’s target based on capital owner’s expectation.

PENILAIAN ATAS KINERJA DIREKSIAppraisal to Board of Director’s Performance

Tahun 2016 ditandai dengan membaiknya pertumbuhan ekonomi Indonesia, meski masih belum mencapai target. Menurut Badan Pusat Statistik, pertumbuhan ekonomi Indonesia tahun 2016 mencapai sebesar 5,02%, lebih tinggi dibanding tahun 2015, yakni sebesar 4,88%. Walau masih di bawah target yang ditetapkan pemerintah dalam Anggaran Pendapatan dan Belanja Negara Perubahan tahun 2016, yakni pertumbuhan ekonomi sebesar 5,2%, namun pencapaian itu telah mengakhiri tren penurunan pertumbuhan ekonomi Indonesia sejak tahun 2012.

2016 was signed by improvement of Indonesia’s economic growth, despite of unachieved remaining target. Based on the Central Bureau of Statistics, the Indonesia’s Economic Growth in 2016 reached 5.02% higher than 2015, in range of 4.88%. Despite of remaining under target as determined by the Government in The Indonesia’s Budget Revenues of 2016, refers to economic growth of 5.2%, however such achievement has ended the declining trend of Indonesia’s economic growth since 2012.




Kilas Kinerja 20162016 Performance Highlight LAPORAN MANAJEMEN

Management Report

Kondisi ekonomi yang mulai membaik itu berimplikasi positif pada peningkatan penumpang pesawat dan lalu lintas penerbangan, yang pada gilirannya ikut mendorong meningkatnya kinerja Perum LPPNPI. Kinerja Perusahaan diukur berdasarkan KPI yang tercantum dalam Kontrak Manajemen dan SK Menteri Badan Usaha Milik Negara Republik Indonesia No. KEP-100/MBU/2002 tanggal 4 Juni 2002 tentang Penilaian Tingkat Kesehatan Badan Usaha Milik Negara.

Skor KPI pada Tahun 2016 adalah sebesar 97,45% dari target 100,00%. Sedangkan tingkat kesehatan perusahaan diperoleh skor 87,85 dari target RKAP 2016 sebesar 78,00. Dengan skor tersebut maka kesehatan perusahaan digolongkan sebagai SEHAT ”AA”. Skor tersebut terdiri dari penilaian aspek keuangan yang mencapai skor 42,25 dari target RKAP 2016 sebesar 28,00; penilaian aspek operasional yang mencapai skor 33,60 dari target RKAP 2016 sebesar 35,00; dan, penilaian aspek administrasi yang mencapai skor 12,00 dari target RKAP 2016 sebesar 15,00.

Dewan Pengawas memberikan apresiasi kepada Direksi dan segenap jajaran manajemen atas keberhasilannya mempertahankan tingkat kesehatan Perum pada kategori “SEHAT” (AA) dengan skor 87,85 lebih baik dibandingkan skor periode tahun 2015 sebesar 84,20 berdasarkan hasil audit Kantor Akuntan Publik (KAP) DJOKO, SIDIK, & INDRA.

Apresiasi juga kami sampaikan berkaitan dengan pencapaian kinerja keuangan Perum LPPNPI tahun 2016, yang secara umum tercapai di atas target, kecuali untuk beban usaha. Pendapatan usaha tercapai 100,00% dari RKAP, sedangkan beban usaha lebih rendah 17,6% dari RKAP. Pencapaian di atas target juga terjadi pada Total Produksi Route tahun 2016. Bahwa route internasional baru mencapai 97,8% dari RKAP, maka hal itu menjadi pekerjaan rumah bagi Direksi untuk mencari tahu penyebabnya sehingga bisa ditingkatkan pencapaiannya pada tahun 2017.

The above mentioned economic conditions are improving it has a positive implication on the increasing passenger plane and traffic flights, which subsequently impact boost of increasing the Perum LPPNPI’s performance. The Company’s performance is measured by Key Performance Indicator (KPI) which is stipulated in the Management Contract and the Decree Letter of SOE’s Minister No. KEP-100/MBU/2002 dated June 4, 2002 concerning the appraisal of appropriateness degree of State-Owned Enterprises.

KPI Score in 2016 was 97.45% from target of 100.00%. Meanwhile the Company’s healthiness degree was obtained by score of 87.85 from target of RKAP 2016 in range 78.00. By that score, the Company’s healthy was classified as HEALTHY “AA”. Such score consisting the appraisal of financial aspect which attained score 42.25 from target of RKAP 2016 in range of 28.00; the appraisal of operational aspect which attained score 33.60 from target of RKAP 2016 in range of 35.00; and the appraisal of administration aspect attained score 12.00 from target of RKAP 2016 in range of 15.00.

The Board of Commissioners appreciated the Board of Directors and management for their success in maintaining the health status of Perum LPPNPI in the “HEALTH” category (AA) with a score of 87.85 better than the 2015 score of 84.20 based on the audit result of Public Accounting Firm (KAP) DJOKO, SIDIK, & INDRA.

We also convey appreciation on financial performance of Perum LPPNPI in 2016, which in general were achieved on target, except for business cost. Business income was achieved 100.00% from CWPB, meanwhile the business cost lower 17.6% from CWPB. The targeted achievement were also obtained by total of route production in 2016 period. In fact, international route just achieved 97.8% from CWPB, therefore it means become homework for the Board of Directors to investigate the causes and being able to improve and will increase its achievement in 2017.





Untuk menopang kinerja Perusahaan yang baik, Dewan Pengawas juga mendukung kebijakan Direksi untuk menambah jumlah sumber daya manusia. Jika tahun 2016, jumlah karyawan masih di bawah RKAP, yakni 3.715 dari target 3.818 orang karyawan, kami berharap Direksi bisa memenuhinya pada tahun berikutnya. Sulit dimungkiri bahwa keberadaan karyawan yang memiliki kompetensi di bidangnya merupakan salah satu kunci keberhasilan Perum LPPNPI mewujudkan visi dan misinya.

PANDANGAN ATAS PROSPEK USAHA PERUSAHAANThe Views on Company’s Business Opportunities

Berlakunya kebijakan ASEAN Open Sky sejak tahun 2015 memberikan tantangan tersendiri bagi Perum LPPNPI pada tahun 2016. Kebijakan ini menawarkan akses ke pasar yang besar, keuntungan besar, meningkatkan daya tarik wisata, serta peningkatan frekuensi penerbangan. Untuk bisa memetik manfaat dari kebijakan tersebut, Direksi harus piawai merumuskan strategi yang tepat.

Dalam hal ini, Dewan Pengawas mendukung sepenuhnya langkah Direksi untuk melanjutkan sasaran strategis (strategic objective) yang dirumuskan pada tahun 2015, yaitu Improved Business Process, Strong Company Image serta Comply to Regulation & International Best Practice. Strategi tersebut kami harapkan dapat dilaksanakan secara konsisten guna terwujudnya sasaran jangka panjang, yaitu kepuasan pelanggan melalui tingkat keselamatan dan pelayanan yang diharapkan serta stabilisasi keuangan finansial yang kuat.

Selain ASEAN Open Sky, strategi yang tepat juga perlu ditetapkan berkaitan dengan prediksi bahwa kawasan Asia Pasifik akan memimpin pertumbuhan lalu lintas penerbangan dunia dalam 20 tahun mendatang. Lalu lintas penerbangan kawasan ini diperkirakan tumbuh sebesar 5,7% setiap tahun. Dengan pertumbuhan seperti itu, maka jumlah penumpang dan lalu lintas penerbangan terus bertambah.

Sejalan dengan tren peningkatan lalu lintas penerbangan tersebut, Dewan Pengawas juga mendukung upaya Direksi untuk merumuskan

The establishment of ASEAN Open Sky’s Policy since 2015 gives own challenge to Perum LPPNPI in 2016. This policy offers access to expanded market, large profit, increases tourism attractiveness, also increasing flight frequency. To gain benefit from that policy, the Board of Directors must be clever in identifying correct strategy.

In this instance, the Board of Commissioners fully supports the Board of Director’s step to continue the strategic objectives which was determined in 2015, with refer to the Improved Business Process, Strong Company Image and Comply to Regulation & International Best Practice. Those strategic should be applied consistently to achieve the existence of long term objectives, with refer to customer satisfaction through safety degree and good services on customer’s expectation also financial strength stabilization.

Besides ASEAN Open Sky, correct strategic also required to be determined related with the prediction of Asia Pacific region which will lead the growth of international traffic flight in next 20 years to come. This flight traffic was predicted growth in range of 5.7% every year. By that growth, therefore amount of passengers and flight traffic continues its’s growth.

In line with the increasing trend of flight traffic, the Board of Commissioners also supports the Board of Director’s effort to identify

To provide the Company’s healthiness performance, the Board of Commissioners also supports the Board of Directors policy to add the amount of human resources. If in year 2016, total of employee still below CWPB, which is 3,715 from target of 3,818 employees, we hope that the Board of Directors able to fulfill in the next period. It was difficult to waive that employee’s existence whom possess competencies in their field is one of the keys to success for Perum LPPNPI in implementing its vision and mission.





Management Report

PANDANGAN ATAS PENERAPAN WHISTLEBLOWING SYSTEMThe Views on Whistleblowing System’s Implementation

Dewan Pengawas menyambut baik keberadaan Sistem Pelaporan Pelanggaran (Whistleblowing System) di Perum LPPNPI, seperti diatur dalam Peraturan Perum LPPNPI No. PER.006/LPPNPI/II/2015. Keberadaan sistem ini bisa menjadi alternatif bagi setiap insan Perusahaan untuk berani melakukan koreksi terhadap dugaan penyimpangan di Perum LPPNPI tanpa tahun diketahui identitasnya. Sebab, identitas pelapor dijamin kerahasiannya oleh Perusahaan.

Dewan Pengawas mendorong agar setiap insan Perum LPPNPI memanfaatkan Sistem Pelaporan Pelanggaran jika melihat indikasi dan dugaan penyimpangan di perusahaan. Untuk bisa ditindaklanjuti, pelapor tentu harus memiliki bukti-bukti awal tentang indikasi atau dugaan penyimpangan tersebut.

Kami memandang bahwa Unit Pengelolaan Kinerja Perusahaan, Manajemen Resiko & GCG sebagai organ yang memiliki kewenangan mengelola pengaduan sudah bekerja secara maksimal sesuai dengan ketetentuan yang berlaku. Berdasarkan informasi yang diperoleh, tidak terdapat pengaduan pelanggaran pada tahun 2016 melalui email [email protected] atau [email protected].

The Board of Commissioners glad to welcome the existence of whistleblowing system in Perum LPPNPI, as arranged and stipulated in the Regulation of Perum LPPNPI No. PER.006/LPPNPI/II/2015. This system’s existence can be an alternative way for stakeholders to encourage gives correction towards any suspected violation within Perum LPPNPI without unknown identity. Because, claimant’s identity privacy was guaranteed by the Company.

The Board of Commissioners encourages every stakeholders of Perum LPPNPI in using the System of Violation Report if seeks any indication and violation suspected in the Company. In pursuing to further of the report, claimant absolutely must obtain first evidences concerning suspected indication or violation thereof.

We perceived that Corporate Performance Management Unit, Risk Management & GCG as an organ whose authorized to manage the claim has already worked optimally in accordance with applicable provisions. Based on the information obtained, there was no claim of violation suspected in 2016 period through e-mail [email protected] or [email protected].

PERUBAHAN KOMPOSISI DEWAN PENGAWASThe Composition Changes of Board of Commissioners

Pada tahun 2016, tidak terdapat perubahan komposisi Dewan Pengawas. Dengan demikian, komposisi Dewan Pengawas per 31 Desember 2016, adalah sebagai berikut:

In year 2016, there were no changes in the Board of Commissioners composition. Therefore, the composition of Board of Commissioners as of December 31, 2016, are as follows:

berbagai strategi, inovasi teknologi dan perbaikan layanan untuk meningkatkan keselamatan navigasi penerbangan di Indonesia. Langkah kerjasama antar-operator navigasi penerbangan, misalnya yang tergabung dalam Civil Air Navigation Services Organization (CANSO), merupakan langkah yang tepat. Apalagi, seluruh anggota CANSO melayani 85% ruang udara di dunia. Dengan saling bekerjasama, maka peluang untuk terjadinya transfer teknologi dan pengetahuan tentang navigasi semakin terbuka.

several strategies, technology innovation and service improvement to enhance safety of flight navigation in Indonesia. Cooperatives step amongst flight navigation operators, such as joining membership in the Civil Air Navigation Services Organization (CANSO), was a correct step. Moreover, all members of CANSO served 85% aerospace in the world. By mutual cooperative, therefore opportunity for technology transfer and knowledge pertaining navigation will open extensively.





APRESIASI KAMIOur Appreciation

Dewan Pengawas menyadari bahwa keberhasilan Perum LPPNPI mencapai kinerja positif pada tahun 2016 tak lepas dari dukungan dan kerjasama dengan berbagai pemangku kepentingan. Untuk itu, atas nama Dewan Pengawas, kami mengucapkan terima kasih kepada seluruh pemangku kepentingan; Pemerintah Republik Indonesia, Kementerian BUMN, Kementerian Perhubungan, pelanggan dan mitra usaha, dan Direksi atas kepercayaan dan kerjasamanya selama ini. Ucapan yang sama kami sampaikan kepada seluruh karyawan yang telah bekerja keras, penuh dedikasi dan loyalitas untuk memajukan Perusahaan.

Kami berharap dukungan, kerjasama dan kepercayaan ini bisa terus berlanjut untuk mewujudkan kinerja Perum LPPNPI yang lebih baik lagi, sejalan dengan pertumbuhan ekonomi Indonesia yang kian membaik, serta bertambahnya penumpang dan lalu lintas penerbangan pada tahun-tahun mendatang.

Jakarta, 29 Juni 2017Atas Nama Dewan Pengawas

The Board of Commissioners realizes that successful of Perum LPPNPI in achieving positive performance in 2016 were supported from and by cooperatives with several parties and stakeholders. Therefore, on behalf of the Board of Commissioners, we would like to thank you to all stakeholders; the Government of the Republic of Indonesia, the Ministry of SOEs, the Ministry of Transportation, Customers and Business Partnerships and the Board of Directors for their trust and coordination over the years. Equally we also appreciate all employees who has work hard with full dedication and loyalty to develop this Company moving forward.

We hope that supports, cooperatives and trust worthy continues to implement increase performance of Perum LPPNPI’s, in line with increasing of Indonesia’s Economic Growth, and increasing of passengers and flight traffic’s amount in next years to come.

Jakarta, June 29, 2017On Behalf of the Board of Commissioners

Ketua Dewan PengawasPresident Commissioner

Agus Santoso

NAMAName

JABATANTitle

Suprasetyo Ketua Dewan PengawasPresident Commissioner

Juni Hastoto Anggota Dewan PengawasCommissioner

Haryo Indratno Anggota Dewan PengawasCommissioner

M. Nasir Usman Anggota Dewan PengawasCommissioner





Management Report

CommissionerAnggota Dewan Pengawas

Juni Hastoto

President CommissionerKetua Dewan PengawasAgus Santoso

Dewan PengawasBoard of Commissioners





CommissionerAnggota Dewan PengawasHaryo Indratno

CommissionerAnggota Dewan PengawasM. Nasir Usman


LAPORANDireksiReport from the Boardof Directors

Para pemangku kepentingan yang terhormat,

Tahun 2016 memiliki arti penting bagi para pelaku industri penerbangan di Indonesia. Sejalan dengan meningkatnya pertumbuhan ekonomi, Badan Pusat Statistik mencatat

Dear Respected Stakeholders,

The 2016 year has important meaning to aviation industry players in Indonesia. In line with rapidly of economic growth, the Central Bureau of Statistic recorded the increasing trend


adanya peningkatan jumlah penumpang angkutan udara sepanjang Januari-Desember 2016. Total penumpang angkutan udara sepanjang tahun 2016 mencapai 95,2 juta orang. Jumlah itu terdiri dari penumpang domestik sebanyak 80,4 juta orang atau naik 16,97%, dan jumlah penumpang internasional sebanyak 14,8 juta orang atau naik 8,16% dibanding periode yang sama tahun 2015.

of passenger’s amount in flight airlines within January-December 2016. Total Passengers within the 2016 year has reached of 95.2 million people. That amount consisted of domestic passengers in 80.4 million people or up to 16.97% and amount of international passengers in 14.8 million people or up to 8.16% than the same in year 2015.

SASARAN STRATEGIS PERUSAHAANObjective Strategic of Company

Guna mencapai Visi dan Misi Perusahaan, sekaligus menjawab tantangan di industri penerbangan, sepanjang tahun 2016, Perusahaan berkomitmen untuk mewujudkan sasaran strategis (strategic objective) yang terdiri dari:1. Menciptakan solusi instan yang berdampak

langsung kepada tingkat keselamatan dan pelayanan kepada pelanggan (quick win programs).

2. Melakukan lompatan teknologi dari teknologi navigasi penerbangaan saat ini (terrestrial/ground based) menjadi teknologi berbasis satelit (satellite based) sesuai dengan rencana inisiatif global.

Dalam rangka menejermahkan misi, visi dan nilai dasar ke dalam aktivitas perusahaan dengan mempertimbangkan faktor-faktor celah strategis (strategic gap) digunakan Balanced Scorecard sebagai sistem manajemen strategi perusahaan. Balanced Scorecard menyediakan framework yang sistematis dengan menejermahkan misi, visi, tujuan, keyakinan dasar, nilai dasar serta strategi ke dalam sasaran dan inisiatif strategis yang komprehensif, koheren dan terukur (measurable).

Target perusahaan ditetapkan dalam Perspektif Keuangan dan Perspektif Pelanggan, selanjutnya untuk mencapai target tersebut diformulasikan fokus kegiatan perusahaan pada Perspektif Proses Bisnis Internal serta pada Perspektif Pembelajaran dan Pertumbuhan guna memastikan bahwa seluruh sumber daya perusahaan tersedia untuk itu.

In the pursuance of achieving the Company’s vision and mission, as well as answering challenges in flight industry, during the 2016 year. The Company has commitment to actualizes objective strategic, consists of:

1. Creating instant solutions which directly impact the level of safety and customer service (quick win programs);

2. Performing technological leaps of grounded terrestrial/grounded navigation technology into satellite based technology in accordance with global initiative plans;

In order to articulate such mission, vision and basic values into corporate activities by taking into account strategic gap factors, the Balanced Scorecard was used as the Company’s strategy management system. The Balanced Scorecard provides a systematic framework which articulates mission, vision, goals, basic conviction, basic values and strategies into comprehensive, coherent and measurable strategic objectives and initiatives.

The Company targets are set in the Financial Perspective and Customer Perspective, furthermore to achieve those targets were formulated the focus of the Company’s activities on the Internal Business Process Perspective as well as on the Learning and Growth Perspective to ensure availability of all Company’s resources thereof.





Management Report

KINERJA PERUSAHAAN TAHUN 2016Company’s Performance in 2016

Secara umum, kinerja keuangan Perum LPPNPI sampai dengan Tahun 2016 tercapai di atas target, kecuali untuk beban usaha. Sampai dengan Tahun 2016, pendapatan usaha yang ditargetkan sebesar Rp2.522,77 miliar terealisasi sebesar Rp2.522,70 miliar atau tercapai 100,00% dari RKAP. Untuk beban usaha, dari anggaran sebesar Rp2.487,30 miliar direalisasikan sebesar Rp2.049,43 miliar atau lebih rendah 17,6% dari RKAP. Dengan demikian, laba usaha yang ditargetkan Rp35,46 miliar terealisasi Rp473,3 miliar atau 1.334,6% diatas anggarannya. Adanya pendapatan lainnya sebesar Rp115,13 miliar dan beban pajak Rp169,68 miliar serta keuntungan komprehensif lain sebesar Rp0,74 miliar mengakibatkan laba komprehensif mencapai Rp419,47 miliar atau 650,5% di atas anggarannya, yaitu sebesar Rp64,49 miliar.

Untuk Total Produksi Route menurut RKAP Tahun 2016 dianggarkan sebesar 379.058.011 route unit, terdiri dari 149.020.482 route unit domestik, 95.580.745 route unit internasional dan 134.456.784 route unit lintas udara. Adapun realisasi produksi route sampai dengan Tahun 2016 adalah sebagai berikut:1. Domestik sebesar 165.949.793 route unit

atau 111,4% dari RKAP.2. Internasional sebesar 93.445.960 route unit

atau 97,8% dari RKAP.3. Lintas udara sebesar 143.207.217 route

unit atau 106,5% dari RKAP.4. Total produksi route sebesar 402.602.970

route unit atau 106,2% dari RKAP.

Sementara itu, total produksi terminal navigation sesuai RKAP Tahun 2016 sebesar 56.637.248 MTOW, terdiri dari 43.161.339 MTOW domestik dan 13.475.909 MTOW internasional. Dari rencana itu, realisasi produksi terminal navigation sampai dengan tahun 2016 adalah sebagai berikut:1. Domestik sebesar 48.823.514 MTOW atau

113,1% dari RKAP.2. Internasional sebesar 13.080.322 MTOW

atau 97,1% dari RKAP.

In general, financial performance of Perum LPPNPI until the 2016 year, was achieved on target, except for the Company’s operating expenses. Until the 2016 year, business income which targeted in range of Rp2.522.77 billion has been realized in range of Rp2.522.70 billion or achieved 100.00% from CWPB. For the Company’s operating expenses, from allocate base in range of Rp2.487.30 billion and has been realized in range of Rp2.049,43 billion or lower 17.6% from CWPB. Therefore, business profit which targeted in range of Rp35.46 billion has been realized in range of Rp473.3 billion or 1.334.6% on allocate base. The existence of other income in range of 115.13 billion and tax cost Rp169.68 billion then other comprehensive profit in range of Rp0.74 billion, which effected comprehensive profit in range of Rp419.47 billion or 650.5% on the allocate base, which is Rp64.49 billion.

For Total Route Production based on CWPB in year 2016 which is allocated in range of 379,058,011 route unit, consists of 149,020,482 route unit of domestic, 95,580,745 route unit of international and 134,456,784 route unit of air across. Here in the realization of route production until the 2016 year are as follow:1. Domestic in range of 165,949,793 route unit

or 111.4% from CWPB. 2. International in range of 93,445,960 route

unit or 97.8% from CWPB.3. Air across in range of 143,207,217 route unit

or 106.5% from CWPB.4. Total route production in range of 402,602,970

route unit or 106.2% from CWPB.

Meanwhile, total production of navigation terminal based on CWPB 2016 in range of 56,637,248 MTOW, consists of 43,161,339 MTOW domestic and 13,475,909 MTOW international. From such plan, the realization of navigation terminal production until the 2016 year are as follow:1. Domestic in range of 48,823,514 MTOW or

113.1% from CWPB.2. International in range of 13,080,322 MTOW

or 97.1% from CWPB.





OPTIMALISASI PELAYANANService Optimalization

Selama kurang lebih 3 (tiga) tahun memberikan layanan navigasi penerbangan, masih terdapat celah (gap) yang dirasakan oleh pengguna akan hadirnya pelayanan jasa navigasi penerbangan yang selamat, nyaman, efisien dan ramah lingkungan. Hal ini terindikasi antara lain pada kecenderungan peningkatan jumlah kejadian dibanding periode tahun 2014, keluhan pengguna jasa terhadap kualitas pelayanan khususnya lingkup komunikasi, dan serta keberatan atas penyesuaian tarif navigasi penerbangan.

Salah satu faktor yang menjadi penyebab kurang optimalnya pemberian pelayanan navigasi penerbangan kepada pengguna jasa adalah lemahnya sistem tata kelola perusahaan. Hal itu terjadi karena Perusahaan masih dalam proses pembelajaran menuju sistem tata kelola yang efektif dan efisien. Beberapa hal terkait tata kelola yang perlu diperhatikan pada tahun 2016 adalah:1. Dukungan infrastruktur yang belum

memadai2. Penyempurnaan database karyawan3. Mengembangkan sistem pengukuran kinerja

dan program yang kuantitatif

During 3 (three) years period providing flight navigation services, there were remain gap realized by users concerning doubts on safety flight, comfort, efficient and friendly environment. This matter was indicated by the increasing trend amount of occurrence compared in 2014 period, passengers complained toward service quality especially in communication scope, and objection on flight navigation’s tariff.

One of the factor which caused by less optimal services of flight navigation to the users was weakness of good corporate governance system. This subject matter was occurred because the Company were still in learning process towards an effective and efficient corporate management. Several things related to the good corporate governance which requires focus in 2016 period are as follows:1. Less Infrastructure Supports

2. Reinstalling of Employee Database3. Enhance the system of performance

measurement and quantitative programs

3. Total produksi terminal navigation sebesar 61.903.837 MTOW atau 109,3% dari RKAP.

Ketercapaian produksi route unit terutama disebabkan oleh realisasi produksi route penerbangan domestik sebesar 165.949.793 route unit atau 111,4% dari RKAP sebesar 149.020.482 route unit dan realisasi produksi route penerbangan lintas udara sebesar 143.207.217 route unit atau 106,5% dari RKAP sebesar 134.456.784 route unit. Sementara itu, untuk ketercapaian produksi terminal navigation terutama disebabkan oleh realisasi produksi terminal navigation penerbangan domestik yaitu sebesar 48.823.514 MTOW atau 113,1% dari RKAP sebesar 43.161.339 MTOW.

3. Total production of terminal navigation in range of 61.903.837 MTOW or 109,3% from CWPB.

The achievement of route unit production was caused by realization of route production in domestic flight by range of 165.949.793 route unit or 111.4% from CWPB in range of 149.020.482 route unit and the realization of air across route production in range of 143.207.217 route unit or 106,5% from CWPB in range of 134.456.784 route unit. Meanwhile, for the achievement of navigation terminal production especially was caused by the realization of navigation terminal production in domestic flights, which is 48.823.514 MTOW or 113.1% from CWPB in range of 43.161.339 MTOW.





Management Report

PROSPEK USAHABusiness Opportunities

Industri penerbangan di Indonesia terus tumbuh dan berkembang seiring dengan naiknya jumlah pengguna jasa transportasi udara. Terlebih dengan adanya ASEAN Open Sky yang diberlakukan sejak tahun 2015, yang memperbolehkan negara-negara di ASEAN melakukan penerbangan langsung ke sejumlah kota di negara anggota dalam lingkup Masyarakat Ekonomi ASEAN.

Pemberlakuan kebijakan ASEAN Open Sky menimbulkan banyak tantangan, baik berupa peluang maupun ancaman. Kebijakan tersebut membuat pasar yang besar untuk industri penerbangan, dan pasar Asia Tenggara akan menjadi semakin penting di masa depan. ASEAN Open Sky juga akan berdampak pada penurunan biaya dan operator bebas untuk beroperasi di pasar ASEAN. Perjalanan intra-ASEAN akan menciptakan pendapatan besar bagi penerbangan, seperti yang terjadi di pasar Eropa. Pada sisi lain, persaingan akan semakin ketat di antara flag carriers negara-negara ASEAN untuk memperebutkan pasar intra-ASEAN.

Dalam jangka panjang, industri penerbangan Indonesia diproyeksikan akan lebih besar dan diperkirakan oleh IATA bahwa sekitar 15 tahun lagi, Indonesia akan menjadi negara peringkat keenam dalam jumlah penumpang angkutan udara. Di kawasan Asia-Pasifik, IATA memperkirakan kapasitas bandara akan berkembang 8,5%. Sementara itu, untuk jumlah penumpang akan berkembang 7,7%. Selain itu, kawasan Asia Pasifik diprediksi akan menjadi leader pertumbuhan lalu lintas penerbangan dunia dalam 20 tahun ke depan, di mana diperkirakan terjadi pertumbuhan sebesar 5,7% setiap tahun.

Fenomena penguatan nilai tukar Rupiah terhadap dolar Amerika Serikat (USD) yang terjadi pada tahun 2016 juga memberikan efek positif bagi industri penerbangan di Tanah Air. Sebab, pembelian avtur selama ini menggunakan USD. Walhasil, harga avtur sangat berpengaruh bagi industri angkutan udara dan penguatan Rupiah merupakan satu indikator yang baik untuk angkutan udara.

Flight Industry in Indonesia keeps growing up and developing rapidly with the increasing passenger’s amount of aero plane users. More over by occurrence the establishment of ASEAN Open Sky since year 2015, which might open opportunity up to the ASEAN Countries to executes direct flights to the several cities in countries member of ASEAN Economic Society’s Scope.

The establishment of ASEAN Open Sky’s Policy effected many challenges, either opportunity or threats. That policy makes expanded market to flight industry and Southeast Market will become more important in the future. ASEAN Open Sky also effected to the decreasing of cost for free operator to operate in ASEAN Market. Intra-ASEAN travelling will create large income for flight, such as in Europe Market. But on the other hand, competition getting tougher amongst flag carriers in ASEAN countries to attain intra-ASEAN Market.

In long term, Indonesia Flight Industry was projected become the largest and predicted by IATA that approximately 15 years ahead, Indonesia will become as a country in top 6th of the total amount of aero plane’s passengers. In Asia-Pacific region, IATA predicts airport capacity will increase up to 8.5%. Meanwhile, for the passengers amount will increase up to 7.7%. in addition, Asia Pacific region was predicted become leader of flight traffic of world airlines in next 20 years, it is predicted growth occurred of 5.7% every year.

The phenomenon of Rupiah Composite Index’s strength toward US Dollar that occurred in 2016 also has a positive impact for the aviation industry in our country. Because, avtur purchases using USD over the years. As the result, avtur price becomes very influenced to the airlines industry and Rupiah’s strength is one of good indicator to the airlines.





Uraian di atas menunjukkan bahwa industri penerbangan di Indonesia pada tahun 2016 memiliki prospek yang cerah, dan prospek itu diyakini berlanjut pada tahun 2017 dimana pertumbuhan ekonomi Indonesia diprediksi akan lebih tinggi dibanding tahun sebelumnya. Perum LPPNPI menyambut peluang itu dengan terus meningkatkan produktivitas serta tetap mempertahankan level pelayanan dan keselamatan sebagai fokus utama.

Untuk meningkatkan kualitas pelayanan, Perum LPPNPI juga berkolaborasi dengan dengan anggota Civil Air Navigation Services Organization (CANSO), yang melayani 85 persen ruang udara di dunia. Dengan kerjasama serupa itu, maka akan mempercepat transfer ilmu pengetahuan dan teknologi terkini tentang navigasi penerbangan udara.

PENERAPAN TATA KELOLA PERUSAHAAN Implementation of Good Corporate Governance

Perum LPPNPI menyadari bahwa tata kelola perusahaan yang baik (Good Corporate Governance/GCG) merupakan kunci untuk keberlangsungan usaha. Salah satu cara terbaik untuk mengetahui seberapa jauh penerapan tata kelola di perusahaan adalah dengan melakukan asesmen. Dengan cara itu, maka akan bisa diketahui aspek-aspek yang sudah kuat penerapannya dan aspek-aspek yang masih lemah sehingga perlu diperbaiki dan ditingkatkan.

Berkaitan dengan penerapan tata kelola perusahaan yang baik, Perum LPPNPI telah melakukan asesmen GCG pada tahun 2017 untuk tahun buku 2016 yang dilaksanakan oleh tim Deputi Bidang Akuntan Negara Badan Pengawasan Keuangan dan Pembangunan, Jakarta. Hasil asesmen menunjukkan total skor sebesar 73,29%. Hal itu menunjukkan bahwa penerapan GCG di Perum LPPNPI tahun 2016 terjadi penurunan dari hasil asesmen tahun sebelumnya, yang mendapatkan total skor 73,97%. Walau ada penurunan skor, kualifikasi hasil asesmen GCG pada tahun 2016 dan 2015 tetap sama, yakni masuk kualifikasi “Cukup Baik.”

Perum LPPNPI realizes that Good Corporate Governance (GCG) is a successful key for business existence. One of the best way to know how far the implementation of Good Corporate Governance in a company is by performing an assessment. Through that way, therefore we will know what aspects which is already strong in application and what aspects which is still weak in application which requires to be improved and enhanced.

Related to the implementation of Good Corporate Governance, Perum LPPNPI has applied self-assessment of GCG in 2017 period for the 2016 annual book which was held by the Deputy of State Accountant of the Financial and Development Supervisory Board Team, Jakarta.Assessment result showed total score in range of 73.29%. That means GCG’s implementation in Perum LPPNPI in 2016 period has decreased from the last assessment result of the previous, whereby total score 73.97%. Even though decreasing of score, but the qualification of self-assessment result in 2016 period and 2015 period were remain same, which qualification is “Good Enough”.

Description as above mentioned displayed that aviation industry in Indonesia in year 2016 has bright prospect and confident that bright prospect will be sustainable in year 2017 where Indonesia’s Economic Growth was predicted higher than the previous year. Perum LPPNPI is glad to welcome that opportunities by remain increasing the productivity and remain preserving the service quality and safety as its’ main focus.

To enhance quality services, Perum LPPNPI also collaborates with the members of Civil Air Navigation Service (CANSO), who served 85% aerospace in the world. With similar cooperatives, hence will escalate the ransfer knowledge and updated technology concerning air navigation flight.





Management Report

HASIL SELF ASSESSMENT PENERAPAN GCG PERUM LPPNPI 2015-2016Self Assesment Result to GCG’s Implementation in Perum LPPNPI 2015-2016

Tabel di atas menggambarkan perbandingan antara kondisi penerapan GCG di Perum LPPNPI dengan best practice penerapan GCG. Capaian tertinggi penerapan GCG Tahun 2016 diperoleh untuk aspek Pemilik Modal, yaitu sebesar 84,96% dan terendah pada aspek Pengungkapan Informasi dan Transparansi dengan capaian 63,54%.

PERUBAHAN KOMPOSISI DIREKSI The Composition Changes of Board of Directors

Sepanjang tahun 2016, tidak ada perubahan komposisi Direksi. Dengan demikian, per 31 Desember 2016, komposisi Direksi Perum LPPNPI adalah sebagai berikut:

Within 2016, there was no composition changes in board of directors. So that, per 31 December 2016, Directors Composition of Perum LPPNPI here as follow:

The table above described comparison between condition of GCG implementation in Perum LPPNPI with best practice of GCG implementation. Highest achievement of GCG implementation in 2016 was attained for Capital Owners aspect by 84.96%, and the lowest, refers to Disclosure of Information and Transparency by 63.54%.

ASPEKAspects

BOBOTWeight

2015 2016NILAIScore % NILAI

Score %

Komitmen terhadap Penerapan Tata Kelola Perusahaan yang Baik secara BerkelanjutanCommitment to the Implementation of Good Corporate Governance Sustainable

7,00 6,09 87% 5,48 78,27%

Pemegang Saham dan RUPS/Pemilik ModalShareholders and GMS/Capital Owners

9,00 6,42 71% 7,65 84,96%

Dewan Komisaris/Dewan PengawasBoard of Commissioners/Supervisory Board 35,00 24,30 69% 27,95 79,86%

DireksiBoard of Directors 35,00 32,03 92% 26,49 75,68%

Pengungkapan Informasi dan TransparansiDisclosure of Information and Transparency 9,00 5,13 57% 5,72 63,54%

Aspek LainnyaOther Aspect 5,00 0,00 0% 0,00 0%

Skor KeseluruhanOverall Score 100,00 73,97 74% 73,28 73,28%

Klasifikasi Peringkat Kualitas Penerapan GCGClassification Level of GCG Implementation Quality

Cukup BaikGood Enough


NAMAName

JABATANTitle

Bambang Tjahjono Direktur UtamaPresident Director

Wisnu Darjono Direktur OperasiDirector of Operations

Lukman F. Laisa Direktur TeknikDirector of Engineering





APRESIASI KAMIOur Appreciation

Pencapaian kinerja positif Perum LPPNPI tahun 2016 tak lepas dari dukungan dan kerjasama para pemangku kepentingan. Untuk itu, mewakili Direksi, kami mengucapkan terima kasih dan penghargaan sebesar-besarnya kepada Pemerintah Republik Indonesia, Kementerian BUMN, Kementerian Perhubungan, pelanggan dan mitra usaha. Ungkapan yang sama kami sampaikan kepada Dewan Pengawas yang telah melakukan pengawasan dan memberikan nasihat sehingga Perum LPPNPI bisa berjalan dengan baik dan mampu memenuhi harapan Pemilik Modal.

Tak lupa, kami juga mengucapkan terima kasih sebesar-besarnya kepada seluruh karyawan yang telah bekerja dengan optimal dan penuh dedikasi sehingga Perum LPPNPI mencatatkan kinerja yang baik. Kami berharap agar semangat kerja seperti itu bisa terus dipertahankan sehingga Perum LPPNPI bisa mewujudkan visi Menjadi Penyedia Layanan Navigasi Penerbangan Terbaik di Asia Tenggara.

Jakarta, 29 Juni 2017Atas Nama Direksi

The positive achievement’s performance of Perum LPPNPI in 2016 period were supported from and by cooperatives with all stakeholders. Therefore, on behalf of the Board of Directors, we would like to thank you and appreciate very deeply to the Government of the Republic Indonesia, Ministry of SOEs, Ministry of Transportation, Customers and Business Partnerships. Same expression we would like to convey to the Board of Commissioners who has supervised and advised so that Perum LPPNPI can work optimally and able to fulfill expectation of Capital Owner.

In addition, we never forget to thank you very deeply to all employees who has worked hard with optimum and full dedication so that Perum LPPNPI able to record such good performance. We hope this spirit remain embraced so that Perum LPPNPI able to implement its vision to become the Best Provider of Air Navigation Service in Southeast Asia.

Jakarta, June 29, 2017On Behalf of the Board of Directors

Direktur UtamaPresident Director

Novie Riyanto

NAMAName

JABATANTitle

Yurlis Hasibuan Direktur Keselamatan, Keamanan & StandardisasiDirector of Safety, Security & Standardization

New In Hartaty Manulang Direktur Pengembangan PelayananDirector of Services Development

Triyana Direktur KeuanganDirector of Finance

Rahadi Sulistyo Direktur Personalia dan UmumDirector Personnel & General Services





Management Report

Director of FinanceDirektur Keuangan

Triyana

Director of Safety, Security & Standardization

Direktur Keselamatan, Keamanan & Standardisasi

Yurlis Hasibuan

DireksiBoard of Directors





President DirectorDirektur Utama

Novie Riyanto

Director Personnel & General AffairDirektur Personalia & UmumRahadi Sulistyo

Director of OperationsDirektur Operasi

WisnuDarjono


PernyataanPertanggungjawabanStatement of Responsibility

Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (LPPNPI) Tahun 2016 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan Perusahaan.

Demikian pernyataan ini dibuat dengan sebenarnya.

Jakarta, 29 Juni 2017

President CommissionerKetua Dewan PengawasAgus Santoso

CommissionerAnggota Dewan Pengawas

Juni Hastoto

CommissionerAnggota Dewan PengawasHaryo Indratno

CommissionerAnggota Dewan PengawasM. Nasir Usman

DEWAN PENGAWASBoard of Commissioners


We, the undersigned hereby declare that all information presented in the 2016 Annual Report of Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (LPPNPI) has been comprehensively published and that we are fully responsible for the accuracy of the contents of this Annual Report.

This statement is hereby made in all truthfullness.

Jakarta, June 29, 2017

President DirectorDirektur Utama

Novie Riyanto

Director Personnel & General AffairDirektur Personalia & UmumRahadi Sulistyo

Director of FinanceDirektur Keuangan

Triyana

Director of OperationsDirektur Operasi

Wisnu Darjono

Director of Safety, Security & Standardization

Direktur Keselamatan, Keamanan & Standardisasi

Yurlis Hasibuan

DIREKSIBoard of Directors

ProfilPerusahaanCompany Profile

TOWER AIRNAV CABANG JAMBI


IDENTITASPERUSAHAANCorporate Identity

Perusahaan Umum (Perum)Lembaga Penyelenggara

Pelayanan NavigasiPenerbangan Indonesia

(LPPNPI)

NamaName

13 September 2012September13, 2012

Peraturan PemerintahNo. 77 Tahun 2012

Government RegulationsNo. 77 Year 2012

Rp97.952.690.300 berupa asetperalatan navigasi di Bandar Udara

Iskandar Pangkalan Bun, Bandar Udara Juwata Tarakan, Bandar Udara Sentani Jayapura dan Bandar Udara Dewandaru

Karimun Jawa.Rp97,952,690,300 in the form of navigation

equipment assets at Iskandar Airport, Pangkalan Bun; Juwata Airport,

Tarakan; Sentani Airport, Jayapura;and Dewandaru Airport,

Karimun Jawa. GEDUNG PERUM LPPNPIJl. Ir. H. Juanda No.1 Tangerang 15121Banten - IndonesiaP +62 21 5591 5000F +62 21 5591 5100E [email protected] www.airnavindonesia.co.id

Tanggal Pendirian

Dasar HukumPendirian

Modal Awal

Alamat Kantor Pusat

Date of Establishment

Legal Basis of Establishment

Initial Capital

Head Office Address


orang3.715employees

PemerintahRepublik Indonesia

Government of theRepublic of Indonesia

y Pelayanan lalu lintas penerbangan (ATS);

y Pelayanan telekomunikasi penerbangan (COM);

y Pelayanan Informasi Aeronautika (AIS);

y Pelayanan Informasi Meteorologi Penerbangan (MET);

y Pelayanan Informasi Pencarian dan Pertolongan (SAR).

y Air Traffic Services (ATS); y Aeronautical Telecommunication Services (COM);

y Aeronautical Information Services (AIS); y Aeronautical Meteorological Services (MET);

y Search and Rescue (SAR).

Jumlah Karyawan

Kepemilikan

Bidang Usaha

Total Employees

Ownership

Line of Business

TOWER AIRNAV CABANG PADANG


BRANDINGNAMEBranding Name

Untuk keperluan pencitraan perusahaan dan kemudahan penyebutan organisasi di dalam dan di luar negeri, Perum LPPNPI akan menggunakan branding name “AIRNAV INDONESIA.”

Ketentuan mengenai hal ini diatur dalam Keputusan Direksi Perum LPPNPI No. KEP.003/LPPNPI/III/2013 tentang Identitas Perusahaan.

For corporate imaging purposes and ease of reference of organizations at home and abroad, Perum LPPNPI will use the branding name “AIRNAV INDONESIA.”

The provisions on this matter are regulated in the Decision of the Board of Directors of Perum LPPNPI No. KEP.003/LPPNPI/III/2013 on Corporate Identity.

BENTUK STANDAR DAN KOMPOSISI WARNA LOGOStandard Form and Color Composition

MAKNALOGOLogo’s Essence

FILOSOFI LOGOLogo Philosophy

“Dengan keleluasan cara berpikir dan bertindak dalam memberikan pelayanan navigasi penerbangan, AirNav Indonesia siap bekerjasama dengan semua stakeholder yang terkait, demi kemajuan, kejayaan dan martabat bangsa.”

“By an expanded way of thinking and action to provide flight navigation services, AirNav Indonesia is ready to cooperate with all related stakeholders for the progress, successful and dignity of the Nation.”

C 0M 100Y 100K 0

R 218G 37B 29

C 100M 50Y 0K 0

R 0G 92B 161


MAKNA BAGIAN-BAGIAN PADA LOGOThe Essence of Logo’s Parts

Latar belakang berbentuk lingkaran solid ibarat bola dunia yang bermakna bahwa perusahaan ini berkelas dunia dan warna biru melambangkan keluasan cara berfikir dan bertindak.

Garis lengkung berwarna putih yang melintang ibarat garis lintang yang mengelilingi bumi, melambangkan bahwa perusahaan ini siap bekerjasama dengan semua stakeholder yang terkait.

Tulisan “AirNav” adalah kependekan dari Air Navigation atau Navigasi Penerbangan menunjukkan identitas perusahaan yang menyelenggarakan pelayanan navigasi penerbangan. Terletak di tengah-tengah yang melambangkan harmoni.

Pita berwarna merah putih berbentuk huruf “A” dan “N” melambangkan bahwa perusahaan ini didirikan atas dasar persatuan dan kesatuan serta didedikasikan untuk Negara Kesatuan Republik Indonesia.

Bentuk pesawat kertas berwarna merah putih yang mengudara melambangkan bahwa perusahaan ini siap membawa Indonesia menuju bangsa yang maju dan disegani oleh dunia internasional.

A solid circular background shape symbolizes as world globe which means that this Company is a world-class and blue color symbolizes breadth of ways of thinking and behavior manner.

Arch line with white colored then across symbolizes as the degree of latitude which turns around the earth, which symbolizes that this Company is ready to cooperate with all related stakeholders.

The script of “AirNav” stands as an abbreviation of “Air Navigation or Flight Navigation” which dispalys the Company’s identity which conducted flight navigation services. It’s location at the middle which symbolizes as harmony.

The ribbon with red and white colors with pattern letters of “A” and “N” symbolizes that this Company is established based on integrity and unity and dedicated to the Republic of Indonesia’.

The shape of paper plane with red and white colors which flies symbolizes that this Company is ready to bring Indonesia towards well progressed, sophisticated nation and honored internationally worldwide.

KETENTUAN PENGGUNAAN LOGOThe Term of Logo Utilization

Logo perusahaan digunakan untuk:1. Keperluan administrasi perusahaan, antara

lain, amplop dinas, kop surat dinas, kop nota dinas internal, kop surat keputusan dan lembar disposisi internal perusahaan;

2. Kepentingan pencitraan perusahaan, antara lain, spanduk, pamflet, brosur dan media promosi lainnya;

3. Keperluan transaksi bisnis, antara lain, invoice, kwitansi dan lain-lain yang terkait;

4. Keperluan presentasi dan hal-hal lain yang bisa dipertanggungjawabkan

The Company’s Logo has been used for:1. Necessity of Company’s administration, such

as, officially envelopes, head letters, official mail, head letters of internal official’s note, header of decree or memorandum mail and paper of internal disposition;

2. The purpose of Company’s image, such as, banner, pamphlet, brochures and other purpose for media promotion;

3. Necessity of business transaction, such as, invoice, receipt and others whichever related;

4. Necessity of presentation and others whichever can be liable thereof.


2012 20142013

Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (LPPNPI) atau AirNav Indonesia berdiri sebagai pelaksanaan amanat Undang-Undang No. 1 Tahun 2009 tentang Penerbangan dan Peraturan Pemerintah (PP) No. 77 Tahun 2012 tentang Perum LPPNPI, dan telah dicatatkan dalam Lembaran Negara Republik Indonesia No. 176 Tahun 2012. 1 Oktober 2014, AirNav

Indonesia mengelola Pelayanan Navigasi Penerbangan pada 168 Bandar Udara yang diserah terimakan oleh Kementerian Perhubungan.

Perum LPPNPI menjalin kerjasama dengan ASA (Australia) di bidang navigasi udara meliputi pertemuan antara staf teknis, pertukaran staf ahli, bantuan operasional, pembentukan sistem laporan keselamatan penerbangan, dan pertemuan secara berkala antara pejabat senior untuk membicarakan kerja sama pada masa depan.Perum Lembaga Penyelenggara

Pelayanan Navigasi Penerbangan Indonesia (LPPNPI) or AirNav Indonesia stands as the execution of the mandate Law No. 1 Year 2009 on Aviation and Government Regulation No. 77 Year 2012 on Perum LPPNPI and has been registered in the State Gazette of the Republic of Indonesia No. 176 Year 2012.

October 1, 2014, AirNav Indonesia managed the Service Flights Navigation on 168 airports which handovered by the Ministry of Transportation.

Perum LPPNPI started to operate on January 16, 2013 after the issuance of Decree of the Minister of SOEs of the Republic of Indonesia No. SK-15/MBU/2013 concerning appointment of Members of the Board of Directors Perum LPPNPI fill the Company’s managerial structure. Perum LPPNPI started to operate by giving aviation navigation services at 25 airports managed by Angkasa Pura I and Angkasa Pura II.

Perum LPPNPI intertwine cooperation with ASA (Australia) in the navigation field air covers meetings between technical staff, exchange expert staff, operational assistance, the establishment of a reporting system flight safety, and regular meetings between senior officials for discuss cooperation on future.

JEJAKLANGKAHMilestones

Perum LPPNPI mulai beroperasi pada 16 Januari 2013 setelah diterbitkan Surat Keputusan Menteri BUMN RI No. SK-15/MBU/2013 tentang pengangkatan Anggota Direksi Perum LPPNPI. Surat keputusan tersebut menunjuk tujuh Direksi pertama Perum LPPNPI yang mengisi struktur manajerial perusahaan. Perum LPPNPI mulai beroperasi dengan memberikan pelayanan navigasi penerbangan pada 25 bandar udara yang dikelola oleh Angkasa Pura I dan Angkasa Pura II.


2015 2016

24 November 2015, AirNav Indonesia mengelola Pelayanan Navigasi Penerbangan pada 82 Bandar Udara yang diserah-terimakan oleh Kementerian Perhubungan.

Perum LPPNPI menjalin kerjasama dengan NATS (Inggris) dalam rangka meningkatkan kapasitas penerbangan di Bandara Internasional Soekarno-Hatta yang dilakukan kepada upaya peningkatan prosedur pelayanan, pembangunan infrastruktur, peralatan dan fasilitas serta meningkatkan kompetensi SDM.

Perum LPPNPI menjalin kerjasama dengan dengan MITRE (Amerika Serikat) di bidang Keselamatan dan Keamanan Penerbangan, Modernisasi Sistem Navigasi Penerbangan, Pengembangan dan Peningkatan Pelayanan Dukungan Penerbangan dan Analisa Kapasitas, Pengembangan dan Perencanaan Ruang Udara dan Bandar Udara.

Perum LPPNPI menjalin kerjasama dengan ENAC (Perancis) dalam bidang Pendidikan Magister dan Pelatihan Singkat Manajemen Pelayanan Navigasi Penerbangan Berskala Internasional sesuai Standar dan Rekomendasi International Civil Aviation Organization (ICAO).

AirNav Indonesia berupaya untuk meningkatkan pelayanan navigasi penerbangan di Indonesia. Salah satunya upaya untuk mencapai hal tersebut terlaksana pada 16 Januari 2016, yakni dengan diresmikannya Air Traffic Control System TOP Sky di Makassar Air Traffic Services Center (MATSC) oleh Menteri Perhubungan.

November 24, 2015, AirNav Indonesia managed the Service Flights Navigation on 82 Airports which handovered by the Ministry of Transportation.

Perum LPPNPI engaged cooperation with NATS (United Kingdom) in order to increase the flights capacity at Soekarno-Hatta International Airport strives to enhance the service procedures, infrastructure development, equipment and facilities as well as competencies of human resources.

Perum LPPNPI engaged cooperation with MITRE (USA) in Safety and Security of Aviation, Modernization of Flight Navigation System, Development and Improvement of Aviation Support Services and Capacity Analysis, Development and Planning of Airspace and Airport.

Perum LPPNPI engaged cooperation with ENAC (France) in Master Education field and Short Training of Flights Navigation Services Management for International Scale based on Standard and Recommendation of International Civil Aviation Organization (ICAO).

AirNav Indonesia strives to enhance the service flight navigation in Indonesia. One of it’s effort to achieving such was executed on January 16, 2016, which is inaguration of Air Traffic Control System TOP Sky in Makassar Air Traffic Services Center (MATSC) by the Ministry of Transportation.

Perum LPPNPI menjalin kerjasama dengan JICA (Jepang) dalam rangka perbantuan teknis terhadap rencana Implementasi Air Traffic Flow Management (ATFM), Airspace Management (ASM) dan Modernisasi Sistem Communication, Navigation, Surveillance (CNS)/Air Traffic Management (ATM) di Indonesia.

Perum LPPNPI engaged cooperation with JICA (Japan) in the context of technical assistance on the implementation plan of Air Traffic Flow Management (ATFM), Airspace Management (ASM) and Modernization System of Communication, Navigation, Surveillance (CNS)/Air Traffic Management (ATM) in Indonesia.


AirNav Indonesia at a Glance

Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (LPPNPI) atau AirNav Indonesia berdiri pada tanggal 13 September 2012, sesuai amanat Undang-Undang No. 1 tahun 2009 tentang Penerbangan dan Peraturan Pemerintah (PP) No. 77 tahun 2012 tentang Perum LPPNPI, dan telah dicatatkan dalam Lembaran Negara Republik Indonesia No. 176 Tahun 2012.

Perum adalah badan usaha yang menyelenggarakan pelayanan Navigasi Penerbangan di Indonesia serta tidak berorientasi mencari keuntungan, berbentuk Badan Usaha Milik Negara (BUMN) yang seluruh modalnya dimiliki negara berupa kekayaan negara yang dipisahkan dan tidak terbagi atas saham sesuai dengan Undang-undang No. 19 Tahun 2003 tentang Badan Usaha Milik Negara.

Perum LPPNPI merupakan tonggak sejarah dalam dunia penerbangan nasional bangsa Indonesia, karena Perum LPPNPI merupakan satu-satunya penyelenggara navigasi penerbangan di Indonesia yang sebelumnya ditangani oleh PT Angkasa Pura I (Persero) dan PT Angkasa Pura II (Persero) serta Kementerian Perhubungan yang mengelola bandara-bandara UPT di seluruh Indonesia.

Terbentuknya Perum LPPNPI tidak lepas dari kondisi yang berkembang di dunia penerbangan Indonesia sebagaimana kesimpulan hasil audit International Civil Aviation Organization (ICAO) pada 2005 dan 2007, yang salah satunya menyatakan perlunya pembentukan badan atau lembaga yang khusus melayani pelayanan navigasi penerbangan (single ATS provider).

Perum LPPNPI memiliki peranan yang cukup strategis untuk negara di antaranya:1. Berperan aktif menciptakan sistem keselamatan

transportasi, khususnya transportasi udara2. Membangun citra positif negara dalam hal pelayanan

navigasi udara melalui pelayanan prima

Untuk keperluan pencitraan perusahaan dan kemudahan penyebutan organisasi di dalam dan di luar negeri, Perum LPPNPI akan menggunakan branding name “AIRNAV INDONESIA.” Ketentuan mengenai hal ini diatur dalam Keputusan Direksi Perum LPPNPI No. KEP.003/LPPNPI/III/2013 tentang Identitas Perusahaan.

Public Company (Perum) of Service Provider Agency of Indonesia Flight Navigation (LPPNPI) or AirNav Indonesia established on September, 13, 2012, based on the mandate of Law No.1 in Year 2009 concerning Aviation and Government Regulation (PP) No. 77 in Year 2012 concerning Perum LPPNPI, and has been recorded in the State Gazette of the Republic Indonesia No. 176 in Year 2012.

Public Company of the Indonesian Aviation Navigation Service Provider (Perum LPPNPI) is a business entity that conducted Flight Navigation Services in Indonesia and not profit oriented, established in the form of State-Owned Enterprises ‘SOE’ (BUMN) which all capital is owned by the state in the form of separated and undivided state assets of shares based on the Law No. 19 Year 2003 concerning State-Owned Enterprises.

Perum LPPNPI is a historical pioneer in national flights of Indonesia, because Perum LPPNPI is the only service provider of flight navigation in Indonesia which previously this activity was handled by PT Angkasa Pura I (Persero) and PT Angkasa Pura II (Persero) and Transportation Ministry that manages the airport UPT throughout Indonesia.

The formation of Perum LPPNPI is not freed from the condition developing in the aviation world of Indonesia as it is conclusion of audit result of International Civil Aviation Organization (ICAO) in 2005 and 2007, where one of them mentioned the importance of entity or institutions specializes in flight navigation services (single ATS provider).

Perum LPPNPI has sufficient strategic role for the Country such as:1. Initiates taking active role in creating safety transportation

system, especially for air transportation.2. Building a positive image of the Country in performing

flight navigation services through excellent services.

For purpose of building corporate image and easier reference for domestic and international region, Perum LPPNPI will use the branding name “AIRNAV INDONESIA”. The provisions on this matter are regulated in the Decisions of the Board of Directors of Perum LPPNPI No. KEP.003/LPPNPI/III/2013 concerning Corporate Identity.

Sekilas AirnavIndonesia


MAKSUD DANTUJUAN Purposes and Objectives

Maksud dan Tujuan Perum adalah melaksanakan penyediaan jasa pelayanan navigasi penerbangan sesuai dengan standar yang berlaku untuk mencapai efisiensi dan efektivitas penerbangan dalam lingkup nasional dan internasional.

Untuk mencapai maksud dan tujuan tersebut di atas Perusahaan dapat melaksanakan kegiatan sebagai:1. Pelayanan Lalu Lintas Penerbangan (Air Traffic Service/

ATS) yang terdiri dari:a. Pelayanan Pemandu lalu lintas penerbanganb. Pelayanan Informasi Penerbangan, danc. Pelayanan Kesiagaan

2. Pelayanan Telekomunikasi Penerbangan, yang terdiri dari:a. Pelayanan aeronautika tetap. b. Pelayanan aeronautika bergerak, danc. Pelayanan radio navigasi aeronautika

3. Pelayanan Informasi Aeronautika (Aeronautical Information Services/AIS) terdiri dari:a. Pelayanan informasi aeronautika dan peta

penerbangan;b. Penerbitan dan penyebarluasan Notam (notice to

airmen)c. Pelayanan informasi aeronautika bandar udara

4. Pelayanan Informasi Meteorologi Penerbangan (MET); dan

5. Pelayanan Informasi Pencarian dan Pertolongan (SAR).

The purposes and objectives of Perum LPPNPI is to implement service provider of air and flight navigation based on the prevailing standards to attain efficiency and effectivity of aviation in scope of national and international.

To achieve its purposes and objectives, the Company able to perform the following activities:1. Air Traffic Service/ATS consists of:

a. Air Traffic Control Service b. Flights Information Service andc. Alerting Service

2. Air Telecommunication Service consists of:

a. Aeronautical Fixed Service b. Aeronautical Mobile Servicec. Aeronautical Navigation Radio Service

3. Aeronautical Information Services/AIS consists of:

a. The service of aeronautical information and flights map

b. The published and Notam (notice to airmen) socialization

c. The service of airport aeronautical information4. Aeronautical Meteorological Services/MET; and

5. Search and Rescue/SAR Services.


Vision, Mission and Corporate ValuesVision, Mission and Corporate Values

VISI, MISI DAN NILAI-NILAI PERUSAHAAn

Visi

Misi

VISION

MISSION

MENJADI PENYELENGGARA NAVIGASI PENERBANGAN TERBAIK DI ASIA TENGGARA

MENYEDIAKAN LAYANAN LALU LINTAS PENERBANGAN YANG MENGUTAMAKAN KESELAMATAN, NYAMAN DAN RAMAH LINGKUNGAN DEMI MEMENUHI EKSPEKTASI PENGGUNA JASA.

Becoming the best service provider of flights navigation in Southeast Asia.

Provides air traffic service which prioritize safety, comfort and friendly green environment to fulfill the expectation of service users.

Visi dan Misi Perum LPPNPI tersebut telah ditetapkan oleh Dewan Pengawas dan Direksi pada 17 Maret 2015.

Perum LPPNPI’s Vision and Mission has been established by the Board of Commissioners and the Board of Directors on March 17, 2015.



Nilai-nilaiPerusahaan

CORPORATE VALUES

Guna melaksanakan misi Perusahaan sehingga dapat mewujudkan visinya, Perum LPPNPI menetapkan Nilai-nilai Dasar Perusahaan yang dinamakan I-SAFE, yang terdiri dari:

Sesuai amanat PP No.77/2012, Perum LPPNPI menyelenggarakan Pelayanan Navigasi Penerbangan dengan ketentuan sebagai berikut:1. Mengutamakan keselamatan penerbangan2. Tidak berorientasi pada keuntungan.3. Secara finansial dapat mandiri.4. Biaya yang ditarik dari pengguna dikembalikan untuk biaya investasi,

biaya operasional dan peningkatan kualitas pelayanan.

In order to realizes company’s mission so that able to make it’s vision happen, Perum LPPNPI determines some basis of Corporate Values which named of I-SAFE, consists of:

Based on mandates of Government Regulation (PP) No. 77/2012, Perum LPPNPI conducting Flight Navigation Services with the following terms:1. Prioritize the flight safety;2. Non-profit oriented;3. Financially independent;4. The cost from users shall be return for investment cost, operational cost

and increasing of service quality.

MENGUTAMAKAN KEBENARAN DAN ETIKA TINGGI DALAM PERGAULAN BISNIS.Prioritize the wisdom and high ethics in business intercourse.

Integrity

MENGUTAMAKAN KEBERSAMAAN DAN KERJASAMA TIM DALAM MENJALANKAN SEGALA AKTIVITAS BISNIS.Prioritize togetherness and cooperatives team in doing all business activities.

Solidity

BERANI MEMPERJUANGKAN KEBENARAN, KEJUJURAN DAN BERTANGGUNG JAWAB.Brave to strive for good wisdom, honesty and responsibility.

Accountability

MENGUTAMAKAN KESELAMATAN DALAM SETIAP AKTIVITAS BISNIS.Prioritize the safety in every business activities.

Focus on Safety

SELALU BERUSAHA MEMBERIKAN PELAYANAN TERBAIK BAGI PELANGGAN DAN MITRA KERJA.Always striving to give the best service toward customers and work partners.

Service Excellence





Kilas Kinerja 20162016 Performance Highlight PROFIL PERUSAHAAN

Company Profile

Ada 3 (tiga) alasan pembentukan Perum LPPNPI. Pertama, standardisasi pelayanan navigasi penerbangan. Sebelum terbentuk Perum LPPNPI, standar pelayanan navigasi berbeda-beda. Saat itu, pelayanan navigasi penerbangan dikelola oleh beberapa operator, yaitu PT Angkasa Pura I (Persero), PT Angkasa Pura II (Persero), Bandar Udara Unit Pelaksana Teknis Direktorat Jenderal Perhubungan Udara, Pemerintah Daerah, Swasta, dan Militer. Hal ini mengakibatkan lemahnya pelayanan navigasi, terutama dari sisi manajemen, teknis, dan operasi.

Pengelola layanan navigasi oleh beberapa operator menyebabkan perbedaan standar pelayanan dan kebijakan navigasi karena masing-masing operator memiliki SOP (Standard Operating Procedure) yang berbeda. Oleh karena itu, Undang-Undang No. 1 Tahun 2009 tentang Penerbangan menegaskan perlunya untuk membentuk pengelola tunggal pelayanan navigasi penerbangan dan aturan-aturan khusus yang berkaitan dengan pelayanan navigasi. Harapannya, dengan adanya operator tunggal navigasi penerbangan, pelayanan navigasi akan lebih fokus sehingga dapat meningkatkan keselamatan penerbangan.

Kedua, peralatan, fasilitas, dan sistem navigasi yang digunakan tidak sama. Keempat penyelenggara pelayanan navigasi penerbangan membangun sendiri peralatan, fasilitas, dan sistem navigasi penerbangan mereka, misalnya surveillance subsystem. Perbedaan surveillance subsystem, dapat menghambat pelayanan navigasi penerbangan di masing-masing Flight Information Region (FIR) karena tidak memungkinkan terlaksananya pertukaran data.

There are 3 (three) reasons of Perum LPPNPI establishment. First, standardization, flight navigation services. Before Perum LPPNPI was established, there were various standard of navigation services. At that time, flight navigation services were managed by several carriers, namely PT Angkasa Pura I (Persero), PT Angkasa Pura II (Persero), Airport of Technical Provider Unit of Directorate of Air Transportation General, Regional Government, Private Sector and Military. This condition causing poor navigation services, especially in terms of management line, technical and operation.

Provider of navigation services by several carriers effected different standard of services and navigation policies because every operator has their own SOP (Standard Operating Procedure) which relatively different. Therefore, by virtues of Law Number 1 Year 2009 concerning flight emphasizes the importance to create unification or mono-services of flight navigation and specific rules related with the flight navigation. Hopefully, by this main operator of flight navigation, navigation services will be more focus to enhance safety of aviation.

Secondly, tools, facilities, and navigation system used were various. Four provider of flight navigation services constructed their own tools, facilities and system of its’ flight navigation, such as surveillance sub-system. Various of such surveillance sub-system, will be a barrier to flight navigation services on each Flight Information Region (FIR) because it’s impossible to exchange data.





Ketiga, penyelenggara pelayanan navigasi penerbangan harus berorientasi pada keselamatan, bukan mencari keuntungan. PT Angkasa Pura I (Persero) dan PT Angkasa Pura II (Persero) diamanatkan Undang-Undang No. 19 Tahun 2003 tentang Badan Usaha Milik Negara untuk mencari keuntungan guna meningkatkan nilai perusahaan. Sementara penyelenggara pelayanan navigasi kinerjanya diukur dari sisi safety yang terdiri atas banyak unsur, seperti sumber daya manusia, peralatan, prosedur, dan lain sebagainya yang semuanya harus mengikuti perkembangan dan standar yang diatur secara ketat dalam Civil Aviation Safety Regulations (CASR).

Oleh karena itu, pembentukan Perum LPPNPI merupakan langkah nyata yang diambil oleh Pemerintah untuk meningkatkan pelayanan dan keselamatan dunia penerbangan di Indonesia. Keberadaan Perum LPPNPI diharapkan mampu meningkatkan kepercayaan masyarakat dan dunia internasional terhadap keselamatan dan pelayanan navigasi penerbangan Indonesia.

Dalam melakukan pelayanan navigasi penerbangan, Perum LPPNPI membagi ruang udaranya menjadi 2 (dua) FIR yakni FIR Jakarta yang terpusat di Kantor Cabang JATSC (Jakarta Air Traffic Services Center) dan FIR Ujung Pandang yang terpusat di Kantor Cabang MATSC (Makassar Air Traffic Services Center).

Thirdly, the service provider of flight navigation must be oriented on safety, not seeking for profitability. PT Angkasa Pura I (Persero) and PT Angkasa Pura II (Persero) were mandated by Law No. 19 Year 2003 concerning the State-Owned Enterprises to seek for profitability and increasing the corporate value. Hence the performance of navigation services provider will be measured from the safety aspect which consists many elements, such as human resources, tools, procedures and all others must follow the development and standard which is strictly regulated in Civil Aviation Safety Regulations (CASR).

Therefore, establishment of Perum LPPNPI is a concrete step determined by the Government to enhance services and safety of aviation industry in Indonesia. The existence of Perum LPPNPI is expected to be able increase public trust and international worldwide on safety of Indonesia’s flight navigation services.

In conducting navigation services aviation, Perum LPPNPI divided the aerospace into 2 (two) FIR, namely FIR Jakarta which is centralized in JATSC Branch Office (Jakarta Air Traffic Services Center) and FIR Ujung Pandang which is centralized in MATSC Branch Office (Makassar Air Traffic Services Center).


BIDANGUSAHA

Berdasarkan Peraturan Pemerintah Pasal 3 No. 77 Tahun 2012, Perum LPPNPI berkewajiban menyelenggarakan dan memberikan pelayanan navigasi penerbangan sesuai dengan tata cara dan prosedur yang diatur dengan Peraturan Menteri Perhubungan. Perum LPPNPI melaksanakan penyediaan jasa pelayanan navigasi penerbangan sesuai dengan standar yang berlaku untuk mencapai efisiensi dan efektivitas penerbangan dalam lingkup nasional dan internasional.

Based on the Government Regulation Article 3 No. 77 Year 2012, Perum LPPNPI obligates to hold and provide the flight navigation services based on the guideline and procedures which has been established by the Regulation of Transportation Ministry. Perum LPPNPI realizes the procurement of flight navigation services based on prevailing standards to achieve efficiency and effectivity of flights in scope of national and international.

Line of Business

JASA DAN LAYANANService and Facilities

Demi terselenggaranya pelayanan navigasi penerbangan, Perum LPPNPI berkewajiban untuk mengadakan, mengoperasikan, dan memelihara keandalan fasilitas navigasi penerbangan sesuai standar. Perum LPPNPI juga mempekerjakan personel navigasi penerbangan yang memiliki lisensi atau sertifikat kompetensi serta memiliki mekanisme pengawasan dan pengendalian jaminan kualitas pelayanan.

Bidang usaha Perum LPPNPI meliputi:1. Pelayanan Lalu Lintas Penerbangan (ATS)

yang terdiri atas:a. Pelayanan Pemanduan Lalu Lintas

Penerbangan;b. Pelayanan Informasi Penerbangan; danc. Pelayanan Kesiagaan.

2. Pelayanan Telekomunikasi Penerbangan (COM) yang terdiri atas:a. Pelayanan Aeronautika Tetap (AFS);b. Pelayanan Aeronautika Bergerak (AMS);

danc. Pelayanan Radio Navigasi Aeronautika

(ARNS).3. Pelayanan Informasi Aeronautika (AIS)

terdiri dari:a. Pelayanan informasi aeronautika dan

peta penerbangan;b. Penerbitan dan penyebarluasan Notam

(notice to airmen); danc. Pelayanan informasi aeronautika bandar

udara.4. Pelayanan Informasi Meteorologi

Penerbangan (MET); dan5. Pelayanan informasi Pencarian dan

Pertolongan (SAR).

In order to support the flight navigation services, Perum LPPNPI obligates to procure, operate and maintain the reliability of flight navigation’s facilities based on standard. Perum LPPNPI also employed the person of flights navigation who obtains license and competencies certificate and has supervisory mechanism and control of service quality’s warranty.

Line of business of Perum LPPNPI consists of:1. Air Traffic Services (ATS) consists of:

a. Air Traffic Control Service;

b. Flight Information Service; andc. Alerting Service.

2. Aeronautical Telecommunication (COM) Service consists of :a. Aeronautical Fixed Service (AFS);b. Aeronautical Mobile Services (AMS); and

c. Aeronautical Radio Navigation Service (ARNS).

3. Aeronautical Information Services (AIS) consists of:a. Aeronautical Information Service and

Aviation Map;b. The Published and Socialization of Notam

(notice to airmen); andc. Airport Aeronautical Information Service

4. Aeronautical Meteorological Services (MET); and

5. Search and Rescue (SAR) service.


NAMA SEKTOR RUANG UDARA DAN SEBARAN LOKASI SEKTOR PELAYANAN.The Name of Airspace Sector and Location Distribution of Service Sector

Nama sektor-sektor ruang udara dan sebaran lokasi sektor pelayanan berdasarkan jenis struktur ruang udara yang terdapat dalam ruang udara Indonesia adalah sebagaimana tabel berikut.

The name of airspace sectors and location distribution of service sector based on airspace structure which available in Indonesia airspace as described as table below:

Perum LPPNPI mengelola seluruh ruang udara Indonesia yang dibagi menjadi 2 (dua) Flight Information Region (FIR) dengan total luas FIR sebesar 2.219.629 km2, luas wilayah sebesar 1.476.049 km2, dan jumlah lalu lintas penerbangan sebanyak 9.887 movement/hari.

Ruang UdaraAirspace

Perum LPPNPI manages all of Indonesia’s airspace which is divided in 2 (two) Flight Information Regions (FIR) with total width of 2,219,629 km2, width region of 1,476,049 km2, and total air traffic of 9,887 movement/day.

JAKARTA FIR

UJUNG PANDANG FIR

Wilayah Flight Service Sector (FSS) berdasarkan struktur ruang udara yang terdapat di dalam ruang udara Indonesia yaitu sebagaimana gambar berikut:

Peta Flight Service Sector (FSS)Map of Flight Service Sector (FSS)

Region of Flight Service Sector (FSS) based on airspace structure within the area of Indonesia’s airspace as described in the following picture:

MEDAN FSS

PALEMBANG FSS

BALI FSS

BIAK FSS

PONTIANAK FSS

BALIKPAPAN FSS MANADO FSS

MAKASSAR FSS

MERAUKE FSS

JAYAPURA FSS

AMBON FSS

BANJARMASIN FSS

JAKARTA FSS KUPANG FSS





Company Profile

Wilayah Upper Controlled Area (UTA) berdasarkan struktur ruang udara yang terdapat di dalam ruang udara Indonesia yaitu sebagaimana gambar berikut:

Peta Upper Controlled Area (UTA)Map of Upper Controlled Area (UTA)

Region of Upper Controlled Area (UTA) based on airspace structure where available in Indonesia’s airspace as described in the picture follows:

UBAC

UDOS

UMDN

UPKU

UPLB

UPND UPWE

UBSO

UUPG

UJOG

USMGUJKT

UTPN

UPKP

UPNK

UPBUN

UPBN

UBNO

Wilayah Controlled Area (CTA) berdasarkan struktur ruang udara yang terdapat di dalam ruang udara Indonesia yaitu sebagaimana gambar berikut:

Peta Controlled Area (CTA)Map of Controlled Area (CTA)

Region of Controlled Area (CTA) based on airspace structure where available in Indonesia’s airspace as described in the picture follows:

LCLN

LE

REPUBLIC OF INDONESIAAIRSPACE





Peta Terminal Controlled Area (TMA)Map of Terminal Controlled Area (TMA)

REPUBLIC OF INDONESIAAIRSPACE

BAC

MDN

PDGPKU

TJP

PLB

PNK

TRK

BPN PLU

KDIUPG

KPG

GLOMNO

TNT

AMB

BIK

JPABDM

SMG

SLO

East-West

TWAN

TE

AETS SBY BLIEast-West

East-West

Wilayah Controlled Zone (CTR) berdasarkan struktur ruang udara yang terdapat di dalam ruang udara Indonesia yaitu sebagaimana gambar berikut:

1. CTR Aceh2. CTR Medan3. CTR Pekanbaru4. CTR Padang5. CTR Tj. Pinang6. CTR Jambi7. CTR Palembang8. CTR Pkl. Pinang9. CTR Lampung

10. CTR Kupang11. CTR Pontianak12. CTR Pkln. Bun13. CTR Banjarmasin14. CTR Tarakan15. CTR Ujung Pdg.16. CTR Palu17. CTR Kendari18. CTR Jakarta

19. CTR Bandung20. CTR Semarang21. CTR Semarang22. CTR Solo23. CTR Jogjakarta24. CTR Surabaya25. CTR Bali26. CTR Lombok27. CTR Gorontalo

28. CTR Manado29. CTR Ternate30. CTR Ambon31. CTR Sorong32. CTR Biak33. CTR Jayapura

Peta Controlled Zone (CTR)Map of Controlled Zone (CTR)

Region of Controlled Zone (CTR) based on airspace structure within the area of Indonesia’s airspace as described in the following picture:

12

3

4

5

67

8

910

11 12

20

19

21

22

23

25

24

25

18

2728

29

30

3132

33

1315 16 17

14





Company Profile

SEKTOR-SEKTOR RUANG UDARA DAN SEBARAN LOKASI SEKTOR PELAYANANAirspace Sectors and Locations Distribution of Service Sector

NO. RUANG UDARAAirspace

NAMA SEKTORSector

LOKASI PELAYANANService Location

1 2 Flight Information Regions (FIR)

FIR Jakarta Wilayah Barat West Area

FIR Ujung Pandang Wilayah Timur East Area

2 14 Flight Service Sectors (FSS)

FSS Jakarta JATSCFSS Medan MedanFSS Palembang PalembangFSS Pontianak PontianakFSS Ambon AmbonFSS Bali BaliFSS Balikpapan BalikpapanFSS Banjarmasin BanjarmasinFSS Biak BiakFSS Jayapura JayapuraFSS Kupang KupangFSS Manado ManadoFSS Merauke MeraukeFSS Ujung Pandang MATSC

3 18 Upper Controlled Areas (UTA)

Upper Banda Aceh JATSCUpper Medan JATSCUpper Pekanbaru JATSCUpper Palembang JATSCUpper Pangkal Pinang JATSCUpper Jakarta JATSCUpper Bandung JATSCUpper Pontianak JATSCUpper Tanjung Pandan JATSCUpper Semarang JATSCUpper Pangkalan Bun* JATSCUpper Balikpapan* JATSCUpper Ujung Pandang East MATSCUpper Jogjakarta MATSCUpper Indian Oceanic MATSCUpper Bali West MATSCUpper Bali North MATSCUpper Bali South MATSC

4 1 Military Controlled Area (MCA) MCA Jogjakarta Jogjakarta

5 3 Controlled Areas (CTA)Lower North JATSCLower Centre JATSCLower East JATSC






NAMA SEKTORSector


6 32 Terminal Controlled Areas (TMA)

Jakarta TE JATSCJakarta TW JATSCJakarta TS JATSCJakarta AN JATSCJakarta AE JATSCMedan East MedanMedan West MedanPadang PadangPalembang PalembangPangkal Pinang Pangkal PinangPontianak PontianakPekanbaru PekanbaruTanjung Pinang Tanjung PinangAmbon AmbonBali East DenpasarBali West DenpasarBalikpapan BalikpapanBanjarmasin BanjarmasinBiak BiakGorontalo GorontaloJayapura JayapuraKendari KendariKupang KupangManado ManadoPalu PaluSemarang SemarangSolo SemarangSurabaya West SurabayaSurabaya East SurabayaTarakan TarakanTernate TernateUjung Pandang MATSC

7 33 Controlled Zones (CTR)

Aceh AcehAmbon AmbonBali DenpasarBalikpapan BalikpapanBandar Lampung Bandar LampungBanjarmasin BanjarmasinBandung BandungBiak Biak





Company Profile


NAMA SEKTORSector


Gorontalo GorontaloJakarta JakartaJambi JambiJayapura JayapuraJogjakarta JogjakartaKendari KendariKupang KupangLombok LombokMakassar MakassarMedan MedanManado ManadoPadang PadangPalembang PalembangPalu PaluPangkal Pinang Pangkal PinangPangkalan Bun Pangkalan BunPekanbaru PekanbaruPontianak PontianakSemarang SemarangSolo SoloSorong SorongSurabaya SurabayaTanjung Pinang Tanjung PinangTarakan TarakanTernate Ternate

8 56 Aerodrome Traffic Zones (ATZ)

Ambon AmbonBalikpapan BalikpapanBanda Aceh Banda AcehBandung BandungBanjarmasin BanjarmasinBatam BatamBiak BiakDenpasar DenpasarHalim PK Halim PKJambi JambiJATSC JATSCJogjakarta Jogjakarta






NAMA SEKTORSector


Kupang KupangLombok LombokManado ManadoMATSC MATSCMedan MedanPadang PadangPalembang PalembangPangkal Pinang Pangkal PinangPekanbaru PekanbaruPontianak PontianakSemarang SemarangSolo SoloSurabaya SurabayaTanjung Pinang Tanjung PinangFatmawati Soekarno Fatmawati SoekarnoH. As. Hanandjoedin H. As. HanandjoedinRadin Inten II Radin Inten IIBlimbingsari BlimbingsariBudiarto BudiartoCakrabhuwana CakrabhuwanaFransiskus Xaverius Seda Fransiskus Xaverius SedaKomodo KomodoSultan Muhammad Salahuddin Sultan Muhammad SalahuddinUmbu Mehang Kunda Umbu Mehang KundaH. Asan H. AsanIskandar Iskandar Rahadi Oesman Rahadi OesmanTjilik Riwut Tjilik RiwutJuwata JuwataKalimarau KalimarauTemindung TemindungDjalaluddin DjalaluddinMutiara Sis-Al Jufri Mutiara Sis-Al JufriHalu Oleo Halu OleoSultan Babullah Sultan BabullahSentani SentaniWamena WamenaDouw Aturure Douw AturureMopah Mopah





Company Profile


NAMA SEKTORSector


Rendani RendaniDomine Eduard Osok Domine Eduard OsokAbdul Rahman Saleh Abdul Rahman SalehMozez Kilangin Mozez KilanginNusawiru Nusawiru

9 92 Flight Information Zones (FIZ)

Aek Godang Padang SidempuanBinaka Gunung SitoliCut Nyak Dhien Cut Nyak DhienFL Tobing SibolgaLasikin SinabangMaimun Saleh SabangRembele TakengonSilangit Siborong-borongTeuku Cut Ali Tapak TuanDabo SingkepJapura RengatRaja Haji Abdullah KarimunDepati Parbo KerinciEnggano EngganoMuara Bungo Rimbo BujangMuko-muko Muko-mukoSilampari Lubuk LinggauDewa Daru Karimun JawaTrunojoyo SumenepTunggul Wulung CilacapA.A Bere Tallo AtambuaDavid Constantijn Saudale Rote NdaoFrans Sales Lega RutengGewayantana LarantukaH. Hasan Aroeboesman EndeMali AlorSoa BajawaSultan Muhammad Kaharuddin SumbawaTambolaka WaikabubakTardamu SabuWonopito Lewoleba






NAMA SEKTORSector


Beringin Muara TewehGusti Syamsir Alam KotabaruKuala Kurun Kuala KurunNangapinoh NangapinohPangsuma PutusibauSusilo SintangNunukan NunukanSeluwing MalinauYuvai Semaring Long BawanKasiguncu PosoNaha TahunaSultan Bantilan Toli-toliSyukuran Aminudin Amir LuwukAndi Jemma MasambaBeto Ambari Bau-bauH. Aroepala Pulau SelayarMatahora WakatobiPongtiku MakaleSangia Ni Bandera KolakaTampa Padang MamujuAmahai Pulau SeramBandaneira Pulau BandaBuli MabaDobo Pulau AruGamar Malamo GalelaDumatubun TualKuabang KaoLarat Pulau LaratNamrole Pulau BuruObana Pania NabireBilogai SugapuEnarotali PaniaiWaghete DeiyaiMulia Puncak JayaSudjarwo Tjondronegoro SeruiOksibil Pegunungan BintangKiwirok Pegunungan BintangBokondini Jayawijaya





Company Profile


NAMA SEKTORSector


Illaga PuncakIllu Puncak JayaTiom Lanny JayaKarubaga TolikaraSenggo MappiTorea Fak-fakBintuni Teluk BintuniUtarom KaimanaTeminabuan Sorong SelatanBabo Teluk BintuniBeoga Intan JayaBersujud Batu LicinDofa Benjina Falabisahaya Manggole, Kep. SolaHamzah Fansury Singkil, Kab. Aceh SingkilKuala Batu (Kuala Batee) Blang Pidi, Aceh BaratLong Layu Long AyuMalikul Saleh Lhokseumawe, Aceh UtaraNoto Hadinegoro JemberObano 1 PaniaiObano 2 Intan JayaPinang Kampai DumaiRanai NatunaTanjung Warukin Tanjung Warukin

10 125 Other Aeronautical Zones (AZ)

Lasondre Pulau-pulau BatuSibisa ParapatPasir Pangaraian Pasir PangaraianRokot SiporaBawean GresikKuala Pembuang Kotawaringin TimurSanggu BuntokTumbang Samba Tumbang SambaDatah Dawai Datah DawaiLong Apung Long ApungMelak SendawarTanjung Harapan Tanjung SelorMelongguane Sangihe TalaudMorowali MorowaliPogogul Buol






NAMA SEKTORSector


Tojo Una Una Tojo Una UnaBone BoneBua LuwuRampi RampiSeko SekoSugimanuru MunaSumarorong MamasaEmalamo SananaJohn Becker Pulau KisarKuffar Seram Bagian TimurMathilda Batlayeri Maluku Tenggara BaratMoa Maluku TenggaraNamlea Pulau BuruOesman Sadik LabuhaPitu MorotaiWahai Pulau SeramDabra Mamberamo RayaSenggeh KeeromElelim YalimoBilorai 1 Intan JayaMararena SarmiMoanamani NabireKokonao MimikaWaris (1) Waris KeeromAkimuga MimikaNumfoor Biak NumforBatom Pegunungan BintangKamur AsmatKimam MeraukeBomakia Boven DigoelOkaba MeraukeEwer AsmatBade MappiMindiptanah Boven DigoelManggelum Boven DigoelKepi MappiTanah Merah Boven Digoel





Company Profile


NAMA SEKTORSector


Abreso - Ransiki RansikiWasior Teluk WomdanaInanwatan Sorong SelatanKambuaya ManokwariKebar ManokwariAyawasi Sorong SelatanAbmisibil AbmisibilAboge AbogeAboy Pengunungan BintangAboyaga NabireAlama Pengunungan BintangAlas Lauser Kutacane, Aceh TenggaraAnggi 2 ManokwariAnggruk AnggrukApalapsili YalimoAtung Bungsu Pagar AlamBalai (Bilai) Intan JayaBilorai 2 BiloraiBinuang BinuangBlangkejeren Gayo LuesBorome BoromeBotawa Botawa

Dirung Lingkin Parukcahu, (Murung Raya - Kalteng)

Duma DumaFawi Puncak JayaGebe Halmahera TengahHarapan Manis MataHolowun HolowunIwur IwurJila MimikaJita MimikaKabare KabareKapiraya KapirayaKebo PaniaiKelila Mambaremo RayaKenyam NdugaKlimit (Kelmit/ Pusuwe, Alama, Papua ) Klimit, Kelmit-Alama

Kobakma Membromo TengahKota Bangun Kota Bangun






NAMA SEKTORSector


Lereh KeeromLetung Anambas (Tanjung Pinang)Liwur Bunga Pulau LaratLuban LubanLunyuk SumbawaMamit MamitMapnduma NdugaMolof KeeromMuara Wahau Muara WahauMugi NdugaNinia NiniaOkbab OkbabPaloh SambasParo NdugaPasema PasemaPolowai MimikaPusako Anak Nagari Pasaman BaratRasinki (Ransiki) ManokwariSilimo SilimoSobaham SobahamSuru-suru Suru-suruTaive II TolikaraTanjung Bara Sangata Kutai TimurTempuling Indragiri Hilir, RiauTsinga MimikaUbrub KeeromWahis/Towehitam (Waris (2)) KeromWanam WanamWangbe KeromWanggelamo WanggelamoYahukimo YahukimoYaniruma Boven DigolYuruf Keerom





Company Profile

STATISTIK RUTE PENERBANGAN (ATS ROUTE) The Statistic of Flights Route (ATS Route)

Sebaran dan Panjang Rute PenerbanganThe Distribution and Length of Flight Route

Jenis Rute PenerbanganType of Flight Route

SEBARAN RUTE PENERBANGANFlight Route Distribution

JUMLAH RUTETotal Route

PANJANG RUTELength of Routes

ATS Rute DomestikATS Domestic Route

18 rute di FIR Jakarta18 routes in FIR Jakarta 6.976,1 nm (nautical miles)

28 rute di FIR Ujung Pandang28 routes in FIR Ujung Pandang 19.270,6 nm (nautical miles)

6 rute di FIR Jakarta & Ujung Pandang6 routes in FIR Jakarta & Ujung Pandang 4.052,7 nm (nautical miles)

Jumlah Rute DomestikTotal Domestic Route

52 ATS Rute Domestik52 ATS Domestic Routes

30.299,4 nm (nautical miles)

ATS Rute InternasionalATS International Route

32 rute di FIR Jakarta32 routes in FIR Jakarta 15.959,0 nm (nautical miles)

25 rute di FIR Ujung Pandang25 routes in FIR Ujung Pandang 14.729,2 nm (nautical miles)

6 rute di FIR Jakarta & Ujung Pandang6 routes in FIR Jakarta & Ujung Pandang 6.392,7 nm (nautical miles)

Jumlah Rute InternasionalTotal International Route

63 ATS Rute Internasional63 ATS International Routes

37.080,9 Nm nm (nautical miles)

SEBARAN RUTE PENERBANGANFlight Route Distribution

JUMLAH RUTETotal Route

52 ATS Rute Domestik52 ATS Domestic Routes

52 Rute Konvensional52 Conventional Routes

63 ATS Rute Internasional63 ATS International Routes

38 Rute Internasional Konvensional38 Routes of International Conventional

14 FIR Jakarta23 FIR Ujung Pandang1 FIR Jakarta & Ujung Pandang

25 Rute Internasional PBN25 Routes of International PBN

18 FIR Jakarta2 FIR Ujung Pandang5 FIR Jakarta & Ujung Pandang





NO. FIR

DOMESTIKDomestic

INTERNASIONALInternational

JUMLAH RUTE ATS

Total ATS Route

JARAK PENERBANGAN

Flight Distance

JUMLAH RUTE ATS

Total ATS Route

JARAK PENERBANGAN

Flight Distancedalam unit in units dalam nm in nm dalam unit in units dalam nm in nm

1 JKTNonPBN 18 6.976,1 14 5.251,3PBN 0 0 18 10.707,7

2 UPGNonPBN 28 19.270,6 23 13.198,1PBN 0 0 2 1.531,1

3 JKT qq UPGNonPBN 6 4.052,7 1 220,5PBN 0 0 5 6.172,2

JumlahTotal 52 30.299,4 63 37.080,9

Statistik Data Rute PenerbanganThe Statistic Data of Flight Route

TABEL STATISTIK DATA RUTE PENERBANGAN FIR JAKARTA – FIR UJUNG PANDANGTable of Statistic Data of Flight Route FIR Jakarta- FIR Ujung Pandang





Company Profile

Nama Poin, Jenis dan Panjang Rute PenerbanganPoint Name, Type and Length of Flight Route

Nama-nama poin, jenis dan panjang rute penerbangan yang terdapat di dalam ruang udara Indonesia yaitu sebagaimana tabel berikut:

The point name, type and length of flight route within the area of Indonesia’s airspace as described in the following table:

NO. RUTE ATSATS Route

POIN RUTERoute Point

JARAK (NM)Distance (nm)

JENIS RUTEType of Route

A ATS RUTE DOMESTIK ATS DOMESTIC ROUTE

1 W11 CKG-TULIP-TKG-TUNDA-TALAM-MKB-JAMIS-MDN-DUAMO-BAC 1023,2 Non-PBN

2 W12 CKG-DOLTA-DOMIL-PLB-JMB-KUALA-AD-PKU-MEDIA-MDN-JILAT-BAC 982 Non-PBN

3 W12E PLB-BORAS-BIDAK-BIKAL-DKI 237,9 Non-PBN

4 W13 BLI-SIPUT-CUCUT-MADIN-KIDET-IMU-KIMON-DKI 546,7 Non-PBN

5 W14 DKI-ABASA-ALTAR-TPN-WIDIA-PNK 385 Non-PBN

6 W15DKI-LEPAS-ALAMO-TAVIP-LAMUD-PKY-HAMOL-BPN-LADOP-TOSTY-MWB

1169,4 Non-PBN

7 W15N PKN-PKY-TAVIP 268,8 Non-PBN

8 W16 SBR-LASEM-CUCUT-MADIN-KIDET-IMU 63 Non-PBN

9 W16S KIDET-CA-BND 115 Non-PBN10 W17 JOG-SO-PURWO-ANY-KIDET 150,6 Non-PBN11 W17S CLP-CA-IMU 90,6 Non-PBN12 W17N JOG-SO-PURWO-ANY-KIDET 148,6 Non-PBN

13 W18DKI-SPADA-ABILO-SPIKO-SUMDI-DUNIA-REBOL-BDM-BISOM-BPN-LOLOT-MADON-TRK

1111 Non-PBN

14 W19 DKI-NOKTA-CARLI-TKG-TOLIT-BKL-KATAN-MKB-MOSOL-BAC 1027,3 Non-PBN

15 W21 MKB-KATAN-KALAM-PLB-TERKA-TKG 466,8 Non-PBN

16 W22 MKB-TMA BDRY-CTA BDRY-PKU-PIDON-TPG 299,3 Non-PBN

17 W23 BKL-PLB-TODAK-PKP-RUSMA-YUANA-PNK 480,6 Non-PBN

18 W24 PLB-TIAMA-NE-TPG 227,1 Non-PBN19 W25 MKB-PASOL-PLB-FERET-LEPAR-TPN 164 Non-PBN20 W26 TPG-KIRDA-PKP-BOSLO-BUNIK 443,2 Non-PBN21 W26E DKI-ALTAR-PKP 264,1 Non-PBN22 W31 SBR-RAMPY-IKAPI-BDM-PKY 350 Non-PBN23 W31W IKAPI-KOLOT-ROPIA-SBR 174 Non-PBN

24 W32SBR-FANDO-KASOL-DASTY-ENDOG-MKS-KANIP-DIOLA-TAPIR-LUANG-MBW

928,3 Non-PBN

25 W32N KASOL-KOLTA-ROBIT-SBR 163,8 Non-PBN









26 W33 SBR-RABOR-BLI-GOMAT-NR-KPG-OTORA-DIL-BACAU 878,2 Non-PBN

27 W34 SBR-ENTAS-AGUNG-LMB 218,5 Non-PBN

28 W35 PNK-EBONY-NOMAD-BDM-GURNI-MKS-NETTO-NO-KPG 1078,3 Non-PBN

29 W36TPG-GOBIK-PNK-OMEGA-ROTAN-ELANG-BPN-DALOT-DORIA-PAL-DILAM-TAPIR-TELES-GUGUS-GOBAL-ML

1629 Non-PBN

30 W37 BPN-GAMAL-MKS-RINTO-LUSIA-DIL 670,2 Non-PBN31 W38 PNK-MASRI-AMBOY-DENDY-DKI 383,1 Non-PBN32 W38W TPN-AMBOY 87,7 Non-PBN

33 W41BLI-PEDET-LIPOT-MKS-MILAT-KDI-LAMIN-LABAT-ALOBA-APASI-MIL-ZQ-LBAMA-BIK-JODRA-KUBIA-JPA

1657,7 Non-PBN

34 W42 BLI-LMB-NQ-PO-RG-NO-BAGIL-DIL 616,3 Non-PBN

35 W43 SBR-ENTAS-AGUNG-NQ-NR-KPG-BACAU 861,2 Non-PBN

36 W44BLI-ELBAM-KEONG-KUMAN-EMONA-HUMUS-AMN-FALAM-POSAT-PENNY-MIL

1083,5 Non-PBN

37 W45 HLM-KASAL-CA-PIALA-ANY-BA-SBR-ENTAS-BLI 533,6 Non-PBN

38 W46 BLI-HOSTY-HULAT-OLDEN-BPN 460,6 Non-PBN39 W51 MKS-RUDAL-PAL-GTL-GONTA-MWB 589,2 Non-PBN

40 W52 MKS-OVINA-GUANO-SOLOM-SIPUT-LASEM-ANY 559,8 Non-PBN

41 W53MKS-MILAT-KDI-RALTO-SULIS-AMN-GOMBY-FOLOT-LEBON-EMPIL-EROSY-JOLIA-MKE

1020,8 Non-PBN

42 W54MKS-MILAT-KDI-RALTO-SULIS-AMN-GOMBY-FOLOT-LEBON-EMPIL-EROSY-JOLIA-MKE

1314,9 Non-PBN

43 W55 MWB-RUMBO-IDAMI-BELBA-AMN-BENTO-BACAU 662,3 Non-PBN

44 W61 BIK-FILMO-FASAL-FATOL-FORMY-HALMO-MWB 684,7 Non-PBN

45 W62 BIK-OBASA-ZW-MKE 407,5 Non-PBN46 W63 BIK-NUPIA-TMK-PUSAT-MKE 525,7 Non-PBN47 W64 BIK-NOBBY-ZR-TMK 242,9 Non-PBN48 W65 BIK-LATOS-ZV-NILOT-SOBIA-AMN 537,3 Non-PBN49 W66 JPA-MELAM-ZX-ZH-MKE 358,6 Non-PBN

50 W67 JPA-MALIO-ZW-TMK-ZV-JOLAM-MIL-FIMBA-SOSOK-MWB 1077,4 Non-PBN

51 W68 JPA-TISTO-ODIOM-TMK-MITOS-HANTA-AMN 770,4 Non-PBN

52 W69 NMA-UNSEP-FOLOT-TMK 1109,7 Non-PBN





Company Profile





B ATS RUTE INTERNASIONAL ATS INTERNATIONAL ROUTE

1 A211 VTW-BAXAL-TRK-ARIRU-GARUT-DIANI-MWB 528,5 Non-PBN

2 A215 OSERO-MKE-LEBON-EMONA-MKS-KEVOK 1590,8 Non-PBN

3 A339 ELBIS-OSUVI-SADEP-X B472-DOTIR-BOLUG 807,5 Non-PBN

4 A344 PKN-IKAPI-HOSTY-NQ 484,9 Non-PBN

5 A450 BLI-LIPOT-MKS-KENDO-TALIA-TELES-AMRUD-NASIR-CAHYO 1324 Non-PBN

6 A458 KPG-ALEGO 90,3 Non-PBN7 A461 MOLLY-BONDA-AMN-BUTPA 836,8 Non-PBN8 A5765 ANY-MADIN-SPIKO-SABIL 184,97 Non-PBN

9 A585 SAPDA-IPKON-IMABA-HLM-CKG-DOLTA-DOMIL-PLB-JATAM-PKU-MDN 1212,7 Non-PBN

10 A587 NQ-KETUT-ONOXA 294,6 Non-PBN11 B325 HLM-ENSIB-MUPAP-AKUKO 315,7 Non-PBN12 B349 BLI-KALIV-TARUN 220,8 Non-PBN13 B456 JPA-VANKA 29.2 Non-PBN14 B462 BIDUR-MIMIK-BIK-OSMON-KADAB 786,8 Non-PBN15 B466 TASEK-BOSTI-TOSOK 89,5 Non-PBN

16 B469 FIR BOUNDRY-NE-TODAK-BIDAK-BIKAL-HLM-RENDA-TOPAR-LAMOB 758 Non-PBN

17 B470 ANITO-PKP-BOSLO-BUNIK-DKI 371,2 Non-PBN18 B472 TOREX-TIRAM-TEMON-SELSO 811,5 Non-PBN19 B473 SADAN-SAMGE-OLENG-OPABA 975,7 Non-PBN20 G209 ISRAN-XMX-TKG-PLB 550,5 Non-PBN21 G326 BLI-NYOMA-ONOXA 389,6 Non-PBN22 G337 XMX-BKL-BIBUL-PKU 704,6 Non-PBN23 G459 BIK-BUNBO-AGIGU-UBLAT-BEGMI 579,7 Non-PBN24 G461 PIALA-ANY-BA-SBR 220,5 Non-PBN25 G464 BLI-KOLTA-PKN-SUGIK-OSUKA-PNK 628 Non-PBN26 G468 MDN-GATLA 46,2 Non-PBN

27 G578 EGATU-LIPRA-BLI-DOKET-GURNI-GABUS-GORAI 1037,4 Non-PBN

28 G579 CKG-DOLTA-DOMIL-PLB-PARDI 369,3 Non-PBN29 J199 KPG-SPRIG 112,3 Non-PBN30 R206 HLM-LADIR-XMX-ATMAL 405,7 Non-PBN31 R223 AGSON-ELANG 190,6 Non-PBN32 R340 AMN-GUTEV 326,2 Non-PBN33 R342 MWB-BONDA-PEDNO 163 Non-PBN34 R455 PAPSA-PNK 89,4 Non-PBN35 R461 PUGER-MDN 101,1 Non-PBN









36 R469 PKU-TAROS 52,4 Non-PBN37 R590 BUTPA-AMN-DULON-PEDNO 794,9 Non-PBN38 R592 BLI-GIWOT-PUPIT 195 Non-PBN

39 L504 BAVUS-PNK-OMEGA-ROTAN-NUGRO-AGUSI-SURIG-ARITO-MWB 969,6 PBN

40 L511 PKP-MIMIX-RUPKA-SBR-TARUN 873,9 PBN41 L644 KIKOR-TPN-ABASA-DKI 343,6 PBN42 L764 PKP-IKIBU-LEMUS-LAMOB 764 PBN43 L774 KETIV-ISBIX-MERIM-MDN 469,7 PBN44 L895 PKP-MIMIX-TATAN-SAPDA 678 PBN

45 L896 SAPDA-ESLOG-BOLAK-GUVIL-ELDEM-OBMAT-NISOK 1468 PBN

46 L897 XMX-NIRIS-PILEK-KETIV 1003,3 PBN47 M300 SALAX-PEKDO-OKABU-BULVA-TOPIN 599,9 PBN48 M522 BLI-GALKO-KEVOK-ELANG 467,7 PBN

49 M635SURGA-RUSMA-SAMSU-MASRI-RAFIS-TAVIP-SUMDI-RAMPY-UDONO-BLI-ATMAP

981,1 PBN

50 M766SATNA-SOTRA-GABIT-BLI-SBR-LASEM-CUCUT-MADIN-KIDET-IMU-DKI-TULIP-TKG-TOLIT-BKL-PAGAI-OBMAT-ODIRU-ISBIX-SELSU

2101 PBN

52 M768 ELBIS-PORAK-LADOP-MAMOK 1063,4 PBN52 M772 OSUKA-ANIPU 152,1 PBN

53 M774KADAR-YUANA-WIDIA-LAWIB-TRIBO-TANUR-PKN-LAMUD-KEVOK-KEONG-KIKEM

1246,6 PBN

54 N563 SALAX-AMVIL-MDN-MEMAK 556,5 PBN55 N628 PKU-BALAB-ODIRU-KETIV 571,5 PBN56 N633 SALAX-PKU-TAPIN-OBMAT-POSOD 602,4 PBN57 N646 ATMAL-GUVIL-IBALA-PKU 833,8 PBN58 N752 ATMAL-BOLAK-DUNAM-PLB 572,2 PBN

59 P570 PKU-BIRAS-KAGAS-DOLEM-MABIX-NIXUL 607,3 PBN

60 P574 PUGER-ANSAX 325,9 PBN61 P627 PAMTO-POVUS 200 PBN

62 P648 DKI-ATOSO-AMBOY-RAFIS-TRIBO-OSUKA-OMEGA-0KADA 562 PBN

63 P756 MDN-MABIX-NISOK 397,5 PBN





Company Profile

KANTOR-KANTOR PELAYANANService OfficesNO. KANTOR PELAYANAN

Service OfficesJUMLAH LOKASITotal Location

1 Kantor PusatHead Office

1 lokasi1 location

2 Kantor Cabang UtamaMain Branch Office

2 lokasi2 locations

3 Kantor Cabang MadyaMiddle of Branch Office

8 lokasi8 locations

4 Kantor Cabang PratamaPre-first Branch Office

23 lokasi23 locations

5 Kantor Cabang PembantuSupporting Branch Office


6 Kantor Unit Pelayanan Navigasi PenerbanganUnit Office of Flight Navigation Service


NO. KANTOR CABANG UTAMAMain Branch Offices

KOTACity

1 JATSC Tangerang2 MATSC Makassar

NO. KANTOR CABANG MADYAMiddle Branch Offices

KOTACity

1 Medan Medan2 Palembang Palembang3 Yogyakarta Yogyakarta4 Surabaya Surabaya5 Denpasar Denpasar6 Balikpapan Balikpapan7 Sentani Jayapura8 Pontianak

Kantor Cabang UtamaMain Branch Office

Kantor Cabang MadyaMiddle Branch Offices





NO. KANTOR CABANG PRATAMAPre-first Branch Offices

1 Jambi 2 Banda Aceh 3 Pekanbaru 4 Tanjung Pinang 5 Batam6 Padang7 Pangkal Pinang8 Halim9 Bandung

10 Semarang11 Solo12 Banjarmasin

NO. KANTOR CABANG MADYASupporting Branch Offices

1 Palu 2 Luwuk3 Gunungsitoli4 Bandar Lampung 5 Cilacap6 Banyuwangi 7 Malang8 Sumenep 9 Labuan Bajo

10 Samarinda 11 Berau 12 Biak 13 Oksibil 14 Timika 15 Ketapang 16 Bengkulu

Kantor Cabang PratamaPre-first Branch Offices

Kantor Cabang PembantuSupporting Branch Offices

NO. KANTOR CABANG PRATAMAPre-first Branch Offices

13 Palangkaraya 14 Tarakan 15 Manado16 Kendari17 Lombok18 Kupang 19 Ambon20 Wamena 21 Nabire 22 Sorong23 Merauke

NO. KANTOR CABANG MADYASupporting Branch Offices

17 Rengat 18 Tanjung Pandan 19 Curug 20 Cirebon 21 Pangkalan Bun22 Sampit 23 Malinau 24 Ternate 25 Gorontalo 26 Bima 27 Sumbawa 28 Ende 29 Tual, Karel Sadsuitubun 30 Manokwari 31 Tanah Merah





Company Profile

NO.KANTOR UNIT PELAYANAN NAVIGASI PENERBANGANUnit Office of Flight Navigation Service

1 Mamuju 2 Masamba 3 Poso 4 Toli Toli5 Buol6 Tana Toraja 7 Mamasa 8 Bone 9 Seko

10 Rampi 11 Bua 12 Selayar 13 Tojo Una-Una 14 Siborong – Borong15 Aek Godang 16 Lasondre 17 Sibolga 18 Parapat19 Lubuk Linggau20 Pagar Alam 21 Pekon Serai, Krui Lampung 22 Jember 23 Bawean 24 Waingapu 25 Tambolaka 26 Datah Dawai 27 Melak28 Kota Bangun 29 Muara Wahau 30 Kutai Timur 31 Derawan 32 Kiwirok 33 Dabra 34 Batom35 Senggeh36 Waris (Towe Hitam) , Keerom

Kantor Unit Pelayanan Navigasi PenerbanganUnit Office of Flight Navigation Service


37 Serui 38 Numfor 39 Kokonao 40 Mararena, sarmi 41 Akimuga 42 Abmisibil 43 Aboy, Peg. Bintang 44 Alama, Peg. Bintang 45 Jila, Mimika 46 Jita, Mimika 47 Kapiraya 48 Luban 49 Okbab50 Potowai, Mimika 51 Tsinga, Mimika 52 Ubrub, Keerom53 Wangbe, Keerom 54 Yuruf, Keerom 55 Molof, Keerom56 Lereh, Keerom57 Sintang58 Putussibau59 Nanga Pinoh60 Sambas 61 Harapan, Manis Mata 62 Muko Muko 63 Kerinci 64 Muara Bungo 65 Enggano66 Meulaboh 67 Sinabung 68 Takengon 69 Tapak Tuan 70 Sabang 71 Singkil72 Kutacane






73 Blang Pidi 74 Lhok Seumawe 75 Gayo Leus 76 Pasir Pangaraian 77 Indragiri Hilir 78 Dumai 79 Singkep 80 Tanjung Balai Karimun 81 Anambas (Tanjung Pinang)82 Natuna 83 Rokot Sipora 84 Pasaman barat 85 Ciamis 86 Tasikmalaya 87 Karimun Jawa 88 Kota Baru 89 Kuala Pembuang 90 Batu Licin 91 Tanjung Warukin 92 Muara Teweh93 Kuala Kurun 94 Buntok 95 Tumbang samba 96 Puruk Cahu 97 Nunukan98 Long Bawan 99 Long Ampung

100 Tanjung Harapan 101 Long Layu 102 Binuang 103 Labuha 104 Morotai 105 Melonguane106 Keo107 Galela 108 Buli Maba 109 Sanana 110 Tahuna


111 Halmahera Tengah 112 Manggola Kep. Sola 113 Miangas 114 Wakatobi115 Bau Bau 116 Kolaka 117 Sugimanuru 118 Morowali 119 Lunyuk, Sumbawa 120 Maumere 121 Larantuka 122 Rote123 Sabu124 Bajawa 125 Lewoleba 126 Atambua 127 Ruteng 128 Alor 129 Kisar 130 Dobo131 Saumlaki 132 Bandanaira 133 Namrole 134 Larat 135 Wahai136 Amahai137 Moa138 Kuffar 139 Namlea140 Tiom 141 Karubaga 142 Bokondini 143 Nop Goliat Dekai, Yahukimo 144 Elelim145 Anggruk 146 Yalimo 147 Holuwun 148 Mamberamo Tengah





Company Profile


180 Kaimana 181 Anggi 182 Ayawasi 183 Kambuaya 184 Inanwatan 185 Marinda, waisai, Raja Ampat186 Teminabuan 187 Kebar 188 Merdey, teluk bintuni 189 Kabare 190 Wasior 191 Ransiki 192 Werur, Tambrauw, Papua Barat193 Segun, Sorong194 Ewer 195 Kepi196 Bade 197 Kimam 198 Okaba 199 Mindiptanah 200 Kamur 201 Bomakia 202 Senggo203 Manggelum204 Yaniruma 205 Wanggemalo206 Iwur207 Aboge208 Wanam 209 Borome 210 Kebo, Paniai 211 Kilmit


149 Mamit 150 Ninia 151 Pasema 152 Sobaham 153 Silimo 154 Suru-suru155 Tolikara 156 Mapnduma, Nduga 157 Mugi, Nduga 158 Paro, Nduga 159 Mamberamo Raya 160 Kenyam, Nduga 161 Illaga 162 Bilorai163 Mulia 164 Moanamani165 Enarotali 166 Waghete, Paniai 167 Illu 168 Sinak 169 Aboyaga, Nabire 170 Duma 171 Obano, Paniai 172 Obano, Intan Jaya 173 Botawa 174 Beoga, Intan Jaya175 Bilai, Intan Jaya 176 Pucak jaya 177 Babo 178 Bintuni 179 Fak fak





STATISTIK, JENIS DAN SEBARAN LOKASI PELAYANANStatistic, Type and Distribution of Location Service

NO. JENIS PELAYANANType of Service

JUMLAH LOKASITotal Location

1 Enroute

ACC

2 lokasi2 locations1. JATSC2. MATSC

FIS

14 lokasi14 locations1. 7 Kantor Cabang

7 Branch Offices2. 6 Kantor Distrik

6 District Offices3. 1 Kantor Unit KPNP

1 Unit of KNKP Office

2 TerminalTMA 28 lokasi

28 locations

APP 32 lokasi32 locations

3 Tower

ADC 56 lokasi56 locations

AIS 56 lokasi56 locations

AFIS 92 lokasi92 locations

AS 125 lokasi125 locations

NO. LOKASILocation

1 Ambon2 Balikpapan3 Banjarmasin4 Biak5 Denpasar6 JATSC7 Kupang

Sebaran Lokasi Pelayanan FISFIS Service Distribution Location

NO. LOKASILocation

8 Manado9 MATSC

10 Medan11 Palembang12 Pontianak13 Sentani14 Mopah





Company Profile

NO. LOKASILocation

1 Ambon2 Balikpapan3 Banda Aceh4 Bandung5 Banjarmasin6 Biak7 Denpasar8 Jambi9 JATSC

10 Jogjakarta11 Kupang12 Lombok13 Manado14 MATSC15 Medan16 Padang

NO. LOKASILocation

17 Palembang18 Pangkal Pinang19 Pekanbaru20 Pontianak21 Semarang22 Surabaya 23 Tanjung Pinang24 Radin Inten II25 Iskandar26 Juwata27 Djalaluddin28 Mutiara Sis-Al Jufri29 Halu Oleo30 Sultan Babullah31 Sentani32 Domine Eduard Osok

Lokasi Pelayanan TMATMA Service Location

y Kantor Cabang 8 lokasi y Kantor Distrik 12 lokasi y Kantor Unit KPNP 8 lokasi

Sebaran 28 lokasi pelayanan TMA sebagaimana tabel berikut:

y Branch Office of 8 locations y District Office of 12 locations y KPNP Office Unit of 8 locations

Distribution of 28 TMA service locations as described in the following table:





NO. LOKASILocation

1 Ambon2 Balikpapan3 Banda Aceh4 Bandung5 Banjarmasin6 Batam7 Biak8 Denpasar9 Halim PK

10 Jamb11 JATSC12 Jogjakarta13 Kupang14 Lombok15 Manado16 MATSC17 Medan18 Padang19 Palembang20 Pangkal Pinang21 Pekanbaru22 Pontianak23 Semarang24 Solo25 Surabaya26 Tanjung Pinang27 Fatmawati Soekarno28 H. As. Hanandjoedin

NO. LOKASILocation

29 Radin Inten II30 Blimbingsari31 Budiarto32 Cakrabhuana33 Fransiskus Xaverius Seda34 Komodo35 Sultan Muhammad Salahuddin36 Umbu Mehang Kunda37 H. Asan38 Iskandar39 Rahadi Oesman40 Tjilik Riwut41 Juwata42 Kalimarau43 Temindung44 Djalaluddin45 Mutiara Sis-Al Jufri46 Halu Oleo47 Sultan Babullah48 Sentani49 Wamena50 Douw Aturure51 Mopah52 Rendani53 Domine Eduard Osok54 Abdul Rahman Saleh55 Mozez Kilangin56 Nusawiru

Lokasi Pelayanan ADC & AISADC & AIS Service Location


Sebaran 56 lokasi pelayanan ADC & AIS sebagaimana tabel berikut:


Distribution of 56 locations of ADC & AIS Service as described in the following table:





Company Profile

NO. LOKASILocation

1 Aek Godang2 Binaka3 Cut Nyak Dhien4 FL Tobing5 Lasikin6 Maimun Saleh7 Rembele8 Silangit9 Teuku Cut Ali

10 Dabo11 Japura12 Raja Haji Abdullah13 Depati Parbo14 Enggano15 Muara Bungo16 Muko-muko17 Silampari18 Dewa Daru19 Trunojoyo20 Tunggul Wulung21 A.A Bere Tallo22 David Constantijn Saudale23 Frans Sales Lega24 Gewayantana25 H. Hasan Aroeboesman26 Beringin27 Gusti Syamsir Alam28 Kuala Kurun29 Nangapinoh30 Pangsuma

NO. LOKASILocation

31 Susilo32 Nunukan33 Seluwing34 Yuvai Semaring35 Kasiguncu36 Naha37 Sultan Bantilan38 Syukuran Aminudin Amir39 Andi Jemma40 Beto Ambari41 H. Aroepala42 Matahora43 Pongtiku44 Sangia Ni Bandera45 Tampa Padang46 Amahai47 Bandaneira48 Buli49 Dobo50 Gamar Malamo51 Enarotali52 Waghete53 Mulia54 Sudjarwo Tjondronegoro55 Oksibil56 Kiwirok57 Bokondini58 Illaga59 Illu60 Tiom

Lokasi Pelayanan AFISAFIS Service Location


Sebaran 92 lokasi pelayanan AFIS sebagaimana tabel berikut:

y Branch Office of 0 Locations y District Office of 0 Locations y KPNP Office Unit of 92 Locations

Distribution of 92 locations of AFIS Service as described in the following table:





NO. LOKASILocation

61 Karubaga62 Senggo63 Torea64 Bintuni65 Utarom66 Teminabuan67 Babo68 Beoga69 Bersujud70 Dofa Benjina Falabisahaya71 Hamzah Fansury72 Kuala Batu (Kuala Batee)73 Long Layu74 Malikul Saleh75 Noto Hadinegoro76 Mali

NO. LOKASILocation

77 Soa78 Sultan Muhammad Kaharuddin79 Tambolaka80 Tardamu81 Wonopito82 Dumatubun83 Kuabang84 Larat85 Namrole86 Obana Pania 87 Bilogai 88 Obano 189 Obano 290 Pinang Kampai91 Ranai92 Tanjung Warukin

NO. LOKASILocation

1 Lasondre2 Sibisa3 Pasir Pangaraian4 Rokot5 Bawean6 Kuala Pembuang7 Sanggu8 Tumbang Samba9 Datah Dawai

10 Long Apung11 Melak

Lokasi Pelayanan ASAS Service Location


Sebaran 125 lokasi pelayanan AS sebagaimana tabel berikut:


Distribution of 125 locations of AS service as described in the following table:

NO. LOKASILocation

12 Tanjung Harapan13 Melongguane14 Morowali15 Pogogul16 Tojo Una Una17 Bone18 Bua19 Rampi20 Seko21 Kamur22 Kimam





Company Profile

NO. LOKASILocation

23 Bomakia24 Okaba25 Ewer26 Bade27 Mindiptanah28 Manggelum29 Kepi30 Tanah Merah31 Anggi 132 Abreso - Ransiki33 Wasior34 Inanwatan35 Kambuaya36 Kebar37 Ayawasi38 Abmisibil39 Aboge40 Aboy 41 Kabare42 Kapiraya43 Kebo44 Kelila45 Kenyam46 Klimit (Kelmit/Pusuwe)47 Alama, Papua48 Kobakma49 Kota Bangun50 Lereh51 Letung52 Liwur Bunga53 Luban54 Lunyuk55 Mamit56 Mapnduma57 Molof58 Muara Wahau59 Mugi60 Ninia

NO. LOKASILocation

61 Sugimanuru62 Sumarorong63 Emalamo64 John Becker65 Kuffar66 Mathilda Batlayeri67 Moa68 Namlea69 Oesman Sadik70 Pitu71 Wahai72 Dabra73 Senggeh74 Elelim75 Bilorai 176 Mararena77 Moanamani78 Kokonao79 Waris (1)80 Akimuga81 Numfoor82 Batom83 Aboyaga84 Alama85 Alas Lauser86 Anggi 287 Anggruk88 Apalapsili89 Atung Bungsu90 Balai (Bilai)91 Bilorai 292 Binuang93 Blangkejeren94 Borome95 Botawa96 Dirung Lingkin97 Duma98 Fawi





NO. LOKASILocation

99 Gebe100 Harapan101 Holowun102 Iwur103 Jila104 Jita105 Okbab106 Paloh107 Paro108 Pasema109 Polowai110 Pusako Anak Nagari111 Rasinki (Ransiki)112 Silimo

NO. LOKASILocation

113 Sobaham114 Suru-suru115 Taive Li116 Tanjung Bara Sangata117 Tempuling118 Tsinga119 Ubrub120 Wahis/Towehitam (Waris (2) )121 Wanam122 Wanggelamo123 Yahukimo124 Yaniruma125 Yuruf

Statistik Sarana PelayananService Facilities Statistic

Statistik Sarana Utama PelayananMain Service Facilities Statistic

Statistik jumlah fasilitas sarana/peralatan pelayanan berdasarkan item-item peralatan yang ada, yaitu:

y Total jumlah peralatan: 4.143 y Jumlah peralatan utama: 1.720 y Jumlah item peralatan pendukung: 460

Statistik fasilitas sarana/peralatan utama pelayanan berdasarkan jumlah item peralatan, yaitu:

y Total jumlah item peralatan utama: 2.954 y Jumlah item peralatan komunikasi: 2.223 y Jumlah item peralatan navigasi: 557 y Jumlah item peralatan surveillance: 174

Statistic of service facilities/equipment based on existing amount of tool items, are as follows:

y Total amount of tools: 4.143 y Total of main tools: 1.720 y Total of supporting tools: 460

Statistic of main service facilities based on the amount of item tools are as follows:

y Total of Main Tools Item: 2.954 y Total of Communication Tools Item: 2.223 y Total of Navigation Tools Item: 557 y Total of Surveillance Tools Item: 174





Company Profile

Statistik Jumlah Fasilitas Peralatan CNSAStatistic of Amount of CNSA Tool Facilities

Sebaran lokasi fasilitas sarana/peralatan utama pelayanan berdasarkan jumlah item peralatan sebagaimana tabel dan grafik berikut.

Distribution location of main service facilities based on the total of tools item as described in the following table and graphic:

KANTOR PELAYANANService Office

KOMUNIKASICommunication

NAVIGASINavigation SURVEILLANCE AUTOMATION JUMLAH

Total

Kantor Cabang UtamaMain Branch Office 103 24 9 10 146

Kantor Cabang MadyaMiddle of Branch Offices 171 33 18 10 232

Kantor Cabang Pratama Pre-first Branch Offices 319 89 23 3 434

Kantor Cabang PembantuSupporting Branch Offices

246 93 9 1 349

Kantor Unit Pelayanan Navigasi PenerbanganOffice of Flight Navigation Service Unit

393 157 8 1 559

JumlahTotal 1.232 396 67 25 1.720





Sebaran Lokasi Fasilitas Sarana/Peralatan Utama PelayananBerdasarkan Item Peralatan (Kantor Cabang)

Location Distribution of Main Facilities/Equipment Services based on Equipment Items (Branch Office)

Komunikasi

Navigasi

Surveillance

Communication

Navigation

PALEMBANG

48

16

4

DENPASAR

53

12

16

BALIKPAPAN

96

17

15

JAYAPURA

14

3

1

SURABAYA

59

14

8

MATSC

78

34

8

MEDAN

58

24

8

JATSC

126

60

16

FASILITAS COMMUNICATION, NAVIGATION, SURVEILLANCE (CNS) CABANGCommunication, Navigation, Surveillance (CNS) Facility of Branch





Company Profile

Sebaran Lokasi Fasilitas Sarana/Peralatan Utama PelayananBerdasarkan Item Peralatan (Kantor Unit KPNP)

Location Distribution of Main Facilities/Equipment Services based on Equipment Items (KPNP Office Unit)

DATA SARANA UTAMA PELAYANAN KPNP

FASILITAS CNS DISTRIK

Data of Main Facility of KPNP Service

CNS District Facility

1.261

13215

Komunikasi Navigasi SurveillanceCommunication Navigation

AMBON

BANDA ACEH

BANDUNG

BANJARMASIN

BATAM

10 20 30 40





BIAK

HALIM P. K.

JAMBI

YOGYAKARTA

KUPANG

LOMBOK

MANADO

PADANG

PEKANBARU

PONTIANAK

SEMARANG

SOLO

PANGKALPINANG

TANJUNGPINANG

10 20 30 40


WILAYAHOPERASI

Wilayah operasi Perum LPPNPI mencakup seluruh wilayah udara Indonesia kecuali zona A yang masih dikelola oleh Singapura. Wilayah operasi tersebut berbatasan langsung dengan FIR Melbourne dan Brisbane Australia, FIR Colombo Srilangka, FIR Singapura, FIR Kuala Lumpur dan Kinabalu Malaysia, FIR Manila Filipina, FIR Oakland Amerika Serikat dan FIR Port Moresby Papua Nugini.

Operation areas of Perum LPPNPI covers whole airspace region of Indonesia except zone A where is still managed by Singapore. That operating area is directly border with FIR Melbourne and Brisbane Australia. FIR Colombo Sri Langka, FIR Singapore, FIR Kuala Lumpur and Kinabalu Malaysia, FIR Manila Philippine, FIR Oakland USA and FIR Port Moresby Papua Nugini.

Operation Areas


STRUKTURORGANISASIOrganizational Structure

Bambang Tjahjono

DIREKTUR UTAMAPresident Director

WisnuDarjono

DIREKTUR OPERASIDirector of Operations

Endaryono

Kepala Divisi Perencanaan & Pengendalian Pelayanan

Navigasi PenerbanganHead Division of Planning &

Flight Navigation ControlTheodorus

Kepala Divisi TeknikDesain & Rekayasa

Head Division ofTechnical & Engineering Design

Riza Fahmi

Kepala Divisi Keamanan, Kesehatan & Lingkungan

KerjaHead Division of Security,

Healthy & Work EnvironmentDidiet Kus Sam

Radityo

Sekretaris PerusahaanCorporate Secretary

Heny Dewanto

Kepala SatuanPengawas Internal

Head of Internal Auditor

Didiet Kus Sam Radityo

Pts. Kepala Biro HukumAct. Head of Legal Bureau

CabangBranch

Ari Subandrio

Kepala Divisi Pengayaan Personil Pelayanan

Navigasi PenerbanganHead Division of Employee

Procurement of Flight Navigation Service Made Gede

Nugraha Dewantara

Kepala Divisi Teknik Kesiapan Fasilitas

Head Division ofFacilities Allert Technical

Ida Yuniarti

Kepala DivisiKeselamatan & Jaminan

KualitasHead Division of Safety

& Control Guarantee

Adri Gunawan Wibisono

Kepala Divisi Data & Evaluasi Pelayanan

Navigasi PenerbanganHead Division of Data &

Evacuation of FlightNavigation Service

Syafyunidel

Kepala Divisi Teknik Manajemen Data

& LogistikHead Division of Data

Management Technical& Logistic

I Wayan Sudiarta

Kepala Divisi Standardisasi & Sertifikasi Pelayanan Navigasi Penerbangan

Head Division ofStandardization & Certification

of Flight Navigation Service

Lukman F.Laisa

DIREKTUR TEKNIKDirector of Engineering

Yurlis Hasibuan

DIREKTUR KESELAMATAN, KEAMANAN &

STANDARDISASIDirector of Safety, Security &

Standardization


Berdasarkan Peraturan Direksi Perum LPPNPI No. PER. 014/LPPNPI/VIII/2016 tanggal 9 Agustus 2016 tentang Perubahan atas Peraturan Direksi No. PER.010/LPPNPI/VI/2016 tentang Organisasi dan Tata Laksana Kantor Pusat Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia, Tugas, Tanggung Jawab dan Kewenangan Direksi di Lingkungan Perum LPPNPI, telah ditetapkan Organisasi dan Tata Laksana Kantor Pusat Perum LPPNPI sebagai berikut:

Based on the Board of Directors Regulation of Perum LPPNPI No. PER.014/LPPNPI/VIII/2016 dated August 9, 2016 concerning the Amendment on the Board of Directors Regulation No. PER.010/LPPNPI/VI/2016 concerning Organization and Code of Conduct from Head Quarter Office of Perum LPPNPI, Tasks, Responsibilities and Authorities of the Board of Directors in Perum LPPNPI, it is determined that the Organization and Administration of Head Quarter Office of Perum LPPNPI as follows:

M. Toharoh Nurhuda

Kepala DivisiPerencanaan Investasi

Head Division ofInvestment Planning

Rahayu Ahmad Junaedi

Kepala DivisiPerencanaan &

Strategi KeuanganHead Division of Planning &

Financial Strategic

Suwandi

Kepala DivisiAdministrasi Personalia& Hubungan Industrial

Head Division of HRD Administration & Industrial

Relationship

Joko Waskito

Kepala Biro PengadaanHead of Procurement Bureau

Staf KhususSpecial Staff

Ari Suryadharma

Kepala Biro Pengelolaan Kinerja Perusahaan,

Manajemen Risiko & GCGHead Bureau of

Company’s Risk Performance Management & GCG

Samatali Nakhe

Kepala DivisiMonitoring & Evaluasi

Head Division ofMonitoring & Evaluation

Dede Irwandi

Kepala DivisiTransaksi Keuangan

Head Division ofFinancial Transactionn

MokhammadKhatim

Kepala DivisiOrganisasi &

Pengembangan PersonaliaHead Division of Organization

& Personnel Development

Arief Agustama

Kepala DivisiTeknologi Informasi

Head Division ofInformation Technology

Maria Ulfa

Kepala DivisiAkuntansi & Aset

Head Division ofAccounting & Asset

Kiki Rudiana

Kepala Divisi UmumHead Division of

General Affair

Triyana

DIREKTURKEUANGAN

Director of Finance

New In H. Manulang

DIREKTUR PENGEMBANGAN

PELAYANANDirector of Service Development

RahadiSulistyo

DIREKTUR PERSONALIA & UMUMDirector of Human Resource &

General Affairs


StrukturKantor Cabang Branch Office Structure

Manager ACC

Manager Keselamatan, Keamanan & Kesehatan

Lingkungan KerjaManager of Safety, Security

& Occupational Health

Manager ATFM &Sistem Pelayanan ATC

Manager of ATFM &ATC Service System

Deputy General Manager OperasiDeputy General Manager of Operations

Junior Manager Upper Sumatera Bagian Selatan

Junior Manager Upper Southern Sumatra

Junior Manager Pelayanan Komunikasi

PenerbanganJunior Manager of Aviation Communications Services

Junior Manager Pelayanan Jaringan Komunikasi &

Pelaporan DanaJunior Manager of Network Communication Services &

Reporting Fund

Junior Manager Notam Office & Cartography

Junior Manager TMA

Junior ManagerTWR-Ground Control

Junior ManagerAerodrome AIS

Junior Manager Sistem Pelayanan ATC & FDO

Junior Manager ofATC & FDO Service System

Junior ManagerATFM & CDMJunior Manager APP

Junior Manager Upper Sumatera Bagian Utara

Junior Manager UpperNorthern Sumatra

Junior Manager Sistem, Prosedur & KeamananJunior Manager of System,

Procedures & Security

Junior Manager Jaminan Kualitas Fasilitas Operasi

& K3Junior Manager of Quality Assurance of Operations

Facility & HSE

Junior ManagerUpper Kalimantan

Junior ManagerUpper Java

Manager TWR &APP-TMA

Manager Pelayanan Komunikasi Penerbangan & Informasi Aeronautika

Manager of Aviation Communication & Aeronautical

Information Services

STRUKTUR ORGANISASI CABANG UTAMA JATSCOrganization Structure of JATSC Main Branch


Manager Teknik Fasilitas Komunikasi PenerbanganTechnical Manager of Aviation

Communication Facility

Manager Administrasi& Keuangan

Manager of Administration & Finance

Manager TeknikFasilitas OtomasiTechnical Manager of Automation Facilities

Manager TeknikFasilitas Penunjang

Tecnical Manager ofSupport Facilities

Manager Teknik Fasilitas Pendaratan Presisi, Alat Bantu

Navigasi & PengamatanTecnical Manager of Precision

Landing Facility, Navigation and Observation Tool

General Manager Cabang Utama JATSCGeneral Manager of JATSC Main Branch

Deputy General Manager TeknikDeputy General Manager of Engineering

Junior ManagerRadio Komunikasi

Junior Manager ofRadio Communications

Junior ManagerFasilitas Pengamatan

Junior Manager ofObservation Facility

Junior ManagerAMSS-ADPS

Junior ManagerFDPS-RDPS

Junior Manager Fasilitas Listrik & Mekanik

Junior Manager of Electrical& Mechanical Facilities

Junior Manager Fasilitas Gedung & Keamanan

Junior Manager of Building& Security Facilities

Junior Manager Sistem Recording, Switching &

JaringanJunior Manager ofSystem Recording,

Switching & Networking

Junior Manager Fasilitas Pendaratan Presisi &Alat Bantu Navigasi

Junior Manager of Precision Landing Facility & Navigation

Aid

Junior ManagerKeuangan & ITJunior Manager of

Finance & IT

Junior ManagerPersonalia & Umum

Junior Manager ofPersonnel & General Affair

Junior Manager Pengadaan Barang & Jasa

Junior Manager of Goods & Services Procurement

SekretarisSecretary

AnggotaMember





Company Profile

Junior Manager ACC Wilayah BaratJunior Manager of

Western ACC

Junior ManagerAPP-TMA

Junior ManagerACC Central

Junior Manager ACC Wilayah TimurJunior Manager of

Eastern ACC

Junior ManagerTWR-Ground Control

Deputy General Manager OperasiDeputy General Manager of Operations

STRUKTUR ORGANISASI CABANG UTAMA MATSCOrganization Structure of MATSC Main Branch

Manager ACCManager ATFM &

Sistem Pelayanan ATCManager of ATFM &ATC Service System

Manager TWR &APP-TMA

Manager Pelayanan Komunikasi Penerbangan & Informasi Aeronautika

Manager of Aviation Communication & Aeronautical

Information Services

Junior Manager Pelayanan Komunikasi

PenerbanganJunior Manager of Aviation Communications Services

Junior Manager Notam Office & Cartography

Junior ManagerAerodrome AIS

Junior Manager Pelayanan Jaringan Komunikasi &

Pelaporan DanaJunior Manager of Network Communication Services &

Reporting Fund

Junior Manager Sistem Pelayanan ATC & FDO

Junior Manager ofATC & FDO Service System

Junior ManagerATFM & CDM



& Occupational Health

Junior Manager Sistem, Prosedur & KeamananJunior Manager of System,


Junior Manager Jaminan Kualitas Fasilitas Operasi

& K3Junior Manager of Quality Assurance of Operations

Facility & HSE





General Manager Cabang Utama MATSCGeneral Manager of MATSC Main Branch

SekretarisSecretary

Kantor Cabang Pembantu/UnitSub/Unit-Branch

OfficesAnggotaMember

Deputy General Manager TeknikDeputy General Manager of Engineering

Manager Teknik Fasilitas Komunikasi PenerbanganTechnical Manager of Aviation

Communication Facility

Manager TeknikFasilitas OtomasiTechnical Manager of Automation Facilities

Manager TeknikFasilitas Penunjang

Tecnical Manager ofSupport Facilities

Manager Teknik Fasilitas Pendaratan Presisi, Alat Bantu

Navigasi & PengamatanTecnical Manager of Precision

Landing Facility, Navigation and Observation Tool

Junior ManagerRadio Komunikasi

Junior Manager ofRadio Communications

Junior ManagerFasilitas Pengamatan

Junior Manager ofObservation Facility

Junior Manager Sistem Recording, Switching &

JaringanJunior Manager ofSystem Recording,

Switching & Networking

Junior Manager Fasilitas Pendaratan Presisi &Alat Bantu Navigasi

Junior Manager of Precision Landing Facility & Navigation

Aid

Junior ManagerAMSS-ADPS

Junior ManagerFDPS-RDPS

Junior Manager Fasilitas Listrik & Mekanik

Junior Manager of Electrical& Mechanical Facilities

Junior Manager Fasilitas Gedung & Keamanan

Junior Manager of Building& Security Facilities


Manager of Administration & Finance


Finance & IT



Junior Manager Pengadaan Barang & Jasa

Junior Manager of Goods & Services Procurement





Company Profile

General ManagerKantor Cabang Madya

General Manager ofMiddle Branch Office


Administration & Finance Manager



and Occupational Health

Junior ManagerPelayanan Lalu Lintas

PenerbanganJunior Manager of

Aviation Traffic Services

Junior ManagerCNS & OtomasiJunior Manager ofCNS & Automation


Finance & IT

Junior Manager ATFM & Sistem Pelayanan ATCJunior Manager of ATFM

& ATC Service System

Junior ManagerJaminan Kualitas Fasilitas

Operasi & K3Junior Manager of Quality

Assurance of Operations Facility & HSE

Junior ManagerSistem, Prosedur &

KeamananJunior Manage of System,


Junior Manager Teknik Fasilitas Penunjang

Junior Manager ofTechnical Support Facilities



Kantor CabangPembantu/Kantor Unit

Sub Branch Office/Office Unit

Junior Manager Pelayanan Komunikasi Penerbangan &

Informasi AeronautikaJunior Manager of Aviation Communication Services & Aeronautical Information

Manager OperasiOperations Manager

Manager TeknikTechnical Manager

STRUKTUR ORGANISASI CABANG MADYAOrganization Structure of Middle Branch





General ManagerKantor Cabang Pratama

General Manager ofPre-first Branch Office

Junior Manager Administrasi & Keuangan

Junior Manager of Administration & Finance

Junior Manager Keselamatan, Keamanan & Kesehatan Lingkungan Kerja

Junior Manager of Safety, Security & Occupational Health

Kantor CabangPembantu/Kantor Unit

Sub Branch Office/Office Unit

Junior Manager OperasiOperations Junior Manager

Junior Manager TeknikTechnical Junior Manager

STRUKTUR ORGANISASI CABANG PRATAMAOrganization Structure of Pre-first Branch


SUSUNAN DEWAN PENGAWASDAN DIREKSI

Sejak awal pendirian Perum LPPNPI, Susunan Dewan Pengawas dan Direksi telah mengalami beberapa perubahan.

Since the first establishment of Perum LPPNPI, the composition of the Board of Commissioners and the Board of Directors has experienced several changes.

The Composition of the Board of Commissioners and Directors

DEWAN PENGAWAS

DIREKSI

Board of Commissioners

Board of Directors

Berdasarkan Keputusan Menteri BUMN No. SK-66/MBU/4/2017 tanggal 4 April 2017 tentang Pengangkatan Ketua Dewan Pengawas Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), susunan Dewan Pengawas adalah sebagai berikut:

Adapun susunan Direksi yang terakhir berdasarkan Keputusan Menteri BUMN No. SK-42/MBU/3/2017 tanggal 2 Maret 2017 tentang Pemberhentian dan Pengangkatan Anggota-Anggota Direksi Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), adalah sebagai berikut:

Based on the Decree of the Minister of SOEs No. SK-66/MBU/4/2017 dated April 4, 2017 concerning the Inauguration of President Commissioner of the Public Company of The Indonesian Aviation Navigation Service Provider (Perum LPPNPI), the composition of the Board of Commissioners, are as follows:

The latest composition of the Board of Directors based on the Decree of the Minister of SOEs No. SK-42/MBU/3/2017 dated March 2, 2017 concerning the Dismissal and Appointment of Members of the Board of Directors of the Public Company of The Indonesian Aviation Navigation Service Provider (Perum LPPNPI), are as follows:

JABATANTitle

NAMAName

Ketua Dewan PengawasPresident Commissioner Agus Santoso

Anggota Dewan PengawasCommissioner

Juni Hastoto

Haryo Indratno

M. Nasir Usman

JABATANTitle

NAMAName

Direktur UtamaPresident Director Novie Riyanto

Direktur OperasiDirector of Operations Wisnu Darjono

Direktur Personalia & UmumDirector of Personnel & General Services Rahadi Sulistyo

Plt. Direktur TeknikAct. Director of Engineering Yurlis Hasibuan

Direktur KeuanganDirector of Finance Triyana

Plt. Direktur Pengembangan PelayananAct. Director of Services Development Triyana

Direktur Keselamatan, Keamanan & StandardisasiDirector of Safety, Security & Standardization Yurlis Hasibuan


PROFILDEWAN PENGAWASProfile of the Board of Commissioners

Indonesian citizen, 58 years old, born in Solo, Central Java on August 4, 1958. Serves as the President Commissioner of Perum LPPNPI based on the Decision Letter of Minister of SOEs No. SK-66/MBU/4/2017 which has been established in Jakarta on April 4, 2017. Currently, he lives in Central Jakarta.

Earned a Bachelor degree in Civil Engineering from the Bandung Institute of Technology in 1986; Master of Transportation System Engineering from the Bandung Institute of Technology - Leeds University in 1991; Master of Aircraft Engineering from ENAC, France in 1997 and Doctor of Management from Jakarta State University in 2011.

Besides serving as the President Commissioner of Perum LPPNPI, he is currently serves as the Director General of Air Transportation.

Previously, he held various structural positions such as Aircraft Flight Inspector, Directorate of Airworthiness Certification (1993), Head of Sub-section Curriculum Program, Transportation Training Agency (1999); Head of Planning Department Human Resources Development Agency, Transportation Training Agency (2006); Head of Air Transportation Planning Division, Directorate General of Civil Aviation (2007), Head of Budiarto Airport, Directorate General of Civil Aviation (2009); Head of Research and Development Center for Air Transportation, Ministry of Transportation (2014); Director of Airport, DGCA (2015); Head of Transportation Research Agency (2016). In addition to his structural position, he also served as Airframe Structure Senior Engineer, Directorate of Technology, IPTN (1985-2000) and experienced as a Lecturer at various universities.

Warga Negara Indonesia, 58 tahun, lahir di Solo, Jawa Tengah pada 4 Agustus 1958. Menjabat sebagai Ketua Dewan Pengawas Perum LPPNPI berdasarkan SK Menteri BUMN No. SK-66/MBU/4/2017 yang ditetapkan di Jakarta pada 4 April 2017. Saat ini, beliau berdomisili di Jakarta Pusat.

Meraih gelar Sarjana Teknik Sipil dari Institut Teknologi Bandung tahun 1986; Magister Teknik Sistem Transportasi dari Institut Teknologi Bandung - Leeds University tahun 1991; Magister Teknik Pesawat Terbang dari ENAC, Prancis tahun 1997 dan Doktor Manajemen dari Universitas Negeri Jakarta tahun 2011.

Selain menjabat sebagai Ketua Dewan Pengawas Perum LPPNPI, saat ini beliau dipercaya menjadi Direktur Jenderal Perhubungan Udara.

Sebelumnya, beliau pernah menjabat berbagai posisi struktural antara lain sebagai Inspektor Kelaikan Pesawat Udara, Direktorat Sertifikasi Kelaikan Udara (1993), Kasubag Kurikulum Bagian Progam, Badan Diklat Perhubungan (1999); Kepala Bagian Perencanaan Badan Pengembangan SDM, Badan Diklat Perhubungan (2006); Kepala Bagian Perencanaan Perhubungan Udara, Ditjen Perhubungan Udara (2007), Kepala Bandar Udara Budiarto, Ditjen Perhubungan Udara (2009); Kepala Pusat Litbang Perhubungan Udara, Badan Litbang Perhubungan (2014); Direktur Bandar Udara, Ditjen Perhubungan Udara (2015); Kepala Badan Litbang Perhubungan (2016). Selain jabatan stuktural, beliau juga pernah menjabat sebagai Airframe Structure Senior Engineer, Direktorat Teknologi, IPTN (1985-2000) dan berpengalaman menjadi Dosen di berbagai Universitas.

Ketua Dewan PengawasPresident Commissioner

Agus Santoso





Company Profile

Warga Negara Indonesia, 58 tahun, lahir di Cimahi, Jawa Barat pada 17 April 1958. Menjabat sebagai anggota Dewan Pengawas Perum LPPNPI berdasarkan SK Menteri BUMN No. SK-30/MBU/2014 yang ditetapkan di Jakarta pada 4 Februari 2014. Saat ini, beliau berdomisili di Tangerang, Banten.

Meraih gelar Sarjana Sains Terapan dari program pendidikan Senior Air Traffic Control Pendidikan dan Latihan Penerbangan (PLP) Curug, Tangerang (1984).

Selain menjabat sebagai anggota Dewan Pengawas Perum LPPNPI, saat ini beliau dipercaya menjadi Direktur Keamanan Penerbangan Direktorat Jenderal Perhubungan Udara.

Sebelumnya, beliau pernah menjabat berbagai posisi di dunia penerbangan sipil nasional antara lain sebagai Kepala Otoritas Bandar Udara Wilayah VI-Padang (2011-2013), Direktur Navigasi Penerbangan (2013-2015), dan Kepala Kantor Otoritas Bandara Wilayah II Medan (Februari 2015-Juli 2015).

Indonesian citizen, 58 years old, born in Cimahi, West Java on April 17, 1958. Serves as the Commissioner of Perum LPPNPI based on the Decision Letter of Minister of SOEs No. SK-30/MBU/2014 which has been established in Jakarta on February 4, 2014. Currently, he lives in Tangerang, Banten.

Holds a Bachelor degree in Implementation Science from Senior Education Program of Air Traffic Control Education and Aviation Training (PLP) Curug, Tangerang (1984).

Besides serving as the Commissioner of Perum LPPNPI, he currently serves as Director of Aviation Security of Directorate General of Air Transportation.

Previously, he was entitled some positions in national civil aviation industry such as Head of Airport Authorities of Region VI Padang (2011-2013), Director of Flight Navigation (2013-2015) and Head Office of Airport Authorities of Region II Medan (February 2015- July 2015).

Anggota Dewan Pengawas Commissioner

M. Nasir Usman





Warga Negara Indonesia, 63 tahun, lahir di Cimahi, Jawa Barat pada 26 Juni 1953. Menjabat sebagai Anggota Dewan Pengawas Perum LPPNPI berdasarkan SK Menteri BUMN No. SK-14/MBU/2013 yang ditetapkan di Jakarta pada 10 April 2013. Saat ini, beliau berdomisili di Tangerang, Banten.

Beliau meraih gelar Sarjana Ekonomi dari Universitas Brawijaya, Malang (1980) dan meraih gelar Pasca Sarjana Ekonomi dari University of Colorado at Boulder di Amerika Serikat (1990).

Sebelumnya, beliau pernah menjabat sebagai Kepala Biro Organisasi dan Ketatalaksanaan Sekretariat Jenderal Kementerian Keuangan (2007-2008), Sekretaris Pengadilan Pajak Sekretariat Jenderal Kementerian Keuangan (2008-2011) dan Kepala Biro Sumber Daya Manusia.

Indonesian citizen, 63 years old, born in Cimahi, West Java on June 26, 1953. Serves as the Commissioners of Perum LPPNPI based on the Decision Letter of the Minister of SOEs No. SK-14/MBU/2013 that has been established in Jakarta, April 10, 2013. Currently, he lives in Tangerang, Banten

Holds a Bachelor degree in Economics from Universitas Brawijaya, Malang (1980) and Master degree in Economy from the University of Colorado at Boulder, USA (1990).

Previously, he entitled for several other positions such as Head Bureau of Organizational and Code of Conduct of General Secretariat of the Ministry of Finance (2007-2008), Secretary of Tax Court of General Secretariat of the Ministry of Finance (2008-2011) and Head Bureau of Human Resources Development.


Juni Hastoto


Warga Negara Indonesia, 47 tahun, lahir di Surakarta, Jawa Tengah pada 9 April 1969. Menjabat sebagai anggota Dewan Pengawas Perum LPPNPI berdasarkan SK Menteri BUMN No. SK-144/MBU/2014 yang ditetapkan di Jakarta pada tanggal 2 Juli 2014. Saat ini, beliau berdomisili di Bekasi, Jawa Barat.

Meraih gelar Sarjana Ekonomi Manajemen dari Universitas Slamet Riyadi (1995) dan gelar Pasca Sarjana Manajemen Keuangan dari Universitas Bhayangkara, Jakarta (2008).

Selain sebagai anggota Dewan Pengawas Perum LPPNPI, beliau juga menjabat sebagai Kepala Bidang Usaha Jasa Konstruksi I Kementerian BUMN sejak 2014.

Sebelumnya, beliau menduduki posisi Kepala Sub Bidang Usaha Industri Primer IIa2 Kementerian BUMN (2010-2013) dan Kepala Bidang Usaha Industri Strategis dan Manufaktur IIb Kementerian BUMN (2013-2014).

Indonesian citizen, 47 years old, born in Surakarta, Central Java on April 9, 1969. Serves as the Commissioner of Perum LPPNPI based on the Decision Letter of the Minister of SOEs No. SK-144/MBU/2014 that has been established in Jakarta on July 2, 2014. Currently, he lives in Bekasi, West Java.

Holds a Bachelor degree in Economy Management from Slamet Riyadi University (1995) and Master degree in Finance Management from Bhayangkara University, Jakarta (2008).

Besides serving as the Commissioner of Perum LPPNPI, he currently serves as Head of Business Line of Construction Service 1 of Ministry of SOEs since 2014.

Previously, he served as Head Sub-Business Line of Primary Industry IIa2 of Ministry of SOEs (2010-2013) and Head of Business Line of Strategic Industry and Manufacture IIb of Ministry of SOEs (2013-2014).


Haryo Indratno


PROFILDIREKSIProfile of the Boardof Directors

Warga Negara Indonesia, 50 tahun, lahir di Pekalongan, Jawa Tengah pada 11 November 1966. Menjabat sebagai Direktur Utama Perum LPPNPI sejak tahun 2016 berdasarkan SK Menteri BUMN No. SK-42/MBU/3/2017 yang ditetapkan di Jakarta pada 2 Maret 2017.

Meraih gelar Sarjana Teknik Geodesi dari Universitas Gadjah Mada, Yogyakarta tahun 1991 dan Magister Teknik Aeronautika, Jurusan Eksplorasi Aeronautika dari Ecole Nationale de L’aviation Civile (ENAC), Toulouse, Prancis tahun 1998. Selain pendidikan formal, beliau juga tercatat mengikuti beberapa pelatihan dan program sertifikasi internasional, antara lain Executive Leadership Program (ELP) Kementerian Badan Usaha Milik Negara (2017); APEC New Aviation Technologies Workshop II di Thailand (2010); Kursus Pelatihan ICAO Regional State Programe (SSP) di Thailand (2009); Audit Keselamatan Navigasi di STPI (2009); ADS-B Familiarization di Australia (2006); Senior Workshop Sistem Manajemen di Singapura (2006); Kursus PIM III (2005); dan ICAO PANS-Ops Update Seminar di Perancis (2004).

Sebelum menjabat sebagai Direktur Utama Perum LPPNPI, beliau mengawali karir dalam dunia penerbangan sipil sebagai Kepala Standardisasi Bagian Navigasi Penerbangan, Direktorat Keselamatan Penerbangan (2006-2001); Deputi Direktur Sistem dan Tata Cara Navigasi Penerbangan, Direktorat Keselamatan Penerbangan (2006-2009); Deputi Direktur Standardisasi dan Sertifikasi Navigasi Penerbangan, Direktorat Navigasi Penerbangan (2009-2014); Kepala Daerah Kewenangan II Medan (2014-2015); dan Direktur Navigasi Penerbangan, Kementerian Perhubungan (2015-2016).

Indonesian citizen, 50 years old, born in Pekalongan, Central Java on November 11, 1966. Currently serves as the President Director of Perum LPPNPI based on the Decision Letter of Minister of SOEs No. SK-42/MBU/3/2017 which has been established in Jakarta on March 2, 2017.

Holds a Bachelor degree in Geodetic Engineering from Gadjah Mada University, Yogyakarta in 1991 and Master of Aeronautical Engineering, Majoring in Aeronautical Exploitation, from Ecole Nationale de l’Aviation Civil (ENAC), Toulouse, France in 1998. In addition to formal education, he is also listed following several international certification courses and trainings, among others Executive Leadership Program (ELP) Ministry of Stated-owned Enterprises (2017); APEC New Aviation Technologies Workshop II in Thailand (2010); ICAO Regional State Safety Programe (SSP) Training Course in Thailand (2009); Navigation Safety Audit in STPI (2009); ADS-B Familiarization in Australia (2006); Senior Management System Workshop in Singapore (2006); PIM III Course (2005); and ICAO PANS-Ops Update Seminar in France (2004).

Prior to serving as the President Director of Perum LPPNPI, he began his career in the civil aviation world as Chief of Standardization of Air Navigation Section, Directorate of Aviation Safety (2006-2001); Deputy Director of System and Procedure of Air Navigation, Directorate of Aviation Safety (2006-2009); Deputy Director of Standardization and Certification of Air Navigation, Directorate of Air Navigation (2009-2014); Head of Airport Authority Region II Medan (2014-2015); and Director of Air Navigation, Ministry of Transportation (2015-2016).


Novie Riyanto





Company Profile

Warga Negara Indonesia, 60 tahun, lahir di Bojonegoro, Jawa Timur pada 31 Oktober 1956. Menjabat sebagai Direktur Operasi Perum LPPNPI berdasarkan SK Menteri BUMN No. SK-107/MBU/07/2015 yang ditetapkan di Jakarta pada 3 Juli 2015. Saat ini, beliau berdomisili di Tangerang.

Wisnu Darjono meraih gelar Diploma III dan Diploma IV setelah mengikuti pendidikan Air Traffic Controller di Akademi Pendidikan dan Latihan Penerbangan Curug. Kemudian, Beliau menyelesaikan pendidikan Sarjana di Universitas Islam Tangerang (2000) dan Pasca Sarjana di Universitas Tarumanagara Jakarta (2002).

Sebelum menjabat sebagai Direktur Operasi Perum LPPNPI, beliau mengawali karier dalam dunia penerbangan sipil sebagai Air Traffic Controller selama kurang lebih 30 tahun dan menjadi instruktur PLP/STPI Curug (1992-2008). Beliau juga menduduki beberapa posisi strategis di beberapa instansi, diantaranya menjabat sebagai Kepala Sub Direktorat Manajemen Lalu Lintas Penerbangan Direktorat Navigasi Penerbangan di Kementerian Perhubungan hingga tahun 2012 serta Direktur Safety & Standard di Perum LPPNPI (2013).

Atas pengabdiannya di dunia penerbangan nasional khususnya pada bidang navigasi udara, beliau menerima penghargaan Satyalancana Karya Satya 20 Tahun pada 2007.

Indonesian citizen, 60 years old, born in Bojonegoro, East Java on October 31, 1956. Serves as the Operational Director of Perum LPPNPI based on the Decision Letter of Minister of SOEs No. SK-107/MBU/07/2015 that has been established in Jakarta on July 3, 2015. Currently, he lives in Tangerang.

Wisnu Darjono got Associate Degree and Diploma IV after followed the education of Air Traffic Controller in Academy of Aviation Education and Training of Curug. Then, he finished his bachelor degree in the University of Islamic Tangerang (2000) and His master degree in the University of Tarumanegara, Jakarta (2002).

Before serving as the Operational Director of Perum LPPNPI, he started his career in civil aviation industry as Air Traffic Controller within 30 years and was instructor PLP/STPI Curug (1992-2008). He also ever entitled in strategic positions at few institution, such as entitled as Head Sub-Directorate of Air Traffic Management of Flight Navigation Directorate in Transportation Ministry until the year of 2012 and Director of safety and standard in Perum LPPNPI (2013).

On his dedication in national aviation industry especially at air navigation line, he received reward of Satya Lancana Karya Satya 20 Years in 2007.

Direktur OperasiOperational Director

Wisnu Darjono





Warga Negara Indonesia, 51 tahun, lahir di Pati, Jawa Tengah pada 28 September 1965. Menjabat sebagai Direktur Personalia dan Umum Perum LPPNPI berdasarkan SK Menteri BUMN No. SK-234/MBU/11/2015 yang ditetapkan di Jakarta pada 18 November 2015. Saat ini, beliau berdomisili di Tangerang.

Meraih gelar Dokter Umum dari Universitas Diponegoro Semarang (1991).

Rahadi Sulistyo mengawali karier dengan berprofesi sebagai Dokter di Puskesmas Somagede Kabupaten Banyumanik Semarang (1992). Beliau melanjutkan kariernya di PT Kereta Api Indonesia dengan menduduki beberapa posisi penting antara lain Vice President Kesehatan pada tahun 2013, Vice President Daerah Operasi 2 Bandung pada tahun 2014, Vice President Assessment & Human Resources Development pada tahun 2014 dan terakhir menjabat sebagai EVP Personnel Care and Control sebelum akhirnya diangkat menjadi Direktur Personalia dan Umum Perum LPPNPI.

Indonesian citizen, 61 years old, born in Pati, Central Java on September 28, 1965. Serves as the HRD and General Affair Director of Perum LPPNPI based on the Decision Letter of Minister of SOEs No. SK-234/MBU/11/2015 that has been established in Jakarta on November 18, 2015. Currently, he lives in Tangerang.

He got his Bachelor of Medical degree from the University of Diponegoro, Semarang (1991).

Rahadi Sulistyo started his career as a doctor in the Public Health Services (PUSKESMAS) of Somagede, Banyumanik City, Semarang (1992). He continued his career in PT Kereta API Indonesia with entitled several important positions such as Vice President of Healthy in 2013, Vice President of Operational Region 2, Bandung in 2014, Vice President of Assessment & Human Resources Development in 2014 and the last entitled as EVP Personnel Care and Control before the final of inauguration to be Director of HRD and General Affair of Perum LPPNPI.

Direktur Personaliadan UmumHRD and General Affair Director

Rahadi Sulistyo





Company Profile

Warga Negara Indonesia, 58 tahun, lahir di Semarang, Jawa Tengah pada 3 Juli 1958. Menjabat sebagai Direktur Keuangan Perum LPPNPI berdasarkan SK Menteri BUMN No. SK-234/MBU/11/2015 yang ditetapkan di Jakarta pada 18 November 2015. Saat ini, beliau berdomisili di Bekasi.

Triyana meraih gelar sarjana Ekonomi Pertanian di Universitas Negeri Solo (1982), melanjutkan pasca sarjananya di University of Miami Florida Amerika Serikat. Selain pendidikan formal, beliau juga tercatat mengikuti beberapa pelatihan dan program sertifikasi internasional antara lain, International Trade: Banker Trust di Amerika Serikat (1989), Trade Finance Course: Swiss Bank Corp. di Singapura (1994), Pacific Rims Bankers Program di Amerika Serikat (1997), China Import and Distribution di Tiongkok (2005), Global Sustainable Finance, Greening Financial Institution di Jerman (2011) serta Microfinance Forum: APRACA di Perancis (2013).

Sebelumnya, beliau pernah menjadi Direktur PT Sarana Bersama Pembiayaan Indonesia (2003-2007), Pemimpin Wilayah BRI Yogyakarta, Jawa Tengah (2012-2014) dan terakhir sebagai Direktur Keuangan PTPN II Medan (2014).

Indonesian citizen, 58 years old, born in Semarang, Central Java on July 3, 1958. Serves as the Finance Director of Perum LPPNPI based on the Decision Letter of Minister of SOEs No. SK-234/MBU/11/2015 that has been established in Jakarta on November 18, 2014. Currently, he lives in Bekasi.

Triyana got his bachelor of agriculture economy in University of Public Solo (1982), continued his master degree in the University of Miami Florida, USA. Besides the formal education, he also has been noted active in participating to several training and program of international certification, such as, International Trade: Banker Trust in United States of America (1989), Trade Finance Course; Swiss Bank CoRpin Singapore (1994), Pacific Rims Bankers Program in USA (1997), China Import and Distribution in Tiongkok (2005), Global Sustainable Finance, Greening Financial Institution in Germany (2011), and Microfinance Forum: APRACA in France (2013).

Previously, he was the Director of PT Sarana Bersama Pembiayaan Indonesia (2003-2007), Head Regional of BRI Yogyakarta- Central Java (2012-2014) and the last as Finance Director of PTPN II Medan (2014).

Direktur KeuanganFinance Director

Triyana





Warga Negara Indonesia, 57 tahun, lahir di Sipare-pare Sumatera Utara pada 14 September 1959. Menjabat sebagai Direktur Safety & Standard Perum LPPNPI berdasarkan SK Menteri Negara BUMN No. SK-107/MBU/07/2015 yang ditetapkan di Jakarta pada 3 Juli 2015. Saat ini, beliau berdomisili di Bekasi.

Yurlis Hasibuan meraih gelar Sarjana dari Universitas Sumatera Utara di Medan Sumatera Utara (1985). Selain pendidikan formal, beliau juga tercatat mengikuti beberapa pelatihan dan program sertifikasi internasional, antara lain, Safety Access and Reliability Analysis di Inggris (1990), Airframe Engine & Electrical Falcon 900 di Perancis (1991), Safety Assessment Reliability di Amerika Serikat (1992), ICAO Safety Management System di Bangkok, Thailand dan lain-lain.

Sebelum menjabat sebagai Direktur Safety & Standard Perum LPPNPI, beliau pernah menduduki beberapa posisi penting di lingkungan Kementerian Perhubungan antara lain sebagai Deputi Direktur Tenik Kementerian Perhubungan (1998-2002), Deputy Director for Maintanance Control (2002-2005), Deputy Director for Maintanace (2005-2007), Director of Airworthiness of Certification (2007-2011) serta Direktur Keamanan Penerbangan Kementerian Perhubungan.

Indonesian citizen, 57 years old, was born in Sipare-pare, North Sumatera on September 14, 1959. Serves as the Safety, Security and Standarization Director of Perum LPPNPI based on the Decision Letter of Minister of SOEs No. SK-107/MBU/07/2015 that has been established in Jakarta on July 3, 2015. Currently, lives in Bekasi.

Yurlis Hasibuan got his bachelor from the University of North Sumatera in Medan, North Sumatera (1985). Besides the formal education, he also has been noted active in participating to several training and international certification programs, such as Safety Access and Reliability Analysis in United Kingdom (1990). Airfram Engine & Electrical Falcon 900 in France (1991), Safety Assessment Reliability in the United States of America (1992). ICAO Safety Management System in Bangkok, Thailand and others.

Before entitles as Safety and Standard Director of Perum LPPNPI, he was entitled several important positions in Transportation Ministry such as Deputy Director of Technical of Transportation Ministry (1998-2002), Deputy Director for Maintenance Control (2002-2005), Deputy Director for Maintenance (2005-2007), Director of Airworthiness of Certification (2007-2011) and Aviation Security Director of Air Transportation.

Direktur Keselamatan,Keamanan dan StandardisasiSafety, Security and Standarization Director

Yurlis Hasibuan


PROFIL SINGKAT PEJABAT EKSEKUTIFBrief Profile of Executive Officers

Lahir pada 11 Maret 1967 (49 tahun), pendidikan terakhir S2, bergabung di Perum LPPNPI sejak 1 Juni 2013.

Born on March 11, 1967 (49 years old), has a Master’s Degree, joined in Perum LPPNPI since June 1, 2013.

Kepala Divisi Perencanaan & Pengendalian Pelayanan Navigasi PenerbanganHead of Planning & Control Division of Air Navigation Services

Endaryono

Lahir pada 7 Januari 1962 (54 tahun), pendidikan terakhir S2, bergabung di Perum LPPNPI sejak 1 Juni 2013.

Born on January 7, 1962 (54 years old), has a Master’s Degree, joined in Perum LPPNPI since June 1, 2013.

Kepala Divisi Pengayaan Personil Pelayanan Navigasi PenerbanganHead of Personnel Enrichment Division of Air Navigation Services

Ari Subandrio

Lahir pada 3 Agustus 1966 (50 tahun), pendidikan terakhir D.IV, bergabung di Perum LPPNPI sejak 1 Oktober 2013.

Born on August 3, 1966 (50 years old), has a Diploma IV Degree, joined in Perum LPPNPI since October 1, 2013.

Kepala Divisi Data & Evaluasi Pelayanan Navigasi PenerbanganHead of Data & Evaluation Division of Air Navigation Services

Adri Gunawan Wibisono

Lahir pada 11 Maret 1965 (51 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 April 2015.

Born on March 11, 1965 (51 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since April 1, 2015.

Kepala Divisi Standardisasi & Sertifikasi Pelayanan Navigasi PenerbanganHead of Standardization & Certification Division of Air Navigation Services

I Wayan Sudiarta

Lahir pada 4 April 1971 (45 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Juni 2013.

Born on April 4, 1971 (45 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since June 1, 2013.

Sekretaris Perusahaan, merangkap Pts Kepala Biro HukumCorporate Secretary, concurrently as Head of Legal Bureau

Didiet Kus Sam Radityo

Lahir pada 23 Oktober 1961 (55 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Oktober 2013.

Born on October 23, 1961 (55 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since October 1, 2013.

Kepala Satuan Pengawas InternalHead of Internal Control Unit

Heny Dewanto

Lahir pada 22 April 1963 (53 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 April 2015.

Born on April 22, 1963 (53 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since April 1, 2015.

Kepala Biro PengadaanHead of Procurement Bureau

Joko Waskito

Lahir pada 10 November 1972 (44 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Oktober 2013.

Born on November 10, 1972 (44 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since October 1, 2013.

Kepala Biro Pengelolaan Kinerja Perusahaan, Manajemen Risiko & GCGHead of Corporate Performance Management, Risk Management & GCG Bureau

Ari Suryadharma


Lahir pada 24 Juni 1963 (53 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Juni 2013.

Born on June 24, 1963 (53 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since June 1, 2013.

Kepala Divisi Keselamatan & Jaminan KualitasHead of Safety & Quality Assurance Division

Ida Yuniarti

Lahir pada 7 Maret 1976 (40 tahun), pendidikan terakhir S2, bergabung di Perum LPPNPI sejak 1 Juni 2013.

Born on March 7, 1976 (40 years old), has a Master’s Degree, joined in Perum LPPNPI since June 1, 2013.

Kepala Divisi Keamanan, Kesehatan & Lingkungan KerjaHead of Security, Health & Environment Division

Riza Fahmi

Lahir pada 8 November 1976 (40 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Juni 2013

Born on November 8, 1976 (40 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since June 1, 2013.

Kepala Divisi Perencanaan InvestasiHead of Investment Planning Division

MOCHAMMAD TOHAROH NURHUDA

Lahir pada 15 Agustus 1969 (47 tahun), pendidikan terakhir S2, bergabung di Perum LPPNPI sejak 19 November 2014

Born on August 15, 1969 (47 years old), has a Master’s Degree, joined in Perum LPPNPI since November 19, 2014.

Kepala Divisi Teknologi InformasiHead of Information Technology Division

Arief Agustama

Lahir pada 17 Juni 1970 (46 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Oktober 2013.

Born on June 17, 1970 (46 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since October 1, 2013.

Kepala Divisi Monitoring & Evaluasi PerusahaanHead of Corporate Monitoring & Evaluation Division

Samatali Nakhe

Lahir pada 13 Mei 1963 (53 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Oktober 2013.

Born on May 13, 1963 (53 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since October 1, 2016.

Kepala Divisi Teknik Desain & RekayasaHead of Technical Design & Engineering Division

Theodorus

Lahir pada 10 Oktober 1974 (42 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Juni 2013.

Born on October 10, 1974 (42 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since June 1, 2013.

Kepala Divisi Teknik Kesiapan FasilitasHead of Engineering Facility Readiness Division

Made Gede Nugraha Dewantara

Lahir pada 30 Juni 1963 (53 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Februari 2014.

Born on June 30, 1963 (53 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since February 1, 2014.

Kepala Divisi Teknik Manajemen Data & LogistikHead of Data & Logistics Management Division

Syafyunidel


Lahir pada 12 Maret 1966 (50 tahun), pendidikan terakhir D.IV, bergabung di Perum LPPNPI sejak 1 Oktober 2013.

Born on March 12, 1966 (50 years old), has a Diploma IV Degree, joined in Perum LPPNPI since October 1, 2013.

Kepala Divisi Organisasi & Pengembangan PersonaliaHead of Organization & Personnel Development Division

Mokhammad Khatim

Lahir pada 1 Januari 1975 (41 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 2 Maret 2016.

Born on January 1, 1975 (41 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since March 2, 2016.

Kepala Divisi UmumHead of General Affair Division

Kiki RudianaLahir pada 7 November 1971 (45 tahun), pendidikan terakhir S2, bergabung di Perum LPPNPI sejak 1 Juli 2016.

Born on November 7, 1971 (45 years old), has a Master’s Degree, joined in Perum LPPNPI since July 1, 2016.

Kepala Divisi Akuntansi & AsetHead of Accounting & Assets Division

Maria Ulfa

Lahir pada 28 Januari 1976 (40 tahun), pendidikan terakhir D.IV, bergabung di Perum LPPNPI sejak 15 September 2015.

Born on January 28, 1976 (40 years old), has a Diploma IV Degree, joined in Perum LPPNPI since September 15, 2015.

Kepala Divisi Transaksi KeuanganHead of Financial Transaction Division

Dede Irwandi

Lahir pada 14 November 1971 (45 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Juni 2013.

Born on November 14, 1971 (45 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since June 1, 2013.

Kepala Divisi Perencanaan & Strategi KeuanganHead of Financial Planning & Strategy Division

Rahayu Ahmad Junaedi

Lahir pada 10 Oktober 1973 (43 tahun), pendidikan terakhir S1, bergabung di Perum LPPNPI sejak 1 Oktober 2013.

Born on October 10, 1973 (43 years old), has a Bachelor’s Degree, joined in Perum LPPNPI since October 1, 2013.

Kepala Divisi Administrasi Personalia & Hubungan IndustrialHead of Personnel Administration & Industrial Relation Division

Suwandi


SUMBER DAYAMANUSIAHuman Resources

Sumber Daya Manusia (SDM) merupakan salah satu aset penting bagi sebuah perusahaan, termasuk bagi LPPNPI. Di tangan SDM yang berkualitas, punya dedikasi dan komitmen kerja yang tinggi dalam bekerja, maka kemajuan perusahaan akan tercapai. Begitu pun sebaliknya.

Untuk mendapatkan sumber daya manusia yang berkualitas, cara terbaik yang bisa ditempuh adalah melakukan seleksi secara ketat. Adapun cara terbaik untuk mengasah sumber daya manusia yang ada adalah secara berkala mengadakan asesmen, pendidikan dan pelatihan sesuai dengan kebutuhan perusahaan.

Human Resources is one of an important asset for a company, includes for LPPNPI. In the hands of qualified of human resources, dedicated and high working commitment, hence company growth will be achieved. Vice versa.

To attain qualified human resources, the best way is by conducting strict selection. As for the best way to empower existing human resources by conducting periodical assessment, education and training based on company’s needs.

REKRUTMENRecruitment

Rekrutmen karyawan baru berfungsi untuk melakukan regenerasi serta memberikan keseimbangan komposisi karyawan LPPNPI di seluruh Indonesia agar kegiatan operasional yang dijalankan dapat berjalan dengan baik dan berjalan sebagaimana mestinya. Untuk keberlanjutan operasional, LPPNPI terus menambah kuantitas maupun kualitas Sumber Daya Manusia-nya untuk meningkatkan layanan kepada para pengguna jasa. Oleh karena itu, LPPNPI menyusun program rekrutmen yang komprehensif serta memperhatikan faktor lainnya agar jumlah karyawan yang ada dapat mempengaruhi efisiensi kinerja Perusahaan.

Pada tahun 2016, sumber daya manusia LPPNPI tercatat sebanyak 3.715 orang, naik 9,04% dibanding tahun 2015 sebanyak 3.407 orang. Sampai dengan akhir tahun 2016, telah terealisasi jumlah karyawan yang direkrut oleh LPPNPI untuk fungsi operasi dan teknik sebanyak 261 orang, dan telah diangkat pada bulan September 2016. LPPNPI juga telah melakukan rekrutmen untuk tenaga administrasi, keuangan dan pendukung operasional yang bersumber dari internal perusahaan sebanyak 108 orang, dan telah diangkat Desember 2016. Sementara itu, rekrutmen karyawan untuk mengisi fungsi operasi dan teknik yang bersumber dari lulusan STPI dan ATKP sebanyak 288 orang, dan pada akhir tahun 2016 masuk dalam periode pemagangan.

Function recruiting new employee is for regeneration as well as creating balance on employee composition of LPPNPI throughout Indonesia hence to enable smoothness of operational activities and well operated and conducted accordingly. For operational sustainability, LPPNPI continues to increase the quantity and quality of human resources to enhance services for users. Therefore, LPPNPI creates comprehensive recruitment program which also consider other factors to empower existing human resources which will impact efficiency for Company’s performance.

In year 2016, human resources of LPPNPI was recorded 3,715 person, up to 9.04% compare to year 2015 of 3,407 person. Until the end of 2016, LPPNPI employee’s recruitment realization for operational and technical function of 261 person, and has inaugurated on September 2016. LPPNPI has also recruited person for administration staff, finance and supporting operational staff from internal Company resources in range of 108 person and has inaugurated on December 2016. Meanwhile, employee’s recruitment to fill the function of operational and technical from STPI and ATKP Graduates in range of 288 person, and by the end of 2016, enter to the internship period.





Company Profile

Dari 3.715 orang karyawan LPPNPI tahun 2016, sebanyak 1.440 orang bekerja di bagian ATC, 494 orang di bagian teknik, dan 391 orang di bagian FSO. Sebagian lainnya memegang fungsi sebagai AIS, manajerial, staf, fungsional, FDO dan ATFM.

Profil sumber daya manusia selengkapnya disajikan dalam tabel-tabel berikut:

KOMPOSISI SUMBER DAYA MANUSIA TAHUN 2016Composition of Human Resources in 2016

From 3,715 person of LPPNPI’s employee in 2016, 1,440 person worked in ATC section, 494 person in technical section and 391 person in FSO section. Some other section worked in the AIS function, Managerial, Staff and Functional, FDO and ATFM.

The profile of a complete Human Resources can be viewed on the table herein below:

LOKASI/UNITLocation/Unit

RKAPCWPB

REALISASIRealization

DEVIASIDeviation

Kantor PusatHead Office 377 434 57

JATSC 528 572 44MATSC 272 272 0Medan 147 143 -4Bali 121 126 5Surabaya 139 153 14Balikpapan 80 80 0Padang 50 51 1Palembang 72 81 9Pekanbaru 73 73 0Pontianak 56 57 1Banjarmasin 50 54 4Manado 53 52 -1Semarang 51 56 5Aceh 40 38 -2Tanjung Pinang 50 50 0Pangkal Pinang 41 41 1Jambi 48 46 -2Halim 43 44 1Bandung 37 41 4Kupang 50 55 5Biak 46 40 -6Ambon 42 41 -1Solo 30 32 2Yogyakarta 42 42 0Lombok 48 53 5Batam 48 48 0Tarakan 27 28 1Jayapura 52 63 11Cabang/Unit LainnyaBranch/Other Units 1.105 848 -257

JumlahTotal 3.818 3.715 -103





KOMPOSISI SUMBER DAYA MANUSIAThe Composition of Human Resources

Pada Tahun 2016, kekuatan sumber daya manusia tercatat 3.715 orang. Sampai dengan Tahun 2016, telah terealisasi jumlah karyawan yang direkrut oleh Perum LPPNPI untuk fungsi operasi dan teknik sebanyak 261 orang yang telah diangkat pada bulan September 2016. Selain itu, Perum LPPNPI juga telah melakukan rekrutmen untuk tenaga administrasi, keuangan dan pendukung operasional yang bersumber dari internal perusahaan sebanyak 108 orang yang telah diangkat Desember 2016. Selain itu rekrutmen karyawan untuk mengisi fungsi operasi dan teknik yang bersumber dari lulusan STPI dan ATKP sebanyak 288 orang telah dilaksanakan dan pada akhir tahun 2016 masuk dalam periode pemagangan.

Dari 3.715 orang SDM Perum LPPNPI pada Tahun 2016, sebagian besar terdiri dari 1.440 orang pada bagian ATC, 494 orang pada bagian teknik dan 391 orang pada bagian FSO. Sebagian lainnya memegang fungsi sebagai AIS, managerial, staf, fungsional, FDO dan ATFM.

Komposisi karyawan selengkapnya disajikan dalam tabel-tabel berikut:

In year 2016, human resources of LPPNPI was recorded 3,715 personnel, up to 9.04% compare to year 2015 of 3,407 personnel. Until the end of 2016, realization number of employees recruited by Perum LPPNPI for operational and technical function of 261 personnel, and inaugurated on September 2016. In addition, Perum LPPNPI has also conducted recruitment for administration staff, finance and supporting operational staff from internal Company resources in total of 108 personnel and inaugurated on December 2016. In addition, employee recruitment to fill out the operations and technical function sources from STPI and ATKP graduates in total of 288 personnel accomplished, and by the end of 2016 entered the apprenticeship period.

From 3,715 personnel of LPPNPI’s employee in 2016, 1,440 personnel worked in ATC section, 494 personnel in technical section and 391 personnel in FSO section. Some other section worked in the AIS function, Managerial, Staff and Functional, FDO and ATFM.

The complete profile of Human Resources can be viewed on the following table:

JENIS KELAMINGender

2015 2016 ∆

Laki-lakiMale 2.440 2.642 8,28%

PerempuanFemale 967 1.073 10,96%

JumlahTotal 3.407 3.715 9,04%

KOMPOSISI KARYAWAN BERDASARKAN JENIS KELAMIN

Employee Composition Based on Gender

KOMPOSISI KARYAWAN BERDASARKAN JENJANG PENDIDIKAN

Employee Composition Based on Education Level

PENDIDIKANEducation 2015 2016 ∆

SD 1 1 0%SLTA 21 58 176,19%DI 58 60 3,45%DII 586 578 -1,36%DIII 1.918 2.154 12,30%DIV 349 347 -0,57%S1 460 499 8,48%S2 14 18 28,57%JumlahTotal 3.407 3.715 9,04%





Company Profile

KOMPOSISI KARYAWAN BERDASARKAN USIA

KOMPOSISI KARYAWAN BERDASARKAN PERJANJIAN KERJA WAKTU TERTENTU

(PKWT)

KOMPOSISI KARYAWAN BERDASARKAN STATUS KEPEGAWAIAN

KOMPOSISI KARYAWAN BERDASARKAN LEVEL ORGANISASI

Employee Composition Based on Age

Employee Composition Based on Memorandum of Working Own Periodicity (PKWT)

Employee Composition Based on Employment Status

Employee Composition Based on Organization Level

USIAAge 2015 2016 ∆

20-25 1.194 1.268 6,20%26-30 690 910 31,88%31-35 221 249 12,67%36-40 477 477 0%41-45 269 274 7,43%46-50 210 240 14,29%51-55 299 271 -9,36%56-58 47 26 45,68%JumlahTotal 3.407 3.715 9,04

PKWT2015 2016 ∆

111 390 251,35%

STATUS 2015 2016 ∆

Calon KaryawanPre-employment

634 1 -99,84%

KaryawanEmployee 1.459 2.503 71,56%

PNSCivil Employee 2 - 0%

PNS Diper-bantukanSupporting Civil Employee

1.123 1.072. -4,54%

PNS DitugaskanMandataries Civil Employee

- - -

AP Diper-bantukanSupporting Air Force

189 139 26,45%

TNI DitugaskanMandataries Army

- - -

JumlahTotal 3.407 3.715 9,04%

LEVEL ORGANISASIOrganization Level 2016

Managerial 392FungsionalFunctional 82

Air Traffic Controler 1.440FSO 405AIS 267ATFM 12FDO 25Teknik CNSCNS Engineer 496

Teknik SupportSupport Engineer 230

StafStaff 366

JumlahTotal 3.715





PENGEMBANGAN KOMPETENSI KARYAWANDevelopment of Employee’s Competencies

Perum LPPNPI beroperasi penuh menangani seluruh wilayah udara Indonesia dimana perusahaan bertanggung jawab memberikan pelayanan navigasi penerbangan pada 2 area control center, 25 terminal control unit, 55 tower dan 111 flight information unit terhadap lebih dari 1,5 juta pergerakan pesawat yang mengangkut 75 juta penumpang ke seluruh wilayah kepulauan Indonesia, ditambah lagi dengan 60.000 penerbangan yang mengangkut 13,5 juta penumpang terbang melintasi wilayah udara Indonesia.

Oleh karena itu, SDM Perusahaan dikembangkan sedemikian rupa guna mencapai kemampuan yang dibutuhkan. Pengembangan SDM sangat diperlukan karena memiliki aspek-aspek yang penting bagi peningkatan produktivitas SDM guna mewujudkan visi perusahaan “menjadi penyedia layanan navigasi penerbangan terbaik di Asia Tenggara.”

Perusahaan mengadakan program pelatihan dan pembinaan untuk mengembangkan keterampilan karyawan, dengan fokus pada penerapan standar keselamatan penerbangan. Program pelatihan umum termasuk pelatihan keselamatan kerja, kepemimpinan, dan pembinaan mental kerja sesuai dengan nilai Perusahaan. Program pelatihan khusus secara berkala diberikan kepada karyawan supaya dapat mendukung LPPNPI menjadi perusahaan navigasi berkelas internasional.

Pada tahun 2016, Perusahaan mengikutsertakan karyawan dalam berbagai pelatihan dengan total biaya sebesar Rp36.752.419.000, turun 44,84% dibandingkan tahun 2015 sebesar Rp66.629.669.872.

Berikut rincian pelatihan yang telah diikuti oleh karyawan Perusahaan:

Perum LPPNPI operates adequately to handle all airspace of Indonesia where the Company is responsible to provide flight navigation for 2 control area centers, 25 terminal control unit, 55 towers and 111 flight information unit toward more than 1,5 million of airplane movement that carried 75 million of passengers throughout Indonesia’s island, plus with 60.000 flights that carried 13,5 million of passengers flighted across airspace of Indonesia.

Therefore, Human Resources of Company has been developed as effectively in achieving required competencies. Development of human resources are highly needed because it retains important aspects on enhancement of human resources to enabling the Company’s vision, “becoming the best service provider agency of flight navigation in Southeast Asia.”

The Company conducts program for training and maintenance to develop employee’s skill by focusing on implementation of safety aviation standard. Program of general training includes training of safety work, leaderships and mental coaching based on Corporate values. Program for special training periodically conducted for employees to support Perum LPPNPI in becoming the international class navigation company.

In 2016 period, the Company has facilitated employee in various training with total cost of Rp36,752,419,000, down to 44.84% than the year of 2015 in the amount of Rp66,629,669,872.

Herein below are training details participated by the Company’s employees:


NAMA PENDIDIKAN/PELATIHANEducation/Training Name

LOKASI & TANGGALLocation & Date

PENYELENGGARAOrganizer

PESERTAParticipant

DIREKTORAT OPERASI DIRECTORATE OF OPERATIONS

Radar Enroute (ACC)Makassar, 19 Juli - 5 OktoberJuly 19 - October 5

ATKP Makassar 12

ATC CheckerMakassar, 19 Juli - 3 AgustusJuly 19 - August 3

ATKP Makassar 20

ATC Supervisor CourseSurabaya, 15-21 SeptemberSeptember 15-21

ATKP Surabaya 20

Aeronautical Communication Supervisor

Surabaya, 3-19 OktoberOctober 3-19

ATKP Surabaya 20

CPDLC Curug, 5-25 OktoberOctober 5-25 STPI Curug 12

Radar (APP)Curug, 25 Juli - 22 NovemberJuly 25 - November 22

STPI Curug 12

Aeronautical Communication Check Officer

Curug, 1-14 AgustusAugust 1-14 STPI Curug 20

Team Resource Management (TRM) dan Basic High Intensity Runway Operation (HIRO)

Curug STPI Curug 100

Workshop Prosedure Pengukuran Koordinat Navigasi Penerbangan Dan Assessment ObstacleWorkshop of Procedure Flight Navigation Coordinate Measurement and Assessment Obstacle

Tangerang, 24-26 FebruariFebruary 24-26

DNP 18

Pelatihan Simulator Tower 360 dan Simulator APP RadarTraining of Simulator Tower 360 and Simulator APP Radar


Bimbingan Teknis dan Ujian Rating serta Penetapan Checker Personel Aeronautical Information ServiceTechnical Mentoring and Rating Examination and establishment of Checker man Aeronautical Information Service

Tangerang DNP 41

Team Resource Management (TRM) dan Basic High Intensity Runway Operation (HIRO) Tahap 2Team Resource Management (TRM) and Basic High Intensity Runway Operation (HIRO) Phase 2


Pengujian Rating dan Penetapan Checker Personel AISRating Examined and Establishment of Checker man AIS

Kantor Cabang Perum LPPNPIPerum LPPNPI Branch Office

121 12

Short Course Enac - ATC Supervisor Generic Tangerang ENAC 20





PESERTAParticipant

PBNMedan, 21 November - 2 DesemberNovember 21 - December 2

ATKP Medan 12

DIREKTORAT TEKNIK DIRECTORATE OF ENGINEERING

TCC HF A/GMakassar, 10 Oktober - 9 NovemberOctober 10 - November 9

ATKP Makassar 20

TCC GENSET dan ACOSTCC GENSET and ACOS

Medan, 20 Juli - 16 AgustusJuly 20 - August 16

ATKP Medan 20

TCC Air Conditioning System (AC)Medan, 24 Agustus - 30 SeptemberAugust 24 - September 30

ATKP Medan 20

TCC AMSCMedan, 19 September - 21 OktoberSeptember 19 - October 21

ATKP Medan 20

Management ProjectBogor, 19-22 Desember 2017December 19-22, 2017

In House 50

TCC AMHS(TCC NDB 2) Surabaya ATKP Surabaya 20

TCC NDBCurug, 5-23 SeptemberSeptember 5-23

BP3 Curug 20

TCC NDB Tahap ke IICurug, 14 November - 1 DesemberNovember 14 - December 1

STPI Cururg 20

TCC VHF A/GCurug, 25 Juli - 23 AgustusJuly 25 - August 23

BP3 Curug 20

TCC VSCSCurug, 24 Oktober - 25 NovemberOctober 24 - November 25

BP3 Curug 20

Workshop Digital AIM Curug, 15-18 AgustusAugust 15-18 STPI 20

TCC AutomationCurug, 14 November - 16 DesemberNovember 14 - December 16

STPI 20

Short Course Enac - System Engineering

Tangerang, 13-17 Desember 2017December 13-17

Enac 20

ASMGCS MaintenanceCurug, 13 September - 7 Oktober 2017September 13 - October 7

STPI 12





PESERTAParticipant

DIREKTORAT KESELAMATAN, KEAMANAN, & STANDARISASI

DIRECTORATE OF SAFETY, SECURITY & STANDARIZATION

PANS-OPS (BASIC)Curug, 1-29 SeptemberSeptember 1-29

STPI Curug 107

PANS-OPS (ADVANCED)Curug, 13 September - 10 OktoberSeptember 13 - October 10

STPI Curug 12

ATS and PBN Procedure Design Jepang JICA 1Requiretment Navigation Performance - Authorization Required (RNP-AR)ATS and PBN Procedure Design

Tangerang DNP 25

Workshop Implementasi RPP Pengelolaan Lingkungan Hidup Dan RPP Kebijakan Energi NasionalRequirement Navigation Performance - Authorization Required (RNP-AR)

Jakarta, 27-28 JanuariJanuary 27-28

LPPLH 1

Workshop on Safety for ATCTangerang, 30-31 Juni dan 2-3 JuniJune 30-31 and June 2-3

Perum LPPNPI 60

DIREKTORAT SERVICE DEVELOPMENT & IT

DIRECTORATE OF SERVICE DEVELOPMENT & IT

Pelatihan Pemrograman Database Berbasis WebTraining of Database Programming on Web Basis

Kantor Pusat, 15-18 DesemberHead Office, December 15-18

PT Time Excelindo 15

Diklat Pengembangan Aplikasi Web Dengan PHP Code IgniterWorkshop of Web Application Development with PHP Code Igniter

Kantor Pusat, 10-13 OktoberHead Office, October 10-13

15

DIREKTORAT KEUANGAN DIRECTORATE OF FINANCE

CRM Fundamental 25-26 Agustus 2017August 25-26, 2017

AARM/isystem Asia 10

Pelatihan Chartered Financial Analyst (CFA) Level 1Training of Chartered Financial Analyst (CFA) Level 1

13 Februari - 26 Mei 2017February 13 - May 26, 2017

Pusat Pengembangan Akuntansi Fakultas EkonomiAccounting Development Center Faculty of Economics

2

Pelatihan Certified Risk Management Officer (CRMO)Training of Certified Risk Management Officer (CRMO)

28-31 MaretMarch 28-31

Lembaga Sertifikasi Profesi Manajemen Risiko (LSPMR)Risk Management Professional Certification Institute (LSPMR)

1

Workshop One to One CRM Analysis 31 MaretMarch 31 Isystemasia 1





PESERTAParticipant

DIREKTORAT PERSONALIA & UMUM DIRECTORATE OF HRD & GENERAL AFFAIRPembekalan Peserta Magang Angkatan I Tahun 2016Initiation and Orientation of Internship Participant of Generation 1 of 2016


Marinir - TNI ALMarines - Navy 262

Pelatihan Kedisiplinan Peserta Magang Angkatan I Tahun 2016Disciplinary Training of Internship Participant of Generation 1 of 2016

29-31 MaretMarch 29-31 Perum LPPNPI 262

Pembekalan Peserta Magang Angkatan 2 Tahun 2016Initiation and Orientation of Internship Participant of Generation 2 of 2016

18-25 JuliJuly 18-25 Perum LPPNPI 108

Pelatihan Kedisiplinan Peserta Magang Angkatan 2 Tahun 2016Disciplinary Training of Internship Participant of Generation 2 of 2016

18-25 JuliJuly 18-25


Pembekalan Peserta Magang Angkatan 3 Tahun 2016Initiation and Training of Internship Participant of Generation 3 of 2016

14-21 NovemberNovember 14-21 Perum LPPNPI 350

Pelatihan Kedisiplinan Peserta Magang Angkatan 3 Tahun 2016Disciplinary Training of Internship Participant of Generation 3 of 2016

14-21 NovemberNovember 14-21


PurnabaktiRetirement Lombok Perum LPPNPI 60

Kegiatan Talent Base ManagementActivity of Talent Base Management Perum LPPNPI 66

Finance for Non Executive Finance Bandung Perum LPPNPI 40PENGAWAS INTERNAL INTERNAL AUDIT

Seminar Nasional Internal Audit 2016National Seminary of Internal Audit 2016

27-28 AprilApril 27-28

Yayasan Pendidikan Internal Audit (YPIA)

1

Pelatihan Sertifikasi Audit Intern Tingkat Dasar IICertification Training of Audit Intern Basic II

15-26 FebruariFebruary 15-26


2




2


9-20 MeiMay 9-20


2

BIRO HUKUM LEGAL BUREAUHukum UdaraAir Law

11 AprilApril 11

Universitas Airlangga 2


PENDIDIKAN DAN PELATIHAN MaNajemenEducation and Training for Management

DEWAN PENGAWAS

DIREKSI


Board of Directors

Dewan Pengawas tahun 2016 belum memiliki kebijakan yang mengatur mengenai program pelatihan/pengembangan bagi Dewan Pengawas, tetapi program pelatihan tersebut telah tercantum dalam Program Kerja Dewan Pengawas Tahun 2016.

Hingga akhir tahun 2016, Direksi memiliki kebijakan untuk program pelatihan karyawan namun belum mengatur kebijakan pelatihan/pengembangan untuk Direksi. Anggaran untuk pengembangan Direksi masih tergabung dengan anggaran pelatihan karyawan.

Walau begitu, sejumlah Direktur telah mengikuti pelatihan sebagai berikut:1. Direktur Operasi mengikuti Civil-Military

Cooperation & Flexible Use of Airspace Workshop tanggal 30-31 Maret 2016, serta mengikuti Transportation Ministerial Meeting of Developing Countries tanggal 30-31 Mei 2016.

2. Direktur Pengembangan Pelayanan mengikuti Shoutheast Asian Modern Airport Summit pada 6 April 2016.

3. Direktur Keselamatan, Keamanan dan Standardisasi mengikuti Partnering in Opening Skies of Southeast Asia, with Special Reference to The Position of Indonesia, tanggal 7 April 2017, serta mengikuti Workshop Safety (Safety Matters & ATM in General), tanggal 19-20 Mei 2016.

Untuk meningkatkan kompetensi, selama tahun 2016, Dewan Pengawas, Sekretaris Dewan Pengawas, Komite Audit, Direksi, Sekretaris Perusahaan, dan Satuan Pengawas Intern LPPNPI telah mengikuti serangkaian pendidikan, pelatihan, workshop, seminar, dan lain-lain, seperti disajikan dalam tabel berikut:

The Board of Commissioners in 2016 period have no policy yet concerning training/development program for the Board of Commissioners, but the training program is already stipulated in Work Program of the Board of Commissioners in 2016 period.

Until the end of 2016, the Board of Directors have policy for employee training program but the policy does not stipulate training//development for the Board of Commissioners. The budget for the Board of Directors development were still unified with the budget for employee’s training.

Moreover, the Board of Directors has participated in some training as follows:1. Operational Director participated in Civil-

Military Cooperation & Flexible Use of Airspace Workshop dated March 30-31, 2016, also participated in Transportation Ministerial Meeting of Developing Countries dated May 30-31, 2016.

2. Service Development Director participated in Southeast Asian Modern Airport Summit on April 6, 2016.

3. Safety, Security and Standardization Director participated in partnering in opening skies of Southeast Asia, with Special Reference to The Position of Indonesia, dated April 7, 2017, also participated in Workshop Safety (Safety Matters & ATM in General) dated May 19-20, 2016.

To enhance competencies, during 2016, the Board of Commissioners, Secretary of the Board of Commissioners, Audit Committee, the Board of Directors, Corporate Secretary and Internal Auditor of LPPNPI have participated in several education, training, workshop, seminary and others, as described in the following table:


SEKRETARIS PERUSAHAANCorporate Secretary




PESERTAParticipant

Workshop Jambore Media dan PR Indonesia di YogyakartaWorkshop on Media Jamboree and PR Indonesia in Yogyakarta

4-6 Oktober 2016October 4-6, 2016 PR Indonesia 4

Workshop Kupas Tuntas Layanan Informasi PublikWorkshop on Peeled-Off Public Information Services

10 Maret 2016March 10, 2016

Forum Humas BUMN 1

Forum Komunikasi Petugas Pelayanan PimpinanCommunication Forum Leaders Service Officer

28 Oktober 2016October 28, 2016

Biro Umum Kemenhub 2

4. Direktur Utama, Direktur Keselamatan, Keamanan dan Standarisasi, Direktur Operasi dan Direktur Pengembangan Pelayanan mengikuti kegiatan “CONSO Asia-Pacific Safety & Operation Working Group Meeting” tanggal 22-24 November 2016 di Kantor Cabang Madya Denpasar.

5. Direktur Teknik (Bapak Lukman F. Laisa) mengeluarkan buku “Sejarah Bandar Udara Wamena” pada Januari 2016.

4. President Director, Safety, Security & Standardization Director, Operational Director and Service Development Director participated in the event of “CONSO Asia-Pacific Safety & Operation Working Group Meeting” dated November 22-24, 2016 in Middle Branch Office of Denpasar.

5. Technical Director (Mr. Lukman F. Laisa) launched his book which entitled “History of Wamena Airport” (Sejarah Bandar Udara Wamena) in January 2016.


INFORMASIPEMEGANG SAHAMShareholders Information

Berdasarkan Peraturan Pemerintah (PP) No. 77 tahun 2012 tentang Perum LPPNPI, Pasal 1 ayat 1, Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia yang selanjutnya disebut Perum LPPNPI, adalah badan usaha yang menyelenggarakan pelayanan navigasi penerbangan di Indonesia serta tidak berorientasi mencari keuntungan, berbentuk Badan Usaha Milik Negara yang seluruh modalnya dimiliki negara berupa kekayaan negara yang dipisahkan dan tidak terbagi atas saham sesuai Undang-Undang No. 19 Tahun 2003 tentang Badan Usaha Milik Negara.

Atas dasar tersebut, LPPNPI tidak bisa menyampaikan rincian tentang 20 pemegang saham terbesar beserta persentase kepemilikannya, maupun informasi tentang pemegang saham dan persentase kepemilikan saham yang memiliki saham 5% atau lebih. Selain itu, Perusahaan juga tidak melakukan penawaran umum sehingga tidak ada informasi realisasi penggunaan dana hasil penawaran umum.

Based on the Government Regulation No. 77 of 2012 concerning Perum LPPNPI, Article 1 Paragraph 1, Public Company of The Indonesian Aviation Navigation Service Provider (Perum LPPNPI) subsequently shall be referred to as Perum LPPNPI, is a business entity that conducted Flight Navigation services in Indonesia and not profit orientated, established in the form of State-Owned Enterprises which all capital is owned by the State in the form of separated and undivided state assets of shares based on Law No. 19 Year 2003 concerning State-Owned Enterprises.

With refer to the abovementioned guideline, LPPNPI cannot be disclose detail of 20 largest shareholders and ownership percentage, either information on the shareholders and its’ ownership percentage whose shares ownership is 5% or more. The Company also does not apply public offering so there is no information of fund usage realization as a result of public offering activities.

KOMPOSISI KEPEMILIKAN MODALCapital Ownership Composition

PEMERINTAH REPUBLIK INDONESIA

PERUM LPPNPI

Government of the Republic of Indonesia

100%


INFORMASI ANAK PERUSAHAAN DAN ENTITAS ASOSIASI

KRONOLOGIS PENCATATAN EFEK LAINNYA

Subsidiary and Associated Entity Information

Chronology of Other Exchange Registration

Hingga 31 Desember 2016, Perum LPPNPI tidak memiliki anak perusahaan dan entitas asosiasi sehingga informasi mengenai anak perusahaan dan entitas asosiasi tidak dapat disajikan.

Perum LPPNPI adalah perusahaan umum yang seluruh kepemilikan modalnya dimiliki oleh Pemerintah Republik Indonesia, tidak memiliki efek lainnya, serta tidak melakukan pencatatan efek lainnya sehingga informasi terkait pencatatan efek tidak dapat disajikan.

Until December 31, 2016, Perum LPPNPI doe not have sub-business group and entities of association so the information toward sub-business group and entities of association can not be announced.

STRUKTUR GRUP PERUSAHAANThe Company’s Group Structure

Hingga 31 Desember 2016, Perum LPPNPI tidak memiliki anak perusahaan sehingga informasi tentang Struktur Grup Perusahan tidak dapat disajikan.

Until December 31, 2016, Perum LPPNPI does not have sub-business group so the information about Structure of Company’s Group can not be announced.

KRONOLOGIS PENCATATAN SAHAMChronology of Shares Listing

Perum LPPNPI adalah perusahaan umum yang seluruh kepemilikan modalnya dimiliki oleh Pemerintah Republik Indonesia, tidak terbagi atas saham dan tidak melakukan pencatatan saham sehingga kronologis pencatatan saham tidak dapat disajikan

Perum LPPNPI is a public company which all capital owned by the Government of the Republic of Indonesia, there is no shares divided and does not apply shares registration therefore the chronology of shares registration is not presented.

Perum LPPNPI is a public company which all capital owned by the Government of the Republic of Indonesia, there is no other exchange or composite index, and does not apply other exchange registration therefore the information related with exchange registration is not presented.


LEMBAGA ATAU PROFESI PENUNJANG PERUSAHAANThe Company’s Supporting Professions or Institutions

NAMAName

ALAMAT & TELEPONAddress & Phone

JASAService

BIAYACost

PERIODEPeriod

KANTOR AKUNTAN PUBLIK PUBLIC ACCOUNTING FIRM

S. Mannan, Ardiansyah & Rekan

Alamanda Tower, Lt. 2Jl. T. B. Simatupang No. 23-24, Cilandak Barat, Jakarta Selatan

y Laporan audit atas laporan keuangan Tahun Buku 2013Audit report on the financial statements of the Year Book 2013

y Laporan hasil evaluasi kinerja Performance evaluation report

y Laporan atas audit kepatuhan terhadap perundang-undangan dan pengendalian internalReport on compliance audits against legislation and Internal control

Rp707.340.150 2013

S. Mannan, Ardiansyah & Rekan

Alamanda Tower, Lt. 2Jl. T. B. Simatupang No. 23-24, Cilandak Barat, Jakarta Selatan

y Penyajian kembali Laporan Keuangan Tahun Buku 2013Restatement of the Financial Report of the Year Book 2013

y Laporan audit atas laporan keuangan Tahun Buku 2014The audit report on the financial statements of the Year Book 2014

y Laporan hasil evaluasi kinerjaPerformance evaluation report

y Laporan atas audit kepatuhan terhadap perundang-undangan dan pengendalian internalReport on compliance audits against Legislation and Internal control

Rp998.086.833

November 2014 -

Februari 2015

November 2014 -

February 2015

Djoko, Sidik dan Indra

Graha Mandiri, Lt. 19Jl. Imam Bonjol No. 61, Jakarta Pusat 10310

y Laporan audit atas laporan keuangan Tahun Buku 2015The audit report on the financial statements of the Year Book 2015

y Laporan hasil evaluasi kinerja Performance evaluation report

y Laporan atas audit kepatuhan terhadap perundang-undangan dan pengendalian internal Report on compliance audits against legislation and Internal control

y Laporan Auditor Independen atas Audit Laporan Keuangan Program Kemitraan dan Bina LingkunganIndependent Auditor’s Report on Financial Report Audit of Partnership Program and Environment Development

Rp735.515.000

November 2015 – Februari

2016November

2015 - February

2016

KANTOR NOTARIS NOTARY OFFICEAhmad Soleh, S.H. M.Kn.

Jl. Raya Parung Bogor No. 24, Bogor, Jawa Barat

Pembuatan Akta Pernyataan KeputusanEstablishment of Certificate of Decision Statement Rp7.500.000/akta act 2015


NAMAName

ALAMAT & TELEPONAddress & Phone

JASAService

BIAYACost

PERIODEPeriod

KONSULTAN HUKUM LEGAL CONSULTANT

Arie Pujianto, SH., MH

Jl. Pendopo III Blok L.3, Petukangan Selatan, Pesanggrahan, Jakarta Selatan 12270, IndonesiaTelp : (021) 3863621Fax : (021) 34830921Email : [email protected] : Arie Pujianto

y Melakukan telaah dan analisis secara hukum terhadap dokumen-dokumen hukum, termasuk namun tidak terbatas dalam membuat, menyusun dan mengulas peraturan-peraturan.Conducting review and legal analysis against legal documents, including but not limited in preparing, drafting and reviewing the rules.

y Membuat, menyusun, menandatangani, mengajukan, dan/atau menerima akta-akta, perjanjian-perjanjian, kontrak-kontrak, surat-surat korespondensi, termasuk surat somasi/surat peringatan dan jawaban atas somasi/surat peringatan dan segala dokumen hukum lainnya.Creating, drafting, signing, proposing, and/or receiving certificates, agreements, contracts, correspondence letters, including summons letters/warning letters and answers to the summons/warning letters and all other legal documents.

y Memberi konsultasi hukum serta memberi saran dan strategi hukum apabila diperlukan.Providing legal consultation and giving advice and legal strategy if necessary.

y Memberi pendapat hukum, baik lisan maupun tulisan apabila diminta secara khusus.Giving legal opinions, both oral and writing if requested specifically.

y Mendampingi pejabat dan/atau pegawai Perum LPPNPI ketika melakukan mediasi dan/atau negosiasi di luar persidangan, termasuk namun tidak terbatas dalam mengupayakan, mengadakan, dan/atau melakukan audiensi atau pertemuan dengan pihak-pihak tertentu, pegawai-pegawai dan/atau pejabat-pejabat pada instansi, institusi, lembaga dan/atau departemen tertentu, demi mempertahankan hak-hak dan kepentingan hukum Perum LPPNPI, apabila dibutuhkan dan diminta secara khusus oleh Perum LPPNPI.Accompanying officials and/or employees of Perum LPPNPI during mediation and/or negotiations out-of-court, but not limited to attempts, conduct, and/or conduct hearings or meetings with certain parties, employees and/or officials at instances, institutions, organizations and/or certain departments in order to defend legal rights and interests of Perum LPPNPI, if it is required and requested particularly by Perum LPPNPI.

y Memberikan tanggapan dan/atau pernyataan guna menjaga pemberitaan yang berimbang terkait adanya pemberitaan yang timbul baik di media cetak maupun media elektronik terkait permasalahan hukum tertentu yang memiliki kaitan dengan Perum LPPNPI.Providing responses and/or statements to maintaina balanced reporting related to the news that arise both in print and electronic media against certain legal issues which is related to Perum LNNPI.

y Penelaahan dan/atau penyusunan dokumen hukum Rp2.500.000Review and/or drafting Legal documents Rp2.500.000

y Pembuatan dan penyusunan Legal Opinion/Pendapat Hukum Rp27.500.000Preparation and Drafting Legal Opinion Rp27.500.000

y Kunjungan kerja dan pemberian konsultasi hukum Rp4.000.000/ jam kunjungan dengan minimal kunjungan kerja dan pemberian konsultasi hukum 8 jam/bulanWorking Visit and Legal consultation Rp4.000.000/hour with working visit minimum 8 hours/month

y Pendampingan Pejabat dan/atau Pegawai Perum LPPNPI terkait proses negosiasi dan/atau mediasi di luar persidangan Rp2.500.000/jam.Accompaniment officials and/or Employee of Perum LPPNPI related to negotiation and/or mediation process in outside the trial: Rp2.500.000/hour.

23 September 2015 - 21 September

2016September 23, 2015 - September 21, 2016


PENGHARGAAN DANSERTIFIKASIAwards and Certifications

Sertifikat pelayanan navigasi penerbangan yang terbit pada Tahun 2016 sejumlah 103 Sertifikat, terdiri dari:

There were 103 Certificates of Flight Navigation Service that published on 2016, which are:

SERTIFIKAT PELAYANAN NAVIGASI PENERBANGANCertificate of Flight Navigation Service

PENERBITAN BARU

New PublishingPERPANJANGAN

ExtensionAMANDEMEN

AmandmentJUMLAH

Total

Sertifikat 171Certificate 171 33 3 5 41

Sertifikat 172Certificate 172 49 - 2 51

Sertifikat 173Certificate 173 1 - - 1

Sertifikat 175Certificate 175 10 - - 10

JumlahTotal 103

Hingga Tahun 2016, jumlah Cabang/Unit yang telah memiliki sertifikat 171, 172, dan 175 adalah sebagai berikut:1. Sertifikat 171 sejumlah 61 Cabang/Unit2. Sertifikat 172 sejumlah 60 Cabang3. Sertifikat 175 sejumlah 10 Cabang ditambah 1 NOTAM

Office.

Rincian serifikat yang dimiliki oleh Perum LPPNPI adalah sebagai berikut:

Until Year 2016, number of Branch/Unit which obtains certificate 171, 172, and 175 until year of 2016 are as follows:1. Certificate 171 is 61 Branches/Units2. Certificate 172 is 60 Branches3. Certificate 175 is 10 Branches and addition 1 NOTAM

Office

Details of Certificates owned by Perum LPPNPI are as follows:

SERTIFIKAT PENYELENGGARA PELAYANAN TELEKOMUNIKASI PENERBANGAN CASR 171Certification of Aviation Telecommunication Service Provider CASR 171

NO. PENERIMARecipient

JUDUL SERTIFIKATCertificate Title

NO. SERTIFIKATCertificate Number

MASA BERLAKUValidity Period

PEMBERI SERTIFIKATCertificate Giver

1Perum LPPNPI Kantor Cabang Utama JATSCPerum LPPNPI JATSC Main Branch Office

Sertifikat Penyelenggara Pelayanan Telekomunikasi Penerbangan (CASR 171)Certificate of Aviation Telecommunication Service Provider (CASR 171)

007/SP2TP/DNP/I/2016

18 Januari 2019January 18, 2019

Direktorat Jenderal Perhubungan UdaraDirectorate General of Civil Aviation

Amandemen Sertifikat Penyelenggara Pelayanan Telekomunikasi Penerbangan (CASR 171)Amandment ofCertificate of Aviation Telecommunication Service Provider (CASR 171)

046/SP2TP/DNP/VII/2016

(AMANDEMEN 1)

Direktorat Jenderal Perhubungan Udara Directorate General of Civil Aviation







2Perum LPPNPI Kantor Cabang Utama MATSCPerum LPPNPI MATSC Main Branch Office




Direktorat Jenderal Perhubungan Udara Directorate General of Civil Aviation


056/SP2TP/DNP/IX/2016

(AMANDEMEN 1)


3Perum LPPNPI Kantor Cabang Pembantu PaluPerum LPPNPI Palu Supporting Branch Office


029/SP2TP/DNP/V/2016

20 Mei 2019May 20, 2019


4

Perum LPPNPI Kantor Cabang Pembantu LuwukPerum LPPNPI Luwuk Supporting Branch Office



26 September 2019September 26, 2019


5Perum LPPNPI Kantor Unit MamujuPerum LPPNPI Mamuju Unit Office


048/SP2TP/DNP/VIII/2016

22 Agustus 2019August 22, 2019


6

Perum LPPNPI Kantor Cabang Pembantu GunungsitoliPerum LPPNPI Gunungsitoli Supporting Branch Office


133/SP2TP/DNP/XII/2016

22 Desember 2019December 22, 2019


7Perum LPPNPI Kantor Unit SibolgaPerum LPPNPI Sibolga Unit Office





8

Perum LPPNPI Kantor Cabang Pembantu Bandar LampungPerum LPPNPI Bandar Lampung Supporting Branch Office





9

Perum LPPNPI Kantor Cabang Pembantu CilacapPerum LPPNPI Cilacap Supporting Branch Office









Company Profile






10

Perum LPPNPI Kantor Cabang Madya SurabayaPerum LPPNPI Middle Branch Office of Surabaya





11

Perum LPPNPI Kantor Cabang Pembantu SumenepPerum LPPNPI Sumenep Supporting Branch Office


076/SP2TP/DNP/X/2016



12

Perum LPPNPI Kantor Cabang Pembantu Labuan BajoPerum LPPNPI Labuan Bajo Supporting Branch Office

Sertifikat Penyelenggara Pelayanan Telekomunikasi Penerbangan (CASR 171) Certificate of Aviation Telecommunication Service Provider (CASR 171)




13Perum LPPNPI Kantor Unit WaingapuPerum LPPNPI Waingapu Unit Office



23 September 2019September 23, 2019


14Perum LPPNPI Kantor Unit TambolakaPerum LPPNPI Tambolaka Unit Office





15

Perum LPPNPI Kantor Cabang Pembantu SamarindaPerum LPPNPI Samarinda Supporting Branch Office





16Perum LPPNPI Kantor Cabang Madya SentaniPerum LPPNPI Middle Branch Office of Sentani





Amandemen Sertifikat Penyelenggara Pelayanan Telekomunikasi Penerbangan (CASR 171)Amandment ofCertificate of Aviation Telecommunication Service Provider (CASR 171))

115/SP2TP/DNP/XI/2016

(AMANDEMEN 1)


17Perum LPPNPI Kantor Cabang Pembantu BiakPerum LPPNPI Biak Supporting Branch Office


024/SP2TP/DNP/IV/2016

22 April 2019April 22, 2019











18Perum LPPNPI Kantor Unit SintangPerum LPPNPI Sintang Unit Office


092/SP2-TP/DNP/XI/2016

10 November 2019November 10, 2019


19Perum LPPNPI Kantor Cabang Pratama JambiPerum LPPNPI Jambi Pre-first Branch Office


097/ATP-TP/XI/2016



20

Perum LPPNPI Kantor Cabang Pembantu Tanjung PandanPerum LPPNPI Tanjung Pandan Supporting Branch Office



29 April 2019April 29, 2019


21Perum LPPNPI Kantor Cabang Pratama HalimPerum LPPNPI Halim Pre-first Branch Office


009/SP2TP/DNP/II/2016

26 Februari 2019February 26, 2019




(AMANDEMEN 1)


23Perum LPPNPI Kantor Cabang Pratama SoloPerum LPPNPI Solo Pre-first Branch Office


011/SP2TP/DNP/III/2016

31 Maret 2019Maret 31, 2019


24

Perum LPPNPI Kantor Cabang Pembantu Pangkalan BunPerum LPPNPI Pangkalan Bun Supporting Branch Office





25Perum LPPNPI Kantor Unit Kota BaruPerum LPPNPI Kota Baru Unit Office





26

Perum LPPNPI Kantor Cabang Pratama TarakanPerum LPPNPI Tarakan Pre-first Branch Office



20 April 2019April 20, 2019






Company Profile






27

Perum LPPNPI Kantor Cabang Pratama ManadoPerum LPPNPI Manado Pre-first Branch Office





28

Perum LPPNPI Kantor Cabang Pembantu TernatePerum LPPNPI Ternate Supporting Branch Office



27 Juli 2019July 27, 2019


29

Perum LPPNPI Kantor Cabang Pembantu GorontaloPerum LPPNPI Gorontalo Supporting Branch Office



18 April 2019April 18, 2019


30Perum LPPNPI Kantor Unit KaoPerum LPPNPI Kao Unit Office





31Perum LPPNPI Kantor Unit GalelaPerum LPPNPI Galela Unit Office





32

Perum LPPNPI Kantor Cabang Pratama KendariPerum LPPNPI Kendari Pre-first Branch Office



22 April 2019April 22, 2019


33Perum LPPNPI Kantor Unit Bau BauPerum LPPNPI Bau Bau Unit Office





34

Perum LPPNPI Kantor Cabang Pembantu BimaPerum LPPNPI Bima Supporting Branch Office





35

Perum LPPNPI Kantor Cabang Pembantu SumbawaPerum LPPNPI Sumbawa Supporting Branch Office














36

Perum LPPNPI Kantor Cabang Pratama KupangPerum LPPNPI Kupang Pre-first Branch Office


037/SP2TP/DNP/II/2016

4 Februari 2019February 4, 2019


37Perum LPPNPI Kantor Unit RutengPerum LPPNPI Ruteng Unit Office





38Perum LPPNPI Kantor Unit AlorPerum LPPNPI Alor Unit Office





39

Perum LPPNPI Kantor Cabang Pratama AmbonPerum LPPNPI Ambon Pre-first Branch Office





40

Perum LPPNPI Kantor Cabang Pratama WamenaPerum LPPNPI Wamena Pre-first Branch Office



12 Juli 2019July 12, 2019


41

Perum LPPNPI Kantor Cabang Pratama NabirePerum LPPNPI Nabire Pre-first Branch Office





42

Perum LPPNPI Kantor Cabang Pratama SorongPerum LPPNPI Sorong Pre-first Branch Office


032/SP2TP/DNP/V/2016

31 Mei 2019May 31, 2019


43

Perum LPPNPI Kantor Cabang Pembantu ManokwariPerum LPPNPI Manokwari Supporting Branch Office









Company Profile

SERTIFIKAT PENYELENGGARA PELAYANAN LALU LINTAS PENERBANGAN (CASR 172)Flight Service Provider Certificate (CASR 172)






1Perum LPPNPI Kantor Cabang Pembantu PaluPerum LPPNPI Palu Supporting Branch Office

Sertifikat Penyelenggara Pelayanan Lalu Lintas Penerbangan (CASR 172)Certificate of Aviation Traffic Service Provider (CASR 172)

071/ATP-TP/DNP/X/2016



2

Perum LPPNPI Kantor Cabang Pembantu LuwukPerum LPPNPI Luwuk Supporting Branch Office





3

Perum LPPNPI Kantor Cabang Madya PalembangPerum LPPNPI Palembang Middle Branch Office


014/ATP-ATC/DNP/III/2016

31 Maret 2019March 31, 2019


4

Perum LPPNPI Kantor Cabang Pembantu GunungsitoliPerum LPPNPI Gunungsitoli Supporting Branch Office


110/ATP-TP/DNP/XI/2016



5

Perum LPPNPI Kantor Cabang Pembantu Bandar LampungPerum LPPNPI Bandar Lampung Supporting Branch Office


114/ATP-TP/DNP.2016



6

Perum LPPNPI Kantor Cabang Madya YogyakartaPerum LPPNPI Madya Yogyakarta Middle Branch Office



31 Maret 2019March 31, 2019


7

Perum LPPNPI Kantor Cabang Pembantu CilacapPerum LPPNPI Cilacap Supporting Branch Office





8

Perum LPPNPI Kantor Cabang Pembantu BanyuwangiPerum LPPNPI Banyuwangi Supporting Branch Office


109/ATP-TP/XI/2016



9

Perum LPPNPI Kantor Cabang Pembantu SumenepPerum LPPNPI Sumenep Supporting Branch Office














10

Perum LPPNPI Kantor Cabang Pembantu Labuan BajoPerum LPPNPI Labuan Bajo Supporting Branch Office





11Perum LPPNPI Kantor Unit WaingapuPerum LPPNPI Waingapu Unit Office





12

Perum LPPNPI Kantor Cabang Pembantu BerauPerum LPPNPI Berau Supporting Branch Office





13

Perum LPPNPI Kantor Cabang Pembantu SamarindaPerum LPPNPI Samarinda Supporting Branch Office


096/ATP-TP/XI/2016



14Perum LPPNPI Kantor Cabang Madya SentaniPerum LPPNPI Sentani Middle Branch Office


031/ATP-TP/DNP/V/2016

31 Mei 2019May 31, 2019



(Amandemen 1)



15Perum LPPNPI Kantor Cabang Pembantu BiakPerum LPPNPI Biak Supporting Branch Office


049/ATP-TP/DNP/VIII/2016



16

Perum LPPNPI Kantor Cabang Pembantu OksibilPerum LPPNPI Oksibil Supporting Branch Office





17

Perum LPPNPI Kantor Cabang Madya PontianakPerum LPPNPI Pontianak Middle Branch Office


019/ATP-TP/DNP/IV/2016

18 April 2019April 18, 2019


18

Perum LPPNPI Kantor Cabang Pembantu KetapangPerum LPPNPI Ketapang Supporting Branch Office





19Perum LPPNPI Kantor Cabang Pratama JambiPerum LPPNPI Jambi Pre-first Branch Office



31 Maret 2019March 31, 2019






Company Profile






20

Perum LPPNPI Kantor Cabang Pratama PekanbaruPerum LPPNPI Pekanbaru Pre-first Branch Office



31 Maret 2019March 31, 2019


21

Perum LPPNPI Kantor Cabang Pembantu RengatPerum LPPNPI Rengat Supporting Branch Office





22

Perum LPPNPI Kantor Cabang Pratama Tanjung PinangPerum LPPNPI Tanjung Pinang Prefirst Branch Office



18 April 2019April 18, 2019


23

Perum LPPNPI Kantor Cabang Pratama BatamPerum LPPNPI Batam Pre-first Branch Office



18 April 2019April 18, 2019


24

Perum LPPNPI Kantor Cabang Pratama PadangPerum LPPNPI Padang Pre-first Branch Office



31 Maret 2019March 31, 2019


25

Perum LPPNPI Kantor Cabang Pratama Pangkal PinangPerum LPPNPI Pangkal Pinang Pre-first Branch Office



31 Maret 2019March 31, 2019


052/ATP-TP/DNP/VIII/2016 (Amandemen 1)



26

Perum LPPNPI Kantor Cabang Pembantu Tanjung PandanPerum LPPNPI Tanjung Pandan Supporting Branch Office





27Perum LPPNPI Kantor Cabang Pratama HalimPerum LPPNPI Halim Pre-first Branch Office


033/ATP-TP/DNP/VI/2016

30 Juni 2019June 30, 2019


28

Perum LPPNPI Kantor Cabang Pembantu CurugPerum LPPNPI Curug Supporting Branch Office





29

Perum LPPNPI Kantor Cabang Pratama BandungPerum LPPNPI Bandung Pre-first Branch Office



9 Mei 2019May 9, 2019











30

Perum LPPNPI Kantor Cabang Pembantu CirebonPerum LPPNPI Cirebon Supporting Branch Office





31Perum LPPNPI Kantor Cabang Pratama SoloPerum LPPNPI Solo Pre-first Branch Office


008/ATP-ATC/DNP/I/2016



32

Perum LPPNPI Kantor Cabang Pembantu Pangkalan BunPerum LPPNPI Pangkalan Bun Supporting Branch Office





33

Perum LPPNPI Kantor Cabang Pembantu SampitPerum LPPNPI Sampit Supporting Branch Office





34

Perum LPPNPI Kantor Cabang Pratama PalangkarayaPerum LPPNPI Palangkaraya Pre-first Branch Office





35

Perum LPPNPI Kantor Cabang Pratama TarakanPerum LPPNPI Tarakan Pre-first Branch Office





36

Perum LPPNPI Kantor Cabang Pratama ManadoPerum LPPNPI Manado Pre-first Branch Office


050/ATP-TP/DNP/VIII/2016



37

Perum LPPNPI Kantor Cabang Pembantu TernatePerum LPPNPI Ternate Supporting Branch Office





38

Perum LPPNPI Kantor Cabang Pembantu GorontaloPerum LPPNPI Gorontalo Supporting Branch Office





39

Perum LPPNPI Kantor Cabang Pratama KendariPerum LPPNPI Kendari Pre-first Branch Office









Company Profile






40

Perum LPPNPI Kantor Cabang Pembantu BimaPerum LPPNPI Bima Supporting Branch Office





41

Perum LPPNPI Kantor Cabang Pembantu SumbawaPerum LPPNPI Sumbawa Supporting Branch Office





42

Perum LPPNPI Kantor Cabang Pratama KupangPerum LPPNPI Kupang Pre-first Branch Office



9 Mei 2019May 9, 2019


43

Perum LPPNPI Kantor Cabang Pratama AmbonPerum LPPNPI Ambon Pre-first Branch Office


051/ATP-TP/VIII/2016



44

Perum LPPNPI Kantor Cabang Pratama WamenaPerum LPPNPI Wamena Pre-first Branch Office





45

Perum LPPNPI Kantor Cabang Pratama NabirePerum LPPNPI Nabire Pre-first Branch Office





46

Perum LPPNPI Kantor Cabang Pratama SorongPerum LPPNPI Sorong Pre-first Branch Office





47

Perum LPPNPI Kantor Cabang Pembantu ManokwariPerum LPPNPI Manokwari Supporting Branch Office





48

Perum LPPNPI Kantor Cabang Pratama MeraukePerum LPPNPI Merauke Pre-First Branch Office





49

Perum LPPNPI Kantor Cabang Pembantu Tanah MerahPerum LPPNPI Tanah Merah Supporting Branch Office









SERTIFIKAT PENYELENGGARA PERANCANGAN PROSEDUR PENERBANGAN CASR 173Certification of Operator of Flight Procedure Design CASR 173






1 PERUM LPPNPI

Sertifikat Penyelenggara Perancangan Prosedur PenerbanganCertification of Operator of Flight Procedure Design




PENGHARGAANAward

AirNav Indonesia meraih Penghargaan Kepatuhan terhadap Regulasi Penerbangan yang diberikan oleh Menteri Perhubungan pada 2 Februari 2016.

AirNav Indonesia received the Compliance Award on the Aviation Regulations granted by the Ministry of Communications on February 2, 2016.

AirNav Indonesia meraih Penghargaan atas Kontribusi dalam Pemenuhan Kewajiban Perpajakan Tahun 2016 yang diberikan oleh Direktorat Jenderal Pajak, Kementerian Keuangan pada 20 April 2016.

AirNav Indonesia was awarded for Contribution in Fulfillment of Taxation Obligation of 2016 granted by Directorate General of Taxation, Ministry of Finance on April 20, 2016.

AirNav Indonesia meraih Indonesia State-Owned Enterprise Performance Award 2016 yang diberikan oleh SWA & IPMI pada 22 Desember 2016.

AirNav Indonesia achieved the Indonesia State-Owned Enterprise Performance Award 2016 awarded by SWA & IPMI on December 22, 2016.

Compliance with Aviation Regulations Award

Appreciation of the Contribution in the Fulfillment of Taxation Obligation 2015

Penghargaan Kepatuhan terhadap Regulasi penerbangan

Penghargaan atas kontribusi dalam Pemenuhan Kewajiban Perpajakan tahun 2015

Indonesia State-owned Enterprise Performance Award 2016


NAMA DAN ALAMAT KANTOR CABANGDAN UNITName and Address of Branch Office and Units

NO. NAMAName

ALAMATAddress

TELEPONPhone

1 Kantor Pusat Perum LPPNPI

Gedung AirNav IndonesiaJl. Ir. H. Juanda No. 1, Tangerang, Banten 15121 021-55915000

2 Kantor Cabang Utama JATSC

Gedung 611 Air Traffic ServicesBandar Udara Soekarno-Hatta 021-5506122

3 Kantor Cabang Utama MATSC

Gedung Makassar Air Traffic Services Centre (MATSC)Jl Bandara Baru 0411-4813210

4 Kantor Cabang Madya Balikpapan

Gedung Operasi Bandar Udara Sultan Aji Muhammad SulaimanJl. Marsma Iswahyudi, Sepinggan, Balikpapan 76115 0542-7570016

5 Kantor Cabang Madya Denpasar

Bandar Udara Ngurah RaiJl. I Gusti Ngurah Rai No. 1 Tuban, Kuta, Bali 0361-9351011

6 Kantor Cabang Madya Medan

Gedung Menara Pengawas (Tower)Bandar Udara Kualanamu, Deli Serdang 20552 061-50100859

7 Kantor Cabang Madya Palembang

Gedung AirNav IndonesiaBandar Udara Sultan Mahmud Badaruddin IIPalembang 30155

0711-385032

8 Kantor Cabang Madya Pontianak

Gedung Radar PontianakJl. Adisucipto Km 15 05616729210

9 Kantor Cabang Madya Sentani

Jl. Yabaso No. 76, SentaniJayapura, Papua 99352 0967-592152

10 Kantor Cabang Madya Surabaya

Gedung AOB (Tower) Bandar Udara JuandaSurabaya 61253

11 Kantor Cabang Madya Yogyakarta

Gedung Radar Bandar Udara Internasional AdisutjiptoJl. Solo Km 9, Maguwoharjo, Depok, Sleman, Yogyakarta 55282 0274-489229

12 Kantor Cabang Pratama Ambon

Bandar Udara Pattimura AmbonJl. Dr. J. Leimena, Kec. Teluk Ambon

13 Kantor Cabang Pratama Banda Aceh

Gedung Tower Bandar Udara Sultan Iskandar MudaKec. Blang Bintang, Kab. Aceh Besar, Banda Aceh 0651-8011324

14 Kantor Cabang Pratama Bandung Jl. Abdurahman Saleh No. 37 B, Bandung 022-86000138

15 Kantor Cabang Pratama Banjarmasin

Gedung Stasiun RadarBandar Udara Internasional Syamsudin NoorJl. Ahmad Yani Km 24,5, Landasan Ulin 70724

0511-4705774

16 Kantor Cabang Pratama Batam

Gedung Operasi Bandar Udara Hang NadimKel. Batu Besar, Kec. Nongsa, Batam 0778-479339

17 Kantor Cabang Pratama Halim

Gedung Tower Bandar Udara Halim Perdana KusumaJl. Raya Komodor Halim Perdana Kusuma No. 1, Jakarta Timur 021-80899274

18 Kantor Cabang Pratama Jambi

Bandar Udara Sultan ThahaJl. Soekarno-Hatta, Jambi 0741-572038

19 Kantor Cabang Pratama Kendari

Komplek Perkantoran Bandar Udara Haluoleo KendariTower Bandara Haluoleo, Sulawesi Tenggara 93372

20 Kantor Cabang Pratama Kupang

Gedung Air Traffic Services Bandar Udara El Tari KupangJl. Adi Sucipto, Kupang 85148 0380-881668

21 Kantor Cabang Pratama Lombok

Bandar Udara Internasional LombokJl. Bypass Bandara Internasional LombokTanak Awu, Lombok Tengah, Nusa Tenggara Barat 83573

0370-6157000


NO. NAMAName

ALAMATAddress

TELEPONPhone

22 Kantor Cabang Pratama Manado

Gedung Operasi Bandar Udara Internasional Sam RatulangiJ. A. A. Maramis, Manado 95374 0431-814320

23 Kantor Cabang Pratama Merauke

Bandar Udara MopahJl. PGT Bandar Udara Mopah, Merauke, Papua 99611

24 Kantor Cabang Pratama Nabire

Bandar Udara Douw Aturure NabireJl. Sisingamangaraja, Oyehe, Nabire, Papua 98816

25 Kantor Cabang Pratama Padang

Gedung Operasi Bandar Udara Internasional MinangkabauPadang 0751-819044

26 Kantor Cabang Pratama Palangkaraya

Gedung Tower AirNav Indonesia Bandar Udara Tjilik RiwutJl. Adonis Samad, Kel. Panarung, Kec. PahandutPalangkaraya 73111

27 Kantor Cabang Pratama Pangkal Pinang

Bandar Udara Depati Amir Pangkal PinangJl Soekarno-Hatta Km 06, Pangkalan Baru 0717-4261241

28 Kantor Cabang Pratama Pekanbaru

Gedung Radar Air Traffic ServicesBandar Udara Sultan Syarif Kasim II Pekanbaru, Riau ;0761-7876278

29 Kantor Cabang Pratama Semarang

Bandar Udara Ahmad YaniJl. Puad Ahmad Yani, Semarang 50145 ;024-7629192

30 Kantor Cabang Pratama Solo

Bandar Udara Adi SoemarmoSurakarta 57108 0271-783694

31 Kantor Cabang Pratama Sorong

Gedung Air Traffic Service Bandar Udara Domine Eduarsd OsokJl. Basuki Rahmat Km 8, Sorong, Papua Barat 98415 0951-323729

32 Kantor Cabang Pratama Tanjung Pinang

Bandar Udara Haji Fisabilillah Tanjung PinangJl. Adi Sucipto Km 12, Tanjung Pinang 29125 0771-7335581

33 Kantor Cabang Pratama Tarakan

Jl. Mulawarman No. 1, Kel. Karang Anyar PantaiKec. Tarakan Barat, Tarakan, Kalimantan Utara 77111 0551-3801085

34 Kantor Cabang Pratama Wamena

Gedung Tower Bandar Udara WamenaJl. Gatot Subroto, Wamena, Papua 99511 0969-32988

35 Kantor Cabang Pembantu Bandar Lampung

Bandar Udara LampungJl. H. Alamsyah Ratu Prawiranegara Km 28Lampung Selatan 35214

36 Kantor Cabang Pembantu Banyuwangi

Gedung Tower ATS Bandar Udara BlimbingsariJl. Agung Wilis, Kec. Rogojampi, Kab. Banyuwangi 68462

37 Kantor Cabang Pembantu Bengkulu

Gedung Tower Bandar Udara Fatmawati SoekarnoJl. Raya Padang Kemiling Pekan Sabtu Selebar, Bengkulu 38877

38 Kantor Cabang Pembantu Berau

Gedung Tower Bandar Udara KalimarauJl. Kalimarau, Kel. Teluk Bayur, Kec. Teluk Bayur, Kab. BerauKalimantan Timur 77315

39 Kantor Cabang Pembantu Biak

Bandar Udara Frans KaiseipoJl. Moh. Yamin No. IB, Biak

40 Kantor Cabang Pembantu Bima

Bandar Udara Sultan Muhammad SalahuddinJl. Sultan Salahuddin No. 22, Desa Belo, Kec. Palibelo, Kab. BimaNusa Tenggara Barat 84173

41 Kantor Cabang Pembantu Cilacap

Jl. Tritih Wangon, Kel. Tritihlor, Kec. Jeruk Legi, Kab. CilacapJawa Tengah 53252





Company Profile

NO. NAMAName

ALAMATAddress

TELEPONPhone

42 Kantor Cabang Pembantu Cirebon

Jl. Jenderal Sudirman No. 1, Kel. Kalijaga, Kec. HarjamuktiCirebon, Jawa Barat 45144

43 Kantor Cabang Pembantu Curug

Bandar Udara BudiartoJl. Raya STPI, Curug 15820

44 Kantor Cabang Pembantu Ende

Jl. Ahmad Yani, Kel. Tetandra, Kec. Ende Selatan, Kab. EndeNusa Tenggara Timur 86316

45 Kantor Cabang Pembantu Gorontalo

Bandar Udara Djalaludin GorontaloJl. Satria/Angkasa No. 274, Isimu, Gorontalo 96251

46 Kantor Cabang Pembantu Gunung Sitoli

Gedung Operasional Tower Bandar Udara Binaka Gunung SitoliKm 19,5, Nias, Sumatera Utara

47 Kantor Cabang Pembantu Ketapang

Jl. Pattimura, Desa Kalinilam, Kec. Delta Pawan, Kab. KetapangKalimantan Barat 78851

48 Kantor Cabang Pembantu Labuan Bajo

Jl. El Tari Labuan Bajo, Kel. Batu Cermin, Kec. KomodoKab. Manggarai Barat, Nusa Tenggara Timur 86754

49 Kantor Cabang Pembantu Luwuk

Bandar Udara Syukuran Aminuddin AmirJl .Mandapar No. 2, Kec. Luwuk Selatan, Kab. BanggaiSulawesi Tenggara 94751

085341292090

50 Kantor Cabang Pembantu Malinau

Gedung Tower Bandar Udara Robert Atty BessingJl. Raja Pandita Malinau Kota, Kab. MalinauKalimantan Utara 77573

51 Kantor Cabang Pembantu Manokwari

Bandar Udara Rendani ManokwariJl. Trikora Rendani, Manokwari, Papua Barat 98315 0986-2210240

52 Kantor Cabang Pembantu Oksibil

Gedung Tower Bandar Udara OksibilJl. Mabilabol, Kab. Pegunungan Bintang, Papua 99573

53 Kantor Cabang Pembantu Palu

Gedung Operasional Tower ATCBandar Udara Mutiara SIS AljufriJl. A. R. Saleh, Palu, Sulawesi Tengah

54 Kantor Cabang Pembantu Pangkalan Bun

Bandar Udara IskandarJl. Iskandar, Pangkalan Bun, Kalimantan Tengah 74100

55 Kantor Cabang Pembantu Rengat

Bandar Udara Japura RengatJl. Lintas Timur Sumatera, Desa Sidomulyo, Kec. LirikKab. Indragiri Hulu, Riau 29353

56 Kantor Cabang Pembantu Samarinda

Bandar Udara TemindungJl. Pipit No. 22, Kel. Bandara, Kec. Samarinda UtaraSamarinda, Kalimantan Timur 75117

57 Kantor Cabang Pembantu Sampit

Bandar Udara Haji AsanJl. Samekto, Kel. Baamang Hulu Sampit, Kec. BaamangKab. Kotawaringin Timur, Kalimantan Tengah 74313

58 Kantor Cabang Pembantu Sumbawa

Bandar Udara Sultan Muhammad KaharuddinJl. Garuda No. 41, Sumbawa Besar, Nusa Tenggara Barat 84312

59 Kantor Cabang Pembantu Sumenep

Gedung Operasional Bandar Udara TrunojoyoJl. Raya Bypass Pabian, Sumenep, Jawa Timur 69417 0328-662816

60 Kantor Cabang Pembantu Tanah Merah

Gedung Tower Bandar Udara Tanah Merah, Unnamed RoadPersatuan Mandobo, Kab. Boven Digoel Papua 99663

61 Kantor Cabang Pembantu Tanjung Pandan

Jl. Bandara H. A. S. Hanandjoeddin, Desa Buluh TumbangKec. Tanjung Pandan, Kab. Belitung, Bangka Belitung 33413 07199301134





NO. NAMAName

ALAMATAddress

TELEPONPhone

62 Kantor Cabang Pembantu Ternate

Gedung Tower Bandar Udara Sultan BabullahTernate, Maluku Utara 082187420273

63 Kantor Cabang Pembantu Timika

Gedung Tower Bandar Udara Mozes Kilangin TimikaKwamki, Mimika Baru, Mimika Regency, Papua 99971

64 Kantor Cabang Pembantu Tual

Gedung Tower Bandar Udara Karel SadsuitubunLanggur, Kei Kecil, Maluku Tenggara

65 Kantor UPNP AtambuaGedung Tower Bandar Udara AtambuaJl. Laksda Adisucipto Fatukety Atambua, Kab. BeluNusa Tenggara Timur

081239138400

66 Kantor UPNP BaboGedung Tower Bandar Udara BaboJl. Irarutu Papua Barat Nusei Babo, Kab. Teluk BintuniPapua Barat 98363

67 Kantor UPNP Baubau Gedung Tower Bandar Udara BaubauKatobengke Betoambari, Baubau, Sulawesi Tenggara 93724

68 Kantor UPNP BiloraiGedung Tower Bandar Udara BiloraiJl. Sugapa Bilai, Kel. Bilogai, Kec. Sugapa, Kab. Intan JayaPapua 98768

69 Kantor UPNP BintuniGedung Tower Bandar Udara BintuniJl. Raya Bintuni Km 2, Kel. Bintuni Timur, Kec. BintuniKab. Teluk Bintuni, Papua Barat 98364

70 Kantor UPNP BoneGedung Tower Bandar Udara Arung PalakkaJl. Poros Bone Sengkang, Kel. Mappalo UlawengKec. Awangpone, Kab. Bone, Sulawesi Selatan 92776

71 Kantor UPNP BuolBandar Udara PogogulJl. Bandar Udara No. 1, Kel. Mangubi, Kec. Momunu, Kab. BuolSulawesi Tengah 94565

72 Kantor UPNP Datah DawaiBandar Udara Datah DawaiKel. Long Lunuk, Kec. Long Pahangai, Kab. Kutai BaratKalimantan Timur 75768

73 Kantor UPNP Dekai Yakuhimo

Gedung Tower Bandar Udara Nop Goliat DekaiJl. Bandara Dekai, Kel. Dekai, Kec. Dekai, Kab. YahukimoPapua 99571

74 Kantor UPNP DoboGedung Tower Bandar Udara DoboJl. Angkasa No. 5, Siwalima, Pulau Pulau AruKab. Kepulauan Aru, Maluku 97662

75 Kantor UPNP EnarotaliGedung Tower Bandar Udara EnarotaliJl. Airport, Kel. Enarotali, Kec. Paniai Timur, Kab. PaniaiPapua 98711

76 Kantor UPNP Ewer Gedung Tower Bandar Udara EwerJl. Bismam, Desa Ewer, Kec. Agats, Kab. Asmat, Papua

77 Kantor UPNP FakfakGedung Tower Bandar Udara Torea FakfakJl. Adisucipto No. 1, Kel. Dulan Pok Pok, Kec. Fakfak, Kab. FakfakPapua Barat 98614

78 Kantor UPNP GalelaGedung Tower Bandar Udara GamarmalamoJl. Bandar Udara, Kel. Dokulamo, Kec. Galela BaratKab. Halmahera Utara, Maluku Utara 97761

0921-2611306





Company Profile

NO. NAMAName

ALAMATAddress

TELEPONPhone

79 Kantor UPNP IllagaGedung Tower Bandar Udara IllagaDesa Aminggaru, Kel. Eromaga, Kec. Ilaga, Kab. PuncakPapua 98972

80 Kantor UPNP Illu Gedung Tower Bandar Udara IlluKel. Wurak, Kec. Illu, Kab. Puncak Jaya, Papua 98975

81 Kantor UPNP KaimanaGedung Tower Bandar Udara KaimanaJl. Utarom, Kel. Trikora, Kec. Kaimana Kroy, Kab. KaimanaPapua Barat 98654

82 Kantor UPNP KaoGedung Tower Bandar Udara KaoJl. Bandara, Kel. Jati, Kec. Kao, Kab. Halmahera UtaraMaluku Utara 97764

83 Kantor UPNP KarimunjawaGedung Tower Bandar Udara Dewadaru KarimunjawaDesa Kemujan, Kepulauan Karimunjawa, Kel. KemojanKec. Karimunjawa, Kab. Jepara, Jawa Tengah 59455

84 Kantor UPNP KasiguncuGedung Tower Bandar Udara KasiguncuJl. Trans Sulawesi Km 13, Kel. Kasiguncu, Kec. Poso PesisirKab. Poso, Sulawesi Tengah 96411

85 Kantor UPNP Kepi Gedung Tower Bandar Udara KepiJl. Airport Kepi, Distrik Obaa Kepi, Kab. Mappi, Papua

86 Kantor UPNP KerinciGedung Tower Bandar Udara KerinciDesa Angkasa Pura, Kel. Hiang Tinggi, Kec. Sitinjau LautKab. Kerinci, Jambi 37171

87 Kantor UPNP KolakaGedung Tower Bandara Sangia NibanderaKel. Lalonggolosua, Kec. Tanggetada, Kab. KolakaSulawesi Tenggara 93563

085342438301

88 Kantor UPNP Kota BaruGedung Tower Bandar Udara Gusti Syamsir AlamJl. Raya Stagen Km 10, Kotabaru, Desa StagenKec. Pulau Laut Utara, Kab. Kotabaru, Kalimantan Selatan 72151

89 Kantor UPNP LabuhaGedung Tower Bandar Udara Oesman SadikJl. Raya Labuha Tatar Babang, Kel. Hidayat, Kec. BacanKab. Halmahera Selatan, Maluku Utara 97791

90 Kantor UPNP LarantukaGedung Tower Bandar Udara GewayantanaJl. Soekarno-Hatta No. 77, Kel. Tiwatobi, Kec. Ile MandiriKab. Flores Timur, Nusa Tenggara Timur 86211

91 Kantor UPNP LasondreGedung Tower Bandar Udara LasondreJl. Komplek Bandar Udara Lasondre, Kel. LasondeKec. Pulau-Pulau Batu, Kab. Nias Selatan, Sumatera Utara 22881

92 Kantor UPNP LewolebaGedung Tower Bandar Udara Wunopito LewolebaJl. Trans Lembata, Kel. Lewoleba Timur, Kec. NubatukanKab. Lembata, Nusa Tenggara Timur 86616

93 Kantor UPNP Long Ampung

Gedung Tower Bandar Udara Long AmpungDesa Long Apung, Kel. Long Ampung, Kec. Kayan SelatanKab. Malinau, Kalimantan Utara 77573

94 Kantor UPNP Long BawanGedung Tower Bandar Udara Yuvai SemaringJl. Perhubungan No. 1, Kel. Long Bawan, Kec. KrayanKab. Nunukan, Kalimantan Utara 77456





NO. NAMAName

ALAMATAddress

TELEPONPhone

95 Kantor UPNP LubuklinggauGedung Tower Bandar Udara SilampariKel. Air Kuti, Kec. Lubuk Linggau Timur Satu, Kota Lubuk LinggauSumatera Selatan 31628

96 Kantor UPNP Mali AlorBandar Udara Mali AlorJl. Soekarno-Hatta Bandara Mali Alor, Kel. Kanola, Kec. KabolaKab. Alor, Nusa Tenggara Timur 85819

97 Kantor UPNP Mamuju Gedung Tower Bandar Udara Tampa PadangJl. Poros Mamuju Kalukku Km 31, Sulawesi Barat 91561

98 Kantor UPNP MaumeraGedung Tower Bandar Udara Fransiskus Xaverius SedaJl. Angkasa Maumere Sikka Alok Timur, Kab. SikkaNusa Tenggara Timur 86151

99 Kantor UPNP MelakGedung Tower Bandar Udara Melalan Kutai BaratBohoq Barong Tongkok Ngenyan Asa, Kab. Kutai BaratKalimantan Timur 75765

100 Kantor UPNP Melonguane Gedung Tower Bandar Udara MelonguaneKab. Kepulauan Talaud, Sulawesi Utara

101 Kantor UPNP Merdey Gedung Tower Bandar Udara MerdeyUnnamed Road Merdey, Kab. Teluk Bintuni, Papua Barat 98373

102 Kantor UPNP MeulabohGedung Tower Bandar Udara Cut Nyak DhienJl. Kuala Pesisir Kubang Gajah, Kuala Pesisir, Kab. Nagan RayaAceh 23681

103 Kantor UPNP MoanamaniGedung Tower Bandar Udara MoanamaniDistrik Ikebo, Kel. Ikebo (Moanemani), Kec. Kamu, Kab. NabirePapua 98862

104 Kantor UPNP Muara BungoGedung Tower Bandar Udara Muara BungoJl. Lingkar Km 9, Sungai Buluh Rimbo Tengah, Kab. BungoJambi 37211

105 Kantor UPNP Muara TewehGedung Tower Bandar Udara BeringinJl. Pendreh Km 1, Muara Teweh, Kel. Melayu, Kec. Teweh TengahKab. Barito Utara, Kalimantan Tengah 73814

106 Kantor UPNP Muko MukoGedung Tower Bandar Udara Muko MukoJl. Sudirman Km 5, Bandar Ratu Mukomuko Utara, MukomukoBengkulu 38714

107 Kantor UPNP MuliaGedung Tower Bandar Udara MuliaJl. Yos Sudarso No. 1, Kel. Mulia, Kab. Puncak JayaPapua 79465

108 Kantor UPNP NunukanGedung Tower Bandar Udara NunukanJl. Arif Rahman Hakim No. 14, Kel. Nunukan Timur, Kec. NunukanKalimantan Utara 77482

109 Kantor UPNP Pagar AlamGedung Tower Bandar Udara Pagar AlamKel. Atung Bungsu, Kec. Dempo Selatan, Pagar AlamSumatera Selatan 31521

110 Kantor UPNP PutussibauGedung Tower Bandar Udara PangsumaJl. Adi Sucipto RT 005/RW 002, Kel. Kedamin HuluKec. Putussibau Selatan, Kab. Kapuas Hulu, Kalimantan 78711





Company Profile

NO. NAMAName

ALAMATAddress

TELEPONPhone

111 Kantor UPNP RotaGedung Tower Bandar Udara LekunikJl. Lekunik No. 1, Kel. Sanggaoen, Kec. Lobalain, Kab. Rote NdaoNusa Tenggara Timur

112 Kantor UPNP RutengGedung Tower Bandar Udara Frans Sales Lega RutengJl. Satar Tacik Ruteng No. 1, Kel. Tenda, Kec. Langke RembongKab. Manggarai, Flores, Nusa Tenggara Timur 86501

082144977188

113 Kantor UPNP SabangGedung Tower Bandar Udara Maimun Saleh SabangJl. Pangkalan Udara Maimun Saleh, Desa Cot Ba'u, Kec. SukajayaSabang, Pulau Weh, Aceh

081314447735

114 Kantor UPNP SabuGedung Tower Bandar Udara Terdamu SabuJl. Terdamu Trans Seba-Timu Sabu Barat, Kab. Sabu RaijuaPulau Sabu, Nusa Tenggara Timur 85391

115 Kantor UPNP SaumlakiGedung Tower Bandar Udara Mathilda BatlayeriJl. Mangkawar, Kec. SaumlakiKab. Maluku Tenggara Barat 97464

116 Kantor UPNP SelayarGedung Tower Bandar Udara H. Aeroppala SelayarKel. Bontosunggu, Kec. Bontoharu, Kab. SelayarKepulauan Selayar, Sulawesi Selatan 92811

117 Kantor UPNP SenggehGedung Tower Bandar Udara SenggehJl. Trans Irian No. 1, Kel. Senggi, Kec. Senggi, Kab. KeeromPapua 99465

118 Kantor UPNP SibolgaGedung Tower Bandar Udara Dr Ferdinand Lumban TobingJl. Ahmad Yani Pinangsari, Kel. Pinangsori, Kec. PinangsoriKab. Tapanuli Tengah, Sumatera Utara 22654

119 Kantor UPNP Siborong-borong

Gedung Tower Bandar Udara SilangitJl. Simp Muara No. 1, Kec. Siborong-borong, Kab. Tapanuli UtaraSumatera Utara

120 Kantor UPNP SinabangGedung Tower Bandar Udara Lasikin SinabangJl. TGK Diujung, Desa Lasikin, Kec. Teupah Tengah, Kab. SimeuleuAceh 23691

121 Kantor UPNP SingkepGedung Tower Bandar Udara Dabo SingkepJl. Garuda, Desa Tanjung Harapan Dabo Singkep, Kab. LinggaKepulauan Riau 29171

122 Kantor UPNP SintangGedung Tower Bandar Udara SusiloJl. Letjen M. T. Haryono, Kel. Kapuas Kanan Hulu, Kec. SintangKab. Sintang, Kalimantan Barat 78614

123 Kantor UPNP Soa BajawaGedung Tower Bandar Udara TureleloJl. T. W. Mengeruda, Komplek Bandara Soa BajawaKel. Piga, Kec. Soa, Kab. Ngada, Nusa Tenggara Timur 86419

124 Kantor UPNP TahunaGedung Tower Bandar Udara NahaJl. Lapangan No. 1, Kel. Bahu, Kec. Tabukan UtaraKab. Kepulauan Sangihe, Sulawesi Utara 95856

125 Kantor UPNP Takengon

Gedung Tower Bandar Udara Rembele TakengonJl. Pante Raya Simpang Tiga Redelong Bener MeriahKel. Rembele, Kec. Bukit, Kab. Bener MeriahNanggroe Aceh Darussalam 24581





NO. NAMAName

ALAMATAddress

TELEPONPhone

126 Kantor UPNP TambolakaGedung Tower Bandar Udara TambolakaJl. Angkasa No. 1, Kel. Radamata, Kec. LauraKab. Sumba Barat Daya, Nusa Tenggara Timur 87254

127 Kantor UPNP Tana TorajaGedung Tower Bandar Udara PongtikuJl. Bandara Pongtiku, Kel. Rantetayo, Kec. RantetayoKab. Tana Toraja, Sulawesi Selatan 91862

128 Kantor UPNP Tanjung Balai Karimun

Gedung Tower Bandar Udara Sei BatiDesa Pamak, Kec. Tebing, Kab. Karimun, Kepulauan Ria

129 Kantor UPNP Tanjung Harapan

Gedung Tower Bandar Udara Tanjung HarapanJl. Ulin No. 118, Kel. Tanjung Selor Timur, Kec. Tanjung SelorKab. Bulungan, Kalimantan Utara 77212

130 Kantor UPNP TapaktuanGedung Tower Bandar Udara Teuku Cut AliJl. Tapaktuan Medan Km 21, Kel. Teupin Gajah, Kec. Pasie RajaKab. Aceh Selatan, Nanggroe Aceh Darussalam 23755

131 Kantor UPNP TeminabuanGedung Tower Bandar Udara TeminabuanJl. Brawijaya, Kel. Kaibus, Kec. Teminabuan, Kab. Sorong SelatanPapua Barat 98454

132 Kantor UPNP TolitoliGedung Tower Bandar Udara Sultan BantilanJl. Bandar Udara No. 13, Kel. Lalos, Kec. Galang, Kab. TolitoliSulawesi Tengah 94561

133 Kantor UPNP Waghete Paniai

Gedung Tower Bandar Udara WagheteJl. Trikora, Kel. Waghete Satu (I), Kec. Tigi, Kab. DeiyaiPapua 98764

134 Kantor UPNP WaingapuGedung Tower Bandar Udara Umbu Mehang KundaJl. Adi Sucipto No. 1, Mau Hau Waingapu KamberaKab. Sumba Timur, Nusa Tenggara Timur 87111

135 Kantor UPNP WakatobiGedung Tower Bandar Udara MatahoraJl. Ir. Soekarno, Kel. Matahora, Kec. Wangi-wangi SelatanKab. Wakatobi, Sulawesi Tenggara 93795


INFORMASI PADA WEBSITEPERUSAHAANInformation on Corporate Website

Informasi mengenai LPPNPI atau AirNav Indonesia dapat diakses melalui website www.airnavindonesia.co.id. Website antara lain berisi informasi tentang Profil, Layanan, Galeri, Artikel, Hubungi Kami, Webmail, Safety, e-Procurement, Social Responsibility dan lain-lain.

Information regarding Perum LPPNPI or AirNav Indonesia can be accessed through the website www.airnavindonesia.co.id. The website includes information about Profiles, Services, Gallery, Articles, Contact Us, Webmail, Safety, e-Procurement, Social Responsibility and others.

Unit PenunjangbisnisBusiness Supporting Unit

TOWER AIRNAV CABANG SORONG


OPTIMALISASI PEMANFAATAN TEKNOLOGI INFORMASIOptimizing the Information Technology Utilization

Penggunaan Teknologi Informasi merupakan tulang punggung bagi Perum LPPNPI untuk mewujudkan visinya: Menjadi Penyelenggara Navigasi Penerbangan Terbaik di Asia Tenggara. Untuk itu, Perum LPPNPI senantiasa berupaya untuk mengoptimalkan penggunaan teknologi informasi yang mendukung kegiatan perusahaan, baik operasional, keuangan maupun administrasi. Pemanfaatan teknologi informasi tersebut telah terbukti mampu mempercepat proses bisnis di lingkungan Perum LPPNPI.

Dalam mengoptimalisasikan penggunaan teknologi informasi, sepanjang tahun 2016, Perum LPPNPI telah melakukan berbagai program sebagai berikut:1. Implementasi billing system Validasi, BCS dan BDS tahap

IIPengumpulan data produksi secara sistematis untuk dapat menghasilkan data yang akurat dan dapat digunakan oleh perusahan untuk keperluan analisa lebih lanjut dan memberikan manfaat berupa peningkatan pelayanan dan keselamatan penerbangan. Dengan akurasi data produksi yang lebih baik, dapat membantu proses fakturisasi penagihan kepada pihak pengguna layanan secara lebih cepat dengan didukung data yang akurat.

2. Implementasi slot management system CHRONOS yang merupakan aplikasi yang digunakan untuk menyeimbangkan antara kapasitas (capacity) dan permintaan (demand) di ruang udara maupun di bandara sehingga pengaturan lalu lintas udara bisa efektif dan efisien. Hasil yang dapat dirasakan langsung dari implementasi CHRONOS antara lain:a. Data penerbangan yang dimiliki antara KOBU,

Bandara dan AirNav samab. Pengurusan slot time delay dan irregularity melalui

satu pintu dan transparanc. Terjalinnya proses CDM di bandar udara

4. Implementasi VPN (Virtual Private Network) di 24 cabang AirNav sebagai dasar komunikasi data dan informasi yang cepat dan aman untuk mendukung kelancaran pertukaran data administrasi dan komunikasi antar cabang.

Utilization of Information Technology is a main core for Perum LPPNPI to actualize its vision; Become Best Service Provider Agency of Air Navigation in Southeast Asia. Therefore, Perum LPPNPI continues to strive in maximizing the utilization of information technology which enable to support the Company’s activities, either operational, financial or administration. Utilization of information technology has proved enabling acceleration of business process in surroundings of Perum LPPNPI.

In optimizing utilization of information technology, during year 2016, Perum LPPNPI has conducted several programs as follow:1. Implementation of billing system in validation, BCS and

BDS phase IIProduction Data’s Collecting in systematically to able earn accurate data and can be used by the Company for further purpose of analysis and provides benefit in efforts to enhance services and safety aviation. With better accurate production data, it helps process of recovery factorization to the users in faster time and well supported by accurate data.

2. The implementation of slot management system CHRONOS is an application which were used to make balance between capacity and demand in aerospace or at the airport so that air traffic management can be more effective and efficient. As a direct result benefits from the CHRONOS implementation are as follows:

y Flight’s data where owned by KOBU, Airport and AirNav are same.

y The operational of delay slot time and irregularity through one gate and transparent.

y Synergized interaction of Process CDM in airports.3. Implementation of VPN (Virtual Private Network) in

24 branches of AirNav as a communication date base and faster information also secured information to support the fluency of data administration changing and communication amongst branches.


5. Implementasi A-CareMerupakan media komunikasi dan rekonsiliasi berbasis web yang menjembatani komunikasi terkait tagihan biaya PJNP dan rekonsiliasi data penerbangan antara Perum LPPNPI dengan pihak airlines. Dengan aplikasi ini Perum LPPNPI dapat :a. Memaksimalkan penerimaan dari pelunasan dan

menekan angka piutang. b. Mempercepat penyelesaian perbedaan data antara

Perum LPPNPI dan airlinesc. Efisiensi dalam penyampaian invoice ke airlines

dan terbukti dapat menekan anggaran perusahaan sebesar Rp2 miliar per tahun.

5. Pengembangan Aplikasi AirNav Radar yang menampilkan informasi penerbangan lengkap dengan data pesawat, rute, kecepatan, level ketinggian, dan sebagainya yang dapat digunakan sebagai bahan analisa dan pengambilan keputusan.

4. Implementation of A-CareIs a media communication and reconciliation by web base which facilitates communication activity relates to the claim of PJNP’s cost and flight data reconciliation between Perum LPPNPI and airlines Parties. By utilizing this application, Perum LPPNPI able to perform the following:

y Maximizes receiving of repayment and press the claim number;

y Accelerates finishing of data’s differentiation between Perum LPPNPI and airlines;

y Efficient in delivering invoices to airlines and well proven enabling to press the Company’s budget in the amount of Rp2 billion per year.

5. Enhancement of AirNav Radar’s Application which displays information about comprehensive flight’s identity embedded airlines data, route, speedy, height level and others which can be used as material analysis and decision making.

Analisa &Pembahasan ManajemenManagement Discussion & Analysis

TOWER AIRNAV CABANG MAKASSAR


TinjauanMakro EkonomiMacro Economic Overview

PERTUMBUHAN EKONOMIEconomic Growth

Perekonomian dunia diperkirakan meningkat didukung oleh ekonomi AS dan Tiongkok yang membaik, meskipun diliputi oleh sejumlah risiko yang perlu dicermati. Perbaikan ekonomi AS didorong oleh peningkatan konsumsi dan meningkatnya investasi non-residensial. Selain itu, tingkat pengangguran AS berada pada level rendah dengan inflasi yang mengarah ke target jangka panjangnya. Sementara itu, perekonomian Tiongkok mengalami pertumbuhan membaik, tercermin pada peningkatan penjualan eceran dan investasi swasta. Di pasar komoditas, harga minyak dunia diperkirakan dalam tren meningkat. Demikian pula, harga komoditas ekspor Indonesia membaik ditopang oleh kenaikan harga batu bara dan beberapa jenis logam khususnya tembaga dan timah. Ke depan, sejumlah risiko global tetap perlu diwaspadai, antara lain berasal dari dampak kebijakan fiskal dan perdagangan internasional AS, kenaikan Fed Fund Rate (FFR) yang berpotensi meningkatkan cost of borrowing, proses penyesuaian ekonomi dan keuangan Tiongkok, serta berbagai risiko geopolitik.

Perekonomian Indonesia pada Triwulan IV 2016 masih sejalan dengan perkiraan. Di tengah realisasi belanja pemerintah yang lebih rendah dari perkiraan sebelumnya, pertumbuhan konsumsi dan investasi tetap kuat. Di sisi eksternal, ekspor meningkat seiring dengan perbaikan ekonomi negara-negara mitra dagang dan meningkatnya harga komoditas global. Perbaikan ekspor tersebut diperkirakan akan berlanjut tidak hanya ditopang oleh ekspor komoditas tetapi juga produk manufaktur yang prospeknya terus membaik. Dengan perkembangan tersebut, untuk keseluruhan tahun 2016, perekonomian nasional diperkirakan tumbuh sekitar 5% (yoy). Pada tahun 2017, fase pemulihan ekonomi diperkirakan terus berlanjut terutama didorong oleh membaiknya kinerja ekspor, dan mulai menggeliatnya investasi yang didukung oleh meningkatnya pembiayaan baik dari kredit perbankan maupun pembiayaan non-bank. Sementara pertumbuhan konsumsi rumah tangga diperkirakan masih cukup stabil.

The world economy is predicted to rise by the USA and China economics improved, although overwhelmed by a number risks that need to be considered. USA economic improvement is driven by increased consumption and increased non-residential investment. Besides that, USA unemployment rate is at the level low with inflation leading to the target long term. Meanwhile, the economy China is experiencing improved growth, reflected in the increase in retail sales and private investment. In commodity markets, world oil prices are expected in trend increased. Similarly, Indonesia’s export commodities are strengthened by increase of coal prices and some types of copper and tin metals. In the future, numbers of global risks remain to be wary of, among others derived from the impact of fiscal policy and USA international trade, increasing of Fed Fund Rate (FFR) that could potentially increase cost of borrowing, economic adjustment process and China’s finances, and various risks geopolitics.

Indonesia’s economy in the fourth quarter of 2016, still in line with forecasts. In the middle lower realization of government spending from previous forecasts, consumption growth and investment remain strong. Externally, exports increase along with economic improvement of partner countries trade and rising global commodity prices. Such export improvement is predicted will continue to be sustained not only by exports commodities but also manufactured products whose prospects continue to improve. With such progress, for all aspect in 2016, the national economy is estimated grew up to 5% (yoy). In 2017 period, phase of economic recovery is expected to continue driven primarily by improved performance exports, and start rapidly growth of investment supported by improved financing from bank loans or financing non-bank. Meanwhile, consumption growth households are estimated to be quite stable.


NILAI TUKARDOLARExchange Rate of Dollar

Setelah mengalami tekanan pasca pengumuman Pemilu Presiden AS, nilai tukar rupiah menguat di bulan Desember seiring dengan aliran modal yang kembali masuk. Secara point to point, Rupiah terapresiasi 0,59% (mtm) menjadi Rp13.473 per Dolar AS. Penguatan tersebut sejalan dengan peningkatan aliran dana masuk terutama di Surat Utang Negara (SUN). Sementara itu, outflow yang terjadi di pasar saham berkurang setelah kenaikan FFR dan bahkan mendorong inflow di akhir Desember 2016. Selama tahun 2016, secara point to point Rupiah telah menguat sebesar 2,32% (ytd) terutama didukung oleh persepsi positif investor terhadap perekonomian domestik yang mendorong aliran dana masuk.

Ke depan, Bank Indonesia akan terus mewaspadai risiko ketidakpastian keuangan global dan tetap melakukan langkah-langkah stabilisasi nilai tukar sesuai fundamental dengan tetap menjaga bekerjanya mekanisme pasar. Pergerakan nilai tukar rupiah diperkirakan akan dipengaruhi sejumlah faktor eksternal, seperti arah kebijakan pemerintah AS dan frekuensi kenaikan suku bunga lanjutan di AS pada tahun 2017. Di sisi domestik, rupiah diperkirakan mendapat dukungan dari prospek perekonomian Indonesia yang diperkirakan tetap mendapat dukungan dari prospek perekonomian Indonesia yang diperkirakan tetap positif.

After experiencing post-announcement pressures USA Presidential Election, Rupiah exchange rate of remains strengthened in December as capital flows who re-entered. Point to point, Rupiah appreciated 0.59% (mtm) to Rp13,473 per US Dollar. Such reinforcement in line with an increase in the flow of funds entered primarily in the letter of Government Bonds (SUN). Meanwhile, the outflow which occurred in the stock market decreased after the increase of FFR and even pushing inflow at the end of December 2016. During 2016, point to point Rupiah has strengthened by 2.32% (ytd) is mainly supported by positive perceptions investors to the domestic economy encourage the flow of incoming fund.

Moving forward, Bank Indonesia will continue being aware of the risks of financial uncertainty global and keep applying the steps stabilization of exchange rate according on to fundamentals whilst keep maintaining the operational of market mechanism. The movement of Rupiah exchange rate is expected influenced by numbers of external factors, such as direction of USA government policies and frequency an increase in interest rate continued in the USA in the year 2017. On the domestic front, the Rupiah is estimated supports from Indonesia’s economic prospects which is expected to remain positive standpoint.





Kilas Kinerja 20162016 Performance Highlight

INFLASIInflation

Inflasi terkendali pada level yang rendah dan berada di batas bawah kisaran sasaran inflasi 2016 inflasi 2016, yaitu 4±1%. Realisasi inflasi IHK pada bulan Desember 2016 tercatat sebesar 0,42% (mtm), atau lebih rendah dari bulan lalu yang sebesar 0,47% (mtm), sehingga secara keseluruhan tahun inflasi 2016 menjadi sebesar 3,02% (yoy). Inflasi yang rendah tersebut didukung oleh inflasi inti yang rendah dan administered prices yang minimal, di tengah inflasi volatile food yang masih meningkat. Pencapaian tersebut didukung oleh kebijakan Bank Indonesia dan koordinasi dengan Pemerintah yang semakin solid, baik di pusat maupun di daerah, dalam mengendalikan inflasi.

Ke depan, inflasi diperkirakan tetap terkendali dan berada pada kisaran inflasi 2017, yaitu 4±1% (yoy). Koordinasi kebijakan Pemerintah dan Bank Indonesia dalam mengendalikan inflasi perlu terus diperkuat guna memitigasi sejumlah risiko mungkin timbul, terutama terkait penyesuaian administered prices sejalan dengan kebijakan lanjutan reformasi subsidi energi oleh Pemerintah, serta risiko kenaikan harga volatile food. Koordinasi kebijakan Bank Indonesia dan Pemerintah perlu difokuskan pada upaya menjaga pasokan dan distribusi kebutuhan pokok, serta terkait waktu pemberlakuan harga yang diatur Pemerintah, yang akan menjadi kunci pengendalian inflasi 2017.

Inflation is under control at a low level and are at the lower limit of the inflation target range 2016 inflation 2016, which is 4±1%. Realization of inflation the IHK in December 2016 was recorded of 0.42% (mtm), or lower than last month which amounted to 0.47% (mtm), so overall inflation year 2016 to be at 3,02% (yoy). Low inflation is supported by low core inflation and minimal administered prices, in the middle volatile foods inflation is still rising. The achievement is supported by the policy of Bank Indonesia and coordination with the government is getting solid, both at the central office as well as in the district region office, in controlling inflation.

In the future, inflation is expected to remain under control and is in the inflation range of 2017, that is 4±1% (yoy). Coordination between the Government policies and Bank Indonesia in controlling inflation needs to be strengthened to mitigate numbers of risks which may arise, particularly related to administered prices adjustment in line with the policy of further energy subsidy reform by the Government, as well as the risks of volatile price increases food. Coordination between Bank Indonesia policies and the Government needs to focus on efforts maintaining supply and distribution needs of volatile foods, and related to time of price enforcement which is governed by the Government, which will become important key to inflation control 2017.




ANALISA & PEMBAHASANMANAJEMENManagement Discussion & Analysis

SUKU BUNGAInterest Rate

Pelonggaran kebijakan moneter yang ditempuh oleh Bank Indonesia dapat bertransmisi dengan baik melalui jalur suku bunga dan jalur kredit. Hal ini terlihat dari perkembangan respons suku bunga di Pasar Uang Antar Bank (PUAB), serta berlanjutnya penurunan suku bunga kredit dan suku bunga deposito. Sementara itu, transmisi melalui jalur kredit menunjukkan perbaikan dengan meningkatnya pertumbuhan kredit. Seiring dengan kenaikan pertumbuhan kredit tersebut, likuiditas perekonomian dalam arti luas (M2) juga tuumbuh meningkat.

Suku bunga PUAB O/N relatif stabil pada Desember 2016 seiring dengan memadainya likuiditas. Pada Desember 2016, rata-rata tertimbang suku bunga PUAB O/N tercatat sebesar 4,20%, relatif stabil dibandingkan 4,17% pada bulan sebelumnya. Stabilnya suku bunga PUAB O/N tersebut dipengaruhi oleh likuiditas di pasar uang yang memadai di tengah tingginya kebutuhan likuiditas menjelang akhir tahun (kebutuhan seasonal). Untuk keseluruhan tahun 2016, rata-rata suku bunga PUAB O/N tercatat sebesar 4,80% atau lebih rendah dibandingkan rata-rata suku bunga PUAB O/N sepanjang tahun 2015 yang sebesar 5,84%.

Likuiditas di PUAB masih terjaga di tengah meningkatnya kebutuhan seasonal akhir tahun. Spread suku bunga max-min PUAB O/N naik menjadi 36 bps dibandingkan bulan sebelumnya yang sebesar 13 bps seiring dengan tingginya kebutuhan likuiditas pada minggu IV Desember 2016. Namun, meningkatnya volume rata-rata PUAB total pada Desember 2016 menjadi Rp10,10 triliun dari Rp9,11 triliun pada bulan sebelumnya mencerminkan terjaganya likuiditas PUAB. Untuk keseluruhan tahun 2016, rata-rata spread suku bunga max-min PUAB O/N tercatat sebesar 26 bps atau lebih rendah dibandingkan tahun sebelumnya yang sebesar 34 bps seiring dengan membaiknya likuiditas di pasar uang.

The discretion of monetary policies as pursued by Bank Indonesia may transmit with both through interest rates and credit lines. This is evident from the development of ethic responses interest rate in Interbank Money Market (PUAB), and continued to decline in credit interest rate and deposit rates. Meanwhile, the transmission through the credit line shows improvement with increasing of credit growth. Along with the increase in credit growth the liquidity of the economy in a sense area (M2) also increasing.

PUAB O/N interest rate is relatively stable at December 2016 along with its adequacy liquidity. In December 2016, on average weighted PUAB O/N intertest rate recorded amounted to of 4.20%, relatively stable than 4.17% in the previous month. Stable interest rates of PUAB O/N is influenced by liquidity in an adequate money market amid high liquidity needs by the end of year (seasonal requirement). For the whole year 2016, the average of PUAB O / N interest rate is recorded of 4.80% or lower than the average PUAB O/N interest rate year 2015 which is amounted to 5,84%.

Liquidity in PUAB remains intact in the middle seasonal end-of-year increase. Max-min interest rate of PUAB O/N rises to 36 bps compared to the previous month which is 13 bps in line with its’ height the need for liquidity in the fourth week of December 2016. However, the average volume increases PUAB total in December 2016 became Rp10.10 trillion from Rp9.11 trillion in the previous month reflects the maintenance of liquidity PUAB. For the whole year 2016, on average the deposit interest rate PUAB O/N spread was recorded of 26 bps or lower than the previous year was 34 bps along with improved liquidity in the money market.


Industry Overview

TinjauanIndustri

Dinamika perkembangan Industri Penerbangan di Indonesia terus tumbuh kembang seiring dengan naiknya jumlah pengguna jasa transportasi udara. Terlebih dengan adanya ASEAN Open Sky pada tahun 2016 yang memperbolehkan negara-negara di ASEAN melakukan penerbangan langsung ke sejumlah kota di negara anggota dalam lingkup Masyarakat Ekonomi ASEAN, akan banyak tantangan yang timbul baik berupa peluang maupun ancaman.

ASEAN open-skies policy membuat pasar yang besar untuk industri penerbangan. Pasar Asia Tenggara akan menjadi semakin penting di masa depan dengan pelaksanaan ASEAN open-skies policy dan integrasi ekonomi. ASEAN open-skies policy akan berdampak pada penurunan biaya dan operator bebas untuk beroperasi di pasar ASEAN. Perjalanan intra-ASEAN akan menciptakan pendapatan besar bagi penerbangan seperti yang terjadi di pasar Eropa. Persaingan akan semakin ketat di antara flag carriers negara-negara ASEAN untuk memperebutkan pasar intra-ASEAN.

Dalam jangka panjang, industri penerbangan Indonesia diproyeksikan akan lebih besar dan diperkirakan oleh IATA bahwa sekitar 15 tahun lagi, Indonesia akan menjadi negara peringkat keenam dalam jumlah penumpang angkutan udara.

Di kawasan Asia-Pasifik, IATA memperkirakan kapasitas bandara akan berkembang 8,5%. Sementara untuk jumlah penumpang akan berkembang 7,7%. Selain itu, kawasan Asia Pasifik diprediksi akan menjadi leader pertumbuhan lalu lintas penerbangan dunia dalam 20 tahun ke depan, di mana diperkirakan terjadi pertumbuhan sebesar 5,7% setiap tahun.

Selain itu, tren penguatan nilai tukar Rupiah terhadap Dolar Amerikat Serikat (USD) dalam beberapa hari terakhir memberikan efek positif untuk industri penerbangan tanah air. Terutama lantaran pembelian avtur yang menggunakan USD sangat berpengaruh terhadap tarif. Harga avtur sangat berpengaruh pada industri angkutan udara dan penguatan rupiah merupakan satu indikator yang baik untuk angkutan udara.

The dynamic of the development of the Aviation Industry in Indonesia continues to grow along with increasing number of air transport service users. Especially with the ASEAN Open Sky in 2016 period which open opportunity to allows countries in ASEAN direct flights to numbers of countries in scope ASEAN Economic Community, this policy will impact many challenges both opportunities and threats.

ASEAN open-skies policy makes big market to aviation industry. Southeast Asia Market will become increasingly important in the future with the implementation of ASEAN open-skies policy and economic integration. ASEAN open-skies policy will have an impact on cost reduction and free carriers to operate in the ASEAN market. Intra-ASEAN travel will create big revenue to aviation industry as occurred in European market. Competition will increasingly tight among flag carriers of ASEAN countries to compete intra-ASEAN market.

In long term, the aviation industry of Indonesia is projected to be bigger estimated by IATA that about 15 years more, Indonesia will become the sixth ranking country of air transport passengers.

In Asia-Pacific region, IATA estimates airport capacity will expand 8.5%. Meanwhile, for the number of passengers will grew 7.7%. In addition, the Asia Pacific region predicted to be the leader of air traffic growth in the aviation world within the next 20 years, where an estimated growth performance of 5.7% every year.

In addition, the strengthening trend of the Rupiah exchange rate against United States dollar (USD) in last few days have a positive effect for the aviation industry in Indonesia. Especially due to avtur purchases using USD very influential towards tariff. Avtur price is very influential on the aviation industry and the strengthen of the Rupiah is an indicator which is good for air transport.






TRAFFIC MOVEMENT KANTOR CABANG DAN UNIT PELAYANAN NAVIGASI TAHUN 2016Traffic Movement of Branch Office and Navigation Service Unit in 2016

LOKASILocation

JANUARIJanuary

FEBRUARIFebruary

MARETMarch

APRILApril

MEIMay

JUNIJune

JULIJuly

AGUSTUSAugust

SEPTEMBERSeptember

OKTOBEROctober

NOVEMBERNovember

DESEMBERDesember

JUMLAHTotal

RATA-RATAAverage

CABANG BRANCH OFFICES

JATSC 26,823 24,336 27,207 32,773 34,521 32,135 36,960 34,423 33,374 34,619 33,653 36,533 387,357 32,280Halim 1,655 1,603 1,681 1,608 1,825 1,883 1,720 1,743 1,958 5,476 4,875 5,772 31,799 2,650Bandung 2,512 2,392 2,621 2,549 2,326 2,373 2,572 2,248 2,088 3,075 2,661 2,585 30,002 2,500MATSC 8,659 7,799 7,662 8,594 8,885 7,721 8,803 8,333 7,882 8,436 8,452 9,416 100,642 8,387Biak 775 765 748 774 721 782 805 762 727 542 490 622 8,513 709Ambon 1,602 1,391 1,568 1,515 1,568 1,542 1,517 1,710 1,581 1,504 1,285 1,519 18,302 1,525Manado 2,071 1,903 2,117 2,043 2,198 1,980 2,048 2,072 2,062 2,234 1,964 2,527 25,219 2,102Denpasar 11,605 11,049 11,230 10,989 11,190 10,880 11,068 11,071 11,501 11,878 10,684 11,968 135,113 11,259Kupang 1,851 1,686 2,143 1,970 2,201 2,082 2,353 2,095 2,183 2,245 2,167 2,533 25,509 2,126Lombok 2,663 2,355 2,908 2,596 2,073 2,804 2,959 2,786 2,567 3,558 3,267 3,501 34,037 2,836Balikpapan 6,146 5,839 6,349 5,927 6,078 5,608 6,863 6,963 6,496 5,879 5,826 6,137 74,111 6,176Banjarmasin 2,677 2,412 2,678 3,155 3,103 2,336 2,772 2,543 2,479 2,541 2,429 2,554 31,679 2,640Pontianak 2,944 2,720 2,891 2,379 2,606 2,604 2,640 2,932 2,868 3,101 2,912 3,212 33,809 2,817Surabaya 12,717 11,689 12,092 11,193 11,785 10,947 12,887 11,617 12,090 12,242 11,733 12,519 143,511 11,959Semarang 4,698 3,560 4,167 3,987 5,043 3,084 3,968 4,049 3,390 3,113 3,245 3,587 45,891 3,824Solo 2,328 2,094 2,950 2,903 3,896 3,760 2,295 2,781 2,156 1,820 1,743 1,967 30,693 2,558Yogyakarta 4,373 4,149 4,412 5,898 4,633 4,725 4,763 4,886 4,206 4,330 3,155 4,558 54,088 4,507Medan 4,903 4,477 4,864 4,882 5,667 5,634 5,109 5,112 4,794 5,791 6,097 6,905 64,235 5,353Banda Aceh 813 856 935 739 884 721 827 742 928 846 697 936 9,924 827Pekanbaru 2,201 2,035 2,325 2,243 2,305 2,070 3,090 2,183 2,100 3,044 3,223 3,123 29,942 2,495Padang 1,952 1,763 1,879 1,941 1,990 1,867 2,488 2,179 2,057 2,182 2,140 2,376 24,814 2,068Batam 3,828 3,728 3,978 3,832 3,865 3,614 3,803 3,818 3,622 3,882 4,076 4,324 46,370 3,864Palembang 3,383 3,101 3,461 3,154 3,033 3,831 3,543 3,657 3,013 3,014 3,180 3,569 39,939 3,328Tanjung Pinang 385 603 662 614 1,030 989 888 1,265 659 1,165 371 458 9,089 757Pangkal Pinang 2,047 2,388 2,339 2,453 2,994 2,061 2,447 2,552 2,885 2,348 2,081 2,028 28,623 2,385Jambi 1,151 1,106 1,216 1,201 1,213 1,184 1,321 1,237 1,189 1,196 1,323 1,248 14,585 1,215Jayapura 5,410 4,879 4,987 4,899 4,340 4,996 4,849 4,814 4,228 2,912 5,262 5,540 57,116 4,760Traffic Movement 122,172 112,678 122,070 126,811 131,973 124,213 135,358 130,573 125,083 132,973 128,991 142,017 1,534,912 127,909UNIT UNITSWamena 3,530 3,370 3,052 3,040 3,587 3,772 3,348 2,682 2,624 3,676 3,487 3,164 39,332 3,278Nabire 1,718 1,606 1,589 976 1,017 1,468 1,672 1,976 0 1,534 1,485 1,627 16,668 1,389Palangkaraya 668 705 706 688 713 676 709 824 838 2,846 2,696 1,583 13,652 1,138Tarakan 1,230 1,126 1,300 1,160 1,306 762 0 0 1,331 1,467 1,414 1,563 12,659 1,055Sorong 1,174 1,068 1,215 1,134 1,206 1,212 778 1,286 0 1,195 1,213 1,137 12,618 1,052Palu 974 907 1,057 1,025 974 872 1,108 1,098 636 938 474 633 10,696 891Unit LainnyaOther Units 18,106 16,716 19,818 17,143 19,940 19,357 16,719 15,620 16,337 23,657 26,764 31,068 241,245 20,104

Sub Total Unit 27,400 25,498 28,737 25,166 28,743 28,119 24,334 23,486 21,766 35,313 37,533 40,775 346,870 28,906Total Traffic Movement 149,572 138,176 150,807 151,977 160,716 152,332 159,692 154,059 146,849 168,286 166,524 182,792 1,881,782 156,815





Sumber: Internal (Direktorat Operasi). Data sudah termasuk Penerbangan States, Military, dan Medical.Source : Internal (Directorate of Operational). Data includes the States Flight, Military and Medical.

LOKASILocation

JANUARIJanuary

FEBRUARIFebruary

MARETMarch

APRILApril

MEIMay

JUNIJune

JULIJuly

AGUSTUSAugust

SEPTEMBERSeptember

OKTOBEROctober

NOVEMBERNovember

DESEMBERDesember

JUMLAHTotal

RATA-RATAAverage

CABANG BRANCH OFFICES

JATSC 26,823 24,336 27,207 32,773 34,521 32,135 36,960 34,423 33,374 34,619 33,653 36,533 387,357 32,280Halim 1,655 1,603 1,681 1,608 1,825 1,883 1,720 1,743 1,958 5,476 4,875 5,772 31,799 2,650Bandung 2,512 2,392 2,621 2,549 2,326 2,373 2,572 2,248 2,088 3,075 2,661 2,585 30,002 2,500MATSC 8,659 7,799 7,662 8,594 8,885 7,721 8,803 8,333 7,882 8,436 8,452 9,416 100,642 8,387Biak 775 765 748 774 721 782 805 762 727 542 490 622 8,513 709Ambon 1,602 1,391 1,568 1,515 1,568 1,542 1,517 1,710 1,581 1,504 1,285 1,519 18,302 1,525Manado 2,071 1,903 2,117 2,043 2,198 1,980 2,048 2,072 2,062 2,234 1,964 2,527 25,219 2,102Denpasar 11,605 11,049 11,230 10,989 11,190 10,880 11,068 11,071 11,501 11,878 10,684 11,968 135,113 11,259Kupang 1,851 1,686 2,143 1,970 2,201 2,082 2,353 2,095 2,183 2,245 2,167 2,533 25,509 2,126Lombok 2,663 2,355 2,908 2,596 2,073 2,804 2,959 2,786 2,567 3,558 3,267 3,501 34,037 2,836Balikpapan 6,146 5,839 6,349 5,927 6,078 5,608 6,863 6,963 6,496 5,879 5,826 6,137 74,111 6,176Banjarmasin 2,677 2,412 2,678 3,155 3,103 2,336 2,772 2,543 2,479 2,541 2,429 2,554 31,679 2,640Pontianak 2,944 2,720 2,891 2,379 2,606 2,604 2,640 2,932 2,868 3,101 2,912 3,212 33,809 2,817Surabaya 12,717 11,689 12,092 11,193 11,785 10,947 12,887 11,617 12,090 12,242 11,733 12,519 143,511 11,959Semarang 4,698 3,560 4,167 3,987 5,043 3,084 3,968 4,049 3,390 3,113 3,245 3,587 45,891 3,824Solo 2,328 2,094 2,950 2,903 3,896 3,760 2,295 2,781 2,156 1,820 1,743 1,967 30,693 2,558Yogyakarta 4,373 4,149 4,412 5,898 4,633 4,725 4,763 4,886 4,206 4,330 3,155 4,558 54,088 4,507Medan 4,903 4,477 4,864 4,882 5,667 5,634 5,109 5,112 4,794 5,791 6,097 6,905 64,235 5,353Banda Aceh 813 856 935 739 884 721 827 742 928 846 697 936 9,924 827Pekanbaru 2,201 2,035 2,325 2,243 2,305 2,070 3,090 2,183 2,100 3,044 3,223 3,123 29,942 2,495Padang 1,952 1,763 1,879 1,941 1,990 1,867 2,488 2,179 2,057 2,182 2,140 2,376 24,814 2,068Batam 3,828 3,728 3,978 3,832 3,865 3,614 3,803 3,818 3,622 3,882 4,076 4,324 46,370 3,864Palembang 3,383 3,101 3,461 3,154 3,033 3,831 3,543 3,657 3,013 3,014 3,180 3,569 39,939 3,328Tanjung Pinang 385 603 662 614 1,030 989 888 1,265 659 1,165 371 458 9,089 757Pangkal Pinang 2,047 2,388 2,339 2,453 2,994 2,061 2,447 2,552 2,885 2,348 2,081 2,028 28,623 2,385Jambi 1,151 1,106 1,216 1,201 1,213 1,184 1,321 1,237 1,189 1,196 1,323 1,248 14,585 1,215Jayapura 5,410 4,879 4,987 4,899 4,340 4,996 4,849 4,814 4,228 2,912 5,262 5,540 57,116 4,760Traffic Movement 122,172 112,678 122,070 126,811 131,973 124,213 135,358 130,573 125,083 132,973 128,991 142,017 1,534,912 127,909UNIT UNITSWamena 3,530 3,370 3,052 3,040 3,587 3,772 3,348 2,682 2,624 3,676 3,487 3,164 39,332 3,278Nabire 1,718 1,606 1,589 976 1,017 1,468 1,672 1,976 0 1,534 1,485 1,627 16,668 1,389Palangkaraya 668 705 706 688 713 676 709 824 838 2,846 2,696 1,583 13,652 1,138Tarakan 1,230 1,126 1,300 1,160 1,306 762 0 0 1,331 1,467 1,414 1,563 12,659 1,055Sorong 1,174 1,068 1,215 1,134 1,206 1,212 778 1,286 0 1,195 1,213 1,137 12,618 1,052Palu 974 907 1,057 1,025 974 872 1,108 1,098 636 938 474 633 10,696 891Unit LainnyaOther Units 18,106 16,716 19,818 17,143 19,940 19,357 16,719 15,620 16,337 23,657 26,764 31,068 241,245 20,104

Sub Total Unit 27,400 25,498 28,737 25,166 28,743 28,119 24,334 23,486 21,766 35,313 37,533 40,775 346,870 28,906Total Traffic Movement 149,572 138,176 150,807 151,977 160,716 152,332 159,692 154,059 146,849 168,286 166,524 182,792 1,881,782 156,815






GRAFIK PERKEMBANGAN TRAFFIC MOVEMENT KANTOR CABANG TAHUN 2016Graphic of Traffic Movement Progress in Branch Office of 2016



Pertumbuhan pergerakan pesawat Kantor Cabang dan Kantor Distrik Perum LPPNPI pada Tahun 2016 sesuai asumsi RKAP diperkirakan sebesar 7,0% untuk penerbangan domestik dan 5,0% untuk penerbangan internasional. Realisasi traffic movement Kantor Cabang sampai dengan Tahun 2016 sejumlah 1.534.912 traffic movement atau tumbuh 6,8% dibandingkan dengan realisasi traffic movement Kantor Cabang sampai dengan Tahun 2015 sebesar 1.436.897 traffic movement.

Growth of airplane movement in Branch Offices and District Office of Perum LPPNPI in 2016 period according to the assumption of CWPB estimated 7.0% for domestic flights and 5.0% for international flights. Realization of traffic movement in Branch Office until the Year 2016 a total of 1,534,912 traffic movements or 6.8% growth compared with the realization of traffic movement in Branch Office up to Year of 2015 in range of 1,436,897 traffic movement.

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TRAFFIC MOVEMENT KANTOR CABANG & UNIT PELAYANAN NAVIGASI TAHUN 2016Traffic Movement of Branch Office & Navigation Service Unit in Period of 2016


Traffic movement Unit Pelayanan Navigasi Perum LPPNPI sampai dengan Tahun 2016 sebesar 346.870 traffic movement. Unit Pelayanan Navigasi dengan traffic movement terbesar sampai dengan Tahun berturut-turut yaitu Wamena sebesar 39.332 traffic movement, Nabire sebesar 16.668 traffic movement, Palangkaraya sebesar 13.652 traffic movement, Tarakan sebesar 12.659 traffic movement, Sorong sebesar 12.618 traffic movement dan Palu sebesar 10.696 traffic movement. Sehingga, total traffic movement Kantor Cabang & Unit Pelayanan Navigasi Perum LPPNPI sampai dengan Tahun 2016 sebesar 1.881.782 traffic movement atau meningkat 31,0% dibandingkan periode yang sama tahun sebelumnya yaitu 1.436.897 traffic movement.

Traffic movement of Perum LPPNPI Navigation Service Unit of until the Year 2016 of 346,870 traffic movement. Navigation Service Unit with the largest traffic movement until two years continually is Wamena amounting to 39,332 traffic movement, Nabire of 16.668 traffic movement, Palangkaraya of 13,652 traffic movement, Tarakan of 12,659 traffic movement, Sorong amounted to 12,618 traffic movement and Palu of 10.696 traffic movement. Thus, the total traffic movement of the Branch Office and Navigation Service Unit of Perum LPPNPI until the Year 2016 of 1,881,782 traffic movement or increasing 31.0% over the same period of the previous year, is 1,436,879 traffic movement.

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SASARAN STRATEGIS TAHUN 2016Strategic Objectives in 2016

Gambaran Umum Pelaksanaan RKAPGeneral Overview of Company Work Plan Budget (CWPB) Implementation

AirNav Indonesia mulai efektif beroperasi pada tanggal 16 Januari 2013 sebagai entitas baru dalam dunia penerbangan Indonesia. Pada tahapan awal pendirian yang dicanangkan sebagai proses establishment, AirNav mengoperasikan 25 lokasi pelayanan navigasi penerbangan yang merupakan pengalihan dari PT Angkasa Pura I dan PT Angkasa Pura II. Selanjutnya pada tahun 2014 secara bertahap dialihkan penyelenggara pelayanan navigasi penerbangan di bandara-bandara Unit Pelayanan Bandar Udara (UPBU) atau yang sekarang dikenal sebagai Kantor Pelayanan Navigasi Penerbangan (KPNP) dari Direktorat Jenderal Perhubungan hingga tahun 2015.

Selama kurang lebih 3 (tiga) tahun memberikan layanan navigasi penerbangan, masih terdapat celah (gap) yang dirasakan oleh pengguna akan hadirnya pelayanan jasa navigasi penerbangan yang selamat, nyaman, efisien dan ramah lingkungan. Hal ini terindikasi antara lain pada kecenderungan peningkatan jumlah kejadian dibanding periode tahun 2014, keluhan pengguna jasa terhadap kualitas pelayanan khususnya lingkup komunikasi dan serta keberatan atas penyesuaian tarif navigasi penerbangan.

Salah satu faktor yang menjadi penyebab kurang optimalnya pemberian pelayanan navigasi penerbangan kepada pengguna jasa adalah lemahnya sistem tata kelola perusahaan dikarenakan perusahaan masih dalam proses pembelajaran menuju sistem tata kelola yang efektif dan efisien. Beberapa hal terkait tata kelola yang perlu diperhatikan pada tahun 2016 adalah:1. Dukungan infrastruktur yang belum

memadai2. Penyempurnaan database karyawan3. Mengembangkan sistem pengukuran kinerja

dan program yang kuantitatif

Airnav Indonesia began to effectively operate on January16, 2013 as new entity in the aviation industry of Indonesia. On initial stages of establishment that was proclaimed as the establishment process, AirNAv operates 25 locations of navigation services flights which is a diversion from PT Angkasa Pura I and PT Angkasa Pura II. Furthermore in 2004 on gradually diverted to service provider flight navigation at airports service unit (UPBU) or currently familiar known as the Service Office of Flight Navigation (KPNP) from Directorate General of Transportation until Year 2015.

For approximately 3 (three) years of giving flight navigation services, there were still numbers of gap felt by user on the existence of safety services of flight navigation which are comfort, efficient and friendly green environment. This is indicated, among others, on the trend of increasing numbers of occurrences compared to 2014 period, complaints service users to the service quality especially the communication scope and objection on the tariff adjustment of flight navigation.

One of the contributing factors less optimal delivery of flight navigation services given to service users is the weakness of corporate system because the Company is still in learning process towards an effective and efficient governance system. Several things related to management which needs to be considered in 2016 period are as follows:

1. Inadequate infrastructure support

2. The improvement of employee’s database3. To develop the performance measurement

system and quantitative programs.


STRATEGI PERUSAHAANCompany’s Strategy

Berdasarkan pengalaman 3 (tiga) tahun sebelumnya, serta sesuai dengan Rencana Kerja Jangka Panjang Perusahaan (RJPP) tahun 2015-2019, diperlukan dua pendekatan untuk mencapai visi menjadi penyelenggara navigasi penerbangan terbaik di Asia Tenggara.

Pendekatan pertama adalah menciptakan solusi instan yang berdampak langsung kepada tingkat keselamatan dan pelayanan kepada pelanggan (quick win programs). Pada saat yang sama perusahaan juga menyusun rencana strategis lompatan teknologi dari teknologi navigasi penerbangaan saat ini (terrestrial/ground based) menjadi teknologi berbasis satelit (satellite based) sesuai dengan rencana inisiatif global.

Dalam rangka menejermahkan misi, visi dan nilai dasar ke dalam aktivitas perusahaan dengan mempertimbangkan faktor-faktor celah strategis (strategic gap) digunakan Balanced Scorecard sebagai sistem manajemen strategi perusahaan. Balanced Scorecard menyediakan framework yang sistematis dengan menejermahkan misi, visi, tujuan, keyakinan dasar, nilai dasar serta strategi ke dalam sasaran dan inisiatif strategik yang komprehensif, koheren dan terukur (measurable).

Target perusahaan ditetapkan dalam Perspektif Keuangan dan Perspektif Pelanggan, selanjutnya untuk mencapai target tersebut diformulasikan fokus kegiatan perusahaan pada Perspektif Proses Bisnis Internal serta pada Perspektif Pembelajaran dan Pertumbuhan guna memastikan bahwa seluruh sumber daya perusahaan tersedia untuk itu.

Based on experience in previous 3 (three) years, and based on the Company’s Work Plan of long term (RJPP) in year 2015 until 2019, there are two approaches are needed to achieve vision becoming the best service provider agency of flight navigation in Southeast Asia.

The first approach is to create instant solutions which impact directly to the safety level and services for customer (quick win programs). At the same time, the Company also drafted a strategic plan of technology innovation, from current flight navigation technology (terrestrial/ground based) become technology satellite based in accordance with the global initiative plan.

In order to interpret vision, mission and basic values to the Company’s activities by taking into account the strategic gap factors by using Balance Scorecard as the Company’s strategy management system. Balanced Scorecard provides systematic framework by interpreting mission, vision, purpose, basic conviction, basic values and strategy into the objectives and comprehensive strategic initiatives, coherent and measurable.

The Company’s objectives are determined in the Financial Perspective and Customer Perspective, subsequently continues to achieve its’ target formulated to focus on the Company’s activity for Internal Business Process Perspective and Learning and Growth Perspective to ensure availability of all resources of the Company.






Based on Government Regulation Number 77 of 2012 concerning Perum LPPNPI as Allocate Base and Operational Budget (AD/ART) of the Company, where the principle of cost recovery serves as reference as a management system of corporate finance, corporate financial goals is sustainability.

It can be measured by financial indicators which relates with sustainable growth.

F.1. Sustainable Growth. Sustainable growth of finance to supports the continuous improvement based on the principle of cost recovery.

In the business of flight navigation carriers, 2 (two) matters will become successful indicator of flight navigation provider are service level and safety level. Next, in line with global implementation initiatives of Aviation System Block Upgrade (ASBU) is establishing a measure of program alignment between the Company’s program and target or seamless airspace which become the purpose of ASBU.

C.1. Service Excellent. Excellent service and efficient with reliable navigation facilities.

C.2. High Standard of Safety. Service with high level of safety and consistent in all aspect.

C.3. Seamless Sky. Service management interconnected (interoperable) air traffic, in of the appropriate airspace category, minimal or no transition because of the difference of air space, which unit serve or FIR.

Sesuai Peraturan Pemerintah Nomor 77 Tahun 2012 tentang Perum LPPNPI sebagai Anggaran Dasar dan Anggaran Rumah Tangga (AD/ART) perusahaan, dimana prinsip cost recovery dijadikan acuan sebagai sistem pengelolaan keuangan perusahaan, sasaran finansial perusahaan adalah keberlangsungan hidup (sustainability).

Hal ini dapat diukur dengan indikator-indikator finansial yang terkait dengan pertumbuhan yang berkesinambungan (sustainable growth). F.1. Sustainable Growth. Pertumbuhan finansial

yang berkelanjutan guna mendukung peningkatan terus menerus (continuous improvement) sesuai prinsip cost recovery.

Dalam bisnis penyelenggara navigasi penerbangan, 2 (dua) hal yang menjadi tolak ukur keberhasilan penyelenggaraan navigasi penerbangan adalah tingkat pelayanan (service) dan tingkat keselamatan (safety). Selanjutnya sejalan dengan inisiatif global implementasi Aviation System Block Upgrade (ASBU) ditentukan suatu pengukuran keselarasan program perusahaan dengan target seamless airspace yang menjadi tujuan ASBU. C.1. Service Excellent. Pelayanan yang unggul

dan efisien dengan fasilitas kenavigasian yang andal.

C.2. High Standard of Safety. Pelayanan dengan tingkat keselamatan yang tinggi dan konsisten di segala aspek.

C.3. Seamless Sky. Layanan manajemen lalu lintas udara yang saling terhubung (interoperable), pada kategori ruang udara yang tepat, minim atau tanpa transisi karena perbedaan ruang udara, unit yang melayani atau FIR.

Perspektif Keuangan

Perspektif Pelanggan

Financial Perspective






To achieve service target, safety and alignment with the global plans necessary improvements to internal business processes on 3 (three)dimensions of the operating dimension management process, there are improvement support/governance process (supporting process), customer management dimension process through improved service and increased safety and dimensions innovation process through alignment with global plan.

P.1. Improved supporting process. Business process integrated for activities support / non-operational effective and efficient to support increase of services and safety.

P.2. Improved Service. Service improvements through a program that has immediate and tangible impacts are felt the changes by the service users.

P.3. Improved Safety. Increased safety by designing a systematic and comprehensive Safety Management System (SMS).

P.4. Aligned with Global CNS/ATM Plan. Harmonization of the Company plans with global plan through preparation practical documents to aligned current conditions with CNS/ ATM technology in the future.

To ensure all Company resources are available to support smoothness of internal business processes and the Company’s target achievement, determined to focus on human capital, governance information (information capital) and organization capital.

L.1. Highly Competent Human Capital. Executing recruitment, training, and development of competent human resources.

Untuk mencapai target pelayanan, keselamatan dan keselarasan dengan rencana global diperlukan perbaikan pada proses bisnis internal pada 3 (tiga) dimensi yaitu dimensi operating management process yaitu melalui peningkatan proses pendukung/tata kelola (supporting process), dimensi customer management process yaitu melalui peningkatan pelayanan dan peningkatan keselamatan serta dimensi innovation process melalui penyelarasan dengan rencana global.P.1. Improved supporting process. Proses bisnis

terintegrasi untuk kegiatan-kegiatan pendukung/non operasional yang efektif dan efisien guna mendukung peningkatan pelayanan dan keselamatan.

P.2. Improved Service. Peningkatan pelayanan melalui program yang memiliki dampak langsung dan nyata dirasakan perubahannya oleh pengguna jasa.

P.3. Improved Safety. Peningkatan keselamatan dengan merancang sistem manajemen keselamatan (SMS) yang sistematik dan komprehensif

P.4. Aligned with Global CNS/ATM Plan. Harmonisasi rencana perusahaan dengan rencana global melalui penyusunan dokumen praktis guna menjembatani kondisi saat ini dengan teknologi CNS/ATM masa depan.

Guna memastikan seluruh sumber daya perusahaan tersedia untuk mendukung lancarnya proses bisnis internal dan tercapainya target perusahaan, ditentukan fokus pada sumber daya manusia (human capital), tata kelola informasi (information capital) dan organization capital.L.1. Highly Competent Human Capital. Melakukan

perekrutan, pelatihan, dan pengembangan sumber daya manusia yang kompeten.

Perspektif Proses Bisnis Internal

Perspektif Pembelajaran dan Pertumbuhan

Perspective of Internal Business Process

Perspective of Learning and Growth






L.2. Effective ICT Implementation. Merancang sistem ICT yang terintegrasi, basis data yang terpusat dan jaringan yang andal.

L.3. High Performance Organization. Membangun budaya ISAFE dan kepemimpinan yang kuat dalam organisasi yang ramping dan berkinerja tinggi.

TEMA DAN FOKUS PERUSAHAAN 2016Theme and Focus of the Company in 2016

L.2. Effective ICT Implementation. Designing integrated ICT system, centralized data base and reliable network.

L.3. High Performance Organization. Build ISAFE culture and strong leadership in a lean organization and high performance.

The Best ANSP in South East Asia

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L2. Effective Information &Communication Technologty Implementation

L3. High Performance &Lean Organization

P4. Aligned withGlobal CNS/

ATM Plan

P3. ImprovedSafety

C3. SeamlessSky

C1. High Standardof Safety

F1. SustainableGrowth





INISIATIF STRATEGIS PERUSAHAAN DAN PROGRAM KERJA TAHUN 2016Initiative of Company’s Strategic and Work Program of 2016

Untuk mencapai hasil yang terukur dan koheren ditetapkan inisiatif strategis beserta pengukuran dan target sebagai berikut:

To achieve measurable result and coherent results, the Company has determined strategic initiatives and measurements and targets as follows:

DAFTAR INISIATIF STRATEGISList of Strategic Initiative

KODECode

INISIATIF STRATEGISStrategic Initiative

PENGUKURANMeasurement

P1 Integrated Business Process % Implementation

P1 Employee Service Improvement Internal Process Service Level Target

P1 Corporate Identity % Realisasi Program% Program Realization

P2

Peningkatan kapasitas ruang udara melalui restrukturisasi airspace di wilayah Jakarta dan Ujung Pandang FIRIncreased air space capacity through airspace restructuring in Jakarta and Ujung Pandang FIR areas

KapasitasCapacity

P2 Alignment ATS route berbasis PBNAlignment of ATS route based PBN Time/Fuel Saving

P2

Peningkatan kualitas pelayanan ATC: y SDM y Peralatan y Pedoman

Improved ATC service quality: y HR y Equipment y Guidelines

Complain

P2Peningkatan pelayanan melalui Implementasi Digital AIMImproved service through AIM Digital Implementation

P2Peningkatan pelayanan melalui Implementasi Sentralisasi Flight PlanImproved service through Flight Plan Centralization Implementation

% Flightplan

P3 Sertifikasi ANSPANSP Certification

Compliance Level* CASR 171* CASR 172* CASR 175Cabang/Distrik/KPNP TerpenuhiBranch/District/KNKP Fulfilled

P3 Standardisasi dan ProsedurStandardization and Procedure

P3 Peningkatan Implementasi SMSImprovement of SMS Implementation SMS Maturity

P4 ATFM dan CDM tahap 1ATFM and CDM phase 1

L3 Corporate Culture Culture Index

L3 Establishment KPNP






Program kerja direktorat yang merupakan turunan dari inisiatif strategis yang ditetapkan oleh masing-masing Direktorat untuk mencapai tujuan perusahaan.1. Integrated Business Process

a. Implementasi ERP Modul Keuangan dan SDM

b. Peningkatan sistem pencatatan Laporan Keuangan untuk persiapan ERP

c. Pengembangan AirNav Service Oriented Architecture (AirNav SOA Development)

d. Konsolidasi & Integrasi Data Sistem Informasi Perum LPPNPI

e. Pembuatan Customer Relation Management (CRM) System Direktorat Keuangan Tahap 1

f. Penyempurnaan Aplikasi Penilaian KPI dan RKM dengan Dashboard Management

g. Pembentukan Sistem Pusat Data dan Informasi

h. Penyusunan Prosedur Cashdropping untuk KPNP UPBU

i. Mengintegrasikan proses Penyusunan, Pelaksanaan, Pengendalian dan Pelaporan RKA berdasarkan Balanced Scorecard dan Cost Center

j. Penyusunan Proposal Tarif Navigasi Penerbangan Kepada Menteri Perhubungan

k. Pengembangan Billing System (BION)l. Pengembangan Cash Management

System Perbankan yang terintegrasi dengan ERP

2. Employee Service Improvement a. Penggunaan Aplikasi sistem Database

Karyawan (Mandiri)b. Penggunaan Aplikasi sistem Penggajian

Karyawan (Mandiri)c. Pembenahan Arsip Kantor Cabang dan

Distrik serta penggunaan ITd. Pelaksanaan standardisasi sarana dan

prasarana Kantor Cabang, Distrik dan KPNP

e. Optimalisasi fungsi perpustakaan dalam peningkatan pengetahuan karyawan Kantor Pusat

The Directorate’s Working Program is derivatives of established strategic initiatives as determined by eacg Directorate to achieve the Company’s goal.1. Integrated Business Process

a. Implementation of ERP Financial Module and Human Capital

b. Enhance Financial Report documentation system for preparation of Enterprise Resource Planning (ERP)

c. Development of AirNav Service Oriented Architecture (AirNav SOA Development)

d. Consolidation and Integrated Data Information System Perum LPPNPI

e. Creation of Customer Relation Management (CRM) System Directorate Financial Stage 1

f. Completion of KPI Assessment Application and RKM with Dashboard Management

g. Establishment of Data Center System and Information

h. Preparation of Cash dropping procedure for KPNP UPBU

i. Integrate the drafting process, Implementation, Control and RKA reporting based on Balanced Scorecard and Cost Center

j. Preparation of Tariff Proposal of Flight Navigation to the Minister of Transportation

k. Development of Billing System (BION)l. Cash Management Development

Integrated Banking System with ERP

2. Employee Service Improvement a. Utilization of Application of Employee’s

Database System (Independent)b. Utilization of Application of Employee

Payroll System (Independent)c. Arrangement of Branch Office and

District Archives utilizing ITd. Implementation of standardization of

facilities and infrastructure of Branch Offices, District and KPNP

e. Optimization of library’s function in increasing knowledge of Head Office’s employee.





f. Penggunaan travel management serviceg. Penyusunan SOP dan LOA dengan unit

Keuangan, Pengadaan dan IT dalam hal delivery layanan kepada karyawan (SPPD, pengadaan alat dan fasilitas kantor, serta penanganan aplikasi IT)

3. Corporate Identitya. Meeting CANSO & Stakeholder

4. Peningkatan Kapasitas Ruang Udara Melalui Restrukturisasi Airspace di Wilayah Jakarta dan Ujungpandang FIRa. Restrukturisasi Lapis Atas Ujung

Pandang FIR Tahap IIIb. Implementasi Restrukturisasi FSSc. Restrukturisasi Control Zone (CTR) Jakartad. Jasa Konsultansi Feasibility study

komunikasi berbasis satelit G/G dan G/A terpusat

e. Rencana Implementasi TMA berbasis surveillance (Manado, Ambon, dan Sorong)

f. Pilot project pelayanan ATS berbasis teknologi Remote Tower (termasuk trial di 2 lokasi)

g. Persiapan pelayanan di Sektor ABCh. Restrukturisasi dan Sentralisasi FSS di

JATSC dan MATSC5. Allignment ATS Route Berbasis PBN

a. Implementasi Rute Berbasis PBN Di ACC Jakarta dan ACC Ujung Pandang

b. Kajian parallel route berbasis RNAV 5 untuk rute domestik wilayah Sumatera dan Kalimantan

c. Kajian Prosedur PBN di ruang udara Pekanbaru dan Palembang

d. Persiapan Implementasi PBN Prosedur Di Kualanamu

6. Peningkatan Kualitas Pelayanan ATCa. Implementasi ADS/CPDLC di JATSCb. Implementasi Roostering Tool di JATSC

dan MATSCc. Pelaksanaan kerja sama dengan NATS -

UKd. pelaksanaan kerja sama dengan MITREe. Implementasi contingency plan level 1 &

2 (JATSC dan MATSC)f. Penyusunan Prosedur Contingency Plan

APP/TMA

f. Utilization of travel management serviceg. Preparation of SOPs and LOAs with

Finance unit, Procurement and IT within the terms of service delivery to employee (SPPD, tools and facilities procurement and handling of IT applications)

3. Corporate Identitya. Meeting CANSO & Stakeholder

4. Increasing of Airspace Capacity through Restructuring of Airspace in Jakarta Area and Ujung Pandang FIRa. Restructuring Above Surface of Ujung

Pandang FIR Phase IIIb. Implementation of FSS Restructuringc. Restructuring Control Zone (CTR) Jakartad. Consultation Service Feasibility Study

satellite-based G/G and integrated G/A

e. TMA based Implementation Plan surveillance (Manado, Ambon and Sorong)

f. Pilot project of ATS-based services Remote Tower technology (including remote trial on 2 locations)

g. Preparation of services in the ABC Sectorh. Restructuring and Centralizing FSS at

JATSC and MATSC5. Alignment ATS Route Based on PBN

a. Implementation of PBN-Based Routes in ACC Jakarta and ACC Ujung Pandang

b. Study parallel Route-based on RNAV 5 for domestic route of Sumatera and Kalimantan region

c. Study of PBN Procedures in Airspace Pekanbaru and Palembang

d. Preparation of PBN’s Implementation Procedure in Kualanamu

6. Enhance the Quality of ATC Servicesa. Implementation of ADS/CPDLC in JATSCb. Implementation of Rooster Tool at JATSC

and MATSCc. Execution of cooperation between NATS

- UKd. Execution of cooperation with MITREe. Implementation of contingency plan level

1 & 2 (JATSC and MATSC).f. Preparation of Contingency Plan

Procedures APP/TMA






g. Peningkatan Status Pelayanan AFIS Menjadi Tower di 15 Lokasi

h. Peningkatan Pelayanan Unit AFISi. Implementasi AIDC j. Persiapan realignment FIR Singapore k. Implementasi ADS-B Di Atas FL 245

7. Peningkatan Pelayanan Melalui Implementasi Digital AIMa. Transisi AIS To AIM Phase II

8. Peningkatan Pelayanan Melalui Implementasi Sentralisasi Flightplana. Sentralisasi Flight Plan Tahap 2b. Sosialisasi E Flight Plan

9. Sertifikasi ANSPa. Sertifikasi CASR 171b. Sertifikasi CASR 172c. Sertifikasi CASR 175d. Sertifikasi CASR 173

10. Standardisasi & Prosedura. Persiapan Sertifikasi Sistem Manajemen

Mutu 9001b. Review Manual AirNav Indonesia tentang

Standar Pembuatan SOP ATS

c. Penyusunan Manual on the Job Training Bidang ATC

d. Review Prosedur terkait Penggantian Fasilitas Teknik

e. Establishment Instrument Flight Procedure Sesuai Kebutuhan Operasional

f. Pembuatan Prosedur Standar Pembuatan IAP

11. Peningkatan Implementasi SMSa. Pelaksanaan Kegiatan Safety Assessment

Pelayanan Navigasi Penerbanganb. Pelaksanaan Post Monitoring Safety

Assessment Pelayanan Navigasi Penerbangan

c. Penyusunan Laporan Kegiatan Safety Assessment & Post Monitoring Pelayanan Navigasi Penerbangan

d. Koordinasi & Review Pelaksanaan Safety Assessment Pelayanan Navigasi Penerbangan dengan Direktorat Jenderal Perhubungan Udara

e. Pembuatan Hazard Log Database Keselamatan Pelayanan Navigasi Penerbangan

g. Upgrading status of AFIS service become Tower in 15 locations

h. Enhance of Service Unit AFISi. Implementation of AIDCj. Preparation of FIR Singapore realignmentk. Implementation of ADS-B on FL 245

7. Improving Services through AIM Digital Implementationa. Transition of AIS to AIM Phase II

8. Improving Services through Implementation of Flight Planning Centralizationa. Centralization of Flight Plan Phase 2b. Socialization of E Flight Plan

9. ANSP Certificationa. Certification of CASR 171b. Certification of CASR 172c. Certification of CASR 175d. Certification of CASR 173

10. Standardization & Proceduresa. Preparation of Quality Management

System 9001 Certification b. AirNav Indonesia Manual Review

concerning Standards for Creating ATS SOPs

c. Arrangement of Manual On The Job Training in ATC line

d. Review on the Procedure related to Replacement of Technical Facilities

e. Establishment Instrument Flight Procedure based on Operational needs

f. Production of Standard Procedures of IAP creation

11. Enhance of SMS Implementationa. Implementation of Safety Assessment

Activities Aviation Navigation Servicesb. Implementation of Post Monitoring

Safety Assessment of Aviation Navigation Services

c. Preparation of Safety Activities Report Assessment & Post Monitoring Services Flight Navigation

d. Coordination & Review of Safety Assessment execution in Flight Navigation Service with the Directorate General of Air Transportation.

e. Production of Hazard Log Database Safety Navigation Service Flights





f. Pengembangan dan Implementasi SMK3 di Perum LPPNPI

g. Pelaksanaan Investigasi Internal ATS Accident & Incident

h. Mengadakan Workshop Investigasii. Pengembangan Safety Database dan

Reporting Systemj. Publication of safety policies & procedures,

brochures bulletins and website

k. Penyusunan Safety Management System Manual Korporat (SMSM)

l. Security Review Meeting dengan Komite Nasional Keamanan Penerbangan (KNKP)

m. Regional Meeting Aviation Security Program

n. Mengadakan Workshop Threat & Error Management in Safety Management

o. Penyusunan Manual Target Level of Safety

12. ATFM dan CDM Tahap 1a. Establishment ATFM dengan ICAO RSOb. Peningkatan aplikasi slot delay

management, departure management dan Penghitungan CTOT

c. Pembuatan dan evaluasi prosedur –prosedur ATFM

d. Pendirian dan pengoperasian unit ATFM di 8 kantor cabang

e. Implementasi prosedur departure di 8 kantor cabang

f. Publikasi ROT dan taxi time DPS dan SUB

g. FUA dengan TNI13. Corporate Culture

a. Implementasi Penilaian Kinerja Karyawan

14. Establishment KPNP

a. Penyusunan Struktur Baru KPNPb. Penyusunan Pedoman Operasional

KPNPc. Penyesuaian SOP Keuangan terhadap

Proses Bisnis KPNPd. Pengalihan pendapatan PJNP dari

wilayah kerja yang diserahkan oleh Direktorat Perhubungan Udara.

f. Development and Implementation of SMK3 at Perum LPPNPI

g. Implementation of the ATS Internal Investigation of ATS Accident & Incident

h. Conducting Investigation Workshopi. Development of Safety Database and

Reporting Systemj. Publication of safety policies &

procedures, brochures bulletins and website

k. Preparation of Safety Management System Corporate Manual (SMSM)

l. Security Review Meeting with the National Aviation Security Committee (KNKP)

m. Regional Meeting Aviation Security Program

n. Conducting Workshop Threat & Error Management in Safety Management

o. Preparation of Target Level of Safety Manual

12. ATFM and CDM Phase 1a. Establishment ATFM with ICAO RSOb. Increased slot delay application

management, departure management and CTOT calculation

c. Production and evaluation of ATFM Procedures

d. Establishment and operation of ATFM Units in 8 Branch Offices

e. Implementation of departure procedure at 8 Branch Offices

f. Publication of ROT and taxi time of DPS and SUB

g. FUA with TNI (Indonesia Military Forces)13. Corporate Culture

a. Implementation of Performance Assessment Employees

14. Establishment of the National Aviation Security Committee (KPNP)a. Arrangement of new structure of KPNPb. Arrangement of Operational Procedures

of KPNPc. Customization of Finance SOP towards

Business Process of KPNPd. Transition of PJNP Income from

operational region where has been given by the Directorate of Air Transportation


TINJAUAN OPERASI PERSEGMEN USAHAOperational Overview by Business Segment

Berdasarkan Undang-Undang Nomor 1 Tahun 2009 tentang Penerbangan dan Anggaran Dasar Perusahaan, cakupan pelayanan navigasi penerbangan yang merupakan segmen usaha perusahaan meliputi:1. Pelayanan Lalu Lintas Penerbangan (ATS)

yang terdiri atas:a. Pelayanan pemanduan lalu lintas

penerbangan;b. Pelayanan informasi penerbangan; danc. Pelayanan kesiagaan.

2. Pelayanan Telekomunikasi Penerbangan (COM) yang terdiri atas:a. Pelayanan aeronautika tetap (AFS);b. Pelayanan aeronautika bergerak (AMS);

danc. Pelayanan radio navigasi aeronautika

(ARNS).3. Pelayanan Informasi Aeronautika (AIS)

terdiri dari:a. Pelayanan informasi aeronautika dan

peta penerbangan;b. Penerbitan dan penyebarluasan Notam

(notice to airmen); danc. Pelayanan informasi aeronautika bandar

udara.4. Pelayanan informasi meteorologi

penerbangan (MET); dan5. Pelayanan informasi pencarian dan

pertolongan (SAR).

Tinjauan operasi per segmen usaha tersebut dijelaskan secara rinci sebagai berikut:

Based on The Law Number 1 Year 2009 regarding Aviation and the Company Articles of Association, the coverage of flight navigation services which is the business segment of the company covers:1. Air Traffic Services (ATS) which consists of:

a. Air Traffic Control Service;

b. Flight Information Service; andc. Alerting Service

2. Aeronautical Telecommunication (COM) which is consists of:a. Aeronautical Fixed Service (AFS);b. Aeronautical Mobile Services (AMS); and

c. Aeronautical Radio Navigation Service (ARNS)

3. Aeronautical Information Services (AIS) which is consists of:a. Aeronautical information services and

aviation maps;b. Publishing and disseminating of Notam

(notice to airmen); andc. Aeronautical information service of

aerodrome.4. Aeronautical Meteorological Information

Services (MET); and 5. Search and Rescue (SAR).

Review of operations per business segment described in detail as follows:


PELAYANAN LALU LINTAS PENERBANGAN (ATS)Air Traffic Services (ATS)

Jasa ATS terdiri dari pelayanan pemanduan lalu lintas penerbangan baik domestik, internasional, maupun lintas udara; pelayanan informasi penerbangan; dan pelayanan kesiagaan. Total Produksi Route pada tahun 2016 adalah sebesar 402.602.970 Route Unit atau 106,2% dari RKAP.

Pelayanan lalu lintas penerbangan bertujuan untuk:1. mencegah terjadinya tabrakan antar

pesawat udara atau pesawat udara dengan halangan (obstacle) di daerah manuver (maneuvering area);

2. melancarkan dan menjaga keteraturan arus lalu lintas penerbangan;

3. memberikan petunjuk dan informasi berguna untuk keselamatan dan efisiensi penerbangan; dan

4. memberikan notifikasi kepada organisasi terkait untuk bantuan pencarian dan pertolongan (search and rescue).

Hal-hal tersebut dijalankan dengan mempertimbangkan hal berikut:1. jenis lalu lintas penerbangan;2. kepadatan arus lalu lintas penerbangan;3. kondisi sistem teknologi dan topografi; serta

4. fasilitas dan kelengkapan navigasi penerbangan di pesawat udara.

Pelayanan Pengendalian Lalu Lintas Udara (Air Traffic Control Service), pada ruang udara terkontrol/Controlled Airspace terbagi menjadi 3 bagian, yaitu:1. Aerodrome Control Service

Memberikan layanan Air Traffic Control Service, Flight Information Service, dan Alerting Service bagi pesawat terbang yang beroperasi atau berada di bandar udara dan sekitarnya (vicinity of aerodrome), seperti take off, landing, taxiing, serta kegiatan lain di kawasan maneuvering area yang dilakukan di menara pengawas (control tower).

The ATS service consists of aviation traffic guidance services both domestic and international, and air traffic; aviation information services; and alerting service. Total Route Production in 2016 is 402,602,970 Route Unit or 106.2% of CWPB.

Aviation traffic service aims to:

1. preventing collision between aircraft or aircraft with obstacle in the maneuvering area;

2. smoothness and maintain the regularity of aviation traffic flows;

3. provide guidance and useful information for safety and efficiency of the aviation; and

4. notify relevant organizations for search and rescue assistance. (SAR).

Those are conducted by considering the following:1. type of air traffic;2. density of aviation traffic flows;3. conditions of technology and topography

system; and4. facilities and completeness of flight

navigation of aircrafts.

Air Traffic Control Service on Controlled Airspace consists of three parts, such as:

1. Aerodrome Control ServiceProviding Air Traffic Control Service, Flight Information Service and Alerting Service for aircraft operating in or around the aerodrome (vicinity of aerodrome), such as take-off, landing, taxiing and other activities in the maneuvering area which is conducted in the Control tower.

Pelayanan Pemanduan Lalu Lintas PenerbanganAir Traffic Control Service






2. Approach Control ServiceMemberikan layanan Air Traffic Control Service, Flight Information Service, dan Alerting Service, yang diberikan kepada pesawat yang berada di ruang udara sekitar bandar udara, baik yang sedang melakukan pendekatan (approach) maupun yang baru berangkat, terutama bagi kegiatan penerbangan instrumen yang mengikuti aturan penerbangan instrumen atau dikenal dengan Instrument Flight Rules (IFR).

3. Area Control ServiceMemberikan layanan Air Traffic Control Service, Flight Information Service, dan Alerting Service, yang diberikan kepada penerbang yang sedang menjelajah (en-route flight), terutama yang termasuk penerbangan terkontrol (controlled flights).

PRODUKSI ROUTE

Total Produksi Route sampai dengan Tahun RKAP Tahun 2016 dianggarkan sebesar 379.058.011 Route Unit, terdiri dari 149.020.482 Route Unit Domestik, 95.580.745 Route Unit Internasional dan 134.456.784 Route Unit Lintas Udara.

Realisasi Produksi Route sampai dengan tahun 2016 adalah sebagai berikut:1. Domestik sebesar 165.949.793 Route Unit

atau 111,4% dari RKAP. 2. Internasional sebesar 93.445.960 Route Unit

atau 97,8% dari RKAP.3. Lintas Udara sebesar 143.207.217 Route

Unit atau 106,5% dari RKAP.4. Total Produksi Route sebesar 402.602.970

Route Unit atau 106,2% dari RKAP

Sementara itu, Total Produksi Terminal Navigation sampai dengan Tahun RKAP Tahun 2016 sebesar 55.638.836 MTOW, terdiri dari: 42.553.778 MTOW Domestik dan 13.085.058 MTOW Internasional. Realisasi Produksi Terminal Navigation sampai dengan Tahun 2016 adalah sebagai berikut:

2. Approach Control ServiceProviding Air Traffic Control Service, Flight Information Service, and Alerting Service, provided to aircraft located in the airspace around the airport, either approaching or just departed. Especially for aviation activities of instruments that complies with the rules of flight instruments or known as Instrument Flight Rules (IFR).

3. Area Control ServiceProvide Air Traffic Control Service, Flight Information Service and Alerting Service, provided to the pilot (en-route flight), especially those that include controlled flights.

ROUTE PRODUCTION

Total Route Production up to CWPB Year 2016 is budgeted at 379,058,011 Route Units, consisting of: 149,020,482 Domestic Route Unit, 95,580,745 International Route Units and 134,456,784 Routes of Airborne Unit.

The Realization of Route Production up to Year 2016 are as follows:1. Domestic of 165,949,793 Route Units or

111.4% of CWPB.2. International of 93,445,960 Route Units or

97,8% of CWPB.3. Air Traffic of 143,207,217 Route Units or

106.5% of CWPB.4. Total Route Production of 402,602,970

Route Units or 106.2% of CWPB.

Meanwhile, Total Production of Terminal Navigation up to CWPB Year 2016 amounted to 55,638,836 MTOW, consisting of: 42,553,778 MTOW of Domestic and 13,085,058 MTOW of International. The Realization of Terminal Navigation Production up to Year 2016 are as follows:





PRODUKSI TAHUN 2016Production in 2016

1. Dalam Negeri sebesar 48.823.514 MTOW atau 113,1% dari RKAP.

2. Luar Negeri sebesar 13.080.322 MTOW atau 97,1% dari RKAP.

3. Total Produksi Terminal Navigation sebesar 61.903.837 MTOW atau 109,3% dari RKAP.

Ketercapaian produksi route unit terutama disebabkan oleh realisasi produksi route penerbangan domestik sebesar 165.949.793 route unit atau 111,4% dari RKAP sebesar 149.020.482 route unit dan realisasi produksi route penerbangan lintas udara sebesar 143.207.217 route unit atau 106,5% dari RKAP sebesar 134.456.784 route unit.

Sementara untuk ketercapaian produksi terminal navigation terutama disebabkan oleh realisasi produksi terminal navigation penerbangan domestik yaitu sebesar 48.823.514 MTOW atau 113,1% dari RKAP sebesar 43.161.339 MTOW.

URAIAN2015 2016

∆ DESCRIPTIONREALISASIRealization

RKAPCWPB ∆ REALISASI

Realization

PRODUKSI ROUTE ROUTE PRODUCTION dalam Unit Route in Route Unit

Penerbangan Domestik 146.131.886 149.020.482 111,4% 165.949.793 113,6% Domestic Flight

Penerbangan Internasional 91.439.331 95.580.745 97,8% 93.445.960 102,2% International

Flight

Penerbangan Lintas Udara 129.300.228 134.456.784 106,5% 143.207.217 110,8% Air Traffic Flight

Jumlah Produksi Route 366.871.445 379.058.011 106,2% 402.602.970 109,7% Total Route

Production

PRODUKSI TERMINAL NAVIGASI PRODUCTION OF TERMINAL NAVIGATIONdalam MTOW in MTOW

Penerbangan Domestik 42.553.778 43.161.339 113,1% 48.823.514 114,7% Domestic Flight


Flight

Jumlah Produksi Terminal Navigasi

55.638.836 56.637.248 109,3% 61.903.837 111,3%Total

Production of Terminal Navigation

1. Domestic of 48,823,514 MTOW or 113.1% of CWPB.

2. International of 13,080,322 MTOW or 97.1% of CWPB.

3. Total Production of Terminal Navigation 61,903,837 MTOW or 109.3% of CWPB.

The achievement of route unit production was particularly due to implementation of domestic flight route production by 165,949,793 route units or 111.4% of CWPB of 149,020,482 route units and implementation of air flight route production amounting to 143,207,217 of route units or 106.5% from CWPB of 134,456,784 route units.

While for the achievement of terminal navigation production is mainly due to the realization of production of domestic flight navigation terminal of 48,823,514 MTOW or 113.1% of CWPB of 43,161,339 MTOW.






Flight Information Service adalah pelayanan yang dilakukan dengan memberikan berita dan informasi yang berguna dan bermanfaat untuk keselamatan, keamanan, dan efisiensi bagi penerbangan, khususnya di bandara-bandara yang tidak menyediakan radar service.

Pelayanan aeronautika tetap adalah pelayanan telekomunikasi penerbangan antar-stasiun tetap (tidak bergerak). Sistem penyaluran berita penerbangan yang digunakan melalui jaringan AFTN (Aeronautical Fixed Telecommunication Network). AFTN adalah sistem jaringan yang digunakan untuk komunikasi data penerbangan antara satu bandara dengan bandara lainnya. Komunikasi data penerbangan ini sangat penting karena berguna untuk mengirimkan jadwal penerbangan, berita cuaca, dan berita lain yang berhubungan dengan penerbangan. Dalam sistem AFTN di bandara, digunakan peralatan yang dinamakan AMSC (Automatic Message Switching Center) yaitu sistem komunikasi data penerbangan berbasis komputer.

Alerting Service adalah pelayanan yang dilakukan dengan memberitahukan instansi terkait mengenai pesawat udara yang membutuhkan pertolongan search and rescue unit dan membantu instansi tersebut.

Pelayanan Informasi Penerbangan

Pelayanan Aeronautika Tetap (AFS)

Pelayanan Kesiagaan

Flight Information Service

Aeronautical Fixed Service (AFS)

Alerting Service

PELAYANAN TELEKOMUNIKASI PENERBANGAN (COM)Aeronautical Telecommunication (COM)

Jasa pelayanan telekomunikasi penerbangan yang diberikan Perusahaan meliputi aeronautika tetap, aeronautika bergerak, dan radio navigasi aeronautika. Petunjuk mengenai pelayanan ini telah diatur dalam Peraturan Direktur Jenderal Perhubungan Udara No. SKEP/99/II/2009 tentang Petunjuk Peraturan Keselamatan Penerbangan Sipil Bagian 171 (Manual of Standard Part 171) Telekomunikasi Aeronautika (Aeronautical Telecommunication) dan Pelayanan Radio Navigasi (Radio Navigation Services).

The aviation telecommunication service provided by the Company covers Aeronautical Fixed Service (AFS), Aeronautical Mobile Services (AMS) and Aeronautical Radio Navigation Service (ARNS). Guidelines on those services is stipulated in the Regulation of Directorate General of the Civil Aviation No. SKEP/99/II/2009 concerning Directive of Civil Aviation Safety Regulations Section 171 (Manual of Standard Part 171) Aeronautical Telecommunication and Radio Navigation Services.

Alerting Service is a service conducted by notifying the relevant agencies about aircraft that requires help for search and rescue units and help the agency.

Flight Information Service is a service performed by providing useful news and information for Safety, security, and efficiency for aviation. Particularly in the Airports that do not provide radar service.

Aeronautical Fixed Service (AFS) is an aviation telecommunication service between fixed station (not mobile). Distribution system of aviation news is utilize through the AFTN network (Aeronautical Fixed Telecommunication Network). AFTN is a network system used for flight data communications between one airport and another. This data flight communication is very important because it is useful for sending flight schedules, weather news, and other news related to aviation. In the AFTN system at the airport, is using a device called AMSC (Automatic Message Switching Center) which is a computer based flight data communications system.





WIII JAKARTA CENTER

WIBB Pekan Baru

WIDD Batam

WIAA Bandung

WIMM Medan

WIHH Jakarta (Halim)

WIOO Pontianak

WITT Banda Aceh

WIPP Palembang

WRRR Jakarta DGAC

WIEM Sibolga

WIDN Tanjung Pinang

WIDK Pangkal Pinang

WIAB Tangerang

WIMB Padang

WIPA Jambi

WIPR Rengat

WIPL Bengkulu

WAAA MAKASSAR CENTER

WAPP Ambon

WAOO Banjarmasin

WADD Bali

WABB Biak

WATT Kupang

WAJJ Jayapura

WAKK Merauke

WASS Sorong

WAMM Manado

WARR Surabaya

WALL Balikpapan

WAWW Kendari

WAOP Palangkaraya

WADA Mataram

WAMG Gorontalo

WALL Solo

WALS Samarinda

WAML Palu

WARS Semarang

WARJ Yogyakarta

WALR Tarakan

Setiap Bandara terdiri dari empat karakter alfabet yang menunjukkan alamat bandara tersebut, tiga karakter alfabet yang menunjukkan unit di suatu Bandara dan satu karakter alfabet yang menunjukkan Filler.

ALAMAT AFTN INDONESIAAFTN Indonesia Address

Each Airport consists of four alphabetical characters indicating the address of the airport, three alphabetical characters showing units in an Airport and one alphabetical character indicating Filler.

Peralatan yang digunakan antara lain:1. Automatic Message Switching Centre (AMSC)2. Teleprinter Machine3. HF SSB Transceiver4. Very Small Aperture Terminal (VSAT)5. Radio Link6. Direct Speech7. ATS Message Handling System (AMHS)8. ATN System9. HF Data Link

The equipment used are:1. Automatic Message Switching Centre (AMSC)2. Teleprinter Machine3. HF SSB Transceiver4. Very Small Aperture Terminal (VSAT)5. Radio Link6. Direct Speech7. ATS Message Handling System (AMHS)8. ATN System9. HF Data Link






Pelayanan aeronautika bergerak adalah telekomunikasi antara stasiun penerbangan di darat dengan stasiun penerbangan di pesawat udara; antar-stasiun pesawat udara; radio beacon yang menunjukkan posisi darurat (emergency) dan marabahaya (distress); serta penyiaran informasi penerbangan (aeronautical broadcasting service).

Peralatan yang digunakan antara lain:1. High frequency air/ground communication (HF

A/G)2. VHF A/G3. VHF-Extended Range4. ATIS5. VSCS6. Recorder7. VHF Data Link8. Mode S9. ATN System

Pelayanan radio navigasi aeronautika adalah penyampaian informasi melalui perambatan gelombang radio untuk menentukan posisi, arah, kecepatan, dan karakteristik suatu benda untuk kepentingan navigasi. Sebuah layanan navigasi radio ditujukan untuk kepentingan, dan untuk keselamatan operasi pesawat. Layanan navigasi radio meliputi penentuan radio (radar surveillence services) mendukung ATS.

Peralatan yang digunakan antara lain:1. VHF air/ground voice communication2. HF air/ground voice communication3. Instrument Landing System4. Distance Measuring Equipment5. VHF Omni-range (VOR)6. Non-directional Beacons (NDB)7. Flight data processing8. Flight information9. Radar data processing10. Primary surveillance radar11. Secondary surveillance radar

Pelayanan Aeronautika Bergerak (AMS)

Pelayanan Radio Navigasi Aeronautika (ARNS)

Aeronautical Mobile Services (AMS)

Aeronautical Radio Navigation Service (ARNS)

Aeronautical Mobile Services is a telecommunications between aircraft stations on the ground and aircraft stations on aircraft; Inter-station aircraft; Radio beacons that show emergency positions and distress; And aeronautical broadcasting service

The equipment used are:1. High frequency air/ground communication

(HF A/G)2. VHF A/G3. VHF-Extended Range4. ATIS5. VSCS6. Recorder7. VHF Data Link8. Mode S9. ATN System

Aeronautical Radio Navigation Services is the delivery of information through the propagation of radio waves to determine the position, direction, speed, and characteristics of an object for the sake of navigation. A radio navigation service is intended for the benefit, and for the safety of aircraft operations. Radio navigation services include radio determination (radar surveillance services) which support ATS.

The equipment used are:1. VHF air/ground voice communication2. HF air/ground voice communication3. Instrument Landing System4. Distance Measuring Equipment5. VHF Omni-range (VOR)6. Non-directional Beacons (NDB)7. Flight data processing8. Flight information9. Radar data processing10. Primary surveillance radar11. Secondary surveillance radar





12. Automatic dependent surveillance system13. Voice switching and control14. ATS point-to-point communication15. Air/ground data links16. Ground-to-ground data intercharge networks

17. Human Machine Interface systems, termasuk Tower Consoles, ATS Work Stations dan Display

18. Suplai listrik darurat dan tidak terputus19. Kebutuhan esensial dari sebuah bangunan

(listrik, AC, keamanan)20. Global Navigation Satellite System21. Aeronautical Databases22. Meteorological Display System23. Voice and Data Recording

KEKUATAN ALAT PRODUKSI KANTOR CABANG TAHUN 2016Power of Production Equipment of Branch Office 2016

URAIAN2015 2016

DESCRIPTIONREALISASIRealization

RKAPCWPB


TELEKOMUNIKASI TELECOMMUNICATION

VHF AG 432 187 641 VHF AG

VHF ER 54 73 99 VHF ER

RDARA 14 13 26 RDARA

MWARA 2 3 3 MWARA

HF SSB 240 34 292 HF SSB

ATIS 14 30 54 ATIS

Voice Recording 60 24 98 Voice Recording

VCSS 16 30 41 VCSS

Jumlah Telekomunikasi 832 394 1254 Total Telecommunication

NAVIGASI NAVIGATION

NDB 181 30 208 NDB

DVOR 88 37 106 DVOR

DME 93 46 111 DME

ILS 47 60 61 ILS

Jumlah Navigasi 409 173 486 Total Navigation

12. Automatic dependent surveillance system13. Voice switching and control14. ATS point-to-point communication15. Air/ground data links16. Ground-to-ground data intercharge

networks17. Human Machine Interface systems, includes

Tower Consoles, ATS Work Stations and Display

18. Emergency and uninterruptible power supply19. Essential needs of a building (electricity, air

conditioning, security)20. Global Navigation Satellite System21. Aeronautical databases22. Meteorological Display System23. Voice and Data Recording






Total kekuatan alat produksi sampai dengan tahun 2016 sudah termasuk alat produksi yang diserahterimakan dari UPBU kepada Perum LPPNPI dikarenakan saat penyusunan RKAP, alat produksi UPBU masih dalam proses verifikasi.

Adapun alat produksi UPBU tersebut antara lain:1. 125 unit Telekomunikasi;2. 1 unit Navigasi;3. 6 unit Surveillance;4. 2 unit Aeronautical Information System;5. 1 unit Alat Penunjang Teknik

URAIAN2015 2016

DESCRIPTIONREALISASIRealization

RKAPCWPB


SURVEILLANCE SURVEILLANCE

PSR 7 10 16 PSR

SSR 5 8 18 SSR

MSSR Mode S 29 25 32 MSSR Mode S

ADS-B 30 38 38 ADS-B

Jumlah Surveillance 71 81 104 Total Surveillance

AUTOMATION AUTOMATION

ATC Automation System 20 27 24 ATC Automation System

Jumlah Automation 20 27 24 Total Automation

AERONAUTICAL INFORMATION SYSTEM AERONAUTICAL INFORMATION SYSTEM

AMSC 52 131 60 AMSC

AMHS 5 4 6 AMHS

IAIS 12 7 17 IAIS

Notam System 10 2 2 Notam System

CPDLC 1 0 2 CPDLC

Jumlah Aeronautical Information System 80 144 87 Total Aeronautical

Information System

ALAT PENUNJANG TEKNIK TECHNICAL SUPPORT TOOLS

Genset 110 72 193 Genset

Trafo 35 29 21 Trafo

UPS 109 156 367 UPS

Jumlah Alat Penunjang Teknik 254 257 581 Total Technical Support

Tools

Total Alat Produksi 1666 1076 2536 Total Production Tools

Total strength of the production equipment until 2016 includes production tools which is handed over from UPBU to Perum LPPNPI because during the preparation of CWPB, UPBU production equipment were still in the verification process.

The production equipment of UPBU are:1. 125 units Telecommunications;2. 1 unit Navigation;3. 6 units Surveillance;4. 2 units of Aeronautical Information System;5. 1 unit of Engineering Support System





PELAYANAN INFORMASI AERONAUTIKA (AIS)

PELAYANAN INFORMASI PENCARIAN DAN PERTOLONGAN (SAR)

PELAYANAN INFORMASI METEOROLOGI PENERBANGAN (MET)

Aeronautical Information Services (AIS)

Search and Rescue (SAR)

Aeronautical Meteorological Services (MET)

Pelayanan informasi aeronautika bertujuan menyediakan informasi yang cukup, akurat, terkini, dan tepat waktu yang diperlukan demi keteraturan dan efisiensi penerbangan. Informasi aeronautika terdiri atas paket informasi aeronautika terpadu dan peta navigasi penerbangan.

Pelayanan informasi pencarian dan pertolongan bertujuan memberikan informasi yang cepat dan akurat dalam membantu usaha pencarian dan pertolongan kecelakaan pesawat udara. Dalam hal ini, Perum LPPNPI bekerja sama dengan Badan Search and Rescue Nasional (BASARNAS).

Pada 28 Januari 2015 telah dilaksanakan Penandatanganan Nota Kesepahaman antara Perum LPPNPI dengan BASARNAS tentang pelayanan informasi pencarian dan pertolongan, bertempat di Ruang Auditorium Kantor Pusat Gedung AirNav Indonesia Jalan H. Juanda, Neglasari, Tangerang, oleh Direktur Utama Perum LPPNPI dan Kepala Badan SAR Nasional. Sebagai tindak lanjut penandatanganan nota kesepahamanan tersebut, telah dilakukan pememasangan Flight Monitoring System Badan SAR Nasional di Kantor Cabang JASTC dan MATSC

Pelayanan informasi meteorologi penerbangan bertujuan menyediakan informasi cuaca di bandar udara dan sepanjang jalur penerbangan yang cukup, akurat, terkini, dan tepat waktu demi keselamatan, kelancaran, dan efisiensi penerbangan.

Pelayanan informasi meteorologi dilaksanakan secara berkoordinasi antara Badan Meteorologi, Klimatologi dan Geofisika (BMKG) dengan Perum LPPNPI melalui kesepakatan bersama. Nota Kesepahaman antara Perum LPPNPI dengan BMKG telah ditandatangani pada 11 Juni 2014 di Kantor Pusat AirNav Indonesia, Tangerang oleh Direktur Utama Perum LPPNPI Indonesia dan Kepala Badan Meteorologi, Klimatologi, dan Geofisika.

The aeronautical information service aims to provide sufficient, accurate, update, and on time information which is required for the regularity and efficiency of aviation. Aeronautical information consists of an integrated aeronautical information package and an aviation navigation map.

The search and rescue (SAR) information service aims to provide quick and accurate information to assist search and rescue efforts of aircraft accidents. In this case, Perum LPPNPI cooperates with the National Search and Rescue Agency (BASARNAS).

On January 28, 2015, signing of Memorandum of Understanding was conducted between Perum LPPNPI and BASARNAS on search and rescue information service, located at Auditorium Room of AirNav Indonesia Head Office Building Jalan H. Juanda, Neglasari, Tangerang, by the President Director of Perum LPPNPI and Head of National SAR Agency. As a follow-up on the signing of the Memorandum of Understanding, has been installed the Flight Monitoring System of National SAR Agency in JASTC Branch Office and MATSC.

Aeronautical meteorological information service aims to provide weather information at the airport and along the flight path which is sufficient, accurate, update, and on time for safety, smoothness and efficiency of aviation.

Meteorological information service is carried out in coordination between Meteorology, Climatology and Geophysics Agency (BMKG) with Perum LPPNPI through mutual agreements. The memorandum of understanding between Perum LPPNPI and BMKG has been signed on June 11, 2014 at AirNav Indonesia Head Office, Tangerang, by the President Director of Perum LPPNPI Indonesia and Head of Meteorology, Climatology and Geophysics.


KINERJA KEUANGANPERUM LPPNPIFinancial Performance of Perum LPPNPI

PENDAPATAN USAHABusiness Revenues

Pendapatan Usaha sampai dengan Tahun 2016 dianggarkan sebesar Rp2.522,77 miliar, terealisasi sebesar Rp2.522,70 miliar atau 99,99% dari RKAP. Ketercapaian tersebut disebabkan karena Produksi Jasa Navigasi Penerbangan (enroute) domestik terealisasi 111,4% dari RKAP atau sebesar 165.949.793 route unit; Produksi Jasa Navigasi Penerbangan (enroute) lintas udara terealisasi 106,5% dari RKAP atau sebesar 143.207.217 route unit; dan Produksi Jasa Navigasi Terminal Domestik terealisasi 113,1% dari RKAP atau sebesar 48.823.514 MTOW.

Meskipun demikian, Produksi Jasa Navigasi Penerbangan (enroute) Internasional hanya terealisasi 97,8% dari RKAP atau 93.445.960 Route Unit dan Produksi Jasa Navigasi Terminal Internasional terealisasi hanya 97,1% dari RKAP atau 13.080.322 MTOW. Selain itu juga secara akumulatif, realisasi nilai tukar Rupiah sampai dengan tahun 2016 rata-rata sedikit di bawah asumsi yang direncanakan dalam RKAP Tahun 2016 yaitu Rp13.400/USD1,00 yang menyebabkan realisasi Pendapatan Usaha dari penerbangan internasional lebih rendah dari anggaran.

Business revenues until year 2016 is budgeted for IDR2,522.77 billion, realized amounting to IDR2,522.70 billion or 99.99% of the Budget Work Plan (“RKAP”). This achievement was caused by the domestic production of Aviation Navigation Services (enroute) which was realized 111.4% of Budget Work Plan (“RKAP”) or 165,949,793 route units; the production of cross flight Aviation Navigation Services (enroute) was realized 106.5% of Budget Work Plan (“RKAP”) or 143,207,217 route units; and the production of Domestic Terminal Navigation Services was realized 113.1% of Budget Work Plan (“RKAP”) or 48,823,514 MTOW.

Nevertheless, the production of International Aviation Navigation Service (enroute) was only realized 97.8% of Budget Work Plan (“RKAP”) or 93,445,960 route units and the production of International Terminal Navigation Services was realized only 97.1% of Budget Work Plan (“RKAP”) or 13,080,322 MTOW. In addition, cumulatively, the realization of the Indonesian Rupiah (IDR) exchange rate until 2016 was slightly below average of the assumption planned in the 2016 Budget Work Plan (“RKAP”) in the amount of IDR13,400/USD1.00 which was caused the realization of Business Revenues from international flights was lower than the budget.


Realisasi pendapatan usaha sampai dengan Tahun 2016 tumbuh 7,3% dibandingkan dengan realisasi pendapatan usaha sampai dengan Tahun 2015, mencapai asumsi RKAP yang menargetkan pertumbuhan sebesar 4,8%. Dari realisasi pendapatan usaha Tahun 2016, jasa pelayanan penerbangan memberikan kontribusi terbesar dengan realisasi 85,9% sebesar Rp2.166,30 miliar dari total realisasi sebesar Rp2.522,70 miliar terutama dihasilkan dari pendapatan jasa pelayanan penerbangan lintas dan jasa pelayanan penerbangan domestik.

PENDAPATAN USAHA

2015 2016∆ BUSINESS

REVENUESREALISASIRealization


Realization dalam ribuan Rupiah in thousand Rupiah

JASA PELAYANAN PENERBANGAN AVIATION SERVICESPenerbangan Domestik 354.167.902 380.447.516 106,0% 403.129.798 113,8% Domestic

Aviation


Aviation

Penerbangan Lintas 972.098.304 1.058.136.858 100,6% 1.064.256.196 109,5% Cross Filght

Jumlah 2.015.344.100 2.178.879.318 99,4% 2.166.296.309 107,5% Total

JASA PELAYANAN NAVIGASI TERMINAL TERMINAL NAVIGATION SERVICES

Navigasi Terminal Domestik

225.733.359 228.017.255 109,2% 249.108.430 110,4%Domestic Terminal

Navigation

Navigasi Terminal Internasional

110.793.445 115.870.265 92,6% 107.298.623 96,8%International

Terminal Navigation

Jumlah 336.526.804 343.887.520 103,6% 356.407.053 105,9% Total

Jumlah Pendapatan Usaha

2.351.870.903 2.522.766.838 100,0% 2.522.703.362 107,3% Total Business Revenues

The realization of business revenues up to 2016 grew 7.3% compared to the realizaed revenues up to 2015, achieving the targeted growth of 4.8% of CWPB assumptions. From the realization of business revenues in 2016, aviation services has contributed the most with 85.9% realization of IDR2,166.30 billion from the total realization of IDR2,522.70 billion primarily resulting from the cross flight service revenues and domestic aviation services.

BEBAN USAHAOperating Expenses

Realisasi beban usaha sampai dengan Tahun 2016 sebesar Rp2.049,43 miliar atau meningkat 23,3% dibandingkan Tahun 2015 yang mencapai Rp1.662,61 miliar. Adapun realisasi beban usaha yang lebih tinggi dibandingkan dengan RKAP antara lain:1. Beban pegawai terutama disebabkan karena

adanya tambahan pegawai dan banyaknya alih status pegawai perbantuan PNS, AP I, dan AP II menjadi pegawai Perum LPPNPI;

The realization of operating expenses up to year 2016 amounted to IDR2,049.43 billion, an increase of 23.3% compared to year 2015 reached IDR1,662.61 billion. The realization of higher operating expenses compared to CWPB, are as follows:1. Employee expenses was primarily caused by

additional employees and the transfer of civil servants, AP I and AP II employees to Perum LPPNPI employees;






BEBAN USAHA

2015 2016∆ OPERATING

EXPENSESREALISASIRealization



Beban Dewan Pengawas, Direksi & Pegawai

957.179.557 1.255.760.261 101,0% 1.268.154.212 132,5%

Expenses for Board of

Commissioneers, Directors,

Employees

Beban Perlengkapan 36.208.464 37.109.991 137,3% 50.960.392 140,7% Equipment

Expenses

Beban Pemeliharaan 124.439.687 305.820.502 55,1% 168.386.066 135,3% Maintenance

Expenses

Beban Utilitas (Listrik/Air/Komunikasi)

95.940.604 166.852.568 70,8% 118.061.102 123,1%

Utility Expenses (Electricity/

Water/Communication)

Beban Penyusutan 109.154.998 438.855.793 31,6% 138.680.351 127,0% Depreciation

Expenses

Beban Pajak 16.185.650 1.844.884 984,2% 18.156.643 112,2% Tax Expenses

Beban Umum 323.502.529 281.061.783 102,1% 287.029.029 88,7% General Expenses

Jumlah Beban Usaha 1.662.611.489 2.487.305.782 82,4% 2.049.427.796 123,3% Total Operating

Expenses

2. Tingginya realisasi Beban Perlengkapan karena penggantian sparepart peralatan navigasi dan penyediaan fasilitas alat kantor untuk memenuhi kebutuhan KPNP yang baru dialihkan;

3. Beban pajak terdiri dari Pajak Pertambahan Nilai (PPN) yang tidak bisa dikreditkan dan Pajak Bumi dan Bangunan (PBB);

4. Beban umum karena perjalananan dinas dalam negeri, beban sewa tanah dan beban penurunan nilai piutang.

2. High realization of Supplies Expenses caused by the replacement of spare parts of navigation equipment and the provision of office equipment facilities to meet the needs of the newly transferred KPNP;

3. Tax expenses consists of non-creditable Value Added Tax (VAT) and the Land and Building Tax (PBB);

4. General expenses caused by domestic service travel, land lease expenses and impairment of account receivables.

Selain itu, terdapat beban usaha yang realisasinya di bawah RKAP, seperti dijelaskan di bawah ini :1. Beban pemeliharaan terealisasi di bawah

anggaran disebabkan karena proses pengalihan bandara KPNP yang belum final sehingga proses yang belum final sehingga proses pemeliharaannya tidak sesuai rencana;

2. Beban utilitas terealisasi di bawah anggaran disebabkan belum dipisahkannya penggunaan utilitas antara bandara dan navigasi udara.

In addition, there were business expenses realization under CWPB, as described herein below:1. Cost of maintenance realized under the

budget was caused by the KPNP airport transfer process which has not been finalized yet, which caused unfinalized process therefore the maintenance process was not according as planned;

2. Utility costs were realized under the budget caused by unaccomplished separation of utilities usage between airports and air navigation;





3. Rendahnya realisasi beban penyusutan dikarenakan:a. Revaluasi aset dalam RKAP yang

rencana dijalankan di bulan Oktober 2016 dengan nilai Rp1.681,04 miliar belum dilaksanakan, sehingga beban penyusutan atas revaluasi aset tersebut juga tidak terlaksana.

b. Sampai dengan tahun 2016, program investasi yang terealisasi fisik sejumlah 235 program (dari 347 Program yang telah terealisasi kontrak) atau 64,7% dari target RKAP sebanyak 363 program.

LAPORAN LABA RUGIProfit and Loss Statement

Laba usaha sampai dengan Tahun 2016 sebesar Rp473,28 miliar, turun 31,3% dibandingkan Laba Usaha sampai dengan Tahun 2015 sebesar Rp689,26 miliar. Hal ini disebabkan karena peningkatan beban usaha sebesar 23,3% dibandingkan dengan tahun 2015.

Pendapatan (Beban) lainnya yang mencapai Rp115,13 miliar yang sebagian besar terdiri dari rugi selisih kurs sebesar Rp15,35 miliar dan pendapatan bunga deposito Rupiah sebesar Rp119,62 miliar sehingga laba sebelum pajak penghasilan Tahun 2016 sebesar Rp588,41 miliar atau menurun 28,5% dibandingkan Tahun 2015 sebesar Rp822,68 miliar. Laba tahun berjalan menjadi sebesar Rp418,73 miliar setelah terdapat beban pajak penghasilan sejumlah Rp169,68 miliar atau turun 33,4% dibandingkan dengan laba tahun berjalan Tahun 2015 yang mencapai Rp629,16 miliar. Keuntungan komprehensif lain sebesar Rp0,74 miliar yang berasal dari pengukuran kembali atas program imbalan pasti berdasarkan perhitungan aktuaris menyebabkan laba komprehensif Tahun 2016 terealisasi sebesar Rp419,47 miliar.

Operating income up to year 2016 amounted to IDR473.28 billion, was decreased to 31.3% compared to Operating Profit up to 2015 amounting to IDR689.26 billion. Thiswas caused by an increase in operating expenses of 23.3% compared to 2015.

Other revenues (Expenses) in the amount of IDR115.13 billion mostly consisting foreign exchange loss amounting to IDR15.35 billion and IDR119.62 billion in Indonesia Rupiah time deposit interest income to IDR588.41 billion or decreased by 28.5% compared to year 2015 amounting to IDR822.68 billion. The current profit is amounted to IDR418.73 billion after income tax expenses amounted to IDR 169.68 billion or decreased 33.4% compared to current year’s profit of IDR629.16 billion. Other comprehensive gains of IDR0.74 billion derived from the measurement of return on defined benefit plan based on the actuarial calculation resulted in a comprehensive profit of 2016 realized amounting to IDR419.47 billion.

3. The low realization of depreciation expenses was caused by:a. Assets revaluation in CWPB which was

planned to be executed in October 2016 with the value of IDR1,681.04 billion has not been implemented, therefore the depreciation expenses for the revaluation of asset was not implemented also.

b. Until 2016, physical investment programs were amounted to 235 programs (out of 347 programs which have been realized) or estimated 64.7% of the Budget Work Plan (“RKAP”)’s target of 363 programs.






LAPORAN LABA RUGI

2015 2016∆

PROFIT AND LOSS

STATEMENTREALISASIRealization



Pendapatan Usaha 2.351.870.903 2.522.766.838 100,0% 2.522.703.362 107,3% Operating

Revenues

Beban Usaha 1.662.611.489 2.487.305.782 82,4% 2.049.427.796 123,3% Operating Expenses

Laba (Rugi) Usaha 689.259.414 35.461.056 1334,6% 473.275.567 68,7% Profit (Loss) on Business

Pendapatan (Beban) Lainnya Other Income (Expenses)

Laba Rugi Selisih Kurs 38.850.543 - - (15.350.723) -39,5%

Profit and Loss on Foreign Exchange

Pendapatan Bunga Interest income

Bunga Giro - Rp 1.816.993 15.537.396 35,6% 5.529.33 304,3% Interest

Demand - Rp

Bunga Giro - US$ 83.404 738.373 43,0% 317.572 380,8% Interest

Demand - US$

Bunga Deposito - Rp 90.893.877 74.470.833 160,6% 119.620.120 131,6% Deposit

Interest - Rp

Bunga Deposito - US$ 223.987 - - 73.694 32,9% Deposit

Interest - US$

Beban Administrasi Bank

(454.060) (472.696) 115,7% (546.776) 120,4%Bank

Administrative Expenses

Lainnya 2.001.716 (39.753.154) -13,8% 5.491.105 274,3% Others

Jumlah Pendapatan (Beban) Lainnya

133.416.460 50.520.753 227,9% 115.134.324 86,3% Other Revenue (Expenses)

Laba (Rugi) Sebelum Pajak Penghasilan

822.675.874 85.981.810 684,3% 588.409.891 71,5%Profit (Loss)

Before Income Tax

(Manfaat) Beban Pajak Penghasilan (Benefit) Income Tax Expense

Pajak Kini 185.962.789 21.495.452 707,1% 152.003.219 81,7% Current Tax

Pajak Tangguhan 7.550.191 - - 17.673.548 234,1% Deferred Tax

Jumlah (Manfaat) Beban Pajak Penghasilan

193.512.980 21.495.452 789,4% 169.676.767 87,7%Amount

(Benefit) Income Tax Expense

Laba (Rugi) Tahun Berjalan 629.162.894 64.486.357 649,3% 418.733.124 66,6% Income for the

Year

Penghasilan (Beban) Komprehensif Lain

(2.777.494) - - 738.580 126,6%

Other Comprehensive

Income (Expenses)

Laba (Rugi) Komprehensif Periode Berjalan

626.385.400 64.486.357 650,5% 419.471.704 67,0%Comprehensive

Profit (Loss) Period





LAPORAN ARUS KAS Cash Flow Statement

Dibandingkan tahun 2015, saldo kas sampai dengan tahun 2016 sebesar Rp2.640,46 miliar atau 122,4% dari saldo kas tahun 2015 yang sebesar Rp2.157,43 miliar. Kas bersih operasional sampai dengan Tahun 2016 sebesar Rp708,02 miliar atau 87,8% dibandingkan tahun 2015 yang mencapai Rp806,11 miliar. Sementara itu kas bersih investasi pada tahun 2016 terealisasi sebesar minus Rp224,99 miliar atau 276,1% dibandingkan dengan tahun 2015 sebesar minus Rp81,48 miliar. Sampai dengan tahun 2016, kas bersih aktivitas operasional terdiri dari kas masuk sebesar Rp3.329,59 miliar atau 102,0% dari RKAP yaitu sebesar Rp3.265,01 miliar dan kas keluar sebesar Rp2.621,57 miliar atau 96,7% dari RKAP sebesar Rp2.710,56 miliar.

Adapun rincian aktivitas operasional sampai dengan tahun 2016 terdiri dari:1. Penerimaan dari pelanggan sebesar

Rp3.204,04 miliar;2. Penerimaan bunga sebesar Rp125,54 miliar;

3. Pembayaran kepada Pemasok sebesar Rp1.163,97 miliar;

4. Pembayaran kepada Dewan Pengawas, Direksi dan Karyawan sebesar Rp1.057,36 miliar;

5. Pembayaran pajak sebesar Rp399,43 miliar;

6. Pembayaran lain-lain sebesar Rp0,80 miliar.

Kas neto aktivitas investasi direalisasikan untuk pembayaran program investasi yaitu sebesar Rp224,99 miliar, sedangkan untuk kas neto aktivitas pendanaan tidak ada realisasi.

Compared to 2015, cash balance up to year 2016 amounted to IDR2,640.46 billion or 122.4% of Cash Balance of 2015 amounting to IDR2,157.43 billion. Operating net cash up to year 2016 amounted to IDR708.02 billion or 87.8% compared to 2015 has reached IDR806.11 billion. Meanwhile, net investment cash in 2016 was realized at minus IDR224.99 billion or 276.1% compared to 2015 at minus IDR81.48 billion. Up to 2016, net cash for operational activities consisted of IDR3,329.59 billion in cash or 102.0% of Budget Work Plan (“RKAP”) amounting to IDR3,265.01 billion and cash out of IDR2,621.57 billion or 96.7% of Budget Work Plan (“RKAP”) in the amount of IDR2,710.56 billion.

The details of operational activities until 2016 consists as follows:1. Income from customers in the amount of

IDR3,204.04 billion;2. Interest Income in the amount of IDR125.54

billion;3. Payment to Suppliers amounting to

IDR1,163.97 billion;4. Payment to the Board of Commissioners,

Board of Directors and Employees in the amount of IDR1,057.36 billion;

5. Tax payment in the amount of IDR399.43 billion;

6. Other payments in the ampunt of IDR0.80 billion.

Net cash on investment activity was realized for the investment program payment amounting to IDR224.99 billion, while for the net cash of financing activities there were no realization.






LAPORAN ARUS KAS

2015 2016∆ CASH FLOW

STATEMENTREALISASIRealization



ARUS KAS DARI AKTIVITAS OPERASI CASH FLOW FROM OPERATING ACTIVITIESTotal Kas Masuk Operasional 2.542.970.073 3.265.008.939 102,0% 3.329.585.180 130,95 Total operational

cash inflows

Total Kas Keluar Operasional 1.736.857.672 2.710.563.205 96,7% 2.621.565.268 150,9% Total cash out

operational

Jumlah Kas Bersih dari Aktivitas Operasi

806.112.401 554.445.734 127,7% 708.019.913 87,8%

Total Net Cash Flow from Operating Activities

ARUS KAS DARI AKTIVITAS INVESTASI CASH FLOW FROM INVESTMENT ACTIVITIES

Total Kas Masuk Aktivitas Investasi

- - - - -

Total cash inflows of

investment activity

Total Kas Keluar Aktivitas Investasi

81.482.208 2.272.383.170 9,9% 224.990.667 276,1%Total cash out of investment

activity

Jumlah Kas Bersih dari Aktivitas Investasi

(81.482.208) (2.272.383.170) 9,9% (224.990.667) 276,1%

Total Net Cash Flow from

Investment Activities

ARUS KAS DARI AKTIVITAS PENDANAAN CASH FLOW FROM FINANCING ACTIVITIES

Total Kas Masuk Aktivitas Pendanaan

- - - - -

Total cash inflows from

financing activities

Total Kas Keluar Aktivitas Pendanaan

- - - - -Total cash out

of financing activities

Jumlah Kas Bersih dari Aktivitas Pendanaan

- - - - -

Total Net Cash Flow from Financing Activities

Surplus (Defisit) 724.630.192 (1.717.937.436) 128,1% 483.029.246 66,7% Surplus (Deficit)

Saldo Kas Awal 1.432.802.446 1.943.700.252 111,0% 2.157.432.638 150,6% Initial Cash Balance

Saldo Kas Akhir 2.157.432.638 225.762.816 1.169,6% 2.640.461.884 122,4% End Cash Balance





Dengan demikian, sampai dengan Tahun 2016 terjadi surplus sebesar Rp483,03 miliar atau 128,1% dari RKAP sebesar minus Rp1.717,94 miliar. Dengan saldo awal kas sebesar Rp2.157,43 miliar, maka realisasi kas dan setara kas per 31 Desember 2016 adalah sebesar Rp2.640,46 miliar atau 1.169,6% dari RKAP sebesar Rp225,76 miliar. Hal tersebut disebabkan:1. Walaupun Tahun 2016 sudah terealisasi

kontrak sejumlah 347 program investasi, namun realisasi pembayaran aktivitas investasi yang sebagian besar bersifat turnkey hanya mencapai 224,99 miliar sehingga kas keluar untuk pembayaran investasi tidak sebesar target RKAP yaitu sebesar Rp2.272,38 miliar.

2. Perbedaan dalam penggunaan saldo awal, dimana saldo awal RKAP Tahun 2016 menggunakan angka prognosa Desember 2015 yaitu sebesar Rp1.943,70 miliar sedangkan realisasinya menggunakan saldo awal audit 31 Desember 2015 sebesar Rp2.157,43 miliar.

Therefore, until year 2016 there were surplus of IDR483.03 billion or 128.1% of Budget Work Plan (“RKAP”) of minus IDR1,717.94 billion. With an initial cash balance in the amount of IDR2,157.43 billion, cash and cash equivalents per December 31, 2016 amounted to IDR2,640.46 billion or 1,169.6% of Budget Work Plan (“RKAP”) of IDR225.76 billion. This was caused by the following:1. Although in 2016, have been realized 347

investment programs, but the realization of most turnout investment activity was only 224.99 billion, therefore the cash out for investment payments was not as much as Budget Work Plan (“RKAP”) target of IDR2,272.38 billion;

2. Differences on the initial balance usage, wherein the initial balance of Budget Work Plan (“RKAP”) 2016 was using the prognosis figure of December 2015 amounting to IDR1,943.70 billion, while its’ realization was using the initial balance of audit December 31, 2015 amounting to IDR2,157.43 billion.


ANALISIS KINERJAKEUANGANFinancial Performance Analysis

LAPORAN POSISI KEUANGAN

2015 2016∆

FINANCIAL POSITION

REPORTREALISASIRealization



ASET ASSETS

Aset Lancar Current Assets

Kas dan Setara Kas 2.157.432.638 225.762.816 1.169,6% 2.640.461.884 122,4% Cash and Cash

equivalent

Piutang Usaha 729.714.492 523.990.462 85,4% 447.255.325 61,3% Account Receivable

Persediaan 6.612.971 4.307.142 288,5% 12.424.997 187,9% Inventory

Uang Muka (Persekot) & Biaya Dibayar dimuka

15.916.044 41.318.591 51,4% 21.237.089 133,4%Down Payment

& Prepaid Expenses

Pajak Dibayar Dimuka - 4.714.957 0,0% - 6.282,6% Prepaid Taxes

Aset Lancar Lainnya 145.071 - 1.169,6% 9.114.290 122,4% Other Currents

Asstes

Jumlah Aset Lancar 2.909.821.215 800.093.967 391,3% 3.130.493.586 107,6% Total Current

Assets

Aset Tidak Lancar Non-Current Assets

Aset Tetap 1.298.828.441 4.690.363.586 35,8% 1.681.164.255 129,4% Fixed Assets

Aset Pajak Tangguhan 106.961.112 143.762.613 62,1% 89.287.564 83,5% Deferred Tax

Assets

Jumlah Aset Tidak Lancar 1.405.789.552 4.834.126.199 36,7% 1.772.820.010 126,1% Total Non-

Current Assets

Jumlah Aset 4.315.610.768 5.634.220.166 87,0% 4.903.313.596 113,6% Total Assets



2015 2016∆

FINANCIAL POSITION

REPORTREALISASIRealization



LIABILITAS LIABILITIES

Liabilitas Jangka Pendek Short Term Liabilities

Utang Usaha 18.994.117 20.984.652 277,4% 58.211.596 306,5% Accounts Payable

Utang Pajak 137.270.442 30.387.368 263,4% 80.051.548 58,3% Tax Debt

Biaya yang Masih Harus Dibayar

246.570.721 82.970.425 499,1% 414.137.217 168,0% Accrued Costs

Liabilitas Imbalan Kerja Jangka Pendek

181.876.595 391.429.358 58,72% 229.843.508 126,37%

Liabilities for Short Term

Employee Benefits

Pendapatan Diterima di muka

6.539.860 23.849.592 17,4% 4.149.496 63,4% Income earned Upfront

Utang Titipan 266.620.554 268.635.448 74,3% 199.598.087 74,9% Debts Deposit

Jumlah Liabilitas Jangka Pendek

857.872.288 426.827.485 231,0% 985.990.274 114,9% Total Short Term Liabilities

Liabilitas Jangka Panjang Long Term Liabilities

Liabilitas Imbalan Kerja 36.965.603 41.962.684 179,8% 75.447.952 204,1%

Liabilities for Employee

Benefits

Jumlah Liabilitas Jangka Panjang

36.965.603 41.962.684 179,8% 75.447.952 204,1% Total Long Term Liabilities

Jumlah Liabilitas 894.837.891 468.790.169 226,4% 1.061.438.227 118,6% Total Liabilities

EKUITAS EQUITY

Penyertaan Modal Negara 97.952.690 97.952.690 100,0% 97.952.690 100,0% Participation of

State Capital

Penambahan Modal Disetor - - 2.368.191 Additional Paid-

in Capital

Aset Kenavigasian eks AP 1 & AP2

605.313.724 605.313.724 100,0% 605.313.724 100,0%Navigation

Assets ex AP 1 & AP2

Ekuitas - Surplus Revaluasi

- 1.681.044.807 0,0% Equity - Surplus Revaluation

BPYBDS 1.351.018.860 1.351.018.860 100,0% 1.351.018.860 100,0% BPYBDS

Pengukuran Kembali atas Program Imbalan Pasti

5.376.253 - 4.637.673 86,3%

Remeasurement of Defined

Rewards Program

Saldo Laba 1.341.520.811 1.430.099.916 23,1% 1.760.992.516 131,3% Retain Earning

Jumlah Ekuitas 3.420.772.877 5.165.429.997 74,4% 3.841.875.369 112,3% Total Equity

Jumlah Liabilitas dan Ekuitas

4.315.610.768 5.634.220.166 87,0% 4.903.313.596 113,6% Total Liability and Equity






TOTAL ASET

ASET LANCAR

PIUTANG USAHA

Total Assets

Current Assets

Accounts Receivable

Jumlah aset per 31 Desember 2016 adalah Rp4.903,31 miliar atau 87% dari RKAP sebesar Rp5.634,22 miliar. Jumlah realisasi aset tidak mencapai RKAP, terutama disebabkan oleh tidak terlaksananya revaluasi aset di Tahun 2016 sehingga aset tetap yang direncanakan bertambah akibat revaluasi sebesar Rp1.681,04 miliar tidak terlaksana. Meskipun demikian realisasi kas dan setara kas sebesar Rp2.640,46 miliar melampaui target RKAP yang hanya sebesar Rp225,76 miliar. Jumlah aset per 31 Desember 2016 meningkat sebesar 13,6% dari posisi per 31 Desember 2015 sebesar Rp4.315,61 miliar.

Aset lancar mengalami peningkatan sebesar Rp220,67 miliar atau 7,6% dari Rp2.909,82 miliar pada 31 Desember 2015 menjadi Rp3.130,49 miliar per 31 Desember 2016. Hal ini disebabkan karena peningkatan Kas dan Setara Kas sebesar Rp483,03 miliar atau 22,4%, peningkatan persediaan sebesar Rp5,81 miliar atau 87,9% dan peningkatan uang muka dan biaya dibayar dimuka sebesar Rp5,32 miliar atau 33,4% bila dibandingkan dengan posisi per 31 Desember 2015.

Piutang usaha turun sebesar Rp282,45 miliar atau 38,7% yang disebabkan perubahan proses penagihan dari tahun sebelumnya yang dilakukan 1 bulan sekali menjadi tiap 10 hari di tahun 2016 ini. Meskipun demikian, masih terdapat piutang usaha dengan umur lebih dari 30 hari sebesar Rp163,60 miliar atau 35,21% dari jumlah piutang usaha seperti yang dapat dilihat dari tabel umur piutang usaha dibawah ini.

Total assets as of December 31, 2016 is IDR4,903.31 billion or 87% of Budget Work Plan (“RKAP”) of IDR5,634.22 billion. The amount of asset realization did not reach the Budget Work Plan (“RKAP”), primarily was caused by the non-performance of asset revaluation in 2016 so that the planned fixed assets increased caused by revaluation of IDR1,681.04 billion which had not been implemented. Nevertheless, the realization of cash and cash equivalents amounting to IDR2,640.46 billion has exceeded the Budget Work Plan (“RKAP”) target of IDR225.76 billion. Total assets as of December 31, 2016 increased 13.6% from the position as of December 31, 2015 amounting to IDR4,315.61 billion.

Current assets increased in the amount of IDR220.67 billion or 7.6% from IDR2,909.82 billion as of 31 December 2015 to IDR3,130.49 billion as of December 31, 2016. This was caused by an increase of Cash and Cash Equivalents amounting to IDR483.03 Billion or 22.4%, increase of inventories amounting to IDR5.81 billion or 87.9% and increase of down payments and prepaid expenses amounting to IDR5.32 billion or 33.4% if compared to the position as of December 31, 2015.

Accounts receivable decreased in the amount of IDR282.45 billion or 38.7% caused by changes in the billing process from the previous year which was conducted once in a month to every 10 days in 2016. Nevertheless, there were still accounts receivable with ages greater than 30 days of IDR163.60 billion or 35.21% of total accounts receivable which can be seen from the accounts receivable age table herein below.





UMUR PIUTANG USAHAAccounts Receivable Age

NO. LOKASILocation

BELUM JATUH

TEMPONot Yet Due

JATUH TEMPODue JUMLAH

Total1-30 HARI 1-30 Days

31-90 HARI31-90 Days

>91 HARI>91 Days

dalam ribuan Rupiah in thousandRupiah

1 Singapore Airlines 10.055.639 26.401.372 15.803.457 935.951 53.196.419

2 Garuda Indonesia, PT 13.881.265 21.251.981 33.048 430.51 35.596.803

3 Malaysia Airlines Berhad 2.894.871 7.916.909 16.382.758 3.199.649 30.394.187

4 Lion Mentari Airlines, PT 9.328.213 16.023.106 175.811 389.694 25.916.824

5 Qantas Airways Ltd. 4.142.278 7.308.604 293.134 3.799.334 15.543.351

6 China Southern Airlines 3.278.405 7.519.100 4.351.675 - 15.149.179

7 Kalstar Aviation 313.411 658.449 1.588.916 12.043.902 14.604.678

8 Saudi Arabian Airlines 2.186.942 4.593.917 4.326.604 2.930.939 14.038.402

9 Sriwijaya Air, PT 2.733.715 6.194.625 4.648.149 161.871 13.738.360

10 Cathay Pacific Airways Limited 4.638.500 8.236.583 - 2.930 12.878.012

11 Citilink Indonesia, PT 3.463.719 7.487.297 1.671.130 698 12.622.842

12 Air Asia X Berhard 2.319.084 4.647.613 4.990.263 - 11.956.959

13 Travel Express Aviation Service, PT 203.134 601.094 941.819 9.883.853 11.629.901

14 Jetstar Airways Ptc. Ltd. 1.173.910 2.518.902 6.962.563 649.253 11.304.628

15 Uni Arab Emirate 3.557.272 7.181.662 - 3.751 10.742.685

16 Malindo Airways Sdn. Bhd. 943.602 2.325.470 2.796.451 4.219.403 10.284.927

17 Batik Air Indonesia, PT 3.279.944 6.179.451 - - 9.459.395

18 Air Asia Sdn. Bhd. 1.717.172 4.583.612 - 2.581.598 8.882.382

19 Qatar Airways 1.706.101 5.002.144 - 1.845.060 8.553.305

20 Indonesia Airasia, PT 2.062.263 4.659.797 951 2.696 6.725.706

21 Thai Airways International Pcl. 2.498.931 4.097.675 - - 6.596.606

22 Saudi Arabian Airlines Hajj Flight - - 5.935.192 - 5.935.192

23 Trigana Air, PT 224.696 595.854 1.818.525 3.115.021 5.754.096

24 Wings Abadi, PT 934.11 2.420.553 2.274.925 - 5.629.589

25 Merpati Nusantara Airlines, PT - - - 4.648.725 4.648.725

26 Silk Air Private Limited 1.108.625 2.541.052 - 870.654 4.520.331

27 Philippine Airlines (PAL) 674.952 1.600.193 925.986 1.286.524 4.487.655

28 Jetstar Asia Pte. Ltd. 706.783 1.719.287 2.042.115 - 4.468.185

29 Eastern Airlines 1.561.435 2.886.414 - - 4.447.849

30 Air India 282.418 800.510 1.798.539 1.343.605 4.225.073

31 British Airways Plc. 375.796 1.057.671 1.815.216 789.755 4.038.438

32 Scoot Airlines 1.094.765 2.789.566 - - 3.884.332

33 China Airlines 1.408.873 2.421.054 - - 3.829.927

34 Nam Air, PT 546.191 1.151.164 1.670.731 386.734 3.754.820






NO. LOKASILocation

BELUM JATUH

Not Yet Due

JATUH TEMPODue JUMLAH

Total1-30 HARI 1-30 Days

31-90 HARI31-90 Days

>91 HARI>91 Days

dalam ribuan Rupiah in thousandRupiah

35 Air New Zealand Ltd. 632.822 1.147.231 - 1.831.718 3.611.771

36 Srilankan Airlines Limited 641.972 1.638.677 964.553 192.650 3.437.851

37 KLM Royal Dutch Limited 521.068 1.220.829 469.829 954.740 3.166.466

38 Air Niugini Limited 479.891 1.330.813 1.118.998 196.771 3.126.473

39 Hong Kong Airlines 841.439 1.791.139 487.939 2.035 3.122.551

40 Etihad Airways 737.473 1.624.815 - - 2.362.288

41 Japan Airlines Co. Ltd. 403.145 1.122.333 706.312 - 2.231.789

42 Tri-MG Intra Asia Airlines, PT 105.475 265.372 706.971 1.064.894 2.142.712

43 Lainnya (<Rp2 miliar)Others (<Rp2 billion)

8.866.463 16.956.028 6.413.849 9.714.516 41.950.856

JumlahTotal 98.526.763 202.469.917 94.116.407 69.479.434 464.592.522





ASET TIDAK LANCAR

TOTAL LIABILITAS

LIABILITAS JANGKA PENDEK

EKUITAS

LIABILITAS JANGKA PANJANG

Non-Current Assets

Total Liabilities

Short-term Liabilities

Equity

Long Term Liabilities

Aset tidak lancar meningkat sebesar Rp367,03 miliar atau 26,1% dari Rp1.405,79 miliar pada 31 Desember 2015 menjadi Rp1.772,82 miliar per 31 Desember 2016. Hal itu terutama disebabkan oleh meningkatnya aset tetap sebesar Rp382,34 miliar atau 29,4%.

Jumlah liabilitas per 31 Desember 2016 adalah sebesar Rp1.061,44 miliar atau 226,4% dari target yang ditetapkan dalam RKAP sebesar Rp468,79 miliar. Jika dibandingkan dengan 31 Desember 2015, liabilitas per 31 Desember 2016 secara keseluruhan meningkat hingga 18,6%.

Liabilitas jangka pendek meningkat sebesar Rp128,12 miliar atau 14,9% dari Rp857,87 miliar pada 31 Desember 2015 menjadi sebesar Rp985,99 miliar. Hal ini terutama disebabkan karena peningkatan jumlah biaya yang masih harus dibayar sebesar Rp167,57 miliar atau 68,0% dibandingkan dengan 31 Desember 2015.

Realisasi ekuitas per 31 Desember 2016 adalah sebesar Rp3.841,87 miliar atau 74,4% dari RKAP sebesar Rp5.165,43 miliar. Hal ini terutama disebabkan oleh asumsi dalam RKAP memperhitungkan surplus atas revaluasi aset tetap sebesar Rp1.681,04 miliar dan akumulasi saldo laba tahun berjalan sebesar Rp1.430,10 miliar, sedangkan realisasi hanya memperhitungkan akumulasi laba tahun berjalan sebesar Rp1.760,99 miliar tanpa memperhitungkan nilai revaluasi aset yang tidak terealisasi pada Tahun 2016.

Liabilitas jangka panjang yang merupakan liabilitas imbalan kerja sebesar Rp75,45 miliar atau 179,8% dari RKAP yang sebesar Rp41,96 miliar.

Non-current assets increased in the amount of IDR367.03 billion, or 26.1%, from IDR1,405.79 billion as of December 31, 2015 to IDR1,772.82 billion as of December 31, 2016. This was primarily caused by the increase in fixed assets amounting to IDR382.34 billion or 29.4%.

Total liabilities as of December 31, 2016 amounted to IDR1,061.44 billion or 226.4% of the target set in the Budget Work Plan (“RKAP”) of IDR468.79 billion. If it were compared to December 31, 2015 liabilities as of December 31, 2016 overall increased by 18.6%.

Short-term liabilities increased in the amount of IDR128.12 billion or 14.9% from IDR857.87 billion as at 31 December 2015 to IDR985.99 billion. This was primarily caused by an increase of accrued expenses amounting to IDR167.57 billion or 68.0% compared to December 31, 2015.

Equity realization as of December 31, 2016 amounted to IDR3,841.87 billion or 74.4% of Budget Work Plan (“RKAP”) of IDR5,165.43 billion. This is primarily caused by the assumption in the Budget Work Plan (“RKAP”) which calculates a surplus of revaluation on fixed assets amounting to IDR1,681.04 billion and accumulated retained earnings of IDR1,430.10 billion while realization only takes into account of the current year’s accumulated profit of IDR1,760.99 billion without calculating the asset revaluation value of unrealized assets in 2016.

Long-term liabilities which represents employee benefits liability amounting to IDR75.45 billion or 179.8% of Budget Work Plan (“RKAP”) amounting to IDR41.96 billion.


RASIO OPERASI

RETURN ON ASSETS (ROA)

RETURN ON EQUITY (ROE)

Operating Ratio

Return on Assets (ROA)

Return on Equity (ROE)

Rasio Operasi merupakan perbandingan antara laba usaha dan pendapatan usaha. Rasio Operasi Perum LPPNPI pada 2016 sebesar 18,76%, turun dibanding tahun 2015 sebesar 29,30%.

Return on Assets (ROA) Perum LPPNPI pada 2016 sebesar 12,00%, turun dibandingkan tahun 2015 sebesar 19,1%. Hal ini terjadi karena Laba sebelum Pajak yang menurun dari Rp822,68 miliar pada tahun 2015 dibandingkan dengan Rp588,41 miliar pada 2016. Penurunan ROA menunjukkan bahwa tingkat pengembalian laba terhadap aktiva yang lebih rendah, namun hal ini disebabkan meningkatkan realisasi investasi yang ditandai dengan peningkatan arus kas keluar investasi dari Rp81,48 miliar pada tahun 2015 dibandingkan dengan Rp224,99 miliar. Selain itu peningkatan beban terkait dengan pelayanan navigasi juga meningkat di antaranya beban pemeliharaan dari Rp124,44 miliar pada tahun 2015 dibandingkan dengan Rp168,39 miliar pada tahun 2016.

Return on Equity (ROE) Perum LPPNPI pada 2016 sebesar 10,9%, turun dibanding tahun 2015, yang mencapai 18,3%. Hal ini terjadi karena Laba setelah Pajak yang menurun dari Rp626,16 miliar pada tahun 2015 dibandingkan dengan Rp419,47 miliar pada 2016. Hal itu menunjukkan bahwa Perum LPPNPI tingkat pengembalian laba atas ekuitas yang lebih rendah, namun hal ini disebabkan meningkatkan realisasi investasi yang ditandai dengan peningkatan arus kas keluar investasi dari Rp81,48 miliar pada tahun 2015 dibandingkan dengan Rp224,99 miliar. Selain itu peningkatan beban terkait dengan pelayanan navigasi juga meningkat diantaranya beban pemeliharaan dari Rp124,44 miliar pada tahun 2015 dibandingkan dengan Rp168,39 miliar pada tahun 2016.

Operating Ratio is the ratio between operating income and operating revenues. Perum LPPNPI operational ratio in 2016 is 18.76%, decreased from year 2015 of 29.30%.

Return on Assets (ROA) Perum LPPNPI in 2016 amounted to 12.00%, decreased compared to year 2015 of 19.1%. This was because Profit before Taxes decreased from IDR822.68 billion in 2015 compared to Rp588.41 billion in 2016. The decrease in ROA indicates that the level of return on earnings to assets was lower, nevertheless this was caused by an increase of investment which was indicated with an increase in cash outflow of investments from IDR81.48 billion in 2015 compared to IDR224.99 billion. In addition, the increased burden associated with navigation services also increased including maintenance costs from IDR124.44 billion in 2015 compared to IDR168.39 billion in 2016.

Return on Equity (ROE) Perum LPPNPI in 2016 amounted to 10.9%, decreased compared to 2015, which reached 18.3%. This was because Profit after Taxes has decreased from IDR626.16 billion in 2015 compared to IDR419.47 billion in 2016. It shows that Perum LPPNPI level of lower return on equity returns, however this was caused by increased realization of investment which was indicated by an increase in cash outflow of investments from IDR81.48 billion in 2015 compared to IDR224.99 billion. In addition, the increased expenses associated with navigation services was also increased including maintenance costs from IDR124.44 billion in 2015 compared to IDR168.39 billion in 2016.


KEMAMPUAN MEMBAYAR UTANG DAN TINGKAT KOLEKTIBILITAS PIUTANGDebt Payment Capability and Collectibility Receivable

Kemampuan membayar utang jangka pendek (likuiditas) diukur menggunakan rasio kas dan rasio lancar. Pada tahun 2016 rasio kas dan rasio lancar perusahaan secara berturut-turut adalah 267,80% dan 317,50%. Rasio kas naik dibanding tahun 2015, yang mencapai 25,5%, sedangkan rasio lancar turun dibanding tahun 2015, yang mencapai 339,2%. Hal itu menunjukkan bahwa pembayaran piutang pada tahun 2016 meningkat, hal ini ditandai dengan menurunnya piutang usaha pada laporan posisi keuangan. Pada tahun 2015, piutang usaha terealisasi sebesar Rp729,71 miliar sedangkan pada tahun 2016 piutang usaha menurun menjadi sebesar Rp447,26 miliar.

The ability to pay short-term debt (liquidity) is measured using cash ratio and current ratio. In 2016, the company’s cash ratio and current cash ratio subsequently were 267.80% and 317.50%. The cash ratio increased from 2015, which reached 25.5%, while the current ratio decreased compared to 2015, which reached 339.2%. It shows that the payment of receivables in 2016 has increased, this is indicated by the decrease of account receivables in the statement of financial position. In 2015, account receivables were realized amounting to IDR729.71 billion while in 2016 the account receivables was decreased to IDR447.26 billion.

RASIO LIKUIDITAS

RASIO SOLVABILITAS

Liquidity Ratio

Solvency Ratio

RASIO LIKUIDITAS 2015 2016 DESCRIPTION

Rasio Kas 251% 267,80% Cash Ratio

Rasio Lancar 339% 317,50% Current Ratio

RASIO SOLVABILITAS 2015 2016 DESCRIPTION

Rasio Liabilitas terhadap Total Aset 21% 21,65% Ratio of Liabilities to Total Assets

Rasio Liabilitas terhadap Ekuitas 26% 27,63% Ratio of Liabilities to Equity


Pada tahun 2016, Average Collection Period (waktu rata-rata pengumpulan piutang perusahaan dalam menagih piutang usahanya kepada pengguna jasa) adalah 60 hari.

Pada 2016, tingkat kemampuan Perusahaan dalam membayar utang jangka pendek berdasarkan aset lancar yang ditunjukkan melalui rasio lancar sebesar 317,50%, menurun dibandingkan pada tahun 2015 sebesar 339,2%. Berdasarkan nilai tersebut, kemampuan aset lancar Perusahaan dalam menjamin utang lancar menurun karena meningkatnya beban yang masih harus dibayar, yang sebagian disebabkan untuk beban pembayaran investasi yang telah terealisasi kontrak pada tahun 2016, namun sistem pembayaran yang bersifat turn key menjadikan sebagian besar pembayaran tersebut dibebankan ke tahun 2017.

Sedangkan tingkat kemampuan Perusahaan dalam membayar kewajibannya berdasarkan keberadaan kas dan piutang usaha yang ditunjukkan melalui rasio kas dan rasio lancar mengalami penurunan dibandingkan pada tahun 2015.

In 2016, the Average Collection Period (the average time the company receives collection in collecting its accounts receivable to the user) is 60 days.

In 2016, the Company’s ability to repay short-term debt based on current assets indicated through current ratio of 317.50%, decreased compared to 2015 by 339.2%. Based on these values, the Comp any’s current assets in ensuring current debt has decreased which was caused by increasement of accrued expenses, which were partially caused for the investment expenses payment which contract has been realized in 2016, however the turn key payment system makes most of the payments were charged to year 2017.

While the Company’s ability to pay its liabilities based on the existence of cash and accounts receivable shown through the ratio of cash and current ratio decreased compared to 2015.

RASIO KOLEKTIBILITASCollectibility Ratio

JASAService

PENDAPATAN USAHARevenue

PIUTANG USAHAAccounts Receivable

RATA-RATA KOLEKTIBILITAS PIUTANG (HARI)Average Collection Period (Days)

Rp % Rp %

DomestikDomestic

652.238.228.890 26% 110.755.481.771 27% 62

InternasionalInternational

806.208.937.846 32% 110.609.256.473 27% 50

Overflying 1.064.256.195.548 42% 190.119.670.636 46% 65

JumlahTotal 2.522.703.362.284 100% 411.484.408.880 100% 60


STRUKTUR MODAL DAN KEBIJAKAN MANAJEMEN ATAS STRUKTUR MODALCapital Structure and Management Policy on Capital Structure

Pengelolaan terhadap struktur modal Perum LPPNI dilakukan untuk melindungi kemampuan Perusahaan dalam mempertahankan kelangsungan usaha. Hal ini bertujuan agar perusahaan dapat memberikan imbal hasil bagi Pemegang Saham dan manfaat bagi Pemangku Kepentingan lainnya serta mempertahankan struktur permodalan yang optimal guna mengurangi biaya modal.

Komposisi struktur modal pada tahun 2016 yang dimiliki oleh Perusahaan adalah 21,65% berasal dari liabilitas dan 78,35% berupa ekuitas. Komposisi ini mengalami sedikit perubahan jika dibandingkan dengan 2015, yakni 20,73% berasal dari Liabilitas dan 79,27% dari Ekuitas. Walaupun sama-sama terjadi penambahan modal pada liabilitas dan ekuitas, namun terlihat bahwa struktur modal Perum LPPNPI masih didominasi oleh ekuitas, meski secara persentase terjadi penurunan dari 79,27% pada tahun 2015 menjadi 78,35% pada tahun 2016.

Struktur modal Perum LPPNPI adalah sebagai berikut:

Management on capital structure of Perum LPPNI was accomplsihed to protect the Company’s ability to maintain business continuity. It aims to enable the Company in providing returns for Shareholders and benefits for other Stakeholders as well as to maintain optimal capital structure in order to reduce capital costs.

The composition of capital structure in 2016 owned by the Company is 21.65% derived from liabilities and 78.35% in the form of equity. This composition is slightly changed compared to 2015, ie 20.73% comes from Liabilities and 79.27% of Equity. Although occured capital increasement in liabilities and equity, however it is seen that the capital structure of Perum LPPNPI is still dominated by equity, although by percentage has decreased from 79.27% in 2015 to 78.35% in 2016.

Capital Structure of Perum LPPNPI are as follows:

DER merupakan perbandingan antara total hutang dengan total ekuitas. Rasio Debt to Equity Perum LPPNPI untuk posisi 31 Desember 2016 adalah sebagai berikut:

Berdasarkan data di atas, terjadi kenaikan DER, yakni dari 26,16% pada tahun 2015, menjadi 27,63% pada tahun 2016. Hal itu berarti bahwa aset perusahaan yang dibiayai hutang hanya sebesar 27,63%. Walaupun terjadi penurunan DER, hal itu lebih disebabkan peningkatan beban yang masih harus dibayar investasi yang bersifat turn key, sehingga masih menyisakan pembayaran di tahun 2017.

STRUKTUR MODAL

2015 2016 CAPITAL STRUCTURERP % RP %

Liabilitas 894.837.891 20,73 1.061.439.403 21,65 Liabilities

Ekuitas 3.420.772.877 79,27 3.841.874.193 78,35 Equity

Jumlah Liabilitas dan Ekuitas 4.315.610.768 100 4.903.313.596 100 Total Liability and

Equity

RASIO DEBT TO EQUITY2015 2016

DEBT TO EQUITY RATIO26,16% 27,63%

Debt Equity Ratio (DER) is the ratio of total debt to total equity. The ratio of Debt To Equity Perum LPPNPI for the position of December 31, 2016 is as follows:

Based on the abovementioned data, an increase in Debt Equity Ratio (DER), from 26.16% in 2015, to 27.63% in 2016. This means that the Company’s assets of debt-financed were only amounted to 27.63%. Despite the decrease in DER, it is more due to an increase in the accrued expense of turn-key investments, thus remain payments residual in 2017.


Target, Realisasi,dan ProyeksiTarget, Realization and Projection

Target keuangan 2016 tertulis dalam RKAP 2016 yang dibuat berdasarkan hasil analisis terhadap asumsi-asumsi yang digunakan, baik asumsi internal maupun eksternal. Target keuangan tersebut menggambarkan kondisi Perum LPPNPI untuk tahun buku 2016. Target keuangan Perum LPPNPI yang tertulis dalam RKAP 2016 dan realisasinya, serta proyeksi keuangan 2017, adalah sebagai berikut:

2016 financial targets in the 2016 RKAP are based on analysis of the principles used, both internal and external principles. The financial objective of Perum LPPNPI for the fiscal year 2016. The financial objectives of Perum LPPNPI listed in RKAP 2016 and its realization, and the financial projection of 2017, are as follows:


2016 2017 STATEMENT OF FINANCIAL POSITIONRKAP

CWPBREALISASIRealization

RKAPCWPB


Pendapatan Usaha 2.522.767 2.522.703 2.888.787 Operating Revenues

Beban Usaha 2.487.306 2.049.428 2.713.843 Operating Expenses

Laba Kotor 85.982 588.410 264.413 Gross Profit

Laba Usaha 35.461 473.276 174.944 Operating Profit

Laba Komprehensif Tahun Berjalan 64.486 419.472 197.205 Comprehensive Profit of

the Current Year

Laba Bersih Tahun Berjalan 64.486 418.733 201.461 Net Profit of the Current Year

Aset Lancar 800.094 3.130.494 1.587.302 Current Asset

Aset Tidak Lancar 4.834.127 1.772.820 3.848.730 Non-Current Asset

Liabilitas Jangka Pendek 426.828 985.992 744.990 Short Term Liability

Liabilitas Jangka Panjang 41.963 75.448 113.376 Long Term Liability

Ekuitas 5.165.430 3.841.874 4.577.664 Equity

Total Aset/Liabilitas dan Ekuitas 5.634.220 4.903.314 5.436.031 Total Assets / Liability and

Equity


IKATAN MATERIAL UNTUK INVESTASI BARANG MODALMaterial Commitments for Investment of Capital Goods

PROGRAM INVESTASI RKAP TAHUN 2016 WEWENANG KANTOR PUSAT2016 CWPB Investment Programs with the Authority of Head Office

NO. NAMA PROGRAMProgram Name

NILAI RKARKA Value

NILAI KONTRAKContract Value

DIREKTORATDirectorate

PENYEDIAProvider

dalam Rupiah in Rupiah

1Pengadaan A-SMGCS Tahap 1 SurabayaProcurement of A-SMGCS Phase 1 Surabaya

30.000.000.000 27.272.727.000 DI PT Darma Tri Dimensi

2Pengadaan Workshop Airspace DesignProcurement of Airspace Design Workshop

7.487.000.000 4.720.100.000 DI PT Cipta Karya Pratama

3Pengadaan Surveillance di PadangProcurement of Surveillance in Padang

25.240.000.000 23.900.000.000 DI PT Aerotek Indonesia

4

Pengadaan A-SMGCS Tahap 2 di JATSC traffic tanpa transponderProcurement of A-SMGCS Phase 2 in JATSC traffic without transponder

65.000.000.000 60.313.600.000 DIKSO Dinamika Andalan Sukses-Tussen Krida Utama

5Pengadaan dan penggantian peralatan VCSS di MakassarProcurement and replacement of VCSS equipment in Makassar

22.715.000.000 16.000.000.000 DT PT Darma Tridimensi

6

Pengadaan dan pemasangan peralatan DVOR beserta penunjangnya di BaliProcurement and installation of DVOR equipment and its supporting facilities in Bali

6.500.000.000 4.837.250.000 DT PT Indotama Prima

7Pengadaan dan pemasangan DVOR/DME di HalimProcurement and installation of DVOR / DME at Halim


8Pengadaan dan pemasangan DVOR/DME di MalangProcurement and installation of DVOR / DME in Malang


9Penggantian dan pemasangan DVOR/DME di BandungReplacement and installation of DVOR / DME in Bandung


10Pengadaan dan pemasangan ILS di JambiProcurement and installation of ILS in Jambi

17.000.000.000 11.107.774.000 DT PT Dianangkasa Raya

11

Penggantian dan Pemasangan 1 (satu) Set ILS 25R Lengkap Dengan RCMS di Bandara Soekarno-HattaReplacement and Installation 1 (one) Set ILS 25R Complete with RCMS at Soekarno-Hatta Airport








NILAI RKARKA Value



PENYEDIAProvider


12Penggantian dan Pemasangan ILS di PontianakReplacement and Installation of ILS in Pontianak


13

Pengadaan dan pemasangan ILS 1 (satu) set berikut sarana penunjangnya di KupangProcurement and installation of ILS 1 (one) set and its supporting facilities in Kupang


14Pengadaan dan Pemasangan HF RDARA di 4 LokasiProcurement and Installation of HF RDARA in 4 Locations

68.000.000.000 58.913.776.000 DT PT Pratama Wahyu Teknik

15

Pengadaan dan pemasangan HF-MWARA untuk contingency plan di JATSCProcurement and installation of HF-MWARA for contingency plan in JATSC

19.800.000.000 19.536.000.000 DT PT Pratama Wahyu Teknik

16

Pengadaan dan Pemasangan Integrated Remote Monitoring System Tahap I untuk peralatan CNS di Pusat, JATSC, dan MATSCProcurement and Installation of Integrated Remote Monitoring System Phase I for CNS equipment at Central, JATSC, and MATSC

25.000.000.000 23.334.788.000 DT PT Panorama Graha Teknologi

17Pengadaan HF-SSB G/G untuk KPNPProcurement of HF-SSB G/G for KPNP

15.000.000.000 8.849.225.000 DT PT Delphi Utama

18

Penambahan CWP VCSS beserta kelengkapannya untuk e-MAATS di MATSCAddition of CWP VCSS and its supporting facilities to e-MAATS in MATSC

10.000.000.000 6.623.951.000 DT PT Cipta Karya Pratama

19

Pekerjaan Penggantian dan Pemasangan Back Up Tx/Rx APP (8 buah), pengadaan untuk secondary frekuensi APP (3 buah) dan Penggantian Back Up Tx/Rx ACC (5 buah) untuk JATSC JakartaReplacement and Installation of Back Up Tx / Rx APP (8 pieces), procurement for secondary APP frequency (3 pieces) and replacement of Back Up Tx / Rx ACC (5 pieces) for JATSC Jakarta

32.000.000.000 18.181.818.000 DT PT Darma Tri Dimensi

20Pengadaan dan pemasangan vhf app di BaliProcurement and installation of vhf app in Bali







NILAI RKARKA Value



PENYEDIAProvider


21

Pengadaan dan pemasangan peralatan vhf app dengan Console Desk 1 (satu) Set di KupangProcurement and Installation of vhf app equipment with Console Desk 1 (one) Set in Kupang

2.000.000.000 1.845.082.000 PT Darma Tridimensi

22Pengadaan dan Pemasangan VHF-ER di KupangProcurement and Installation of VHF-ER in Kupang


23

Pengadaan dan Pemasangan VHF APP (Secondary Frequency) di Bandara Husein Sastranegara BandungProcurement and Installation of VHF APP (Secondary Frequency) at Husein Sastranegara Airport Bandung.


24

Pengadaan dan pemasangan VHF-ER di Kintamani dan WaingapuProcurement and installation of VHF-ER in Kintamani and Waingapu


25

Pengadaan dan pemasangan VHF-ER sebanyak 2 (dua) set di Atambua dan Sorong untuk MATSC MakassarProcurement and installation of 2 (two) sets of VHF-ER in Atambua and Sorong for Makassar MATSC


26

Pengadaan dan Pemasangan VHF-ER secondary frequency untuk sektor Bali West sebanyak satu set dual untuk FIR Makassar di SurabayaProcurement and Installation of VHF-ER secondary frequency for the Bali West sector by one dual set for FIR Makassar in Surabaya


27

Pengadaan dan pemasangan 10 set VHF-ER Secondary Freq untuk JATSCProcurement and installation of 10 sets of VHF-ER Secondary Freq for JATSC

19.000.000.000 14.414.400.000 DT PT. Darma Tridimensi

28

Pengadaan dan pemasangan 3 set vhf app Primary Freq dan 9 set vhf app Secondary Freq untuk JATSCProcurement and installation of 3 sets of Primary Freq vhf app and 9 sets of Secondary Freq app vhf for JATSC








NILAI RKARKA Value



PENYEDIAProvider


29

Pengadaan dan pemasangan VHF-ER untuk APP Kupang di AtambuaProcurement and installation of VHF-ER for APP Kupang in Atambua


30

Pengadaan dan pemasangan Instrument Landing System (ILS) untuk 4 (empat) bandaraProcurement and installation of Instrument Landing System (ILS) for 4 (four) airports


31Pengadaan VHF Transceiver Portable untuk KPNPProcurement of Portable Transceiver VHF for KPNP


32

Pengadaan dan Pemasangan Fasilitas Tower Samarinda Baru dan KPNP yang ditingkatkan pelayanannya dari AFIS ke ADC Tahap IProcurement and Installation of New Samarinda Tower Facilities and KPNP which upgraded its service from AFIS to ADC Phase I


33Pembangunan gedung Tower di Bandara KertajatiConstruction of Tower building at Kertajati Airport

40.000.000.000 34.400.000.000 DT PT Delima Agung Utama

34

Penggantian Fire Alarm System, Gate Control dan Access Door Gedung MATSCReplacement of Fire Alarm System, Gate Control and Access Door of MATSC Building

4.600.000.000 4.389.300.000 DT PT Berca Hardayaperkasa

35

Pengadaan dan pemasangan Computerized Maintenance Management System (CMMS)Procurement and installation of Computerized Maintenance Management System (CMMS)


36

Pengadaan dan pemasangan Back Up Genset Tower Bandara Soekarno HattaProcurement and installation of Back Up Genset Tower of Soekarno Hatta Airport

13.500.000.000 12.274.000.000 DT PT Energi Powerindo Jaya

37

Pembangunan Tower di Bandara Depati Amir Pangkal PinangTower development at Depati Amir Pangkal Pinang Airport

40.000.000.000 110.356.400.000 DT PT Nindya Karya






NILAI RKARKA Value



PENYEDIAProvider


38

Pekerjaan Bangunan Tower ATC beserta sarana penunjangnya di PontianakWork of ATC Tower Building and its supporting facilities in Pontianak

40.000.000.000 - PT Nindya Karya

39

Pekerjaan Bangunan Menara Pengawas (Tower) dan Bangunan Operasional di Bandara Raja Haji Fisabililah Tanjung PinangWork of Building of Control Tower (Tower) and Operations Building in Raja Haji Fisabililah Tanjung Pinang Airport

40.000.000.000 - PT Nindya Karya

40

Pengadaan dan pemasangan Project Management System di Kantor Pusat Perum LPPNPIProcurement and installation of Project Management System at Perum LPPNPI Head Office

5.000.000.000 4.140.849.000 DT PT Ebconnection Indonesia

41Penggantian Genset dan Panel ACOS di 6 SRNP JATSCReplacement of Genset and Panel ACOS in 6 SRNP JATSC

5.200.000.000 2.410.900.000 DT PT. Aneka Jaya Langgeng Sentosa

42

Pengadaan dan Pemasangan Genset Tipe Continuous 150 KVA (Silent) lengkap dengan tangki solar, panel listrik dan gedung genset ukuran 8 x 6 m2 di YogyakartaProcurement and Installation of Continuous Type 150 KVA (Silent) Generator complete with solar tank, electrical panel and generator building size 8 x 6 m2 in Yogyakarta


43

Pengadaan & Pemasangan Panel ACOS dan Genset Outer Marker 10 kVA di BanjarmasinProcurement & Installation of ACOS Panel and 10 kVA Outer Marker Genset in Banjarmasin

250.000.000 240.280.000 DT PT. Aneka Jaya Langgeng Sentosa

44

Pengadaaan dan Pemasangan Genset 250 KVA Beserta Sarana Penunjangnya untuk gedung operasional dan tower BatamProcurement and Installation of 250 KVA Genset with Supporting Facilities for Batam operational building and tower


45

Pembangunan MPH dan Genset 2 x 500 kVA beserta kelengkapannya di PalembangDevelopment of MPH and Genset 2 x 500 kVA and its equipments in Palembang








NILAI RKARKA Value



PENYEDIAProvider


46

Pengadaan dan Pemasangan 2 unit UPS 100 KVA Redundant tipe Dinamis (motor) di gedung Radar YogyakartaDevelopment of MPH and Genset 2 x 500 kVA and its equipments in Palembang

2.000.000.000 1.450.284.000 DT PT Daya Perkasa Abadi

47

Pengadaan dan pemasangan 10 unit UPS 5 kVA dalam rangka implementasi ADS-B Tier 1Procurement and installation of 10 units of 5 kVA UPS in the implementation of ADS-B Tier 1

500.000.000 440.187.000 DT PT Daya Perkasa Abadi

48Pengadaan dan pemasangan UPS 40 KVA Tower di LombokProcurement and installation of 40 KVA UPS Tower in Lombok

600.000.000 534.930.000 DT PT Daya Perkasa Abadi

49Pengadaan dan pemasangan UPS 3 x 60 kVA di PalembangProcurement and installation of 3 x 60 kVA UPS in Palembang

3.600.000.000 2.595.824.000 DT PT Daya Perkasa Abadi

50Pembangunan Tower Baru di BaweanConstruction of New Tower in Bawean

2.500.000.000 393.250.000 DT PT Yodya Karya

51Pembangunan Tower Baru di DekaiConstruction of New Tower in Dekai

3.000.000.000 369.806.250 DT PT Yodya Karya

52Pembangunan Tower Baru di LetungConstruction of New Tower in Letung

2.500.000.000 367.950.000 DT PT Yodya Karya

53Pembangunan Tower Baru di MiangasConstruction of New Tower in Miangas

3.000.000.000 370.975.000 DT PT Yodya Karya

54Pembangunan Tower Baru di Muara TeweConstruction of New Tower in Muara Tewe

2.500.000.000 348.936.500 DT PT Yodya Karya

55Pembangunan Tower Baru di SintangConstruction of New Tower in Sintang

2.500.000.000 374.481.250 DT PT Yodya Karya

56Pembangunan Tower Baru di TambelanConstruction of New Tower in Tambelan

2.500.000.000 370.562.500 DT PT Yodya Karya

57Pembangunan Tower Baru di Tojo Una UnaConstruction of New Tower in Tojo Una Una

2.500.000.000 367.950.000 DT PT Yodya Karya






NILAI RKARKA Value



PENYEDIAProvider


58

Pengadaan dan pemasangan Genset 150 KVA di RADAR Site Waingapu termasuk Gedung Genset di BaliProcurement and installation of 150 KVA Genset at Site Waingapu RADAR including Genset Building in Bali

920.000.000 868.800.000 DT PT Mega Global Solution

59

Pengadaan dan pemasangan Genset 30 KVA di VHF ER Galela untuk MATSC MakassarProcurement and installation of 30 KVA Genset at VHF ER Galela for Makassar MATSC


60

Pengadaan dan pemasangan 1 unit Genset 100 kVA dan 3 unit Genset 20 kVA portable di Halim Perdanakusuma JakartaProcurement and installation of 1 unit 100 kVA Genset and 3 units 20 kVA portable Genset at Halim Perdanakusuma Jakarta

1.100.000.000 1.014.000.000 DT PT Mega Global Solution

61

Pengadaan dan Pemasangan 2 unit Genset 250 kVA untuk Tower dan Perkantoran di JambiProcurement and Installation of 2 units of 250 kVA Genset for Tower and Office in Jambi


62Pengadaan dan Pemasangan Genset DVOR 20 kVA di JambiProcurement and Installation of 20 kVA DVOR Genset in Jambi


63

Pengadaan dan Pemasangan Genset 150 KVA dan Sarana Penunjangnya di SurakartaProcurement and Installation of 150 KVA Genset and its Supporting Facilities in Surakarta


64

Pengadaan dan pemasangan Lift dan Instalasi Listrik di Gedung Tower baru bandara Hussein Sastranegara-BandungProcurement and installation of Elevator and Electrical Installation at the new Tower Building of Hussein Sastranegara-Bandung airport

2.000.000.000 1.400.000.000 DT PT Tri Karsa Sinergi

65Pembangunan Gedung AOC JATSC di Soekarno - HattaConstruction of AOC JATSC Building in Soekarno - Hatta

25.000.000.000 19.038.000.000 DT PT Intraco Lestari







NILAI RKARKA Value



PENYEDIAProvider


66

Pengadaan dan Pemasangan Integrated Remote Control & Monitoring System untuk peralatan elektrikal Tahap IProcurement and Installation of Integrated Remote Control & Monitoring System for Electrical Equipment Phase I

9.500.000.000 8.817.910.000 DT PT Berca Hardayaperkasa

67

Pengadaan dan pemasangan Genset 500 kVA berikut MPH dan instalasi kabel power ke Tower PekanbaruProcurement and installation of 500 kVA Genset with MPH and power cable installation to Tower Pekanbaru


68

Pengadaan dan pemasangan genset 250 KVA dan genset 50KVA untuk RADAR dan DVOR di PekanbaruSupply and installation of 250 KVA Genset and 50KVA Genset for RADAR and DVOR in Pekanbaru


69

Pengadaan dan pemasangan AFTN Teleprinter 5 unit untuk Cilacap, Malinau, Ilaga, Oksibil dan TanahmerahProcurement and installation of AFTN Teleprinter 5 units for Cilacap, Malinau, Ilaga, Oksibil and Tanahmerah

500.000.000 450.600.000 DT PT Angkasa Perintis Buana Citra

70

Pengembangan Flight Plan Center di Kantor Pusat Perum LPPNPIDevelopment of Flight Plan Center at Head Office of Perum LPPNPI

2.500.000.000 2.420.000.000 DT PT Laju Karunia Jaya

71Pengadaan dan pemasangan AMSC 32 channel di PekanbaruProcurement and installation of AMSC 32 channels in Pekanbaru


72Pengadaan dan pemasangan AMSC 32 channel di SemarangProcurement and installation of AMSC 32 channels in Semarang


73Pengadaan dan pemasangan AMSC 64 channel di JayapuraProcurement and installation of AMSC 64 channels in Jayapura


74

Pengadaan dan Pemasangan AMSC 32 Channel di Wamena dan ManokwariProcurement and installation of AMSC 32 channels in Wamena and Manokwari







NILAI RKARKA Value



PENYEDIAProvider


75

Pengadaan pemasangan peralatan AMSC 32 channel di TanjungpinangProcurement and installation of AMSC 32 channels in Tanjungpinang


76Pengadaan Data Server 2 (dua) unit di Kantor PusatProcurement of 2 (two) units Data Server in Head Office

200.000.000 199.899.999 DP PT. Jaya Indo Mandiri

77Pengadaan Motor Operasional di Kantor PusatProcurement of Operations Motor at Head Office

25.000.000 15.200.000 DP PT. Gamma Eka Sentosa

78

Pengadaan Komputer All-in-One di Kantor Pusat Perum LPPNPIProcurement of All-In-One Computer at Perum LPPNPI Head Office

1.550.000.000 1.492.620.000 DP PT Brilliant Ecommerce Berjaya

79

Pengadaan Mesin Pembuat ID CARD 1 (satu) Unit di Kantor PusatProcurement of 1 (one) Unit ID Card Maker Machine at Head Office

85.000.000 75.374.800 DP

80Rostering Tools Cabang JATSC dan MATSCRostering Tools of JATSC Branch and MATSC

9.213.000.000 8.702.000.000 DI PT Primus Indonesia

81Pembuatan AIIIS-AIRP Tahap 3 (Lanjutan)Establishment of AIIIS-AIRpPhase 3 (Extension)

1.498.925.000 364.747.383 DI PT Brilliant Ecommerce Berjaya

82

Pengadaan infrastruktur pengembangan SoA (Service Oriented Architecture)Procurement of SoA (Service Oriented Architecture) development infrastructure

1.058.088.000 738.600.000 DI PT Time Excelindo

83Implementasi e-Strip Distrik KupangImplementation of Kupang District e-Strip

238.050.000 238.050.000 DI

84

Pengadaan Aplikasi Data Radar (Mode S) - Capture and Analysis Tool untuk pengembangan layananProcurement of Radar Data Application (Mode S) - Capture and Analysis Tool for service development

1.654.226.000 284.600.000 DI PT Brilliant Ecommerce Berjaya







NILAI RKARKA Value



PENYEDIAProvider


85

Penambahan peralatan ATS di Kualanamu terkait pemindahan TMA Medan dari Polonia ke KualanamuAddition of ATS equipment in Kualanamu related to the transfer of TMA Medan from Polonia to Kualanamu

5.000.000.000 4.486.900.000 DT PT. Jingga Citra Persada

86

Pengadaan dan penggantian peralatan VHF APP Frekuensi 119.0 Mhz di Makaweimbeng beserta Radio Link untuk ManadoProcurement and replacement of VHF APP equipment Frequency 119.0 Mhz in Makaweimbeng along with Radio Link for Manado

2.100.000.000 1.818.842.850 DT PT. Indotasik Graha Utama

87

Pengadaan dan Pemasangan VHF-ER APP West 100 Watt 1 set (Dual) beserta kelengkapannya di Bukit Jangli SemarangProcurement and Installation of VHF-ER APP West 100 Watt 1 set (Dual) and its equipments in Bukit Jangli Semarang


88

Pengadaan dan Pemasangan vhf app Director (Freq. 119.3 Mhz) di BaliProcurement and Installation of vhf app Director (Freq 119.3 Mhz) in Bali


89

Pengadaan dan pemasangan VHF-ER 100W sebanyak 1 (satu) set di Malino untuk MATSC MakassarProcurement and installation of 1 (one) set of VHF-ER 100W at Malino for MATSC Makassar


90

Pengadaan dan pemasangan Surveillance Monitoring & Analysis Tools di MATSC MakassarProcurement and installation of Surveillance Monitoring & Analysis Tools at MATSC Makassar

13.000.000.000 12.544.900.000 DT PT. Panorama Graha Teknologi

91

Pengadaan Head Set di Bandara Surabaya (85 unit), Palembang (40 unit), Pangkal Pinang (20 unit)Procurement of Head Set at Surabaya Airport (85 units), Palembang (40 units), Pangkal Pinang (20 units)

507.500.000 393.948.500 DT PT Angkasa Perintis Buana Citra






NILAI RKARKA Value



PENYEDIAProvider


92

Pengadaan dan Pemasangan VHF-ER secondary frequency untuk sektor Upper Bandung, Lower East dan Upper Semarang sebanyak 6 (enam) set dual untuk FIR JakartaProcurement and Installation of VHF-ER secondary frequency for Upper Bandung, Lower East and Upper Semarang sectors as many as 6 (six) sets of dual for Jakarta FIR

12.000.000.000 8.732.526.935 DT PT Indotasik Graha Utama

93

Pengadaan dan Pemasangan VHF-ER secondary frequency untuk sektor UPG Upper East dan UPG Upper West sebanyak 9 (sembilan) set dual untuk FIR MakassarProcurement and Installation of 9 (nine) dual sets of VHF-ER secondary frequency for UPG Upper East and UPG Upper West sectors for FIR Makassar


94Penambahan Workstation E-JAATSAddition of E-JAATS Workstation

133.738.660.000 128.856.200.000 DI PT Komservico Mitra Global

95

Pengadaan & Pemasangan Tower Set di Halim Perdanakusuma JakartaProcurement & Installation of Tower Set at Halim Perdanakusuma Jakarta


96Pengadaan & Pemasangan Tower Set di JambiProcurement & Installation of Tower Set in Jambi


97Pengadaan dan penggantian Peralatan VCSS di SurabayaProcurement and replacement of VCSS Equipment in Surabaya


98Pengadaan peralatan VCSS di Pattimura-AmbonProcurement of VCSS equipment in Pattimura-Ambon


99

Pengadaan dan pemasangan VSCS di Halim Perdanakusuma JakartaProcurement and installation of VSCS at Halim Perdanakusuma Jakarta








NILAI RKARKA Value



PENYEDIAProvider


100

Pengadaan dan Pemasangan Tower Set VHF ADC (Secondary Frequency) di Bandara Husein Sastranegara BandungProcurement and Installation of Tower Set VHF ADC (Secondary Frequency) at Husein Sastranegara Airport Bandung

3.000.000.000 2.679.838.000 DT PT. Darma Tri Dimensi

101Pengadaan dan pemasangan peralatan ILS di SurakartaProcurement and installation of ILS equipment in Surakarta


102Pengadaan dan pemasangan Peralatan ILS di BalikpapanProcurement and installation of ILS equipment in Balikpapan


103Pengadaan dan pemasangan peralatan ILS di BiakProcurement and installation of ILS equipment in Biak


104

Penambahan Kelengkapan Audio-Visual dan Partisi Ruang Auditorium Gedung Kantor Pusat dan Gedung SupportAddition of Audio-Visual Equipment and Auditorium Partition Room at Head Office Building and Support Building

800.000.000 632.300.570 DP CV. Grafika Harapan Jaya

105

Pengadaan Meubelair dan Kelengkapannya di Auditorium Kantor PusatProcurement of Meubelair and Fittings at Head Office Auditorium

1.000.000.000 831.566.450 DP CV. Grafika Harapan Jaya

106

Pengadaan dan pemasangan Router VPN Jaringan Terestrial ATS Indonesia-Australia di JATSC & MATSCProcurement and installation of ATS Indonesia-Australia Terrestrial Network VPN Router at JATSC & MATSC

250.000.000 195.946.823 DT PT Indosat

107

Pengadaan dan Pemasangan peralatan DVOR/DME di AmbonProcurement and Installation of DVOR / DME equipment in Ambon


108

Pengadaan dan Pemasangan peralatan DVOR/DME di MakassarProcurement and Installation of DVOR / DME equipment in Makassar







NILAI RKARKA Value



PENYEDIAProvider


109

Pengadaan DVOR di Bandara Sultan lskandar Muda Banda AcehProcurement of DVOR at Sultan Iskandar Muda Airport Banda Aceh


110

Pengembangan dan penambahan Catudaya Radar dalam Rangka Establishment Radar Service SentaniDevelopment and addition of Radar Power Supply For Establishment ofSentani Radar Service

600.000.000 467.272.300 DT CV Cahaya Athaya Globalindo

111Pengadaan dan Pemasangan AMSC 32 Channel di AmbonProcurement and Installation of AMSC 32 Channel in Ambon

2.700.000.000 2.564.100.000 DT PT. Laju Karunia Jaya

112

Penggantian Voice Switching Communication System (VSCS) di BandungReplacement of Voice Switching Communication System (VSCS) in Bandung


113Pengadaan dan penggantian peralatan VCSS di ManadoProcurement and replacement of VCSS equipment in Manado


114

Pengadaan dan Pemasangan Peralatan DVOR/DME di BalikpapanProcurement and Installation of DVOR/DME equipment in Balikpapan


115Pengadaan dan Penggantian Peralatan DVOR/DME di ManadoProcurement and Installation of DVOR/DME equipment in Manado


116

Pengadaan dan pemasangan peralatan DVOR/DME di SemarangProcurement and Installation of DVOR/DME equipment in Semarang


117

Pengadaan dan Penggantian Peralatan DVOR/DME di YogyakartaProcurement and Installation of DVOR/DME equipment in Yogyakarta


118

Pengadaan dan pemasangan AMSC Next Generation 128 ch & Dual system di JATSCProcurement and Installation ofAMSC Next Generation 128 ch & Dual system at JATSC

20.000.000.000 15.562.688.900 DT PT. Darma Tri Dimensi







NILAI RKARKA Value



PENYEDIAProvider


119

Pengadaan dan pemasangan Flight Plan Center Tahap I di Kantor Pusat Perum LPPNPIProcurement and Installation of Flight Plan Center Phase I at Perum LPPNPI Head Office

3.000.000.000 2.949.100.000 DT PT. Laju Karunia Jaya

120 Upgrade ATC System di BaliUpgrade ATC System in Bali 10.000.000.000 7.463.612.317 DT PT. Internasional

teknologi Indonesia

121

Pengadaan dan Pemasangan 2 (dua) set VHF-ER Sektor UJOG dan Sektor GP di Cirebon dan 5 (lima) set TX/Rx untuk Sektor LE, DE, DW, TS, GP di JakartaProcurement and Installation of2 (two) sets of VHF-ER of UJOG dan GP Sector in Cirebon and 5 (five) sets TX/Rx for Sektor LE, DE, DW, TS, GP sector in Jakarta


122Pengadaan dan Pemasangan Dual Voice Recording Di JATSCProcurement and Installation of Dual Voice Recording at JATSC

7.800.000.000 6.747.400.000 DT PT Cipta Karya Pratama

123

Penggantian dan relokasi Radar Primary dan Secondary di Bandara Soekarno-HattaReplacement and rellocation of Primary and Secondary Radar at Soekarno-Hatta Airport

75.000.000.000 72.426.917.200 DT PT Aerotek Indonesia

124

Pengadaan dan Pemasangan MSSR di Bandara Sultan Syarif Kasim IIProcurement and Installation of MSSR di Sultan Syarif Kasim II Airport


125

Pengadaan dan pemasangan peralatan MSSR Mode S beserta sarana pendukungnya di Bandara Adisutjipto YogyakartaProcurement and installation of MSSR Mode S equipment along with its supporting facilities at Adisutjipto Airport Yogyakarta


126

Pengadaan dan pemasangan VHF Transmitter ATIS 4 Lokasi (Yogyakarta, Kupang, Biak dan Solo)Procurement and installation of VHF Transmitter ATIS at 4 Locations (Yogyakarta, Kupang, Biak and Solo)


127Pengadaan dan Pemasangan peralatan ILS di PalembangProcurement and Installation of ILS equipment in Palembang

10.000.000.000 8.855.741.001 DT PT. Dianangakasa Raya






NILAI RKARKA Value



PENYEDIAProvider


128

Upgrade ATC System New Format Flight Plan dan AIDC Capability di SurabayaUpgrade New Flight Format Plan of ATC System’s and AIDC Capability in Surabaya

10.000.000.000 7.878.118.593 DT PT. Internasional teknologi Indonesia

129Pengadaan Peralatan Digital Map Airspace DesignProcurement of Digital Map Airspace Design Equipment

1.213.000.000 1.108.710.900 DI PT Mandiri Aamien Lestari

130 Upgrade ADS-B Tahap IUpgrade ADS-B Phase I 25.000.000.000 23.172.283.200 DT PT Pins Indonesia

131 Jaringan Listrik ILS GorontaloILS Gorontalo Electricity Network 360.000.000 240.953.000 DT PT. Hoyasindo Milka

Internusa

132

Jasa Konsultansi Perencanaan Gedung Baru Kantor Pusat Perum LPPNPIConsultancy Services of New Building Planning of Perum LPPNPI Head Office

1.000.000.000 735.707.500 DT PT Arkonin

133

Pengadaan Lisensi Office System, Operating System, dan Aplikasi Penunjang LainnyaProcurement of License Office System, Operating System, and Other Supporting Applications

500.000.000 500.000.000 DI

134Pengadaan NDB Portable Low RangeProcurement of NDB Portable Low Range


135Implementasi e-Strip Distrik BatamImplementation of Batam District e-Strip

213.810.000 213.810.000 DI

136Implementasi e-Strip Distrik LombokImplementation of Lombok District e-Strip

220.650.000 220.650.000 DI

137

Pengadaan & Pemasangan DVOR/DME Dual Set di BanjarmasinProcurement& Installation of DVOR / DME Dual Set in Banjarmasin

9.000.000.000 6.467.417.500 DT Dianangkasa Raya

138Pengadaan dan pemasangan DVOR/DME di PekanbaruProcurement and installation of DVOR / DME in Pekanbaru

9.000.000.000 6.486.460.200 DT Dianangkasa Raya

139Fasilitas Ruang Rapat DireksiFacilities of the Board of Directors Meeting Room

730.000.000 610.000.000 DP PT Ambria Rahma Putri Selaras







NILAI RKARKA Value



PENYEDIAProvider


140

Pembangunan lanjutan Gedung Tower Bandara Matilda Batlayeri SaumlakiAdvanced construction of Building Matilda Batlayeri Saumlaki Airport Tower

2.500.000.000 2.285.180.000 DT PT Trinitas Anugrah Abadi

141

Penggantian Ground Power Cable serta Rekondisi Gedung Operasional KPNP SorongReplacement of Ground Power Cable and Recondition of KPNP Sorong Operational Building

400.000.000 374.977.625 DT PT Hoyasindo Mika Internusa

142Pengadaan ATS System dan pendukungnya di PalembangProcurement of ATS System and its supporting in Palembang


143Pengadaan ATS System dan pendukungnya di PekanbaruProcurement of ATS System and its supporting in Pekanbaru


144

Pengadaan ATS System dan pendukungnya di TanjungpinangProcurement of ATS System and its supporting in Tanjungpinang


145

Pembangunan Tower di Selatan Bandara Internasional Ngurah Rai-BaliTower development in South of Ngurah Rai International Airport-Bali

40.000.000.000 109.675.042.000 DTPT Candra Adyalaksana KSO PT Arkonin

146

Pembangunan Gedung Tower ATC beserta sarana pendukungnya di BalikpapanConstruction of ATC Tower Building and its supporting facilities in Balikpapan

40.000.000.000 DTPT Candra Adyalaksana KSO PT Arkonin

147

Pembangunan Tower ATC beserta kelengkapannya di SemarangConstruction of ATC Tower and its supporting facilities in Semarang

40.000.000.000 DTPT Candra Adyalaksana KSO PT Arkonin

148

Pengadaan Alat Ukur Survey dan Alat Ukur Performance Check di Kantor Pusat Perum LPPNPIProcurement of measure instruments of survey and of performance checking at Perum LPPNPI Head Office

1.600.000.000 1.398.327.000 DT PT Duta Berlian Nusantara

JumlahTotal 1,775,889,630,063 1,411,191,563,768





PROGRAM INVESTASI RKAP TAHUN 2016 WEWENANG KANTOR CABANG2016 CWPB Investment Programs with the Authority of Branch Office


NILAI RKARKA Value


LOKASI PENGADAANProcurement Location


PENYEDIAProvider


1

Pengadaan dan pemasangan genset 30 kVA di AirmanisProcurement and installation of 30 kVA genset at Airmanis

865.183.000 814.522.132 Ambon DT

2

Pengadaan Komputer dan Kelengkapannya di AmbonProcurement of Computers and its accessories in Ambon

60.000.000 54.177.500 Ambon DP

3

Pengadaan dan pemasangan VHF Ground Control Freq 118,8 MHz di BaliProcurement and installation of VHF Ground Control Freq 118.8 MHz in Bali

1.600.000.000 1.590.006.000 Bali DT

4

Pengadaan dan pemasangan Voice Recording System 64 channel di BaliProcurement and installation of 64 channel Voice Recording System in Bali

2.000.000.000 1.750.079.100 Bali DT CV Tera Tekno Solusi

5

Pengadaan mobile genset 45 kVA dan penunjangnya di BaliProcurement of mobile genset 45 kVA and its supporting in Bali

350.000.000 282.441.500 Bali DTCV Pusaka Utama Engineering

6

Pengadaan dan pemasangan 10 unit UPS 10 kVA di BaliProcurement and installation of 10 units of 10 kVA UPS in Bali

1.500.000.000 1.099.796.500 Bali DT

7

Upgrade AMSC 32 channel ke 64 channel di BaliUpgrade AMSC 32 channels to 64 channels in Bali

1.837.980.000 1.577.400.000 Bali DT

8Pengadaan Kamera di BaliProcurement of Camera in Bali

18.000.000 17.580.000 Bali DP







NILAI RKARKA Value




PENYEDIAProvider


9

Pengadaan dan Pemasangan IP PABX di BaliProcurement and Installation of IP PABX in Bali

257.973.100 239.543.700 Bali DP

10

Pengadaan dan Pemasangan Master Clock di BaliProcurement and Installation of Master Clock in Bali

350.000.000 340.474.200 Bali DT

11

Pengadaan Komputer dan Kelengkapannya di BaliProcurement of Computers and its accessories in Bali

405.000.000 394.130.000 Bali DPCV Jasa Tekindo Persada

12

Pembangunan Gedung Transmitter Baru beserta kelengkapannya di BaliConstruction of New Transmitter Building and its supporting in Bali

3.000.000.000 2.411.090.000 Bali DT

13

Pengadaan dan pemasangan Digital ATIS termasuk transmitter di BaliProcurement and installation of Digital ATIS including transmitter in Bali

2.000.000.000 1.983.464.450 Bali DT

14Pembuatan Pos Jaga area DVOR di BalikpapanGuarding Post Development of DVOR area in Balikpapan

69.215.000 68.500.300 Balikpapan DT CV Pancoran Mas

15

Pengadaan dan pemasangan Sistem Proteksi terintegrasi di BalikpapanProcurement and installation of integrated Protection System in Balikpapan

500.000.000 485.551.000 Balikpapan DTPT Karangrejo Utama

16

Pengadaan IP PABX 68 ext. Expandable di BalikpapanProcurement of IP PABX 68 ext. Expandable in Balikpapan

255.683.000 254.210.000 Balikpapan DP

17

Pengadaan dan pemasangan Radio link gedung TX di BalikpapanProcurement and installation of Radio link of TX building in Balikpapan

650.000.000 644.416.850 Balikpapan DT






NILAI RKARKA Value




PENYEDIAProvider


18

Pengadaan dan pemasangan Voice Recorder 32 ch di BalikpapanProcurement and installation of Voice Recorder 32 ch in Balikpapan

1.100.000.000 925.100.000 Balikpapan DT

19

Pengadaan UPS 50 KVA untuk Fasilitas Kespen di gedung NDB BalikpapanProcurement of UPS 50 KVA for Kespen Facilities at NDB Balikpapan Building

700.000.000 505.741.500 Balikpapan DT

20

Penggantian UPS 150 kVA di Gedung Operasi BalikpapanReplacement of UPS 150 kVA at Balikpapan Operations Building

800.000.000 784.000.250 Balikpapan DT

21

Pengadaan dan pemasangan 2 unit UPS 40 kVA redundant di AcehProcurement and installation of 2 units of redundant 40 kVA UPS in Aceh

1.950.000.000 1.577.632.716 Banda Aceh DT PT Trikarya Abadi Prima

22

Pengadaan dan pemasangan Sistem Proteksi terintegrasi di Banda AcehProcurement and installation of integrated Protection System in Banda Aceh

500.000.000 464.475.000 Banda Aceh DT PT Rivanda Lestari

23

Pengadaan dan pemasangan 3 unit genset 50 kVA di AcehProcurement and installation of 3 units of 50 kVA genset in Aceh

995.000.000 924.417.487 Banda Aceh DT CV Natura Akardua

24Renovasi pagar gedung NDB di AcehRenovation of NDB building’s fence in Aceh

189.600.000 175.000.000 Banda Aceh DTCV Mitra Media Utama

25Renovasi Pagar Radar Station di Banda AcehRenovation of Radar Station Fence in Banda Aceh

975.000.000 959.050.000 Banda Aceh DT

26

Pengadaan dan Pemasangan Radio Emergency Frequency di Banda AcehProcurement and Installation of Emergency Frequency Radio in Banda Aceh

1.300.000.000 1.260.659.400 Banda Aceh DT







NILAI RKARKA Value




PENYEDIAProvider


27

Pembuatan Gedung Genset Tower di Banda AcehDevelpoment of Genset Tower Building in Banda Aceh

500.000.000 475.244.000 Banda Aceh DT

28

Pengadaan dan pemasangan sistem proteksi terintegrasi di BandungProcurement and installation of integrated protection system in Bandung

500.000.000 486.750.000 Bandung DT

29

Pengadaan dan pemasangan UPS 10 kVA untuk VHF-ER Tangkuban Perahu di BandungProcurement and installation of 10 kVA UPS for VHF-ER Tangkuban Perahu in Bandung

150.000.000 145.922.783 Bandung DT

30

Pengadaan dan pemasangan catu daya listrik TM ke GS dan LOC di BanjarmasinProcurement and installation of TM power supply to GS and LOC in Banjarmasin

1.032.526.000 990.000.000 Banjarmasin DT

31

Pengadaan dan pemasangan genset 10 kVA di gedung middle marker di BanjarmasinProcurement and installation of 10 kVA generator in middle marker building in Banjarmasin

278.036.000 266.100.000 Banjarmasin DT

32

Penggantian dan pemasangan UPS 100 kVA untuk Gedung Radar di BanjarmasinReplacement and installation of 100 kVA UPS for Radar Building in Banjarmasin

1.600.000.000 1.291.782.800 Banjarmasin DT

33

Pengadaan dan pemasangan Trafo 15 kVA di gedung middle marker BanjarmasinProcurement and installation of 15 kVA Transformer in Banjarmasin middle marker building

95.392.000 92.477.000 Banjarmasin DT






NILAI RKARKA Value




PENYEDIAProvider


34Pengadaan Kamera di BanjamasinProcurement Camera in Banjarmasin

18.000.000 17.600.000 Banjarmasin DP

35

Pengadaan dan Pemasangan VHF-ADC Secondary Frequency 50 Watt (Dual Set) di BanjarmasinProcurement and Installation of VHF-ADC Secondary Frequency 50 Watt (Dual Set) in Banjarmasin

1.300.000.000 1.285.000.000 Banjarmasin DT

36

Pengadaan dan pemasangan 11 unit AC Split 2 PK untuk ruangan peralatan Telkomunikasi, Navigasi & Radar di BanjarmasinProcurement and installation of 11 units of AC Split 2 PK for Telecommunication, Navigation & Radar equipment room in Banjarmasin

115.000.000 104.489.000 Banjarmasin DT

37

Pengadaan dan pemasangan Panel ACOS Genset 25 kVA di DVOR/DME BanjarmasinProcurement and installation of ACOS Genset Panel 25 kVA in DVOR / DME Banjarmasin

100.000.000 97.889.000 Banjarmasin DT

38

Pengadaan dan pemasangan Panel ACOS Genset 150 kVA di Gedung Radar BanjarmasinProcurement and installation of 150kVA Genset ACOS Panel at Banjarmasin Radar Building

150.000.000 148.225.000 Banjarmasin DT

39

Pengadaan & Pemasangan Genset 150 kVA di Gedung Radar BanjarmasinProcurement & Installation of 150 kVA Genset at Banjarmasin Radar Building

1.500.000.000 1.017.506.600 Banjarmasin DT

40Pengadaan Sofa di BanjarmasinProcurement of Sofa in Banjarmasin

15.000.000 14.850.000 Banjarmasin DP







NILAI RKARKA Value




PENYEDIAProvider


41Pengadaan Portable ILS Receiver (PIR) di BatamProcurement of Portable ILS Receiver (PIR) in Batam

649.600.000 539.695.300 Batam DTPT Dianangkasa Raya

42

Pengadaan dan pemasangan voice recorder 32 channel di BatamProcurement and installation of 32 channel voice recorder in Batam

1.000.000.000 961.872.500 Batam DTPT Dinamika Andalan Sukses

43

Pengadaan dan pemasangan 8 unit AC Split 1 PK dan 8 unit AC Split 2 PK di BatamProcurement and installation of 8 units of AC Split 1 PK and 8 units of AC Split 2 PK in Batam

127.050.000 103.547.000 Batam DT PT Global Visindo

44

Pengadaan dan pemasangan CCTV untuk Door Access Tower BatamProcurement and installation of CCTV for Tower Door Access Batam

30.000.000 28.500.000 Batam DTPT Globalindo Mediatama

45

Pengadaan dan pemasangan IP PABX di BatamProcurement and installation of IP PABX in Batam

71.830.000 71.278.000 Batam DPPT Huta Mato Persada

46Pengadaan light gun di BatamProcurement of Light gun in Batam

89.350.000 89.189.000 Batam DT

47

Pengadaan 10 Unit Komputer All in One di BatamProcurement of 10 Units Computers All in One in Batam

150.000.000 148.760.000 Batam DP PT Komputer Kita

48Pengadaan binoculars untuk Tower di BiakProcurement of Binoculars for Tower in Biak

25.000.000 25.000.000 Biak DT

49Pengadaan Repeater HT UHF 100 Watt di BiakProcurement of UHF 100 Watt HT Repeater in Biak

30.000.000 30.000.000 Biak DT

50

Pengadaan dan Pemasangan Door Access Control System di AirNav Distrik BiakProcurement and Installation of Door Access Control System at AirNav Biak District

50.000.000 50.000.000 Biak DT






NILAI RKARKA Value




PENYEDIAProvider


51Pembangunan pagar shelter localizer di BiakConstruction of localizer shelter fence in Biak

70.064.000 70.064.000 Biak DT

52

Pembangunan pagar gedung Ops/TelNav di BiakConstruction of Ops / TelNav fence in Biak

199.576.000 199.576.000 Biak DT

53

Pengadaan Komputer dan Kelengkapannya di BiakProcurement of Computers and its Supporting in Biak

105.000.000 103.500.000 Biak DP

54Pembangunan pagar gedung NDB di BiakConstruction of NDB building fence in Biak

300.000.000 198.590.000 Biak DT

55

Pengadaan dan pemasangan 6 unit AC Split 2 PK di HalimProcurement and installation of 6 units of AC Split 2 PK at Halim

90.000.000 89.600.000 Halim DT PT Mitra Sarana

56

Pengadaan dan pemasangan Sistem Proteksi terintegrasi di Halim Perdanakusuma JakartaProcurement and installation of integrated protection system at Halim Perdanakusuma Jakarta

500.000.000 482.000.000 Halim DT

57

Pengadaan dan Pemasangan Wind Direction, Wind Speed dan Pressure System di Halim Perdanakusuma JakartaProcurement and Installation of Wind Direction, Wind Speed and Pressure System at Halim Perdanakusuma Jakarta

700.000.000 580.690.000 Halim DT

58

Pengadaan & Pemasangan VHF-ADC Secondary Frequency di Halim Perdanakusuma JakartaProcurement & Installation of VHF-ADC Secondary Frequency at Halim Perdanakusuma Jakarta

2.000.000.000 1.421.200.000 Halim DT







NILAI RKARKA Value




PENYEDIAProvider


59

Pengadaan dan Pemasangan UPS 15 kVA di Radio Station Navigasi Penerbangan Babelan Bekasi Untuk Kantor Distrik Halim Perdanakusuma JakartaProcurement and Installation of UPS 15 kVA at Flight Navigation Radio Station of Babelan Bekasi for Halim Perdanakusumah District Office Jakarta

400.000.000 312.500.000 Halim DT

60

Pemasangan Voice Recorder System 32 channel di Halim Perdanakusuma JakartaInstallation of 32 channel Voice Recorder System in Halim Perdanakusuma Jakarta

1.100.000.000 863.500.000 Halim DT

61

Pengadaan dan Pemasangan Pemancar dan Reproducer ATIS di Halim Perdanakusuma JakartaProcurement and Installation of ATIS Transmitters and Reproducers at Halim Perdanakusuma Jakarta

1.700.000.000 1.343.100.000 Halim DT

62

Penyambungan catu daya TM PLN ke Power House baru Perum LPPNPI di JambiConnection of PLN TM power supply to new Power House of Perum LPPNPI in Jambi

2.000.000.000 1.995.723.000 Jambi DT

63

Pengadaan dan Pemasangan VHF Ground Control Center di JATSCProcurement and Installation of VHF Ground Control Center at JATSC

1.300.000.000 1.293.202.900 JATSC DT PT Indotasik Graha Utama

64

Pengadaan dan Pemasangan Master Clock di JATSC JakartaProcurement and Installation of Master Clock at JATSC Jakarta

2.000.000.000 1.947.000.000 JATSC DTPT Cipta Karya Pratama

65

Pengadaan dan pemasangan Locator Dadap dan Kamal di JATSCProcurement and installation of Dadap and Kamal Locator at JATSC

5.000.000.000 4.155.500.000 JATSC DTPT. Dianangkasa Raya






NILAI RKARKA Value




PENYEDIAProvider


66

Pengadaan dan pemasangan CWP VCS 1 unit untuk Notam Office JATSCProcurement and installation of 1 unit CWP VCS for Notam Office JATSC

400.000.000 357.500.000 JATSC DTPT Cipta Karya Pratama

67Penggantian kabel data A-SMGCS di JATSCReplacement of A-SMGCS data cable at JATSC

4.910.413.000 2.120.000.000 JATSC DTPT Dinamika Andalan Sukses

68 Upgrade ADPS di JATSCUpgrade ADPS at JATSC 3.633.155.000 3.355.000.000 JATSC DT PT Laju

Karunia Jaya

69

Penggantian, pemasangan dan integrasi jaringan kabel data fasilitas CNS di area sisi udara selatan JATSCReplacement, installation and integration of CNS facilities data cable network in JATSC southern air side area

3.706.250.000 3.190.000.000 JATSC DT PT Krida Hasta Tama

70Penggantian UPS 60 kVA di CKG 2 JATSCReplacement of 60KV UPS at CKG 2 JATSC

2.800.000.000 2.710.919.273 JATSC DT PT Harapan Multi Karya

71

Pengadaan dan pemasangan UPS 40 kVA di gedung TX dan UPS 20 kVA di gedung RX JATSCProcurement and installation of 40 kVA UPS in TX building and 20 kVA UPS in RX building JATSC

1.900.000.000 1.809.995.000 JATSC DTPT Karangrejo Utama

72

Pengadaan dan pemasangan Sistem Proteksi Terintegrasi Radar MSSR Jakarta dan MSSR Semarang untuk JATSC JakartaProcurement and installation of integrated protection systems of Radar MSSR Jakarta and MSSR Semarang for JATSC Jakarta

750.000.000 729.686.000 JATSC DT PT Rinvanda Lestari

73

Pengadaan dan pemasangan CCTV di 14 SRNP JATSCProcurement and installation of CCTV at 14 SRNP JATSC

3.458.479.000 3.260.987.000 JATSC DT PT Basana Agung Abadi







NILAI RKARKA Value




PENYEDIAProvider


74Penggantian chiller No. 1 di gedung Tower JATSCReplacement chiller No. 1 in the JATSC Tower building

4.950.000.000 4.853.570.541 JATSC DT PT Harapan Mulya Karya

75Pengadaan 198 unit APAR di JATSCProcurement of 198 APAR units at JATSC

581.157.000 570.188.000 JATSC DTPT Wijayanusa Intikarya

76Pengadaan Komputer dan Kelengkapannya di JATSCProcurement of Computers and its Accessories at JATSC

510.000.000 398.158.000 JATSC DPPT Tisa Diamanta Kusuma

77

Pekerjaan peremajaan CCTV, monitoring kegiatan & Access Control di Gedung JATSCRejuvenation work of CCTV, activity monitoring & Access Control in JATSC building

4.200.000.000 4.101.875.960 JATSC DT

78

Pekerjaan Pengadaan dan Pemasangan Motorize Tirai Kabin Tower di JATSCProcurement and Installation of Motorize Curtain of Tower cabin at JATSC

1.500.000.000 1.176.016.600 JATSC DT

79

Pengadaan UPS untuk 8 Lokasi (4 Localizer dan 4 GP) untuk JATSCProcurement of UPS for 8 Locations (4 Localizer and 4 GP) for JATSC

800.000.000 793.095.500 JATSC DT

80Pemindahan Jalur FO dan Sensor A-SMGCS di JATSCRelocation the FO Path and A-SMGCS Sensor at JATSC

3.214.000.000 3.180.000.000 JATSC DT

81

Pengadaan dan penggantian rotating beacon di Tower JATSCProcurement and replacement of rotating beacons in JATSC Tower

413.531.000 352.622.000 JATSC DT

82

Penggantian dan Pemasangan Peralatan Locator Low Range Kutajaya dan Kutabumi beserta RCMSnya di Bandara Soekarno-HattaReplacement and Installation of Low Range Locator Equipments of Kutajaya and Kutabumi along with its RCMS at Soekarno-Hatta Airport

5.000.000.000 4.237.424.200 JATSC DT






NILAI RKARKA Value




PENYEDIAProvider


83Pembangunan Kantin di JATSCCanteen Development at JATSC

1.000.000.000 960.658.000 JATSC DP PT Permata Indah Utama

84Pengadaan Parkir di JATSCParking Procurement at JATSC

500.000.000 488.755.000 JATSC DPPT Gemilang Jaya Artelindo

85

Penggantian dan pemasangan jaringan kabel data dari Gedung Tower 611 ke Gedung Receiver 720 di JATSCReplacement and installation of data cable network from Tower 611 Building to Receiver Building 720 at JATSC

2.000.000.000 1.870.492.800 JATSC DT PT Krida Hasta Tama

86

Pembuatan gerbang pintu masuk gedung tower JATSCConstruction of entrance door gate of JATSC tower building

600.000.000 572.142.000 JATSC DT

87

Pengadaan dan pemasangan CWP VCSS 2 unit di JayapuraProcurement and installation of 2 units CWP VCSS in Jayapura

500.000.000 487.300.000 Jayapura DT

88

Pengadaan dan pemasangan vhf app Secondary Freq di JayapuraProcurement and installation of Secondary Freq vhf app in Jayapura

2.000.000.000 1.887.962.000 Jayapura DT

89

Pembuatan jalan menuju gedung radar dan pagar masuk area radar di JayapuraConstruction of road to radar building and radar area entrance fence in Jayapura

2.500.000.000 2.270.253.000 Jayapura DT CV Revan Jaya Utama

90

Pengadaan dan pemasangan genset 250 kVA beserta shelter di JayapuraProcurement and installation of 250 kVA generator and shelter in Jayapura

1.500.000.000 1.380.390.000 Jayapura DT







NILAI RKARKA Value




PENYEDIAProvider


91

Pengadaan dan pemasangan UPS 15 kVA dan UPS 30 kVA di JayapuraProcurement and installation of 15 kVA UPS and 30 kVA UPS in Jayapura

540.000.000 531.194.400 Jayapura DT

92

Pengadaan peralatan kantor operasi dan meubelair di JayapuraProcurement of operating office equipment and furniture in Jayapura

500.000.000 473.100.000 Jayapura DP CV Mandiri Tama

93Pembangunan Gedung Kantor Cabang JayapuraDevelopment of Jayapura Branch Office

1.500.000.000 1.290.435.000 Jayapura DP CV Wahana Bima Sakti

94

Pengadaan dan pemasangan Master Clock di JayapuraProcurement and installation of Master Clock in Jayapura

350.000.000 - Jayapura DT

95Pengadaan IP PABX di KupangProcurement of IP PABX in Kupang

261.316.000 260.021.300 Kupang DP CV Modus Vivendi

96Pembuatan Jalan Kantor AirNav Distrik KupangConstruction of Office Road of AirNav Kupang District

360.465.000 347.341.000 Kupang DP

97

Pengadaan dan Pemasangan VHF-ADC Secondary Frequency di KupangProcurement and Installation of VHF-ADC Secondary Frequency in Kupang

1.300.000.000 1.255.000.000 Kupang DT

98

Pengadaan dan Pemasangan wind speed dan wind indicator di KupangProcurement and Installation of wind speed and wind indicator in Kupang

700.000.000 693.891.000 Kupang DT

99

Pengadaan dan Pemasangan Voice Recording di KupangProcurement and Installation of Voice Recording in Kupang

1.100.000.000 1.077.000.000 Kupang DT






NILAI RKARKA Value




PENYEDIAProvider


100

Pengadaan 1 unit Binocular untuk Distrik ManadoProcurement of 1 unit Binocular for Manado District

50.000.000 45.000.000 Manado DT

101

Pemindahan dan pembuatan Ruang BO ke Sisi Udara lengkap dengan fasilitas pendukung di Distrik ManadoRelocation and manufacture of BO Room to Air Side complete with its supporting facilities in Manado District

200.000.000 198.110.000 Manado DT

102

Pengadaan Motor Operasional (Trail 150cc) di ManadoProcurement of Operational Motor (Trail 150cc) in Manado

37.500.000 37.180.000 Manado DP

103

Perbaikan jalan operasional di Makaweimbeng sepanjang 715 m untuk ManadoRestoration of operational road in Makaweimbeng along 715 m to Manado

1.300.000.000 1.264.714.000 Manado DT

104

Pengadaan 1 set peralatan Genset 50 KVA di Bumi Beringin Manado untuk NDB MDProcurement of 1 set of Genset 50 KVA equipment in Bumi Beringin Manado for NDB MD

600.000.000 538.373.000 Manado DT

105

Pengadaan dan pemasangan Peralatan NDB frekuensi 330 Khz 125 Watt di ManadoProcurement and installation of NDB equipment frequency 330 Khz 125 Watt in Manado

1.600.000.000 1.533.000.000 Manado DT

106

Pengadaan dan pemasangan Radio Link antara Tower MATSC ke Gedung Peralatan TX PaiProcurement and installation of Radio Link Between MATSC Tower to TX Pai Equipment Building

856.147.000 745.175.000 MATSC DTPT. Amarta Indonesia Makmur







NILAI RKARKA Value




PENYEDIAProvider


107

Pengadaan dan pemasangan ARD (Automatic Rescue Device) pada Lift Tower MATSCProcurement and installation of ARD (Automatic Rescue Device) on Lift Tower MATSC

200.000.000 197.890.000 MATSC DT CV Etika Sejahtera

108 Upgrade AMHS di MATSCUpgrade AMHS at MATSC 2.585.786.000 2.089.700.800 MATSC DT PT Laju

Karunia Jaya

109

Pengadaan eksternal database AMSC di MATSCProcurement of AMSC’s external database at MATSC

369.214.000 344.300.000 MATSC DT PT Laju Karunia Jaya

110

Pembuatan dan Penyimpanan Safety Data Server di MATSCDevelopment and Storage of Data Safety Server at MATSC

60.000.000 59.510.000 MATSC DP CV. Junita Jaya

111

Penambahan area parkir motor kapasitas 100 motor di MATSC MakassarAddition of motorcycle parking area with 100 motor capacity at MATSC Makassar

197.780.900 192.940.000 MATSC DP CV. Pujiati Baru

112

Pengadaan Komputer dan Kelengkapannya di MATSCProcurement of Computers and its Accessories at MATSC

150.000.000 148.390.000 MATSC DP

113

Pengadaan dan pemasangan Monitor Display 2k2k sebanyak 5 unit di MATSC MakassarProcurement and installation of 5 units of 2k2k Display Monitor in MATSC Makassar

1.555.000.000 1.073.647.000 MATSC DT

114

Pengadaan dan pemasangan peralatan Voice Recording di MakassarProcurement and installation of Voice Recording equipment in Makassar

3.500.000.000 3.406.425.000 MATSC DTPT. Cipta Karya Pratama






NILAI RKARKA Value




PENYEDIAProvider


115

Pengadaan dan Pemasangan Diesel Jocky Pump Fire Hydrant di Pump House Gedung Utilities MATSCProcurement and Installation of Jocky Pump Fire Hydrant Diesel at Pump House of MATSC Utilities Building

270.000.000 263.525.900 MATSC DT CV Ameliah Sejahtera

116

Pengadaan dan Pemasangan ACB 2000 A Panel LVDP MATSC MakassarProcurement and Installation of ACB 2000 A Panel of LVDP MATSC Makassar

920.000.000 910.008.000 MATSC DT CV Putra Mandiri

117

Pengadaan 2 buah Komputer Desktop di MATSCProcurement of 2 units of Desktop Computers at MATSC

30.000.000 26.100.000 MATSC DP

118

Pengadaan VHF Transceiver Portable untuk APP dan TMA di MedanProcurement of VHF Portable Transceiver for APP and TMA in Medan

200.000.000 192.060.000 Medan DT

119

Pengadaan dan pemasangan 2 unit Genset 20 kVA untuk lokasi VHF-ER Sibiru-biru di MedanProcurement and installation of 2 units of 20 kVA Genset for VHF-ER Sibiru biru location in Medan

650.000.000 628.860.000 Medan DT

120

Pengadaan dan pemasangan UPS 15 kVA untuk lokasi VHF-ER Sidikalang, Sibiru-biru dan Pancur Batu untuk MedanProcurement and installation of 15 kVA UPS for VHF-ER Sidikalang location, Sibiru biru, and Pancur Batu in Medan

893.000.000 865.815.000 Medan DT







NILAI RKARKA Value




PENYEDIAProvider


121

Pengadaan dan pemasangan Sistem Proteksi Terintegrasi di MedanProcurement and installation of Integrated Protection System in Medan

2.000.000.000 1.798.624.000 Medan DT

122Pengadaan 5 set electrical toolkit di MedanProcurement of 5 sets of electrical toolkits in Medan

100.000.000 98.615.000 Medan DT CV Agung Jaya Abadi

123Pengadaan Headset Monaural di MedanProcurement of Monaural Headset in Medan

570.000.000 551.100.000 Medan DT

124

Pengadaan dan pemasangan VHF Ground Control Secondary Frequency di MedanProcurement and installation of VHF Ground Control Secondary Frequency in Medan

1.300.000.000 1.293.374.000 Medan DT

125

Pengadaan dan pemasangan VHF ADC Secondary Frequency di MedanProcurement and installation of VHF ADC Secondary Frequency in Medan

1.300.000.000 1.296.244.000 Medan DT

126

Pengadaan dan pemasangan AC Split 2 PK sebanyak 15 unit di Kualanamu MedanProcurement and installation of 15 units of AC Split 2 PK in Kualanamu Medan

160.000.000 158.130.000 Medan DT

127

Pekerjaan Pengadaan dan Pemasangan CCTV & Security System untuk Pengamanan Fasilitas di MedanProcurement and Installation of CCTV & Security System for Security Facilities In Medan

1.500.000.000 1.485.234.000 Medan DT

128

Pengadaan Mobile Genset 200 kVA di MedanProcurement of 200 kVA Mobile Genset in Medan

920.000.000 916.337.000 Medan DT






NILAI RKARKA Value




PENYEDIAProvider


129

Pembangunan Sign Pole AirNav Indonesia di Bandara Kualanamu MedanDevelopment of AirNav Indonesia Sign Pole at Kualanamu Airport Medan

134.000.000 130.635.450 Medan DP

130

Pengadaan Motor Trail Operasional di Bandara OksibilProcurement of Operational Trail Motor at Oksibil Airport

50.000.000 35.250.000 Oksibil DP

131

Pengadaan dan pemasangan UPS 10 kVA untuk peralatan telekomunikasi di gedung operasi PadangProcurement and installation of 10 kVA UPS for telecommunication equipment at Padang operations building

150.000.000 126.500.000 Padang DT PT Arianto Darmawan

132

Pembuatan POS Keamanan TX Station di Perum LPPNPI Distrik PadangDevelopment of Security Post of Tx Satation at Perum LPPNPI Padang District

200.000.000 131.820.000 Padang DT

133Pengadaan Binoculars 2 unit di PalembangProcurement of 2 units Binoculars in Palembang

66.000.000 25.300.000 Palembang DT

134

Pengadaan dan pemasangan UPS 10 kVA untuk Locator PalembangProcurement and installation of 10 kV UPS for Palembang Locator

150.000.000 144.889.000 Palembang DT

135

Pengadaan dan pemasangan CCTV 16 channel di Gedung Kantor Cabang & Gedung Operasi PalembangProcurement and installation of 16 channel CCTV in Branch Office Building & Operations Building in Palembang

500.000.000 488.500.000 Palembang DTPT Gracelindo Abadi







NILAI RKARKA Value




PENYEDIAProvider


136

Pengadaan dan pemasangan sistem proteksi terintegrasi di Gedung Radar PalembangProcurement and installation of integrated protection system at Radar Palembang Building

500.000.000 449.993.000 Palembang DT

137

Penggantian ACOS & Automatic Transfer Switch 100 kVA Genset DVOR PalembangReplacement of ACOS & Automatic Transfer Switch of 100 kVA Genset DVOR of Palembang

290.000.000 213.033.000 Palembang DT

138

Pengadaan dan pemasangan vhf app Secondary Frequency di PalembangProcurement and installation of Secondary Frequency app vhf in Palembang

1.500.000.000 1.437.963.100 Palembang DTPT Tio Pandatama Lestasi

139

Pengadaan Komputer dan Kelengkapannya di PalembangProcurement of Computers and its accessories in Palembang

150.000.000 148.885.000 Palembang DP

140

Pengadaan Mobile Genset 150 kVA di PalembangProcurement of 150kVA Mobile Genset in Palembang

750.000.000 675.200.000 Palembang DTCV Tiga Putra Bersaudara

141

Pengadaan dan pemasangan Sistem Proteksi terintegrasi untuk peralatan DVOR, TX dan RX di Palembang Procurement and installation of integrated Protection System for DVOR, TX and RX equipment in Palembang

1.500.000.000 1.200.000.000 Palembang DT

142

Pengaspalan jalan gedung Radar di PalembangAsphalting of Radar building road in Palembang

288.750.000 279.910.000 Palembang DT






NILAI RKARKA Value




PENYEDIAProvider


143

Pengadaan dan pemasangan genset 20 kVA untuk Gedung Kantor AirNav di Pangkal PinangProcurement and installation of 20 kVA genset for AirNav Office Building in Pangkal Pinang

400.000.000 336.615.000 Pangkal Pinang DT

144

Pengadaan dan Pemasangan peralatan VHF Secondary Frequency untuk ADC di Pangkal PinangProcurement and Installation of Secondary Frequency VHF equipment for ADC in Pangkal Pinang

1.300.000.000 1.277.210.000 Pangkal Pinang DT

145

Pengadaan dan pemasangan UPS 5 kVA dan 10 kVA untuk Tower dan DVOR di Pangkal PinangProcurement and installation of 5 kVA and 10 kV UPS for Tower and DVOR in Pangkal Pinang

300.000.000 274.285.000 Pangkal Pinang DT

146

Pengadaan dan pemasangan UPS 160 kVA untuk gedung Tower baru di PekanbaruProcurement and installation of 160 kVA UPS for new Tower building in Pekanbaru

2.000.000.000 1.875.700.000 Pekanbaru DT

147

Pengadaan Komputer dan Kelengkapannya (10 unit) serta Printer LaserJet Multifungsi di PekanbaruProcurement of 10 units of Computers and its accessories and Multifunction LaserJet Printer in Pekanbaru

140.000.000 126.884.000 Pekanbaru DP CV Ranah Melayu

148

Pengadaan dan pemasangan vhf app Secondary Frequency di PekanbaruProcurement and installation of Secondary Frequency app vhf in Pekanbaru

1.500.000.000 1.420.416.250 Pekanbaru DT







NILAI RKARKA Value




PENYEDIAProvider


149

Pengadaan dan pemasangan Ground Cable 10 Pairs 0,6 mm di PekanbaruProcurement and installation of 10 Pairs of 0.6 mm Ground Cable in Pekanbaru

620.000.000 409.549.000 Pekanbaru DT

150

Pengadaan dan pemasangan Sistem Proteksi terintegrasi untuk DVOR di PekanbaruProcurement and installation of Integrated Protection System for DVOR in Pekanbaru

500.000.000 370.920.000 Pekanbaru DT

151Pengadaan Sound System di PekanbaruSound System Procurement in Pekanbaru

20.000.000 19.910.000 Pekanbaru DPPT Batam Jaya Elektronik

152

Pengadaan dan pemasangan Repeater Radio Komunikasi HT di PontianakProcurement and installation of HT Communication Radio Repeater in Pontianak

132.990.000 131.984.000 Pontianak DT CV Aryanda Aditya

153

Pengadaan dan Pemasangan Voice Recorder 32 channel di PontianakProcurement and Installation of 32 channels Voice Recorder in Pontianak

1.000.000.000 980.989.000 Pontianak DTPT Dinamika Andalan Sukses

154

Pengadaan dan Pemasangan Perangkat VHF Airband Transceiver Portable dan Radio SSB Portable di PontianakProcurement and Installation of Portable Transceiver Airband VHF andPortable SSB Radio equipments in Pontianak

392.700.000 378.000.000 Pontianak DT

155

Penggantian dan Pemasangan Genset 300 KVA dan ACOS di PontianakReplacement and Installation of 300 KVA Genset and ACOS in Pontianak

1.100.000.000 1.074.000.000 Pontianak DTCV Wira Karya Perkasa






NILAI RKARKA Value




PENYEDIAProvider


156

Pengadaan dan pemasangan Sistem Proteksi terintegrasi di PontianakProcurement and installation of integrated Protection System in Pontianak

586.333.000 563.147.200 Pontianak DTPT Karangrejo Utama

157

Pengadaan dan Penggantian Peralatan AC Split di gedung Radar dan ILS di PontianakProcurement and Replacement of AC Split Equipment at Radar and ILS buildings in Pontianak

116.000.000 96.373.000 Pontianak DT

158

Pengadaan dan pemasangan VHF APP Secondary Freq 126.65 MHz 50 Watt beserta kelengkapannya di SemarangProcurement and installation of VHF APP Secondary Freq 126.65 MHz 50 Watt and its supporting in Semarang

1.600.000.000 1.515.076.000 Semarang DTPT Internasional Teknologi Indonesia

159

Pengadaan dan pemasangan VHF-ER APP Freq 120.3 MHz 50 Watt untuk SemarangProcurement and installation of VHF-ER APP Freq 120.3 MHz 50 Watt for Semarang

1.600.000.000 1.583.388.300 Semarang DTPT Internasional Teknologi Indonesia

160Pengadaan Master Clock di SoloProcurement of Master Clock in Solo

175.000.000 171.611.000 Solo DT

161

Pengadaan dan pemasangan UPS 30 KVA redundant dan kabel power dari gedung operasi - tower di SurakartaProcurement and installation of redundant 30 KVA UPS and power cables from tower operations building in Surakarta

650.000.000 625.164.100 Solo DT

162Pengadaan IP PBX 64 Extension di SoloProcurement of IP PABX 64 Extension in Solo

95.000.000 94.066.500 Solo DP







NILAI RKARKA Value




PENYEDIAProvider


163

Penggantian Kabel Power & Trafo Step-Up/Down Peralatan ILS di SoloReplacement of Power Cable & Trafo Step-Up/Down of ILS Equipment in Solo

900.000.000 800.156.500 Solo DT

164

Pengadaan dan Pemasangan Peralatan Recording 1 set (dual system) beserta kelengkapannya di SurabayaProcurement and Installation of Recording Equipment 1 set (dual system) and its supporting in Surabaya

1.100.000.000 907.737.325 Surabaya DTPT Sinergi Maharanii Sukses

165

Pengadaan dan pemasangan CCTV sebanyak 21 titik CCTV beserta kelengkapannya di SurabayaProcurement and installation of 21 points of CCTV and its supporting in Surabaya

700.000.000 537.402.640 Surabaya DTPT. Aplikanusa Lintasarta

166

Pengadaan dan pemasangan 8 titik lampu jalan Gedung Radar dan kelengkapannya di SurabayaProcurement and installation of 8 points of Radar Building street lights and its accessories in Surabaya

98.759.000 92.070.000 Surabaya DT PT Bahama

167

Pengadaan dan pemasangan Sistem Proteksi terintegrasi di SurabayaProcurement and installation of integrated protection system in Surabaya

500.000.000 481.492.000 Surabaya DT

168

Pengadaan dan Pemasangan VHF-ATIS 50 WATT 1 set (Dual) beserta kelengkapannya di SurabayaProcurement and Installation of 1 set (Dual) of VHF-ATIS 50 WATT and its accessories in Surabaya

1.300.000.000 2.486.269.500 Surabaya DT






NILAI RKARKA Value




PENYEDIAProvider


169

Pengadaan dan pemasangan Ground Control Primary Freq 118,9 Mhz VHF 50 WATT 1 set (dual) beserta kelengkapannya di SurabayaProcurement and installation of 1 set (dual) of Ground Control Primary Freq 118.9 Mhz VHF 50 WATT and its supporting in Surabaya

1.300.000.000 - Surabaya

170

Pengadaan dan pemasangan UPS 2 x 60 KVA Tipe Statis (redundant) beserta kelengkapannya di gedung Equipment Room AOB SurabayaProcurement and installation of UPS 2 x 60 KVA Static Type (redundant) and its equipments in Equipment Room Building of AOB Surabaya

1.500.000.000 1.206.653.000 Surabaya DT PT Todo Mitra Utama

171

Pengadaan dan pemasangan Genset Radar 150 kVA di TanjungpinangProcurement and installation of 150 kVA Radar Genset in Tanjungpinang

1.800.000.000 833.787.000 Tanjung Pinang DT PT Sumur

Sinaba

172

Pengadaan dan pemasangan Sistem Proteksi terintegrasi di TanjungpinangProcurement and installation of integrated protection system in Tanjungpinang

500.000.000 401.726.600 Tanjung Pinang DT PT Teracom

Prima

173

Pengadaan dan pemasangan tambahan panel distribusi di Gedung Radar TanjungpinangProcurement and installation of additional distribution panels at Radar Building Tanjungpinang

175.000.000 103.169.000 Tanjung Pinang DT







NILAI RKARKA Value




PENYEDIAProvider


174

Penggantian dan pemasangan UPS Radar 100 kVA di TanjungpinangReplacement and installation of 100 kVA UPS Radar in Tanjungpinang

1.517.311.200 1.147.711.000 Tanjung Pinang DT

175

Pengadaan peralatan ground check DVOR (PIR) di Tanjung PinangProcurement of DVOR ground check equipment (PIR) in Tanjung Pinang

750.000.000 560.079.300 Tanjung Pinang DT PT Lia Putri

Sumanja

176

Pengadaan 1 unit Binoculars untuk Bandara RHF Tanjung PinangProcurement of 1 unit Binoculars for Tanjung Pinang RHF Airport


PT Maju Mapan Mandiri Indah Pratama

177

Pengadaan dan pemasangan vhf app Secondary Frequency di Tanjung PinangProcurement and installation of Secondary Frequency app vhf in Tanjung Pinang


178

Pemasangan pagar DVOR sepanjang 900 meter di Tanjung PinangInstallation of a 900 meters wide of DVOR fence in Tanjung Pinang


CV Karya Jaya Pratama

179

Pengadaan dan pemasangan genset 20 kVA untuk DVOR di Tanjung PinangProcurement and installation of 20 kVA generator for DVOR in Tanjung Pinang

450.000.000 433.400.000 Tanjung Pinang DT CV Bangun

Cipta Jaya

180

Pengadaan dan pemasangan Voice Recording 32 Ch di Bandara RHF Tanjung PinangProcurement and installation of 32 Ch Channel Voice Recording at Tanjung Pinang RHF Airport

1.100.000.000 979.000.000 Tanjung Pinang DT

PT Dinamika Andalan Sukses






NILAI RKARKA Value




PENYEDIAProvider


181

Pengadaan dan pemasangan vhf app Backup 100 Watt di TanjungpinangProcurement and installation of 100 Watt Backup vhf app in Tanjungpinang


PT Panorama Graha Teknologi

182Pengadaan Light Gun di YogyakartaLight Gun Procurement in Yogyakarta

151.250.000 136.196.500 Yogyakarta DTCV Alya Anugrah Safira

183

Pengadaan dan pemasangan Wind Direction, Wind Speed dan Pressure System lengkap dengan Wind Mast & Kabel Kontrol di YogyakartaProcurement and installation of Wind Direction, Wind Speed and Pressure System complete with Wind Mast & Control Cables in Yogyakarta

581.878.000 565.928.000 Yogyakarta DT PT Panji Aryanusantara

184

Pengadaan dan pemasangan vhf app Sektor Baru di YogyakartaProcurement and installation of New Sector vhf app in Yogyakarta

1.600.000.000 1.559.545.900 Yogyakarta DTPT Tio Pandatama Lestari

185Pengadaan Binoculars 2 unit di YogyakartaProcurement of 2 units Binocular in Yogyakarta

31.350.000 30.000.000 Yogyakarta DT CV. Buana Karya

186

Pembangunan Gedung ATS Operation Support di YogyakartaConstruction of ATS Operation Support Building in Yogyakarta

1.078.000.000 904.498.650 Yogyakarta DT CV Tanjung Sarana

187

Pengadaan dan pemasangan Sistem Proteksi terintegrasi di YogyakartaProcurement and installation of integrated protection system in Yogyakarta

500.000.000 395.000.000 Yogyakarta DT PT Teracom Prima







NILAI RKARKA Value




PENYEDIAProvider


188

Pemasangan Catu Daya Listrik 300 kVA dari PLN di YogyakartaInstallation of 300 kVA Power Supply from PLN in Yogyakarta

1.400.000.000 1.300.000.900 Yogyakarta DT PT Elpo Indonesia

189

Pengadaan dan pemasangan genset 20 kVA untuk DVOR YogyakartaProcurement and installation of 20 kVA genset for Yogyakarta DVOR

450.000.000 397.109.900 Yogyakarta DTCV Damar Alam Semesta

190

Pengadaan dan pemasangan 12 unit kamera CCTV beserta kelengkapannya di YogyakartaProcurement and installation of 12 units of CCTV cameras and their accessories in Yogyakarta

127.758.000 125.738.800 Yogyakarta DT CV Surya Globe

191

Pengadaan dan pemasangan 2 unit AC Free Standing kapasitas 5 PK di YogyakartaProcurement and installation of 2 units of AC Free Standing with capacity of 5 PK in Yogyakarta

67.760.000 57.061.455 Yogyakarta DT PT Alva Graha Inti

192

Pengadaan Komputer dan Kelengkapannya di JogjaProcurement of Computers and its Accessories in Jogja

75.000.000 65.080.000 Yogyakarta DP

193

Pengadaan dan Pemasangan Barrier Gate di YogyakartaProcurement and Installation of Barrier Gate in Yogyakarta

60.000.000 59.750.000 Yogyakarta DT

194

Pengadaan dan Pemasangan 6 (enam) unit VHF Receiver Air Band di YogyakartaProcurement and Installation of 6 (six) VHF Air Band Receiver units in Yogyakarta

750.000.000 736.602.600 Yogyakarta DT






NILAI RKARKA Value




PENYEDIAProvider


195

Pengadaan dan pemasangan VHF-ADC Secondary Freq di BatamProcurement and installation of VHF-ADC Secondary Freq in Batam

1.600.000.000 1.469.512.000 Batam DT PT.Indotasik Graha Utama

196

Pengadaan dan pemasangan VHF-ADC Primary Freq di BatamProcurement and installation of VHF-ADC Primary Freq in Batam

1.600.000.000 1.539.912.000 Batam DT PT.Indotasik Graha Utama

197

Pengadaan dan pemasangan 2 unit genset 50 kVA untuk DVOR dan ILS di BatamSupply and installation of 2 units of 50 kVA genset for DVOR and ILS in Batam

1.950.000.000 1.936.051.700 Batam DT CV. Nabila

198

Pengadaan dan pemasangan Sound Proof Ruang Genset di JATSCProcurement and installation of Sound Proof of Generator Room at JATSC

1.500.000.000 1.498.960.000 JATSC DTPT Global Unit Myongjin Indonesia

199

Pengadaan dan pemasangan jaringan Fiber Optic antar gedung lingkungan Tower Soekarno HattaProcurement and installation of Fiber Optic network between buildings of Soekarno Hatta Tower

2.000.000.000 1.985.919.000 JATSC DTPT Mitra Solusi Maju Lestari

JumlahTotal 189.029.591.200 168.836.336.912






PROGRAM JASA KONSULTANSI (INVESTASI SPLIT) RKAP TAHUN 2016Consulting Service (Split Investation) Program 2016 CWPB

NO. NAMA PAKETPackage Name

NAMA PROGRAMProgram Name

NILAI RKARKA Value



PENYEDIAProvider

dalam Rupiah in Rupiah dalam Rupiah in Rupiah

1Jasa Konsultansi Perencana Pengadaan Implementasi Enterprise Resource Planning (ERP) Modul KeuanganProcurement Planning Consulting Services Enterprise Resources Planning Implementation

Pengadaan Enterprise Resource Planning (ERP) Modul Keuangan (Perencanaan)Procurement Enterprise Resource Planning (ERP) Financial Module (Planning)

750.000.000 734.120.000 PusatCentral PT 3 Consulting Services

2Jasa Konsultansi Perencanaan Pengimplementasian Aplikasi ERpHuman Resource Management System (HRIS)Consulting Services Planning Implementation of ERpApplication Human Resources Management System

Pengadaan dan Implementasi ERP Modul Human Resources (Perencanaan)ERpProcurement and Implementation Human Resources Module (Planning)

613.716.000 495.000.000 PusatCentral Pt 3 Consulting Group

3 Pengadaan A-SMGCS Tahap 1 di Surabaya (Konsultan)Procurement of A-SMGCS Phase 1 in Surabaya (Consultant)

Pengadaan A-SMGCS Tahap 1 di Surabaya (Perencanaan)Procurement of A-SMGCS Phase 1 in Surabaya (Planning)

920.610.000 782.925.000 PusatCentral LAPI ITB

4Pembangunan gedung Tower di Bandara Kertajati (Pengawas)Construction of Tower building at Kertajati Airport (Supervisor)

Pembangunan gedung Tower di Bandara Kertajati (Pengawas)Construction of Tower Building at Kertajati Airport (Supervision)

930.000.000 787.000.000 PusatCentral PT Indah Karya (Persero)

5Pengadaan Konsultansi Manajemen Konstruksi Gedung Tower beserta Sarana Pendukungnya di BanjarmasinProcurement Construction Management Consultant Building Tower with Supporting Facilities in Banjarmasin

Pembangunan gedung Tower beserta sarana pendukungnya di Banjarmasin (Manajemen Konstruksi)Tower Building Development with Supporting Facilities in Banjarmasin (Construction Management)

1.100.000.000 965.000.000 PusatCentral PT Ciria Jasa Cipta Mandiri

6

Pembangunan Gedung Tower ATC beserta sarana pendukungnya di Balikpapan, Denpasar, Semarang (Manajemen Konstruksi)

Construction of ATC Tower Building with Supporting Facilities in Balikpapan, Denpasar, Semarang (Construction Management)

Pembangunan gedung Tower ATC beserta sarana pendukungnya di Semarang (Manajemen Konstruksi)ATC Tower Construction and Supporting Facilities in Semarang (Construction Management)

3.800.940.000 3.286.290.000 PusatCentral PT Yodya Karya (Persero)7

Pembangunan gedung Tower ATC beserta sarana pendukungnya di Balikpapan (Manajemen Konstruksi)ATC Tower Construction and Supporting Facilities in Balikpapan (Construction Management)

8Pembangunan Tower di Selatan Bandara Internasional Ngurah Rai - Bali (Manajemen Konstruksi)Tower Development in South Ngurah Rai International Airport – Bali (Construction Management)

9Jasa Konsultansi Pengawas Pembangunan Gedung AOC JATSC di Soekarno HattaAOC JATSC Building Supervision Consultancy Service in Soekarno-Hatta

Pembangunan Gedung AOC JATSC di Soekarno Hatta (Pengawasan)Construction of AOC JATSC Building in Soekarno-Hatta (Supervision)

510.000.000 407.297.000 PusatCentral PT Karsa Haryamulya

10Pengadaan Jasa Konsultansi Perencanaan Pembangunan Gedung Tower beserta sarana pendukungnya di BanjarmasinProcurement Consultancy Services Development Planning Tower Building with Supporting Facilities in Banjarmasin

Pembangunan Gedung Tower beserta saran pendukungnya di Banjarmasin (Perencanaan)Tower Building Development Besides Supporting Facilities in Banjarmasin (Planning)

1.380.000.000 1.089.000.000 PusatCentral PT Arkonin

11Jasa Konsultansi Perencana Pengadaan dan Pemasangan Panel MDP dan Trafo Step Down 1600 KVA di JATSCConsulting Services for Procurement Planners and Installation of MDP Panels and Step Down Transfers 1600 KVA at JATSC

Pengadaan dan pemasangan panel MDP dan Trafo Step Down 1600 kVA di JATSC (Perencanaan)Procurement and Installation of MDP and Step Down Panel 1600 KVA at JATSC (Planning)

502.590.000 450.000.000 PusatCentral

PT Ganesha Tradika Pancadaya

12Pekerjaan Jasa Konsultansi Perencana Pembangunan Tower ATC di SilangitProcurement of ATC Tower Builder Consultancy Service at Silangit

Pekerjaan Jasa Konsultansi Perencana Pembangunan Tower ATC di Silangit (Perencanaan)Procurement of ATC Tower Builder Consultancy Service at Silangit

486.560.000 417.940.000 PusatCentral

PT Prospera Consulting Engineers

13Jasa Konsultansi Perencanaan Bangunan Transmitter beserta kelengkapannyaConsultancy Services Transmitter Building Planning and Ancillaries

Pembangunan Gedung Transmitter baru beserta kelengkapannya di Bali (Perencanaan)Building New Transmitter Building with its Ancillaries in Bali (Planning)

178.442.000 120.257.500 Bali PT Emekon Prakasita

14Jasa Pengawas Pembangunan Gedung Transmitter beserta kelengkapannyaBuilding Supervisory Service of Transmitter Building and its ancillaries

Pembangunan Gedung Transmitter baru beserta kelengkapannya di Bali (Pengawas)Building New Transmitter Building with its Ancillaries in Bali (Supervision)

50.000.000 49.390.000 Bali

JumlahTotal 11.222.858.000 9.584.219.500





NO. NAMA PAKETPackage Name

NAMA PROGRAMProgram Name

NILAI RKARKA Value



PENYEDIAProvider

dalam Rupiah in Rupiah dalam Rupiah in Rupiah

1Jasa Konsultansi Perencana Pengadaan Implementasi Enterprise Resource Planning (ERP) Modul KeuanganProcurement Planning Consulting Services Enterprise Resources Planning Implementation

Pengadaan Enterprise Resource Planning (ERP) Modul Keuangan (Perencanaan)Procurement Enterprise Resource Planning (ERP) Financial Module (Planning)

750.000.000 734.120.000 PusatCentral PT 3 Consulting Services

2Jasa Konsultansi Perencanaan Pengimplementasian Aplikasi ERpHuman Resource Management System (HRIS)Consulting Services Planning Implementation of ERpApplication Human Resources Management System

Pengadaan dan Implementasi ERP Modul Human Resources (Perencanaan)ERpProcurement and Implementation Human Resources Module (Planning)

613.716.000 495.000.000 PusatCentral Pt 3 Consulting Group

3 Pengadaan A-SMGCS Tahap 1 di Surabaya (Konsultan)Procurement of A-SMGCS Phase 1 in Surabaya (Consultant)

Pengadaan A-SMGCS Tahap 1 di Surabaya (Perencanaan)Procurement of A-SMGCS Phase 1 in Surabaya (Planning)

920.610.000 782.925.000 PusatCentral LAPI ITB

4Pembangunan gedung Tower di Bandara Kertajati (Pengawas)Construction of Tower building at Kertajati Airport (Supervisor)

Pembangunan gedung Tower di Bandara Kertajati (Pengawas)Construction of Tower Building at Kertajati Airport (Supervision)

930.000.000 787.000.000 PusatCentral PT Indah Karya (Persero)

5Pengadaan Konsultansi Manajemen Konstruksi Gedung Tower beserta Sarana Pendukungnya di BanjarmasinProcurement Construction Management Consultant Building Tower with Supporting Facilities in Banjarmasin

Pembangunan gedung Tower beserta sarana pendukungnya di Banjarmasin (Manajemen Konstruksi)Tower Building Development with Supporting Facilities in Banjarmasin (Construction Management)

1.100.000.000 965.000.000 PusatCentral PT Ciria Jasa Cipta Mandiri

6

Pembangunan Gedung Tower ATC beserta sarana pendukungnya di Balikpapan, Denpasar, Semarang (Manajemen Konstruksi)

Construction of ATC Tower Building with Supporting Facilities in Balikpapan, Denpasar, Semarang (Construction Management)

Pembangunan gedung Tower ATC beserta sarana pendukungnya di Semarang (Manajemen Konstruksi)ATC Tower Construction and Supporting Facilities in Semarang (Construction Management)

3.800.940.000 3.286.290.000 PusatCentral PT Yodya Karya (Persero)7

Pembangunan gedung Tower ATC beserta sarana pendukungnya di Balikpapan (Manajemen Konstruksi)ATC Tower Construction and Supporting Facilities in Balikpapan (Construction Management)

8Pembangunan Tower di Selatan Bandara Internasional Ngurah Rai - Bali (Manajemen Konstruksi)Tower Development in South Ngurah Rai International Airport – Bali (Construction Management)

9Jasa Konsultansi Pengawas Pembangunan Gedung AOC JATSC di Soekarno HattaAOC JATSC Building Supervision Consultancy Service in Soekarno-Hatta

Pembangunan Gedung AOC JATSC di Soekarno Hatta (Pengawasan)Construction of AOC JATSC Building in Soekarno-Hatta (Supervision)

510.000.000 407.297.000 PusatCentral PT Karsa Haryamulya

10Pengadaan Jasa Konsultansi Perencanaan Pembangunan Gedung Tower beserta sarana pendukungnya di BanjarmasinProcurement Consultancy Services Development Planning Tower Building with Supporting Facilities in Banjarmasin

Pembangunan Gedung Tower beserta saran pendukungnya di Banjarmasin (Perencanaan)Tower Building Development Besides Supporting Facilities in Banjarmasin (Planning)

1.380.000.000 1.089.000.000 PusatCentral PT Arkonin

11Jasa Konsultansi Perencana Pengadaan dan Pemasangan Panel MDP dan Trafo Step Down 1600 KVA di JATSCConsulting Services for Procurement Planners and Installation of MDP Panels and Step Down Transfers 1600 KVA at JATSC

Pengadaan dan pemasangan panel MDP dan Trafo Step Down 1600 kVA di JATSC (Perencanaan)Procurement and Installation of MDP and Step Down Panel 1600 KVA at JATSC (Planning)

502.590.000 450.000.000 PusatCentral

PT Ganesha Tradika Pancadaya

12Pekerjaan Jasa Konsultansi Perencana Pembangunan Tower ATC di SilangitProcurement of ATC Tower Builder Consultancy Service at Silangit

Pekerjaan Jasa Konsultansi Perencana Pembangunan Tower ATC di Silangit (Perencanaan)Procurement of ATC Tower Builder Consultancy Service at Silangit

486.560.000 417.940.000 PusatCentral

PT Prospera Consulting Engineers

13Jasa Konsultansi Perencanaan Bangunan Transmitter beserta kelengkapannyaConsultancy Services Transmitter Building Planning and Ancillaries

Pembangunan Gedung Transmitter baru beserta kelengkapannya di Bali (Perencanaan)Building New Transmitter Building with its Ancillaries in Bali (Planning)

178.442.000 120.257.500 Bali PT Emekon Prakasita

14Jasa Pengawas Pembangunan Gedung Transmitter beserta kelengkapannyaBuilding Supervisory Service of Transmitter Building and its ancillaries

Pembangunan Gedung Transmitter baru beserta kelengkapannya di Bali (Pengawas)Building New Transmitter Building with its Ancillaries in Bali (Supervision)

50.000.000 49.390.000 Bali

JumlahTotal 11.222.858.000 9.584.219.500






PROGRAM EKSPLOITASI TAHUN 2016 YANG DILAKSANAKAN MELALUI BIRO PENGADAANExploitation Program in 2016 which is Executed by the Procurement Bureau


NILAI RABRAB Value

NILAI KONTRAK

Contract ValueKET.Description

PENYEDIAProvider


1Pengadaan Jasa Tenaga Pengemudi di Kantor PusatProcurement of Driver Service at Head Office

648.970.063 610.042.400 PT Daya Cipta Wira Mandiri

2

Pekerjaan Jasa Konsultansi Kajian Kualitas Komunikasi Penerbangan di JATSC setelah Pengembangan Bandara Soekarno HattaConsultancy Service Work on Flight Quality Study at JATSC after Development at Soekarno Hatta Airport

1.000.000.000 613.638.000 LAPI ITB

3

Pekerjaan Perbaikan Antena Drive System Type SAAR-20 VV Model 08 Antenna MSSR INDRA di Bukit Honga Bandar Udara Sentani Jayapura-PapuaAntenna Repair Works Drive System Type SAAR-20 VV Model 08 Antenna MSSR INDRA at Honga Hills Sentani Airport Jayapura – Papua

396.230.000 390.000.000 PT Aerotek Indonesia

4Pekerjaan Perbaikan Bangunan Tower di Bandara Domine Eduard Osok - SorongBuilding Repair Works Tower at Domine Airport Eduard Osok – Sorong

491.300.000 434.700.000 CV Ardhi Karya

5

Pengadaan Jasa Konsultansi Pengawasan Pekerjaan Pengadaan dan Pemasangan PSR di 1 (satu) lokasi dan MSSR Mode-S di 3 (tiga) lokasiProcurement of Supervision Consulting Services Procurement and Installation of PSR in one Location and MSSR Mode-S in three Locations

3.461.080.000 3.229.000.000 LAPI ITB

6

Pengadaan Jasa Konsultan Pengawasan Pekerjaan Persiapan Pemasangan ADS-B Receiver di PapuaProcurement of Consultant Services Supervision Work Preparation Installation of ADS-B Receiver in Papua

817.790.000 797.000.000Badan Pengkajian dan Penerapan Teknologi (BPPT)

7Pemindahan dan Pemasangan ATC System Ganesha Avionics Pontianak ke PekanbaruTransfer and Installation of ATC System Ganesha Avionics Pontianak to Pekanbaru

1.000.000.000 705.350.800 PT Lavi Divusi

8Pengadaan Jasa Pengelolaan Gedung JATSC tahun 2016 di Kantor Pusat Perum LPPNPIProcurement of JATSC Building Management Services in 2016 at Perum LPPNPI Head Office

11.860.928.220 11.071.208.000 PT Fajar Mekar Indah

9Pengadaan Spareparts E-JAATS di Kantor Cabang JATSCProcurement of E-JAATS Spareparts at JATSC office

49.114.031.000 3.894.715.000 PT Cipta Karya Pratama

10Pekerjaan Perbaikan DVOR/DME di KPNP Kasiguncu PosoDVOR/DME Repair Works at KPNP Kasiguncu Poso

33.559.706.000 512.700.000 PT Aerotek Indonesia

11

Pekerjaan Jasa Konsultansi Pendirian Anak Perusahaan Project AirNav Engineering dan Learning & DevelopmentConsultancy Services for Establishment of Subsidiary Project AirNav Engineering and Learning Development

392.910.100 384.505.000

Lembaga Manajemen Fakultas Ekonomi Universitas Indonesia (LMFEUI)






NILAI RABRAB Value

NILAI KONTRAK

Contract ValueKET.Description

PENYEDIAProvider


12

Langganan Kontrak VPN 8 Cabang (Rencana Penambahan 16 lokasi dan Internet Upgrade Bandwidth 50 Mbps Kantor Pusat)VPN 8 Branches Contract Subscription (Additional Plan of 16 Locations and Internet Upgrade to 50 Mbps Head Offices Bandwidth)

3.500.000.000 1.681.097.000 PT Telekomunikasi Indonesia (Persero)

13Jasa Pembuatan Mars AirNav Indonesia Perum LPPNPIMars Making Services AirNav Indonesia Perum LPPNPI

400.000.000 395.000.100Perkumpulan Pencipta Lagu Indonesia

14

Pengadaan Jasa Berlangganan Penambahan Jaringan Komunikasi Domestik Perum LPPNPISubscription Services Procurement of Domestic Communications Network Addition in Perum LPPNPI

5.476.596.000 5.030.000.000 PT Bintang Komunikasi Utama

15 Pengadaan Jasa Audit tahun buku 2016Audit Services Procurement for 2016 Book Year 1.500.000.000 735.515.000 KAP Djoko, Sidik,

Indra

16 Jasa Konsultansi Evaluasi JabatanConsultancy Services on Job Evaluation 1.434.488.000 1.253.753.600 PT Hay Group

17Pengadaan Jasa Pelatihan Simulator Tower 360 dan Simulator APP RadarProcurement of Tower 360 Simulator Training Services and APP Radar Simulators

572.045.600 572.040.000Sekolah Tinggi Penerbangan Indonesia Curug

18 Pengadaan Asuransi ANSP LiabilityProcurement of ANSP Liability Insurance 5.766.238.800 5.766.238.800 Per Tahun

AnnuallyPT Tugu Pratama Indonesia

19 Pengadaan Polis Asuransi AsetProcurement of Asset Insurance Policy 741.005.105 741.005.105 Per Tahun

Annually

PT Asuransi Bringin Sejahtera Artamakmur

20

Kontrak Perjanjian dengan Sistem Unit Price untuk Suku Cadang (Sparepart) alat Bantu Navigasi Penerbangan DVOR MOPIENS dan DME MOPIENSContract Agreement with System Unit Price for Spare Parts Flight Navigation Tools DVOR MOPIENS and DME MOPIENS

Kontrak harga satuan,

terlampirUnit price contract, attached

PT Indotama Prima

21Pengadaan Program Jaminan Hari Tua Karyawan Perum LPPNPIProcurement of Pension Age Security (JHT) Program for Permanent Employee of LPPNPI

PT Asuransi Jiwa TASPEN

22Pengadaan Program Kesehatan Pensiun Karyawan Perum LPPNPIProcurement of Employee Pension Program Perum LPPNPI

PT Asuransi Jiwa TASPEN

23 Pengadaan Kalender dan Agenda 2017Procurement of 2017 Calendar and Agenda 959.750.000 796.158.000 CV Sentrajaya

Utama

24Pekerjaan Workstation Ruang Kerja Direktorat Keuangan di Kantor Pusat Perum LPPNPIWorkstation Work of the Directorate of Finance at the Head Office - Perum LPPNPI

528.434.500 491.155.500 PT Hadi Marista Abadi

JumlahTotal 123.621.503.388 40.104.822.305


INFORMASI DAN FAKTA MATERIALYANG TERJADISETELAH TANGGAL LAPORAN AKUNTANInformation and Material Facts Occured after Accountant Report Date

Tidak ada peristiwa/kejadian penting setelah tanggal laporan posisi keuangan konsolidasian yang berpengaruh signifikan terhadap laporan keuangan konsolidasian.

There were no major events/incidents after the date of consolidated financial statements which has a significant effect on the consolidated financial statements.


INFORMASI MATERIAL MENGENAI INVESTASI, EKSPANSI, DIVESTASI, PENGGABUNGAN/PELEBURAN USAHA, AKUISISI, RESTRUKTURISASI UTANG/MODAL, TRANSAKSI AFILIASI, DAN TRANSAKSI YANG MENGANDUNG BENTURAN KEPENTINGANMaterial Information on Investment, Expansion, Divestation, Merger, Acquisition, Affiliated Transaction, and Transaction containing Conflict of Interest

Program investasi sesuai RKAP tahun 2016 sejumlah 379 program investasi terdiri dari:

1. 205 program investasi carry over;2. 174 program investasi usulan tahun 2016.

Selama periode 2016, terdapat 11 program investasi yang di-drop dari pelaksanaan dengan nilai Rp11,31 miliar dan 8 program investasi tambahan dengan nilai Rp33,61 miliar. Selain itu selama periode tersebut juga terdapat 13 program tambahan yang di-drop untuk dialihkan ke tahun 2017 sebesar Rp159,91 miliar sehingga total program investasi sampai dengan akhir tahun 2016 berjumlah 363 program investasi dengan jumlah Rp2.034,28 miliar. Oleh karena itu, dalam rangka percepatan program investasi, Perum LPPNPI melimpahkan 213 program investasi untuk dilaksanakan di Kantor Cabang.

Secara keseluruhan, sampai dengan 31 Desember 2016, telah direalisasikan kontraknya sebanyak 347 program investasi atau 95,6% dengan nilai sebesar Rp1.580,48 miliar dan 235 program investasi di antaranya telah terealisasi fisik.

Adapun penjelasan realisasi investasi Perum LPPNPI, baik yang terealisasi kontrak maupun fisik adalah sebagai berikut:

The investment program in accordance with the Budget Work Plan (“RKAP”) of 2016 amounts to 379 investment programs consisting as follows:1. 205 carry over investment programs;2. 174 investment programs proposed in 2016.

During the period of 2016, there were 11 investment programs which were dropped from the implementation with a value of IDR11.31 billion and 8 additional investment programs worth of IDR33.61 billion. In addition, during that period there were also 13 additional dropped programs to be transferred to 2017 in the amount of IDR159.91 billion therefore total investment program until the end of 2016 amounted to 363 investment programs in the amount of IDR2,034.28 billion. Therefore, in order to accelerate investment program, Perum LPPNPI delivers 213 investment programs to be implemented in Branch Offices.

In total, as of December 31, 2016, 347 investment contracts have been realized or 95.6% with a value of IDR1,580.48 billion and 235 investment programs which have been physically realized.

The explanation of Perum LPPNPI investment realization, either realized contract and physical are as follows:






TABEL REKAPITULASI REALISASI INVESTASI TAHUN 2016Recapitulation Table of Investment Realization in 2016

DESKRIPSIRKAPCWPB


PENCAPAIANAchievement DESCRIPTION

PROGRAM NILAI (RPJUTA)Value (Rpmillion)

KONTRAKContract

FISIKPhysic

NILAI (RPJUTA)Value (Rpmillion)

KONTRAKContract

FISIKPhysic

NILAIValue

PROGRAM INVESTASI BERDASARKAN RKAP 2016 INVESTMENT PROGRAM BASED ON 2016 CWPB

Alat Bantu Navigasi 163 1.546.847 149 94 1.085.952 91,4% 57,7% 70,2% Navigational Aids

Aset tak Berwujud 17 72.539 15 9 23.811 88,2% 52,9% 32,8% Intangible Assets

Bangunan & Lapangan 19 9.569 18 18 8.879 94,7% 94,7% 92,8% Building and Land

Bangunan Gedung 26 381.888 23 12 286.231 88,5% 46,2% 75,0% Building Construction

Instalasi & Jaringan 101 226.866 90 58 144.467 89,1% 57,4% 63,7% Installation and Network

Peralatan Keamanan & Keselamatan 11 16.480 10 7 14.972 90,9% 63,6% 90,8% Safety and Security Equipment

Peralatan Mekanikal 13 9.796 12 10 8.626 92,3% 76,9% 88,1% Mechanical Equipment

Alat-alat Kantor 26 7.787 24 24 6.108 92,3% 92,3% 78,4% Office Tools

Alat Pengangkutan 3 113 3 3 88 100,0% 100,0% 77,9% Transportation Tools

Sub Total Program Investasi Berdasarkan RKAP 379 2.271.883 344 235 1.579.133 90,8% 62,0% 69,5% Sub Total Investment Program

Based on 2016 CWPB

PROGRAM INVESTASI YANG DI-DROP DARI PELAKSANAAN INVESTMENT PROGRAMS WHICH WAS DROPPED FROM IMPLEMENTATION

Alat Bantu Navigasi 5 98.758 - - - - - - Navigational Aids

Bangunan Gedung 2 4.810 - - - - - - Building Construction

Instalasi & Jaringan 2 6.678 - - - - - - Installation & Network

Alat-alat Kantor 2 1.065 - - - - - - Office Tools

Sub Total Program Investasi yang Di-drop dari Pelaksanaan 11 111.309 - - - 0,0% 0,0% 0,0%

Sub Total Investment Programs which was Dropped from

Implementation

PROGRAM INVESTASI YANG DIALIHKAN KE 2017 INVESTMENT PROGRAMS WHICH WAS TRANSFERRED TO 2017


Aset tak Berwujud 2 43.500 - - - - - - Intangible Assets


Instalasi & Jaringan 3 17.500 - - - - - - Installation and Network

Peralatan Keamanan & Keselamatan 1 800 - - - - - - Safety and Security Equipment

Sub Total Program Investasi yang Dialihkan ke 2017 13 159.906 - - - 0,0% 0,0% 0,0% Sub Total Investment Programs

which was Transferred to 2017

PROGRAM INVESTASI TAMBAHAN ADDITIONAL INVESTMENT PROGRAMS

Alat Bantu Navigasi 3 19.966 1 - 241 33,3% 0,0% 1,2% Navigational Aids

Bangunan Gedung 2 12.000 1 - 736 50,0% 0,0% 6,1% Building Construction

Instalasi & Jaringan 2 546 1 - 375 50,0% 0,0% 68,7% Installation and Network

Peralatan Mekanikal 1 1.100 - - - 0,0% 0,0% 0,0% Mechanical Equipment

Sub Total Program Investasi Tambahan 8 33.612 3 - 1.352 37,5% 0,0% 4,0% Sub Total Investment Programs


Jumlah Investasi 363 2.034.280 347 235 1.580.484 95,6% 64,7% 77,7% Total Investment





DESKRIPSIRKAPCWPB


PENCAPAIANAchievement DESCRIPTION

PROGRAM NILAI (RPJUTA)Value (Rpmillion)

KONTRAKContract

FISIKPhysic

NILAI (RPJUTA)Value (Rpmillion)

KONTRAKContract

FISIKPhysic

NILAIValue

PROGRAM INVESTASI BERDASARKAN RKAP 2016 INVESTMENT PROGRAM BASED ON 2016 CWPB

Alat Bantu Navigasi 163 1.546.847 149 94 1.085.952 91,4% 57,7% 70,2% Navigational Aids

Aset tak Berwujud 17 72.539 15 9 23.811 88,2% 52,9% 32,8% Intangible Assets

Bangunan & Lapangan 19 9.569 18 18 8.879 94,7% 94,7% 92,8% Building and Land

Bangunan Gedung 26 381.888 23 12 286.231 88,5% 46,2% 75,0% Building Construction

Instalasi & Jaringan 101 226.866 90 58 144.467 89,1% 57,4% 63,7% Installation and Network

Peralatan Keamanan & Keselamatan 11 16.480 10 7 14.972 90,9% 63,6% 90,8% Safety and Security Equipment

Peralatan Mekanikal 13 9.796 12 10 8.626 92,3% 76,9% 88,1% Mechanical Equipment

Alat-alat Kantor 26 7.787 24 24 6.108 92,3% 92,3% 78,4% Office Tools

Alat Pengangkutan 3 113 3 3 88 100,0% 100,0% 77,9% Transportation Tools

Sub Total Program Investasi Berdasarkan RKAP 379 2.271.883 344 235 1.579.133 90,8% 62,0% 69,5% Sub Total Investment Program

Based on 2016 CWPB

PROGRAM INVESTASI YANG DI-DROP DARI PELAKSANAAN INVESTMENT PROGRAMS WHICH WAS DROPPED FROM IMPLEMENTATION



Instalasi & Jaringan 2 6.678 - - - - - - Installation & Network

Alat-alat Kantor 2 1.065 - - - - - - Office Tools

Sub Total Program Investasi yang Di-drop dari Pelaksanaan 11 111.309 - - - 0,0% 0,0% 0,0%

Sub Total Investment Programs which was Dropped from

Implementation

PROGRAM INVESTASI YANG DIALIHKAN KE 2017 INVESTMENT PROGRAMS WHICH WAS TRANSFERRED TO 2017


Aset tak Berwujud 2 43.500 - - - - - - Intangible Assets


Instalasi & Jaringan 3 17.500 - - - - - - Installation and Network

Peralatan Keamanan & Keselamatan 1 800 - - - - - - Safety and Security Equipment

Sub Total Program Investasi yang Dialihkan ke 2017 13 159.906 - - - 0,0% 0,0% 0,0% Sub Total Investment Programs


PROGRAM INVESTASI TAMBAHAN ADDITIONAL INVESTMENT PROGRAMS

Alat Bantu Navigasi 3 19.966 1 - 241 33,3% 0,0% 1,2% Navigational Aids

Bangunan Gedung 2 12.000 1 - 736 50,0% 0,0% 6,1% Building Construction

Instalasi & Jaringan 2 546 1 - 375 50,0% 0,0% 68,7% Installation and Network

Peralatan Mekanikal 1 1.100 - - - 0,0% 0,0% 0,0% Mechanical Equipment

Sub Total Program Investasi Tambahan 8 33.612 3 - 1.352 37,5% 0,0% 4,0% Sub Total Investment Programs


Jumlah Investasi 363 2.034.280 347 235 1.580.484 95,6% 64,7% 77,7% Total Investment


Realisasi kontrak untuk program investasi yang dilaksanakan di Kantor Pusat sejumlah 148 program investasi yang terdiri dari:1. 127 program investasi pada Direktorat Teknik sebesar

Rp1.149,90 miliar;2. 14 program investasi pada Direktorat Pengembangan

Pelayanan sebesar Rp257,43 miliar;3. 7 program investasi pada Direktorat Personalia dan

Umum sebesar Rp3,98 miliar.

Realisasi kontrak untuk program investasi yang dilaksanakan di Kantor Cabang sejumlah 199 program investasi yang terdiri dari:4. 170 program investasi pada Direktorat Teknik sebesar

Rp162,55 miliar;5. 29 program investasi pada Direktorat Personalia dan

Umum sebesar Rp6,62 miliar.

Perusahaan tidak melakukan ekspansi, divestasi, penggabungan/peleburan usaha, akuisisi, restrukturisasi utang/modal, transaksi afiliasi, dan transaksi yang mengandung benturan kepentingan, sehingga tidak ada informasi material mengenai hal-hal tersebut.

KEBIJAKAN DIVIDENDividend Policy

Status hukum Perusahaan merupakan Perum di mana 100% modal Perusahaan dimiliki oleh Pemerintah, dan tidak terbagi ke dalam saham, sehingga perusahaan tidak memiliki kewajiban untuk membayarkan dividen kepada pemegang saham.

The legal status of the Company is a Public Company (“Perum”) whereby 100% of the Company’s capital is owned by the Government, and is not divided into shares, therefore the Company has no obligation to pay dividends to shareholders.

The realization of contracts for investment programs implemented at the Head Office amount to 148 investment programs consisting as follows:1. 127 investment programs at the Directorate of

Engineering amounting to IDR1,149.90 billion;2. 14 investment programs at the Directorate of

Development Services amounting to IDR257.43 billion;3. 7 investment programs at the Directorate of Personnel

and General amounting to IDR3.98 billion.

The realization of contracts for investment programs implemented at the Branch Offices in the amount of 199 investment programs consisting as follows:1. 170 investment programs at Directorate of Engineering

amounting to IDR162.55 billion;2. 29 investment programs at the Personnel and General

Directorate of IDR6.62 billion.

The Company does not expand, divest, merge / consolidate, acquisition, debt / capital restructuring, affiliate transactions, and there were no transactions containing conflict of interest, so there were no material information on the subject matters.


REALISASI DANA HASILPENAWARAN UMUM

PERUBAHAN PERATURANPERUNDANG-UNDANGAN

PERUBAHAN KEBIJAKAN AKUNTANSI

Realization of Public Offering Fund

Changes in Legislation

Changes in Accounting Policy

Perum LPPNPI tidak dapat menyampaikan informasi mengenai realisasi penggunaan dana hasil penawaran umum karena Perum LPPNPI tidak tercatat di bursa manapun.

Selama 2016, Perusahaan tidak memiliki informasi perubahan peraturan perundang-undangan yang berpengaruh signifikan terhadap kinerja Perusahaan, sehingga informasi ini tidak dapat disajikan.

Tidak terdapat perubahan kebijakan akuntansi atas standar akuntansi yang digunakan dalan penyajian laporan keuangan Perusahaan.

Perum LPPNPI cannot disclose information on the realization on the usage of the public offering fund because Perum LPPNPI is not listed on any stock exchange.

During 2016, the Company has no information on changes in regulations which had significant effect on the Company’s performance, therefore this information could not be presented.

There were no changes in accounting policy on the accounting standards used in the presentation of the Company’s financial statements.

PROGRAM KEPEMILIKAN SAHAM OLEH KARYAWAN DAN/ATAU MANAJEMEN YANG DILAKSANAKAN PERUSAHAAN (ESOP/MSOP)Employee and/or Management Share Ownership Program conducted by the Company (ESOP/MSOP)

Status hukum Perusahaan merupakan Perum di mana 100% modal Perusahaan dimiliki oleh Pemerintah. Oleh karena itu, Perusahaan tidak memiliki program kepemilikan saham oleh karyawan dan/atau manajemen Perusahaan.

The legal status of the Company is a Public Company (“Perum”) whereby 100% of the Company’s capital is owned by the Government. Therefore, the Company does not have a shareholding program for the Company’s employees and/or management.


ASPEKPEMASARANMarketing Aspects

Dengan semakin meningkatnya jumlah aktivitas penerbangan dan kebandarudaraan dikawasan Asia-Pasifik, kinerja Perusahaan sebagai satu-satunya lembaga penyelenggara pelayanan navigasi penerbangan di Indonesia akan terus ditingkatkan seiring dengan perubahan yang terjadi.

Salah satu upaya peningkatan pemasaran yang dilakukan adalah dengan menerapkan Customer Relationship Management System (CRMS). Sistem ini diaplikasikan untuk mendukung kegiatan penagihan kepada pelanggan. Untuk mendukung sistem yang memiliki paradigma customer centric ini, akan dibuat suatu media komunikasi dan rekonsiliasi antara Perusahaan dengan pelanggan. Hal tersebut bertujuan agar riwayat setiap interaksi yang terjadi dapat terdokumentasikan dengan baik.

Fitur-fitur yang diberikan dalam sistem, antara lain:1. Customer Data Management: untuk mengamankan data

profil pelanggan termasuk master data MTOW terbaru.2. Billing Management: untuk mengunduh invoice dan

menyimpan historis invoice.3. Customer Complaint Handling: untuk memberikan komplain

kepada Perusahaan terkait invoice maupun hal lainnya.4. Payment Reconciliation: untuk melakukan rekonsiliasi

terhadap tagihan dan pembayaran yang sudah dilakukan.

With the increasing number of aviation and airport activities in the Asia-Pacific region, the Company’s performance as the only provider of aviation navigation services in Indonesia shall continue for enhancement in line with the upcoming changes.

One of the efforts to enhance the marketing is by implementing Customer Relationship Management System (CRMS). This system is applied in order to support customer billing activities. In order to support this customer centric paradigm system, a communication and reconciliation medium will be established between the Company and the customer. The purpose is to record history of any interaction occurred can be documented properly.

The features provided in the system, among others:1. Customer Data Management: to maintain customer

profile data including latest MTOW master data.2. Billing Management: to download invoices and to save

historical invoices.3. Customer Complaint Handling: to provide complaints to

the Company related to invoices and other matters.4. Payment Reconciliation: to reconcile bills and payments

already made.


PANGSAPASARMarket Share

Pangsa pasar Perum LPPNPI terdiri dari pelayanan navigasi udara terhadap maskapai penerbangan (airlines), penerbangan pribadi dan helikopter (private charter & helicopter), angkutan kargo udara (cargo), sekolah penerbang, agen serta Pemerintah dan militer. Dalam hal ini, dapat dikatakan komposisi pangsa perusahaan meliputi hampir setiap jenis sektor layanan penerbangan.

Sebagai operator resmi navigasi udara di Indonesia yang memiliki otoritas khusus, jumlah pelanggan perusahaan sangat bergantung pada banyaknya jumlah maskapai atau jasa pelayanan udara nasional maupun internasional yang membuka rute penerbangan pada otoritas wilayah udara Indonesia.

Pelanggan yang dilayani oleh Perum LPPNPI adalah semua maskapai penerbangan, baik maskapai penerbangan asing maupun maskapai penerbangan domestik yang terbang di dalam wilayah udara Indonesia.

The market share of Perum LPPNPI consists of air navigation services for airlines, private charter & helicopter, air cargo transportation, aviator schools, agents and the Government and the military. In this subject matter, it can be said that the composition of the Company’s market share covers almost every types of aviation services sector.

As the official operator of air navigation in Indonesia which has special authority, the number of corporate customers is very dependent on the number of airlines or services of national and international air services which open flight routes to the Indonesian airspace authorities.

Customers served by Perum LPPNPI are all airlines, both foreign airlines and domestic airlines flying within Indonesia’s airspace.

5 (LIMA) BESAR PELANGGAN MASKAPAI PENERBANGAN DOMESTIK

5 (LIMA) BESAR PELANGGAN MASKAPAI PENERBANGAN ASING

5 (Five) Major Customers of Domestic Airlines 5 (Five) Major Customers of Foreign Airlines

Maskapai penerbangan domestik dengan kontribusi produksi terbesar adalah PT Garuda Indonesia, disusul oleh PT Lion Mentari Airlines di urutan kedua dan Batik Air Indonesia di urutan ketiga. Untuk maskapai penerbangan internasional, kontribusi terbesar adalah Singapore Airlines, disusul oleh Cathay Pacific Airways Ltd dan Qantas Airways di urutan kedua dan ketiga.

NO. MASKAPAI PENERBANGANAirline

1 Garuda Indonesia

2 Lion Mentari Airlines

3 Batik Air Indonesia

4 Citilink Indonesia

5 Sriwijaya Air

NO. MASKAPAI PENERBANGANAirline

1 Singapore Airlines

2 Cathay Pacific Airways Ltd

3 Qantas Airways

4 Uni Arab Emirate

5 Malaysia Airlines

The domestic airlines with the largest production contribution is PT Garuda Indonesia, followed by PT Lion Mentari Airlines in second and Batik Air Indonesia in third. For international airlines, the biggest contribution is Singapore Airlines, followed by Cathay Pacific Airways Ltd and Qantas Airways in second and third.


PROSPEKUSAHABusiness Prospect

Banyak peluang pertumbuhan dalam industri penerbangan nasional didukung oleh jumlah penduduk Indonesia yang menurut Data Biro Sensus Amerika Serikat, menempati urutan ke-empat sedunia, setelah Tiongkok, India dan Amerika Serikat. Selain itu, letak geografis Indonesia yang berada pada posisi strategis yang menghubungkan utara ke selatan (Jepang dan Australia) dan barat ke timur (Eropa, Asia, Australia).

Pertumbuhan industri penerbangan akan mempengaruhi tingginya aktivitas penerbangan dan kebandarudaraan di Indonesia yang pasti membutuhkan pelayanan navigasi penerbangan. Pertumbuhan lalu lintas udara di Indonesia sudah terlihat pada tahun 2016 apabila dibandingkan dengan tahun 2015, seperti dalam grafik berikut:

Many growth opportunities in the national aviation industry were supported by the number of Indonesians citizens according to United States Census Bureau Data, occupying fourth ranks worldwide, after China, India and the United States of America. In addition, Indonesia’s geographical position lies in a strategic position which connects north to south (Japan and Australia) and west to east (Europe, Asia, Australia).

Growth of the aviation industry will affect the high flight activity and airport in Indonesia which definitely requires flight navigation services. The growth of air traffic in Indonesia has been seen in 2016 if compared to 2015, as shown in the following graph:

Adanya ASEAN Open Sky Policy 2015, yakni kebijakan untuk membuka wilayah udara antar sesama anggota ASEAN, juga akan berdampak pada meningkatnya permintaan akan jasa penerbangan, meningkatnya pemasukan Produk Domestik Bruto (PDB), serta meningkatnya lapangan kerja baru. Dalam rangka menghadapi tantangan dan peluang tersebut, Perum LPPNPI akan terus meningkatkan kinerja perusahaan di segala bidang demi terciptanya visi Perusahaan yaitu menjadi partner tepercaya.

The ASEAN Open Sky Policy 2015, is the policy to open air areas amongst ASEAN members, will also affect the increasing demand for aviation services, increasing Gross Domestic Product (GDP), and increasing new jobs. In order to face these challenges and opportunities, Perum LPPNPI shall continue to enhance the Company’s performance in all areas for the sake of creating the Company’s vision of being a trusted partner.


INFORMASIKELANGSUNGAN USAHABusiness Continuity Information

Berdasarkan hasil penilaian manajemen atas kemampuan Perum LPPNPI untuk melanjutkan kelangsungan usaha di masa yang akan datang, diketahui bahwa Perusahaan tidak memiliki hal-hal yang berpotensi berpengaruh signifikan terhadap kelangsungan usaha ke depan.

Based on the management’s evaluation result on the capability of LPPNPI Perum to continue its’ business continuity in the future, it is known that the Company does not have any potential subject matters which significantly effecting the business continuity in the future.

PADANG

Tata KelolaPerusahaanCorporate Governance

TOWER AIRNAV CABANG MANADO


Tata Kelola Perusahaan yang Baik (Good Corporate Governance), yang selanjutnya disebut “GCG” adalah prinsip-prinsip yang mendasari suatu proses dan mekanisme pengelolaan perusahaan berlandaskan peraturan perundang-undangan dan etika berusaha. Untuk itu, Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (selanjutnya disebut “Perum LPPNPI”) berkomitmen untuk menerapkan tata kelola yang lebih baik bagi perusahaan dengan memberlakukan Pedoman Tata Kelola Perusahaan yang dimaksudkan untuk memastikan bahwa setiap kebijakan yang ada di Perusahaan akan mengandung prinsip-prinsip Good Corporate Governance (GCG) yang bersifat universal, yaitu Transparansi (Transparency), Akuntabilitas (Accountability), Pertanggungjawaban (Responsibility), Kemandirian (Independency), dan Kewajaran (Fairness).

Bagi Perum LPPNPI, praktik tata kelola perusahaan tidak hanya berorientasi pada pengerahan kemampuan sumber daya dalam meraih tujuan dan cita-cita bisnis yang telah ditetapkan dalam rencana jangka panjang maupun jangka pendek oleh pihak manajemen. Namun, melihat semakin kompleksnya sistem sosial dan hukum masyarakat saat ini, Perusahaan dituntut untuk menciptakan pola hubungan yang baik antara Perusahaan sebagai entitas usaha dengan segenap pemangku kepentingan yang terkait, serta pengendalian Perusahaan melalui suatu sistem pengawasan yang transaparan terhadap kinerja Perusahaan. Hal tersebut sejalan dengan regulasi dan parameter pelaksanaan Tata Kelola Perusahaan yang baik atau Good Corporate Governance (GCG), yang ditetapkan oleh lembaga-lembaga dunia maupun otoritas yang berada di bawah naungan Pemerintah.

Good Corporate Governance, hereinafter referred to as “GCG” are principles which provides a company’s management processes and mechanisms based on legislation and business ethics. Therefore, the Public Company of the Indonesian Aviation Navigation Service Providers (hereinafter referred to as “Perum LPPNPI”) is committed in implementing good corporate governance by enacting the Code of Good Corporate Governance which is intended to ensure that any policies in the Company will contain the principles of good corporate governance, the principles of Good Corporate Governance (GCG) which are universal, namely Transparency, Accountability, Responsibility, Independence, and Fairness.

For Perum LPPNPI, the practice of corporate governance is not only oriented to the deployment of resources capabilities in achieving the goals and business goals that have been set in the long-term plan as well as short-term by the management. However, given the increasing complexity of today’s social and legal systems, the Company is required to create a pattern of good relationships between the Company as a business entity with all relevant stakeholders, as well as control of the Company through a system of transparent monitoring of the Company’s performance. This is in line with Good Corporate Governance (GCG) regulations and parameters set by world institutions and Government-administered authorities.


Kebijakan danDasar PenerapanPolicy and Implementation Basis

Perusahaan memiliki beberapa dasar kebijakan dalam pelaksanaan GCG yang mengacu pada peraturan perundang-undangan serta regulasi yang dikeluarkan oleh pemerintah, sebagai berikut:1. Peraturan Pemerintah Republik Indonesia No. 77 Tahun

2012 tentang Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia.

2. Peraturan Menteri Badan Usaha Miliki Negara No. PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang Penetapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara (BUMN), sebagaimana telah diubah dengan Peraturan Menteri Badan Usaha Milik Negara No. PER-09/MBU/2012 tanggal 6 Juli 2012.

3. Undang-Undang Republik Indonesia No. 19 Tahun 2003 tentang Badan Usaha Milik Negara.

4. Keputusan Sekretaris Kementerian BUMN No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator atau Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance).

5. Pedoman Umum GCG Indonesia oleh Komite Nasional Kebijakan Governance (KNKG).

6. Roadmap Tata Kelola Perusahaan Indonesia.

Perusahaan senantiasa memperhatikan kebijakan-kebijakan baru yang dikeluarkan oleh pemerintah maupun otoritas terkait lainnya dengan tujuan agar pelaksanaan tata kelola Perusahaan senantiasa diperbaharui dengan standar yang berlaku serta menghindari terjadinya praktik Bad Corporate Governance yang dapat merugikan Perusahaan.

Dengan adanya standar pelaksanaan GCG, selanjutnya Perusahaan secara sistematis melaksanakan sosialisasi aturan-aturan tata kelola kepada seluruh organ yang ada di lingkungan Perum LPPNPI. Sosialisasi dilakukan dalam bentuk seminar maupun penerbitan aturan tertulis yang didistribusikan ke seluruh organ Perusahaan. Perusahaan juga bertanggung jawab secara penuh terhadap implementasi aturan GCG yang berlaku. Untuk itu, Perusahaan juga telah menyiapkan infrastruktur pengawasan yang dilengkapi dengan regulasi dalam penindakan dari adanya penyimpangan-penyimpangan praktik GCG.

The Company has several basic policies in the implementation of GCG which refers to the laws and regulations issued by the Government, which are as follows:

1. Government Regulation of the Republic of Indonesia No. 77 Year 2012 concerning Public Corporation (Perum) of the Operator Organization of the Indonesian Aviation Navigation Services.

2. Regulation of the Minister of State Owned Enterprises No. PER-01/MBU/2011 dated August 1, 2011 on the Stipulation of Good Corporate Governance in State-Owned Enterprises (SOEs), as amended by Regulation of Minister of State-Owned Enterprises No. PER-09/MBU/2012 dated July 6, 2012.

3. Laws of the Republic of Indonesia Number 19 Year 2003 concerning State-Owned Enterprises.

4. Decree of the Secretary of the Ministry of SOEs No. SK-16/S.MBU/2012 dated June 6, 2012 on the Indicators or Parameters of Evaluation and Evaluation of the Implementation of Good Corporate Governance.

5. GCG Indonesia General Guidelines by the National Committee on Governance Policy (KNKG).

6. Indonesian Corporate Governance Roadmap.

The Company continuously concerned on new policies issued by the Government and other relevant authorities in order to achieving implementation of corporate governance is constantly updated with the prevailing standards and to avoid any Bad Corporate Governance practices occurred which may harm the Company.

With the implementation of GCG standards, the Company shall systematically implement socialization of governance rules on all existing organs in Perum LPPNPI. Socialization is accomplished in forms of seminars and publishing written rules which were distributed to all organs of the Company. The Company is also fully responsible for the implementation of applicable GCG rules. To support such, the Company has also set-up a supervisory infrastructure equipped with regulations enforcement towards any deviations of GCG practices.z


Prinsip-prinsipTata Kelola PerusahaanPrinciples of Corporate Governance

TRANSPARANSITransparency

Transparansi (transparency) adalah keterbukaan dalam melaksanakan proses pengambilan keputusan dan keterbukaan dalam mengungkapkan informasi material dan relevan mengenai perusahaan. Dalam pelaksanaannya, Perum LPPNPI mengambil inisiatif untuk mengungkapkan tidak hanya masalah yang disyaratkan oleh peraturan perundang-undangan, tetapi juga hal yang penting untuk pengambilan keputusan oleh Pemilik Modal dan pemangku kepentingan lainnya. Perum LPPNPI juga menyediakan informasi yang material dan relevan dengan cara yang mudah diakses dan dipahami oleh pemangku kepentingan.

Adapun penerapan prinsip transparansi di Perum LPPNPI adalah sebagai berikut: 1. Perum LPPNPI berkomitmen untuk

menyediakan informasi secara tepat waktu, memadai, jelas, akurat dan dapat diperbandingkan serta mudah diakses oleh pemangku kepentingan.

Dalam memenuhi kepentingan Pemilik Modal, Perum LPPNPI senantiasa mematuhi undang-undang dan peraturan terkait dan memastikan bahwa asas GCG diterapkan pada setiap aspek bisnis dan di semua jajaran Perum LPPNPI. Prinsip GCG yaitu transparansi, akuntabilitas, responsibilitas, kemandirian dan kewajaran diperlukan untuk mencapai kesinambungan usaha (sustainability) dengan memperhatikan para pemangku kepentingan (stakeholders).

Perum LPPNPI mendukung inisiatif yang berkaitan dengan praktik good corporate governance di Indonesia antara lain dengan membangun Pedoman Tata Kelola Perusahaan dengan mengacu pada panduan yang disusun oleh Komite Nasional Kebijakan Governance (KNKG) dan menerapkannya sesuai dengan kondisi yang berlaku bagi Perum LPPNPI.

Perum LPPNPI senantiasa menerapkan prinsip-prinsip good corporate governance yang berlaku umum sebagai berikut:

Transparency means transparent in conducting decision-making process and openness in disclosing materials and relevant information pertaining the Company. For implementation thereof, Perum LPPNPI takes the initiative to disclose not only the problems required by legislation, but also important for decision making by the Capital Owners and other stakeholders. Perum LPPNPI also provides material and relevant information in a way that is easily accessible and understood by stakeholders.

Implementation of transparency principle in Perum LPPNPI are as follows:1. Perum LPPNPI is committed in providing

information in a timely manner, adequate, clear, accurate and comparable and easily accessible to stakeholders.

In fulfilling the interests of the Capital Owners, Perum LPPNPI always comply with relevant laws and regulations and ensured that GCG principles were applied on every aspect of business and in all levels of Perum LPPNPI. GCG principles of transparency, accountability, responsibility, independence and fairness are required to achieving sustainability by taking into account by the stakeholders.

Perum LPPNPI supports initiatives related to Good Corporate Governance practices in Indonesia, amongst others by establishing the Code of Good Corporate Governance with reference to guidelines prepared by the National Committee on Governance Policy (KNKG) and in accordance with applicable conditions to Perum LPPNPI on the implementation thereof.

Perum LPPNPI always implement principles of good corporate governance which generally applicable as follows:


AKUNTABILITAS Accountability

Akuntabilitas (accountability) adalah kejelasan fungsi, pelaksanaan dan pertanggungjawaban Organ sehingga pengelolaan perusahaan terlaksana secara efektif. Dalam pelaksanaannya, Perum LPPNPI mempertanggungjawabkan kinerjanya secara transparan dan wajar. Untuk itu, Perum LPPNPI akan dikelola secara benar, terukur dan sesuai dengan kepentingan perusahaan dengan tetap memperhitungkan kepentingan Pemilik Modal dan pemangku kepentingan lain.

Akuntabilitas merupakan prasyarat yang diperlukan untuk mencapai kinerja yang berkesinambungan. Adapun penerapan prinsip akuntabilitas sebagai berikut: 1. Perum LPPNPI memiliki ukuran kinerja untuk

semua jajaran perusahaan yang konsisten dengan sasaran usaha perusahaan, serta memiliki sistem penghargaan dan sanksi (reward and punishment system).

2. Perum LPPNPI mempertanggungjawabkan pengurusan melalui pelaporan kinerja dan keuangan yang disusun sesuai ketentuan dan standard pelaporan yang berlaku.

Accountability means the clarity of the function, implementation and accountability of the Organ so that company’s management is performed effectively. For implementation thereof, Perum LPPNPI is accountable for its performance in a transparent and fair manner. Therefore, Perum LPPNPI will be managed properly, measurable and in accordance with the interests of the Company by taking into account of the interests of Capital Owners and other stakeholders.

Accountability is a necessary prerequisite in achieving sustainable performance. Implementation of the accountability principle in Perum LPPNPI are as follows:1. Perum LPPNPI has performance measures

for all levels of the company consistent with the Company’s business objectives, and has a reward and punishment system.

2. Perum LPPNPI is responsible for management through performance and financial reporting prepared in accordance with prevailing provisions and reporting standards.

2. Informasi yang diungkapkan meliputi, tetapi tidak terbatas pada, visi, misi, sasaran usaha dan strategi perusahaan, kinerja keuangan, susunan pengurus, sistem manajemen risiko, sistem pengawasan dan pengendalian internal, sistem dan pelaksanaan GCG serta tingkat kepatuhannya, dan kejadian penting yang dapat mempengaruhi kondisi Perum LPPNPI.

3. Prinsip keterbukaan yang dianut oleh Perum LPPNPI tidak mengurangi kewajiban untuk memenuhi ketentuan kerahasiaan perusahaan sesuai dengan peraturan perundang-undangan, rahasia jabatan, dan hak-hak pribadi.

4. Perum menetapkan kebijakan dan pengaturan untuk keterbukaan informasi kepada pemangku kepentingan.

2. Disclosure of information includes, but not limited to, vision, mission, business goals and corporate strategy, financial performance, board composition, risk management system, internal control and control system, GCG system and implementation thereof and compliance level, and important/major events which may impact condition of Perum LPPNPI.

3. The principle of transparency adopted by Perum LPPNPI does not reduce the obligation to comply with the Company’s confidentiality provisions in accordance with prevailing laws and regulations, job secrets, and personal rights.

4. Perum LPPNPI establishes policies and procedures on information disclosure to stakeholders.






RESPONSIBILITASResponsibility

Pertanggungjawaban (responsibility) adalah kesesuaian di dalam pengelolaan perusahaan terhadap peraturan Perundang-undangan dan prinsip-prinsip korporasi yang sehat. Perum LPPNPI mematuhi peraturan perundang-undangan serta melaksanakan tanggung jawab terhadap masyarakat dan lingkungan sehingga dapat terpelihara kesinambungan usaha dalam jangka panjang dan mendapat pengakuan sebagai good corporate citizen.

Penerapan prinsip responsibilitas adalah sebagai berikut:1. Organ Perum LPPNPI berpegang pada

prinsip kehati-hatian dan memastikan kepatuhan terhadap peraturan perundang-undangan, anggaran dasar dan peraturan perusahaan.

2. Perum LPPNPI menetapkan rincian tugas dan tanggung jawab masing-masing organ perusahaan dan semua karyawan secara jelas dan selaras dengan visi, misi, nilai-nilai perusahaan (corporate values), dan strategi perusahaan.

3. Perum LPPNPI meyakini bahwa semua organ perusahaan dan semua karyawan mempunyai kemampuan sesuai dengan tugas, tanggung jawab, dan perannya dalam pelaksanaan GCG.

4. Perum LPPNPI memastikan adanya sistem pengendalian internal yang efektif dalam pengelolaan perusahaan.

5. Dalam melaksanakan tugas dan tanggung jawabnya, setiap organ Perum LPPNPI dan semua karyawan berpegang pada etika bisnis dan pedoman perilaku (code of conduct) yang telah disepakati.

Perum LPPNPI melaksanakan tanggung jawab sosial dengan antara lain peduli terhadap masyarakat dan kelestarian lingkungan terutama di sekitar perusahaan dengan membuat perencanaan dan pelaksanaan yang memadai.

Responsibility (responsibility) is properness in managing the Company in accordance with the prevailing laws and regulations of healthy corporation principles. Perum LPPNPI complies with laws and regulations and carries out responsibility for society and the environment to pursue and preserve business continuity in the long term and get recognition as good corporate citizen.

Implementation of responsibility principle in Perum LPPNPI are as follows:1. Perum LPPNPI Organs adheres to the

precautionary principle and ensures compliance with statutory regulations, Articles of Association and Company regulations.

2. Perum LPPNPI specifies the details of the duties and responsibilities of each Company’s organs and all employees clearly and in harmony with the Company’s vision, mission, corporate values, and strategy.

3. Perum LPPNPI believes that all Company organs and all employees have capability in accordance with their duties, responsibilities, and roles in implementing GCG.

4. Perum LPPNPI ensures an effective internal control system in the management of the Company.

5. In performing its duties and responsibilities, every organ of Perum LPPNPI and all employees adheres to the business ethics and code of conduct that have been agreed upon.

Perum LPPNPI performs social responsibility by among others care about its’ community and environmental sustainability especially around the Company by conducting adequate planning and execution.



Tanggung Jawab Sosial PerusahaanCorporate Social ResponsibilityTATA KELOLA PERUSAHAAN

Corporate Governance

KEMANDIRIAN

KEWAJARAN

Independency

Fairness

Kemandirian (independency) adalah keadaan di mana perusahaan dikelola secara profesional tanpa benturan kepentingan dan pengaruh/tekanan dari pihak manapun yang tidak sesuai dengan peraturan perundang-undangan dan prinsip-prinsip korporasi yang sehat. Untuk melancarkan pelaksanaan prinsip kemandirian dimaksud, Perum LPPNPI dikelola secara independen sehingga masing-masing organ perusahaan tidak saling mendominasi dan tidak dapat diintervensi oleh pihak lain.

Penerapan prinsip kemandirian adalah sebagai berikut :1. Masing-masing organ Perum LPPNPI

menghindari terjadinya dominasi oleh pihak manapun, tidak terpengaruh oleh kepentingan tertentu, bebas dari benturan kepentingan (conflict of interest) dan dari segala pengaruh atau tekanan, sehingga pengambilan keputusan dapat dilakukan secara obyektif.

2. Masing-masing organ Perum LPPNPI melaksanakan fungsi dan tugasnya sesuai dengan anggaran dasar dan peraturan perundang-undangan, tidak saling mendominasi dan atau melempar tanggung jawab antara satu dengan yang lain.

Kewajaran (fairness) adalah keadilan dan kesetaraan di dalam memenuhi hak-hak Pemangku Kepentingan (stakeholders) yang timbul berdasarkan perjanjian dan peraturan perundang-undangan. Dalam melaksanakan kegiatannya, Perum LPPNPI senantiasa memperhatikan kepentingan pemilik modal dan pemangku kepentingan lainnya berdasarkan asas kewajaran dan kesetaraan.

Independency is a condition in which a company is professionally managed without conflict of interest and influence/pressure from any party which is inconsistent with prevailing laws and regulations and fair corporation principle. For the smoothness of implementing the independence principle in question, Perum LPPNPI were managed independently so that each organs of the Company will not dominate one another and cannot be intervened by other parties.

Implementation of independence principle in Perum LPPNPI are as follows:1. Each organ of LPPNPI Perum avoids

dominance by any party, unaffected by any particular interest, freed from any conflicts of interest and from any influence or pressure, so that decision making can be taken objectively.

2. Each organ of Perum LPPNPI performs its functions and duties in accordance with the Articles of Associations of the Company and prevailing laws and regulations, does not dominate one another and / or passes responsibilities amongst one another.

Fairness is justice and equality in fulfilling the rights of stakeholders arising under the agreement and prevailing laws and regulations. In carrying out its activities, Perum LPPNPI remains to adhere the interests of capital owner and other stakeholders based on the fairness and equality principle.


Penerapan prinsip kewajaran adalah sebagai berikut:1. Perum LPPNPI memberikan kesempatan

kepada pemangku kepentingan untuk memberikan masukan dan menyampaikan pendapat bagi kepentingan perusahaan serta membuka akses terhadap informasi sesuai dengan prinsip transparansi dalam lingkup kedudukan masing-masing.

2. Perum LPPNPI memberikan perlakuan yang setara dan wajar kepada pemangku kepentingan sesuai dengan manfaat dan kontribusi yang diberikan kepada perusahaan.

3. Perum LPPNPI memberikan kesempatan yang sama dalam penerimaan karyawan, berkarir dan melaksanakan tugasnya secara profesional tanpa membedakan suku, agama, ras, golongan, gender, dan kondisi fisik.

Tujuan Tata KelolaPerum LPPNPIThe Purpose of Perum LPPNPI Governance

Pelaksanaan GCG oleh Perum LPPNPI merupakan komitmen besar dalam menjalankan tugas dan tanggung jawab yang diberikan oleh negara dalam memberikan layanan navigasi penerbangan nasional melalui Peraturan Pemerintah No. 77 Tahun 2012.

Dengan diterapkannya praktik GCG diharapkan Perusahaan dapat meningkatkan performa usaha yang baik dan berkelanjutan.

The implementation of GCG by Perum LPPNPI is a great commitment in carrying out the duties and responsibilities as vested by the state in providing national aviation navigation services by virtue of the Government Regulation No. 77 Year 2012.

With the implementation of GCG practices it is expected that the Company able to improve business performance in a good way and continuously.

Implementation of fairness principle are as follows:1. Perum LPPNPI provides an opportunity for

stakeholders to provide input and convey opinions for the interests of the Company and open access to information in accordance with the principle of transparency within the scope of their respective positions.

2. Perum LPPNPI provides equal and reasonable treatment to the stakeholders in accordance with the benefits and contributions provided to the Company.

3. Perum LPPNPI provides equal opportunities in employee recruitment, career and professional duties regardless of ethnicity, religion, race, class, gender, and physical condition.


PengukuranPenerapan GCG Measurement of GCG Implementation

DASAR PELAKSANAAN

TUJUAN ASESMEN

Basic Implementation

Purpose of the Assessment

Secara berkala, Perum LPPNPI melakukan pengukuran penerapan GCG. Dasar pelaksanaan asesmen atas penerapan GCG pada Perum LPPNPI adalah Peraturan Menteri Negara Badan Usaha Milik Negara No. PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang Penetapan Tata Kelola Perusahaan yang Baik (Good Corperate Governance) pada Badan Usaha Milik Negara (BUMN), sebagaimana telah diubah dengan Peraturan Menteri Negara Badan Usaha Milik Negara No. PER-09/MBU/2012 tanggal 6 Juli 2012 dan Surat Sekretaris Kementerian BUMN No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada Badan Usaha Milik Negara, meliputi enamaspek, 43 indikator, dan 153 parameter.

Perum LPPNPI melakukan pengukuran dan penilaian atas implementasi GCG secara berkala yang bertujuan untuk:1. Menguji dan menilai penerapan GCG

melalui elaborasi kondisi penerapan GCG dan pembandingan dengan indikator dan parameter pengujian yang telah ditentukan.

2. Memberikan gambaran hasil pengukuran melalui pemberian nilai atas penerapan GCG, berikut rekomendasi perbaikan yang diusulkan, guna mengurangi kesenjangan antara tataran praktik dengan indikator dan parameter pengujian.

3. Memantau konsistensi penerapan GCG di lingkungan organisasi Perusahaan, serta untuk memperoleh masukan demi penyempurnaan dan pengembangan kebijakan GCG.

4. Mendorong pengelolaan Perusahaan yang semakin profesional, transparan, dan efisien, serta memberdayakan fungsi dan meningkatkan kemandirian Organ Perusahaan.

Periodically, Perum LPPNPI takes measurements of GCG implementation. The basis for the implementation of the GCG implementation on Perum LPPNPI is the Regulation of the Minister of State-Owned Enterprises No. PER-01/MBU/2011 dated August 1, 2011 regarding the Stipulation of Good Corporate Governance on State-Owned Enterprises (SOEs), as amended by Regulation of the Minister of State-Owned Enterprises No. PER-09/MBU/2012 dated July 6, 2012 and Letter of the Secretary of the Ministry of SOEs No. SK-16/S.MBU/2012 dated June 6, 2012 on the Evaluation and Evaluation Indicators/Parameters On the Implementation of Good Corporate Governance in State-Owned Enterprises, covering six aspects, 43 indicators, and 153 parameters.

Perum LPPNPI undertakes regular measurements and assessments of GCG implementation aimed at:1. Test and assessment of GCG implementation

through elaboration of GCG implementation conditions and benchmarking with predefined test indicators and parameters.

2. Provide an overview of measurement results by assigning values on GCG implementation, along with recommended improvement recommendations, to reduce the gap between the practice level and the indicators and test parameters.

3. Monitoring the consistency of GCG implementation within the Company’s organizational environment, as well as for inputs for improvement and development of GCG policies.

4. Encourage an increasingly professional, transparent and efficient management of the Company, and empower the function and enhance the independence of the Company’s Organ.

PERIODE ASESMENAssessment Period

Pelaksanaan asesmen GCG 2016 dilakukan mulai 14 Februari sampai dengan 10 Maret 2017.

The implementation of 2016 GCG assessment will be conducted from February 14 to March 10, 2017.






PELAKSANAAN ASESMEN GCG

HASIL ASESMEN GCG

Implementation of GCG Assessment

Result of GCG Assessment

Perum LPPNPI senantiasa memastikan bahwa sistem GCG yang berjalan sesuai dengan ketentuan perundang-undangan yang berlaku. Selama 2016, telah dilakukan pengukuran tingkat maturitas implementasi GCG yang dilakukan tim Deputi Bidang Akuntan Negara Badan Pengawasan Keuangan dan Pembangunan, Jakarta.

Perum LPPNPI telah melakukan asesmen GCG pada tahun 2017 untuk tahun buku 2016 yang dilaksanakan oleh tim Deputi Bidang Akuntan Negara Badan Pengawasan Keuangan dan Pembangunan, Jakarta. Hasil asesmen menunjukkan total skor sebesar 73,29%. Hal itu menunjukkan bahwa penerapan GCG di Perum LPPNPI tahun 2016 terjadi penurunan dari hasil asesmen tahun sebelumnya, yang mendapatkan total skor 73,97%. Walau ada penurunan skor, kualifikasi hasil asesmen GCG pada tahun 2016 dan 2015 tetap sama, yakni masuk kualifikasi “Cukup Baik.”

Perum LPPNPI always ensures that the GCG system is implemented in accordance with applicable laws and regulations. During 2016, the GCG implementation maturity level measurement conducted by the Deputy of State Accountant of the Financial and Development Supervisory Board team, Jakarta.

Perum LPPNPI has conducted GCG assessment in 2017 for fiscal Year 2016 by the Deputy of State Accountant of the Financial and Development Supervisory Board team, Jakarta. Assessment results shown total score of 73.29%. It shows that GCG implementation by Perum LPPNPI in 2016 decreased from the previous year assessment result, total score of 73.97%. Despite the decrease in scores, GCG assessment qualification results in 2016 and 2015 remains the same, namely qualified as “Good Enough.”

RINGKASAN HASIL ASESMEN PENERAPAN GCG PERUM LPPNPI 2015-2016Summary of Assessment Result on GCG Implementation of Perum LPPNPI 2015-2016

ASPEKAspects

BOBOTWeight

2015 2016NILAIScore % NILAI

Score %

Komitmen terhadap Penerapan Tata Kelola Perusahaan yang Baik secara BerkelanjutanCommitment to the Implementation of Good Corporate Governance Sustainable

7,00 6,09 87% 5,48 78,27%

Pemegang Saham dan RUPS/Pemilik ModalShareholders and GMS/Capital Owners

9,00 6,42 71% 7,65 84,96%

Dewan Komisaris/Dewan PengawasBoard of Commissioners/Supervisory Board 35,00 24,30 69% 27,95 79,86%

DireksiBoard of Directors 35,00 32,03 92% 26,49 75,68%

Pengungkapan Informasi dan TransparansiDisclosure of Information and Transparency 9,00 5,13 57% 5,72 63,54%

Aspek LainnyaOther Aspect 5,00 0,00 0% 0,00 0%

Skor KeseluruhanOverall Score 100,00 73,97 74% 73,28 73,28%

Klasifikasi Peringkat Kualitas Penerapan GCGClassification Level of GCG Implementation Quality







Tabel di atas menggambarkan perbandingan antara kondisi penerapan GCG di Perum LPPNPI dengan best practice penerapan GCG. Capaian tertinggi Tahun 2016 diperoleh untuk aspek Pemilik Modal, yaitu sebesar 84,96% dan terendah pada aspek Pengungkapan Informasi dan Transparansi dengan capaian 63,54%.

Berdasarkan penilaian yang dilakukan terhadap 43 indikator dengan 153 parameter, terdapat praktik penerapan GCG di Perum LPPNPI yang masih memerlukan perbaikan (area of improvement), yaitu sebagai berikut:1. Aspek Komitmen terhadap Penerapan GCG

secara Berkelanjutan a. Direksi dan Dewan Pengawas belum

melakukan pengesahan atas Pedoman Tata Kelola Perusahaan yang Baik yang dimutakhirkan dan Pedoman Perilaku.

b. Direksi belum melakukan penunjukan kepada salah satu anggota Direksi sebagai penanggung jawab dalam penerapan dan pemantauan Tata Kelola Perusahaan yang Baik.

c. Pernyataan kepatuhan pada Pedoman Perilaku baru ditandatangani oleh Direktur Utama, belum oleh seluruh Direksi dan Dewan Pengawas, serta atas pernyataan tersebut belum dilakukan pembaruan dan penandatanganan berkala setiap tahunnya.

d. Kebijakan perusahaan terkait kepatuhan penyampaian LHKPN belum memuat aturan sanksi bagi yang tidak/terlambat menyampaikan LHKPN kepada KPK.

e. Belum seluruh wajib lapor LHKPN menyampaikan LHKPN ke KPK, belum ada penerapan sanksi bagi yang tidak melaksanakan kewajiban penyampaian LHKPN, dan belum ada laporan progres berkala terkait penyampaian LHKPN kepada KPK.

f. Perusahaan belum memiliki kebijakan terkait peninjauan dan penyempurnaan berkala atas perangkat pendukung gratifikasi, perangkat pendukung gratifikasi belum ditinjau dan disempurnakan secara berkala, serta kegiatan pengendalian gratifikasi belum dimuat dalam Laporan Tahunan perusahaan.

The table above illustrates the comparison between the condition of GCG implementation in Perum LPPNPI with best practice of GCG implementation. The highest achievement in 2016 is obtained for the Capital Owners aspect, which is 84.96%, and the lowest Disclosure of Information and Transparency with a score of 63.54%.

Based on the assessment of 43 indicators with 153 parameters, there are GCG implementation practices in Perum LPPNPI which still require improvement, such as:

1. Commitment Aspect to the Implementation of Sustainable Good Corporate Governancea. The Board of Directors and the Board of

Commissioners have not endorsed the update Guidelines of Good Corporate Governance and Guidelines Behavior.

b. The Board of Directors has not made appointment to any of the members of the Board of Directors as responsible for the implementation and monitoring of Good Corporate Governance.

c. The compliance statement on the new Code of Conduct is signed by the President Director, not by all Board of Directors and the Board of Commissioners, and the statement has not been updated and signed periodically every year.

d. Company policy related to LHKPN submission compliance yet contains sanctions for those who are late in submitting LHKPN to KPK.

e. Not all compulsory reporting of LHKPN have been submitted to KPK, there is no application of sanctions for those who do not perform obligations of LHKPN submission, and there has been no periodic progress report related to the submission of LHKPN to KPK.

f. The Company does not have a review policy and periodic improvements policy to gratification support devices, devices supporters of gratification have not been reviewed and perfected periodically, and gratuity control activities have not been published in the Annual Report.






g. Perusahaan belum memiliki mekanisme penanganan yang jelas atas pengaduan dari Whistleblowing System (WBS), belum menyusun Laporan Penyelenggaraan WBS, belum melakukan evaluasi atas efektivitas penyelenggaraan WBS, dan belum adanya publikasi terkait WBS di website perusahaan dan media internal.

2. Aspek Pemilik Modal a. Pemilik Modal belum memiliki ketentuan

yang mengatur mengenai jumlah jabatan rangkap Direksi yang diperbolehkan dan melakukan kajian tentang jumlah Direksi yang ideal sesuai dengan kebutuhan perusahaan.

b. Pemilik Modal belum memiliki aturan lebih rinci terkait penggantian ketua dan anggota Dewan Pengawas apabila terjadi pergantian pejabat pada Kementerian Teknis, status pejabat/pegawai aktif/non aktif untuk anggota Dewan Pengawas yang berasal dari Kementerian Teknis/Keuangan/BUMN, status anggota Dewan Pengawas yang bersifat ‘mandatory’ dan independen.

c. Pemilik Modal melakukan penggantian anggota Dewan Pengawas melebihi waktu yang ditentukan (lebih dari 30 hari) dan tidak melakukan pengangkatan anggota Dewan Pengawas Independen dari unsur ahli di bidang penerbangan.

d. Pemilik Modal belum mengesahkan RJPP dan terlambat dalam mengesahkan RKAP.

e. Pemilik Modal belum menyebutkan nilai honorarium/imbal jasa auditor eksternal dalam surat persetujuan penetapan auditor eksternal yang mengaudit laporan keuangan Perum LPPNPI.

f. Pemilik Modal belum menetapkan dan melaksanakan mekanisme penilaian kinerja Direksi yang bersifat individual, di samping penilaian secara kolegial.

g. Pemilik Modal belum menetapkan kriteria dan mekanisme pelaporan gejala penurunan kinerja dan kerugian perusahaan yang signifikan.

g. The Company doesn’t have yet a clear handling mechanism over Whistleblowing System (WBS) complaint, has not compiled the WBS Implementation Report, has not evaluated the effectiveness on WBS implementation, and the absence of WBS related publications on the Company’s website and internal media.

2. Capital Owners Aspectsa. Capital Owners doesn’t have a regulation

which governs the number of duplicate positions of the Board of Directors allowed and to conduct a study on the number of the Board of Directors which is ideally suited for the needs of the Company.

b. Capital Owners do not have more detailed rules about replacement the head and members of the Board of Commissioners in case change of official on Ministry of Technical Affairs, active/non-active official status for members of the Board of Commissioners from the Technical/Finance/SOEs Ministry, status member of Board of Commissioners are ‘mandatory’ and independent.

c. Capital Owners shall replacement members of the Board of Commissioners beyond the prescribed time (more than 30 days) and not appoint members of the Independent Board of Supervisors from the element at aviation field.

d. Capital Owner has not authorized RJPP and late in approved the CWPB.

e. Capital Owner has not mentioned the honorarium/external auditor fee in the letter of approval of the establishment of an external auditor to audit the financial statements of the Company.

f. Capital Owner has not set and implemented the individual performance appraisal mechanism of the Board of Directors, in addition to the collective appraisal.

g. Capital Owner has not set criteria and mechanism for reporting symptoms of decrease in performance and significant loss of the Company.





3. Aspek Dewan Pengawas a. Program pengenalan belum dilakukan

bagi anggota Dewan Pengawas yang baru diangkat dari instansi Kementerian Perhubungan.

b. Dewan Pengawas belum memiliki kebijakan tentang program pelatihan/pengembangan bagi anggota Dewan Pengawas.

c. Dewan Pengawas belum menetapkan pembagian tugas di antara anggota Dewan Pengawas yang mencakup seluruh bidang tugas Direksi.

d. Pemberian persetujuan Dewan Pengawas atas usulan Direksi dan pengkomunikasian keputusan tersebut kepada Direksi melebihi jangka waktu yang ditentukan dalam Board Manual.

e. Dewan Pengawas belum menyusun pendapat dan saran atas rancangan RJPP untuk disampaikan kepada Pemilik Modal, serta terlambat dalam menyampaikan tanggapan atas rancangan RKAP kepada Pemilik Modal.

f. Program Kerja Tahunan Dewan Pengawas belum mencakup kegiatan sebagai berikut:

y Pemberian persetujuan atas rancangan RJPP dan RKAP;

y Pengawasan atas kebijakan akuntansi dan penyusunan laporan keuangan;

y Pengadaan barang dan jasa; y Pengawasan atas kebijakan mutu dan

pelayanan; y Evaluasi kepatuhan atas peraturan

perundangan; y Pemberian persetujuan atas transaksi

atau tindakan dalam lingkup kewenangan Dewan Pengawas atau Pemilik Modal.

g. Arahan Dewan Pengawas kepada Direksi belum berdasarkan telaah formal atas:

y Perubahan lingkungan bisnis dan permasalahannya;

y Permasalahan dan keluhan dari stakeholders;

y Sistem pengendalian intern perusahaan; y Manajemen risiko;

3. The Board of Commissioners Aspectsa. The introduction program has not been

done for newly appointed members of the Board of Commissioners from the Ministry of Transportation agency.

b. The Board of Commissioners have not had policy on training/development programs for members of the Board of Commissioners.

c. The Board of Commissioners has not set the division of tasks among members Board of Commissioners covering all areas of the Directors’ duties.

d. Approval of the Board of Commissioners on the proposal of the Directors and the communication of such decisions to the Directors exceeds the timely period specified in the Board Manual.

e. The Board of Commissioners has not prepared opinions and suggestions on the RJPP draft to be submitted to the Capital Owner, as well as late in submit response to the CWPB draft to the Capital Owners.

f. The Board of Commissioners’ Annual Work Program has no yet cover the following activities:

y Approval of RJPP and CWPB draft;

y Supervision of accounting policies and the preparation of financial statements;

y Procurement of goods and services; y Supervision of quality policy and

service; y Evaluation of compliance with laws

and regulations; y Approval of transactions or actions

within the scope authority of the Board of Commissioners or Capital Owners.

g. The Board of Commissioners’ directive to the Board of Directors has not been based on formal review on:

y Changes in the business environment and problems;

y Problems and complaints from stakeholders;

y The Company’s internal control system; y Risk management;






y Sistem teknologi informasi; y Pengembangan sumber daya manusia; y Kebijakan akuntansi dan penyusunan

laporan keuangan; y Pengadaan barang dan jasa; y Kebijakan mutu dan pelayanan; y Kepatuhan atas peraturan

perundangan yang berlaku dan perjanjian dengan pihak ketiga;

y Tindakan Direksi yang memerlukan persetujuan Dewan Pengawas;

y Efektivitas pelaksanaan tugas dan fungsi unit SPI;

y Pengaduan yang diterima Dewan Pengawas;

y Penilaian kinerja Direksi berdasarkan kriteria, target, dan indikator kinerja utama yang tercakup dalam Kontrak Manajemen Direksi baik secara kolegial maupun individual;

y Usulan remunerasi Direksi;

y Penerapan prinsip-prinsip tata kelola perusahaan yang baik, hasil asesmen GCG, dan tindak lanjutnya.

h. Dewan Pengawas belum memiliki kebijakan terkait kriteria seleksi bagi calon Direksi dan pengusulan calon tersebut kepada Pemilik Modal, serta kebijakan pengusulan remunerasi bagi Direksi dan Dewan Pengawas.

i. Dewan Pengawas belum melakukan penilaian kinerja Direksi baik kolegial maupun individual secara berkala dan melaporkan kepada Pemilik Modal.

j. Dewan Pengawas belum menandatangani pernyataan tidak memiliki benturan kepentingan dan memperbaruinya setiap awal tahun, serta belum menyampaikan daftar kepemilikan saham kepada Sekretaris Perusahaan.

k. Penyelenggaraan rapat Dewan Pengawas belum memenuhi frekuensi rapat dalam Program Kerja Tahunan Dewan Pengawas, dan risalah rapat Dewan Pengawas belum mencantumkan alasan ketidakhadiran anggota Dewan

y Information technology system; y Development of human resources; y Accounting policies and preparation of

financial statements; y Procurement of goods and services; y Quality and service policies; y Compliance with applicable laws and

agreement with third parties;

y Directors’ actions requiring the Board of Commissioners approval;

y Effectiveness of the implementation duties and functions of ICS unit;

y Complaints received by the Board of Commissioners;

y Performance appraisal of the Directors based on criteria, targets, and main performance indicators which covered in the Directors management contract either collectively or individually;

y Proposed remuneration of the Board of Directors;

y Application of GCG principles, outcomes assessment of GCG, and follow-up.

h. The Board of Commissioners doesn’t have yet a policy regarding selection criteria for candidates of the Board of Directors and nomination of the candidate to the Capital Owners, and the policy proposing remuneration for the Board of Directors and the Board of Commissioners.

i. The Board of Commissioners has not conducted the performance assessment of the Directors either collegial or individually and report to the Capital Owners.

j. The Board of Commissioners has not signed the declaration has no conflict of interest and update it at the beginning of each year, and not yet submit the list of share ownership to the Corporate Secretary.

k. Meeting of the Board of Commissioners has not fulfilled the frequency meetings in the Annual Work Program of BoC, and the minutes of the BoC has not included the reasons for the absence of the members of the BoC in a meeting and





Pengawas dalam rapat dan adanya dinamika rapat.

l. Sekretaris Dewan Pengawas belum mendokumentasikan tindak lanjut yang telah dilakukan Direksi atas arahan dan rekomendasi Dewan Pengawas.

m. Dewan Pengawas belum mengidentifikasi pembentukan komite selain Komite Audit sesuai kompleksitas bisnis perusahaan.

n. Komite Audit belum melaksanakan tugas terkait:

y Penyusunan Piagam Komite Audit; y Penetapan rencana jumlah pertemuan

dan agenda yang akan dibahas dalam Program Kerja Tahunan Komite Audit;

y Penyusunan risalah dalam setiap rapat Komite Audit;

y Penyusunan Laporan Kinerja Triwulan dan Tahunan Komite Audit Tahun 2016.

4. Aspek Direksi a. Direksi belum memiliki kebijakan pelatihan/

pengembangan untuk Direksi dan anggaran program pelatihan/pengembangan Direksi yang terpisah dari anggaran pelatihan/pengembangan karyawan.

b. Struktur organisasi belum sesuai dengan ukuran perusahaan dan masih terdapat fungsi dan/atau pekerjaan yang tumpang tindih dalam struktur tersebut.

c. Direksi belum memiliki kebijakan terkait mekanisme pengambilan keputusan di luar rapat fisik, standar waktu pengambilan keputusan Direksi, dan pengkomunikasian kepada pihak terkait.

d. Direksi belum menyusun perbaikan atas rancangan RJPP dan menyampaikannya kepada Dewan Pengawas.

e. Direksi belum menyampaikan rancangan RKAP kepada Dewan Pengawas sebelum tanggal 15 September, sebelum periode RKAP untuk mendapatkan tanggapan dan masukan sebelum disampaikan kepada Pemilik Modal.

f. Pemenuhan kebutuhan sumber daya manusia belum sesuai dengan tingkat kualifikasi yang ditetapkan perusahaan.

meeting dynamics.

l. The Secretary of the BoC has not yet documented the follow-up that has been made by the BoD on the direction and recommendation of the BoC.

m. The BoC has not identified the establishment committee other than The Audit Committee according to the complexity of the Company’s business.

n. The Audit Committee has not performed any related tasks:

y Preparation of Audit Committee Charter; y Determining the number of meetings

and agenda to be discussed in the Audit Committee’s Annual Work Program;

y Preparation of minutes in every meeting of the Audit Committee;

y Preparation of Quarterly and Annual Performance Report of Audit Committee Year 2016.

4. The Board of Directors Aspectsa. The Board of Directors has no training/

development policy for the BoD and the budget of the Board of Directors’ training/development program is separated from budgets of employee training/development.

b. The organizational structure is not appropriate in accordance with the size of the Company and still overlapping functions and/or work in the structure.

c. The Board of Directors has no policy regarding decision making mechanism outside the physical meeting, the standard of decision making period of the Board of Directors, and communicating to related parties.

d. The Board of Directors has not made any improvements on the RJPP draft and submit to the BoC.

e. The Board of Directors has not submitted the CWPB draft to the BoC before September 15, before the CWPB period to receive responses and inputs before being submitted to the Capital Owners.

f. The fulfillment of human needs is not appropriate in accordance with the level qualifications set by the Company.






g. Direksi belum memiliki kebijakan terkait mekanisme dalam merespon isu-isu perubahan lingkungan bisnis dan usulan peluang bisnis, termasuk kewajiban melakukan feasibility study dan analisis risiko.

h. Perusahaan belum memiliki aplikasi penilaian kinerja pegawai yang mencakup work performance dan non performance serta belum melakukan evaluasi atas kecukupan indikator kinerja sesuai kriteria SMART.

i. Belum adanya penetapan cascading target kinerja dari RKAP secara berjenjang ke bawah dan memuatnya dalam kontrak manajemen untuk jabatan di bawah Direksi.

j. Action plan atas tidak tercapainya target KPI secara periodik belum di-disclose secara jelas dalam Laporan Manajemen dan pencapaian kinerja belum sepenuhnya menjadi dasar penentuan merit system.

k. Laporan kinerja berkala belum memuat capaian kinerja masing-masing Direktorat berdasarkan KPI dan laporan tersebut terlambat disampaikan kepada Dewan Pengawas sebagai bahan telaah dan pemberian rekomendasi oleh Dewan Pengawas sebelum dilaksanakannya rapat internal maupun rapat gabungan.

l. Direksi belum menetapkan usulan insentif kinerja untuk Direksi dan pembagian bonus.

m. Perusahaan belum memiliki IT Masterplan sebagai acuan dalam pengembangan IT System.

n. Adanya temuan audit berulang terkait pengadaan barang/jasa yang disebabkan perbedaan pemahaman atas definisi barang/jasa berisiko tinggi, tahap prakualifikasi dan pasca kualifikasi, penyusunan HPS, serta proses negosiasi.

o. Program pelatihan dan peningkatan kompetensi pegawai masih didominasi untuk bidang teknis (navigasi dan teknik), dan belum dilakukan evaluasi atas

g. The Board of Directors does not have yet a policy related mechanism in responding to issues of business environment changes and business opportunity proposals, including the obligation to conduct feasibility study and risk analysis.

h. The Company does not have yet a performance appraisal application includes work performance and non-performance and has not evaluated the adequacy of performance indicators according to SMART criteria.

i. The absence of cascading determination performance targets of CWPB in stages down and load it in management contracts for positions under the BoD.

j. Action plan for not achieving the KPI target periodically has not been disclosed clearly in the Management Report and performance achievement is not fully become the basis in determining merit system.

k. Periodic performance reports have not included performance of each Directorate based on KPI and the report is submitted late to the Board of Commissioners as subject of review and recommendation by the Board of Commissioners prior to internal meeting or joint meeting.

l. Board of Directors has not set a proposal performance incentives for the Board of Directors and the distribution of bonuses.

m. The Company does not have IT Masterplan as a reference in developing IT System.

n. Recurring audit findings related to procurement of goods/services caused by understanding differences over definitions of goods/services causes high risks, prequalification and post qualification, preparation of HPS, and the negotiation process.

o. Training programs and employee competence improvement are still dominated for technical field (navigation and engineering), and have not evaluated





efektivitas program pelatihan tersebut terhadap kinerja karyawan.

p. Adanya permasalahan di bidang keuangan terkait belum selesainya pelimpahan aset BPYBDS dan perlakuan yang berbeda di cabang perusahaan atas biaya yang dikapitalisasi atau dibiayakan.

q. Pengelolaan risiko perusahaan belum optimal yaitu kebijakan manajemen risiko belum disosialisasikan, profil risiko belum disusun, penerapan masih dalam tahap persiapan, dan pelaporan atas pengelolaan risiko perusahaan belum disusun.

r. Perusahaan belum melakukan evaluasi atas penerapan pengendalian internal secara komprehensif pada tingkat entitas maupun aktivitas sesuai framework yang ditetapkan.

s. Tingkat tindak lanjut temuan audit eksternal dan internal masih rendah.

t. Perusahaan belum melakukan survei kepuasan stakeholders terhadap perusahaan untuk tahun 2016 dan survei kepuasan pemasok.

u. Direksi belum menetapkan indikator keberhasilan tanggung jawab sosial perusahaan.

v. Direksi belum menyampaikan daftar kepemilikan saham pada perusahaan lain kepada Sekretaris Perusahaan.

w. Risalah rapat Direksi belum mencantumkan adanya dinamika rapat.

x. Unit SPI belum menyusun audit universe dengan mempertimbangkan risiko audit, dan belum melaksanakan program jaminan kualitas dan peningkatan fungsi audit internal.

y. Penetapan kebutuhan personel SPI belum didasarkan pada analisis beban kerja dengan mempertimbangkan audit universe, dan program pelatihan bagi personel SPI belum efektif dalam meningkatkan kompetensi kerja.

z. Unit SPI tidak memiliki akses langsung dengan Dewan Pengawas dan hanya menyampaikan Laporan Hasil Pengawasan kepada Dewan Pengawas apabila diminta.

the effectiveness of the training programs on employee performance.

p. Related financial issues were not completed the delegation of BPYBDS assets and different treatment at the Company’s branch on capitalized cost or financing.

q. The Company’s risk management has not yet optimized, the risk management policy has not yet socialized, the risk profile has not been arranged, the application is still in the preparation stage, and the reporting on the Company’s risk management has not yet arranged.

r. The Company has not evaluated the implementation of internal controls comprehensively at the entity level or activity in accordance with the established framework.

s. The follow-up level of external and internal audit findings is still low.

t. The Company has not conducted a stakeholders’ satisfaction survey of the Company for year 2016 and the supplier satisfaction survey.

u. The Board of Directors has not determined the success indicators of Corporate Social Responsibility.

v. The Board of Directors has not submitted a list of shares ownership to the Corporate Secretary in other companies.

w. Minutes of meeting of the Board of Directors have not included meeting dynamics.

x. SPI Units have not arranged audit universe by considering audit risk, and have not implemented quality assurance program and improvement of internal audit function.

y. Determining the needs of SPI is not yet based on work load analysis by considering audit universe, and training programs for SPI personnel have not yet effective improving work competence.

z. SPI Units do not have direct access to the Board of Commissioners and only submit Supervisory Reports to the BoC when requested.






aa. Kurangnya koordinasi unit SPI dengan Dewan Pengawas melalui Komite Audit dalam hal penyusunan Program Kerja Pengawasan Tahunan, dan monitoring tindak lanjut atas temuan dan rekomendasi SPI dan auditor eksternal.

ab. Uraian tugas Sekretaris Perusahaan belum mencakup pemberian informasi yang dibutuhkan oleh Direksi dan Dewan Pengawas secara berkala dan/atau sewaktu-waktu apabila diminta, serta penatausahaan dan penyimpanan dokumen perusahaan.

ac. Fungsi Sekretaris Perusahaan belum optimal sebagai satu-satunya pintu gerbang penyampaian informasi perusahaan maupun pengadministrasi dokumen perusahaan.

ad. Sekretaris Perusahaan belum optimal dalam menyelenggarakan Rapat Pembahasan Bersama (RPB) yaitu undangan RPB tidak mencantumkan agenda rapat secara detil dan usulan Direksi yang perlu diputuskan dalam rapat, serta bahan RPB belum lengkap dan terlambat disampaikan kepada peserta RPB.

5. Aspek Pengungkapan Informasi dan Transparansi a. Rancangan peraturan terkait sistem

dan prosedur pengendalian informasi perusahaan belum disahkan oleh Direksi.

b. Perusahaan belum memiliki Pedoman Pengelolaan dan Pemutakhiran Website.

c. Informasi dan dokumen terkait Pedoman Tata Kelola Perusahaan yang Baik (GCG Code), Board Manual, dan Pedoman Perilaku belum terdapat dalam website perusahaan.

d. Laporan Tahunan perusahaan belum mencantumkan hal-hal terkait:

y Remunerasi Direksi dan Dewan Pengawas;

y Frekuensi pertemuan dan tingkat kehadiran Direksi/Dewan Pengawas dalam:

- Rapat internal Dewan Pengawas; - Rapat internal Direksi;

aa. Lack of coordination between SPI units and the Board of Commissioners through the Audit Committee in terms of preparation the Annual Supervisory Work Program, and follow-up monitoring on SPI and external auditors about findings and recommendations.

ab. The task description of Corporate Secretary does not include the provision of information required by the BoD and the BoC periodically and/or any times when requested, and the administration and storage of the Company’s documents.

ac. The function of Corporate Secretary is not optimal as the only gateway for the Company information submission or administration of the Company’s documents.

ad. Corporate Secretary is not optimal in conducting the Joint Discussion Meeting (RPB) that RPB invitation does not mention meeting agenda in detail and proposal of the Board of Directors which needs to be decided in the meeting, and material of RPB has not completed and late submitted to RPB participant.

5. Information Disclosure and Transparency Aspectsa. The draft regulation related to the

Company’s information control system and procedures has not been approved by the Board of Directors.

b. The Company does not have a Website Update and Management Manual yet.

c. The Information and documents related to Good Corporate Governance Guidelines (GCG Code), Board Manual, and Code of Conduct are not listed on the Company’s website.

d. The Company’s Annual Report is not listed any related matters:

y Remuneration of the Board of Directors and the Board of Commissioners;

y The frequency of meetings and attendance of the Board of Directors/Commissioners on:

- The BoC internal meeting; - The BoD internal meeting;





- Rapat gabungan Dewan Pengawas dan Direksi.

y Frekuensi pertemuan dan tingkat kehadiran Komite Audit;

y Perkara penting yang sedang dihadapi oleh perusahaan, Direksi, dan anggota Dewan Pengawas yang sedang menjabat dan klaim material yang diajukan terhadap perusahaan, dan perkara yang ada di badan peradilan atau badan arbitrase yang melibatkan perusahaan;

y Aktivitas perusahaan di bidang perlindungan konsumen.

y Opini akuntan, tanda tangan auditor independen, tanggal laporan audit, dan nomor izin auditor independen;

y Laporan keuangan audited.e. Perusahaan belum memperoleh

penghargaan dalam bidang GCG dan bidang lainnya.

- Joint Meeting of the Board of Commissioners and the Board of Directors;

y Meeting frequency and attendance of Audit Committee;

y Important case that are being faced by the Company, the BoD, and members of the BoC and material claims filed against the Company, and cases existing in the judiciary or arbitration bodies involving the Company;

y The Company activity on the consumer protection field;

y Opinion of accountant, independent auditor’s signature, date of audit report, and license number of independent auditor;

y Audited financial statements.e. The Company has not received any

awards in the field of GCG and other fields.

Rencana Pengembangan GCG Tahun 2017GCG Development Plan 2017

Untuk meningkatkan penerapan GCG, Perum LPPNPI merencanakan sejumlah program perbaikan dan pengembangan GCG yang dilakukan pada tahun 2017 untuk mengarah ke hasil ideal best practice penerapan GCG, antara lain:1. Pengesahan RJPP2. Dilakukan pemutakhiran pedoman dan

kebijakan Perum LPPNPI3. Dilakukan sosialisasi pedoman dan kebijakan

Perum LPPNPI4. Penyampaian laporan atau informasi untuk

Dewan Pengawas dan Pemilik Modal dilaksanakan tepat waktu

To improve implementation of GCG, Perum LPPNPI plans numbers of GCG improvement and development programs conducted in 2017 to lead to the best practice best practice GCG implementation, among others:

1. RJPP Ratification2. Performed updating of Perum LPPNPI

guidelines and policies3. Socialization of Perum LPPNPI guidelines

and policies4. Submission of reports or information to the

Board of Commissioners and Capital Owners shall be conducted in due time.


Uraian Pemegang Saham Utama dan PengendaliDescription of Main and Controlling Shareholder

Perum LPPNPI adalah perusahaan BUMN yang 100% sahamnya dimiliki oleh Pemerintah Republik Indonesia sebagai pemegang saham utama dan pengendali

Perum LPPNPI is a State-Owned Enterprises which 100% shares is owned by the Government of the Republic of Indonesia as the main and controlling shareholder.

ORGANTATA KELOLAGovernance Organ

HUBUNGAN ANTAR ORGAN PERUSAHAANInter-Company Relations

LPPNPI meyakini bahwa hubungan yang wajar antar organ perusahaan sangat berpengaruh positif terhadap keberhasilan pengelolaan perusahaan dan penerapan good corporate governance. Dengan demikian, Perusahaan secara tegas memisahkan fungsi dan tugas Pemilik Modal dan Rapat Pembahasan Bersama (RPB), Dewan Pengawas dan Direksi sebagai organ Perusahaan.

LPPNPI mendorong organ perusahaan agar dalam membuat keputusan dan menjalankan tugas dilandasi itikad baik dan kepatuhan terhadap peraturan perundang-undangan yang berlaku, serta kesadaran akan adanya tanggung jawab perusahaan terhadap pihak yang berkepentingan (stakeholders) maupun pelestarian lingkungan.

LPPNPI akan mendorong hubungan yang wajar antar organ perusahaan. Masing-masing organ perusahaan selalu menghormati dan bertindak sesuai fungsi dan peranan masing-masing, berhubungan atas dasar prinsip kesetaraan dan saling menghargai.

Sesuai dengan UU RI No. 19 Tahun 2003 tentang Badan Usaha Milik Negara Pasal 37 dan Peraturan Pemerintah No. 77 Tahun 2012 tentang Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia, Organ Perum adalah Menteri, Direksi, dan Dewan Pengawas.

LPPNPI believes that a reasonable relationship between corporate organs is a positive influence on the success of corporate management and the implementation of good corporate governance. Accordingly, the Company expressly separates the functions and duties of Capital Owners and Joint Discussion Meetings (RPB), the Board of Commissioners and the Board of Directors as the Company’s organs.

LPPNPI encourages corporate organs to make decisions and perform tasks based on good faith and compliance with prevailing laws and regulations, as well as awareness of corporate responsibility to stakeholders and environmental conservation.

LPPNPI will encourage a reasonable relationship between the organs of the Company. Each of the Company’s organs always respect and act in accordance with their respective functions and roles, relations are based on equality and mutual respect principle.

In accordance with the Republic of Indonesia Law No. 19 of 2003 concerning State-Owned Enterprises Article 37 and Government Regulation No. 77 Year 2012 concerning Public Corporation of Indonesian Aviation Navigation Service Providers, Company Organ is the Minister, the Board of Directors and the Board of Commissioners.


PEMILIK MODALDAN MENTERICapital Owners and Ministers

PENGERTIAN

HAK PEMILIK MODAL

Understanding

Capital Ownership Right

Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (yang selanjutnya disebut “Perum LPPNPI”) adalah badan usaha yang menyelenggarakan pelayanan navigasi penerbangan di Indonesia serta tidak berorientasi mencari keuntungan, berbentuk Badan Usaha Milik Negara yang seluruh modalnya dimiliki negara berupa kekayaan negara yang dipisahkan dan tidak terbagi atas saham sesuai Undang-Undang No. 19 Tahun 2003 tentang Badan Usaha Milik Negara.

Menteri adalah menteri yang ditunjuk dan/atau diberi kuasa untuk mewakili Pemerintah selaku pemilik modal pada Perum LPPNPI dengan memperhatikan peraturan perundang-undangan.

Hak pemilik modal antara lain adalah:1. Mengambil keputusan tertinggi pada Perum

LPPNPI.2. Memperoleh informasi material mengenai

Perum LPPNPI, secara tepat waktu, terukur, dan teratur.

3. Menetapkan pengalokasian laba. Menteri dapat menetapkan sebagian atau seluruh laba bersih Perum digunakan untuk pembagian tansiem (tantiem) untuk Direksi dan Dewan Pengawas, bonus untuk karyawan, atau penempatan laba bersih tersebut dalam cadangan Perum LPPNPI yang antara lain diperuntukan bagi perluasan usaha Perum LPPNPI.

4. Menetapkan arah pengembangan Perum LPPNPI sesuai peraturan perundang-undangan.

5. Mengemukakan pendapat tentang Perum LPPNPI sesuai peraturan perundang-undangan.

6. Hak lainnya berdasarkan anggaran dasar dan peraturan perundang-undangan.

Public Company of The Indonesian Aviation Navigation Service Provider (hereinafter referred to as “Perum LPPNPI”) is a business entity that operates aviation navigation services in Indonesia and is not profit-oriented, in the form of a State-Owned Enterprises which capital is entirely owned by the state which is separated state assets and not divided into shares according to Law No. 19 Year 2003 concerning State-Owned Enterprises.

The Minister is a designated minister and/or given proxy to represent the Government as the Capital Owners in Perum LPPNPI with due regard to the laws and regulations.

The capital owner’s rights include as follows:1. Make the ultimate decision on Perum

LPPNPI.2. Obtain material information on Perum

LPPNPI, on a timely manner, measurable, and orderly.

3. Determine the allocation of earnings. The Minister may determine partly or entirely of Perum’s net income to be used for distribution of tantiem to the Board of Directors and the Supervisory Board, bonus for the employee, or net profit placement in Perum LPPNPI reserve which among others intended for business expansion of Perum LPPNPI.

4. Determine direction of Perum LPPNPI development in accordance with statutory regulations.

5. To express opinion on Perum LPPNPI in accordance with statutory regulations.

6. Other rights based on the Articles of Association and prevailing laws and regulations.






AKUNTABILITAS PEMILIK MODAL

MENTERI

Capital Owner Accountability

Minister

Akuntabilitas Pemilik Modal adalah pelaksanaan hak, wewenang dan tanggung jawab Pemilik sesuai dengan ketentuan dan peraturan yang berlaku serta tidak mencampuri pengambilan keputusan operasional Perum LPPNPI. Pemilik Modal melaksanakan GCG sesuai dengan wewenang dan tanggung jawabnya

Sebagai perwujudan tata kelola perusahaan yang baik, maka bentuk akuntabilitas Pemilik Modal dijabarkan lebih lanjut sebagai berikut:1. Pemilik Modal wajib memenuhi ketentuan

Peraturan Pemerintah tentang Perum LPPNPI dan keputusan-keputusan yang dibuat.

2. Pemilik Modal tidak diperkenankan mencampuri kegiatan operasional perusahaan yang menjadi tanggung jawab Direksi sebagaimana diatur dalam Peraturan Pemerintah tentang Pendirian Perum LPPNPI.

3. Pemilik Modal tidak membuat keputusan dan kebijakan Perum LPPNPI yang bersifat operasional yang menjadi tanggung jawab Direksi.

4. Pemilik Modal memantau pelaksanaan prinsip-prinsip GCG dalam proses pengelolaan Perum LPPNPI.

Menteri adalah pemegang kekuasaan tertinggi Perum LPPNPI dan tidak dapat diganti/ substitusi oleh siapapun sesuai ketentuan perundangan.

Capital Owner Accountability is the exercise of the rights, authority and responsibilities of the Owner in accordance with prevailing rules and regulations and shall not interfere with operational decisions of Perum LPPNPI. Capital Owners implement GCG in accordance with their authority and responsibility.

As a manifestation of good corporate governance, the form of Capital Owners accountability is further elaborated as follows: 1. The Capital Owner is required to comply with

the provisions of the Government Regulation on Perum LPPNPI and decisions made thereof.

2. The Capital Owner shall not be allowed to interfere with the operations of the Company under the responsibility of the Board of Directors as stipulated in the Government Regulation concerning the Establishment of Perum LPPNPI.

3. The Capital Owner shall not make decisions and policies of Perum LPPNPI which covers operational nature as the responsibility of the Board of Directors.

4. The Capital Owner monitors the implementation of GCG principles in the management process of Perum LPPNPI.

The Minister is the supreme power holder of Perum LPPNPI and cannot be replaced/substitution by anyone in accordance with the provisions of the prevailing laws and regulations.





KEWENANGAN MENTERI Authority of the Minister

Wewenang Menteri yang diberi kuasa mewakili Pemilik Modal antara lain:1. Mengangkat dan memberhentikan Dewan

Pengawas dan Direksi Perum LPPNPI sesuai dengan mekanisme ketentuan yang berlaku.

2. Mengesahkan rancangan Rencana Jangka Panjang yang merupakan rencana strategis yang memuat sasaran dan tujuan Perum LPPNPI yang hendak dicapai dalam jangka waktu 5 (lima) tahun yang diusulkan Direksi dan Dewan Pengawas.

3. Mengesahkan rancangan Rencana Kerja dan Anggaran Perusahaan (RKAP) yang memuat penjabaran tahunan dari Rencana Jangka Panjang yang diusulkan Direksi dan Dewan Pengawas. Direksi menyampaikan rancangan RKAP dimaksud paling lama 60 (enam puluh) hari sebelum tahun anggaran dimulai.

4. Mengesahkan laporan tahunan termasuk laporan keuangan yang telah diaudit dan disampaikan oleh Direksi dan Dewan Pengawas. Direksi menyampaikan laporan dimaksud paling lama 5 (lima) bulan setelah tahun buku Perum LPPNPI ditutup.

5. Mengesahkan Key Performance Indicator (KPI) yang dituangkan dalam sebuah Kontrak Manajemen dan ditandatangani oleh Direksi dan Dewan Pengawas.

6. Menilai kinerja Dewan Pengawas dan Direksi, baik secara kolektif maupun masing-masing anggota Dewan Pengawas dan anggota Direksi.

7. Menetapkan tantiem kepada Dewan Pengawas dan Direksi berdasarkan prestasi kinerja.

8. Memastikan penerapan akuntabilitas dan kinerja Dewan Pengawas dan Direksi dalam mengangkat dan memberhentikan Direksi serta tidak memberhentikan Direksi pada waktu yang bersamaan yang akan mengganggu jalannya operasional perusahaan.

Authorized Ministers of authority representing the Capital Owners include:1. Appoint and dismiss the Board of

Commissioners and the Board of Directors of Perum LPPNPI in accordance with applicable regulatory mechanisms.

2. Validate the draft of Long-Term Plan draft which is a strategic plan which contains the target and objectives of Perum LPPNPI to be achieved within the 5 (five) years as proposed by the Board of Directors and the Board of Commissioners.

3. Validate the draft of the Company’s Work Plan and Budget (CWPB) which contains an annual description of the Proposed Long-Term Plan of the Board of Directors and the Supervisory Board. The Board of Directors shall submit the referred CWPB draft as not later than 60 (sixty) days prior to the fiscal year started.

4. Validate annual reports including audited financial statements and submitted by the Board of Directors and the Board of Commissioners. The Board of Directors shall submit the report not later than 5 (five) months after the end of year book fiscal year Perum LPPNPI closed.

5. Validate the Key Performance Indicator (KPI) set out in a Management Contract and signed by the Board of Directors and the Board of Commissioners.

6. Assess the performance of the Board of Commissioners and the Board of Directors, both collectively and each member of the Board of Commissioners and members of the Board of Directors.

7. Establish tantiem to the Board of Commissioners and the Board of Directors based on performance achievement.

8. Ensure appropriateness and performance of the Supervisory Board and the Board of Directors in appointing and dismissing the Board of Directors and not discontinuing the Board of Directors at the same time which will interfere with the operation of the Company.






9. Menetapkan Auditor Eksternal dari calon yang diajukan oleh Dewan Pengawas.

10. Memberikan putusan terhadap usulan perbuatan hukum Direksi yang memerlukan persetujuan Menteri, yaitu:a. mengagunkan aktiva tetap untuk

penarikan kredit jangka menengah atau jangka panjang;

b. melakukan penyertaan modal pada perusahaan lain;

c. mendirikan anak perusahaan dan/atau perusahaan patungan;

d. melepaskan penyertaan modal pada anak perusahaan dan/atau perusahaan patungan;

e. melakukan penggabungan, peleburan, pengambilalihan, pemisahan, dan pembubaran anak perusahaan dan/atau perusahaan patungan;

f. mengikat Perum LPPNPI sebagai penjamin (borg atau avalist);

g. mengadakan kerjasama dengan badan usaha atau pihak lain berupa kerjasama lisensi, kontrak manajemen, menyewakan aset, Kerja Sama Operasi (KSO), Bangun Guna Serah (Build Operate Transfer/BOT), Bangun Milik Serah (Build Own Transfer/BOwT), Bangun Serah Guna (Build Transfer Operate/BTO) dan kerjasama lainnya dengan nilai atau jangka waktu melebihi yang ditetapkan Menteri sebagaimana dimaksud dalam Peraturan Pemerintah Nomor 77 Tahun 2012 Pasal 35 ayat (1) huruf b;

h. tidak menagih lagi piutang macet yang telah dihapusbukukan;

i. melepaskan dan menghapuskan aktiva tetap Perum LPPNPI, kecuali aktiva tetap bergerak dengan umur ekonomis yang lazim berlaku dalam industri pada umumnya sampai dengan 5 (lima) tahun;

j. menetapkan blue print organisasi Perum LPPNPI;

k. menetapkan dan mengubah logo Perum LPPNPI;

9. Deciding an External Auditor from candidate proposed by the Board of Commissioners.

10. Determines a verdict on the proposed law of the Board of Directors which requires the approval of the Minister, namely: a. put a pledge of fixed assets for medium-

term and long-term credit withdrawals;

b. engage in equity participation in other companies;

c. establishing a subsidiary and / or joint venture;

d. disposal of equity participation in subsidiaries and / or joint ventures;

e. merger, consolidation, acquisition, separation, and dissolution of subsidiaries and / or joint ventures;

f. binding Perum LPPNPI as guarantor (borg or avalist);

g. enter into cooperation with business entities or other parties in the form of licensing agreements, management contracts, leasing assets, Joint Operation (KSO), Build Operate Transfer (BOT), Build Own Transfer (BOwT), Build Build Transfer Operate (BTO) and other cooperation with value or period exceeds that stipulated by the Minister as referred to in Government Regulation Number 77 Year 2012 Article 35 paragraph (1) letter b;

h. shall not collect bad debts which have been deemed as write-off;

i. releases and removes any fixed assets of Perum LPPNPI, except fixed assets with economic ages commonly applicable in industry generally up to 5 (five) years;

j. stipulates the organization’s blue print of Perum LPPNPI;

k. establish and change the logo of LPPNPI Perum;





l. melakukan tindakan lain dan tindakan sebagaimana dimaksud dalam Peraturan Pemerintah Nomor 77 Tahun 2012 Pasal 35 ayat (1) yang belum ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan;

m. membentuk yayasan, organisasi, dan/atau perkumpulan baik yang berkaitan langsung maupun tidak langsung dengan Perum yang dapat berdampak bagi Perum LPPNPI;

n. pembebanan biaya Perum yang bersifat tetap dan rutin untuk yayasan, organisasi, dan/atau perkumpulan baik yang berkaitan langsung maupun tidak langsung dengan Perum LPPNPI; dan/atau

o. pengusulan wakil dari Perum LPPNPI untuk menjadi calon anggota Direksi dan/atau Dewan Pengawas pada perusahaan patungan dan/atau anak perusahaan yang memberikan kontribusi signifikan kepada Perum LPPNPI dan/atau bernilai strategis yang ditetapkan Menteri.

11. Wewenang lainnya berdasarkan anggaran dasar dan peraturan perundang-undangan.

l. take other actions and acts as intended in Government Regulation Number 77 Year 2012 Article 35 paragraph (1) not yet stipulated in the Work Plan and Budget of the Company;

m. establish a foundation, organization, and / or association either directly or indirectly related to Perum that may affect the Perum LPPNPI;

n. the imposition of permanent and routine Perum cost for foundations, organizations and / or associations either directly or indirectly related to the Perum LPPNPI; And / or

o. the proposed representative of Perum LPPNPI to become a candidate for members of the Board of Directors and/or Board of Commissioners in joint ventures and/or subsidiaries that contribute significantly to Perum LPPNPI and/or strategic value stipulated by the Minister.

11. Other authorities under the statutes and laws and regulation.


RAPAT PEMBAHASANBERSAMA (RPB)Joint Discussion Meeting

Rapat Pembahasan Bersama (RPB) dalam perusahaan terdiri dari RPB Tahunan dan RPB Luar Biasa. Pelaksanaan RPB Tahunan diselenggarakan antara lain untuk menyetujui/mengesahkan Laporan Tahunan Perusahaan, Rencana Kerja Anggaran Perusahaan (RKAP) serta Rencana Jangka Panjang Perusahaan (RJPP). Sedangkan Pelaksanaan RPB Luar Biasa dapat diadakan setiap saat jika dianggap perlu oleh Pemilik Modal atau melalui usulan Dewan Pengawas dan/atau Direksi.

Joint Discussion Meeting (RPB) within the Company consists of Annual RPB and Extraordinary RPB. Implementation of the Annual RPB is conducted, among others, to approve/ratify the Company’s Annual Report, Company Work Plan (CWPB) as well as the Company Long Term Plan (RJPP). While Extraordinary RPB Implementation may be held at any time if deemed necessary by the Capital Owners or through the proposal of the Supervisory Board and. or the Board of Directors.

WEWENANG RPB RPB Authority

Kewenangan RPB (dalam hal ini adalah Menteri Negara BUMN yang ditunjuk dan/atau diberi kuasa untuk mewakili Pemerintah selaku pemilik modal) pada Perusahaan sesuai dengan ketentuan peraturan perundang-undangan, antara lain:1. Penambahan Penyertaan Modal Negara

yang berasal dari kapitalisasi cadangan dan sumber lainnya;

2. Mengesahkan perubahan Anggaran Dasar Perusahaan;

3. Mengangkat dan memberhentikan anggota Direksi dan Dewan Pengawas;

4. Menetapkan jumlah anggota Direksi Perusahaan dan jumlah anggota Dewan Pengawas;

5. Pengesahan Rancangan Rencana Jangka Panjang Perusahaan (RJPP);

6. Pengesahan Rancangan Rencana Kerja dan Anggaran Perusahaan (RKAP);

7. Memberikan Persetujuan Rancangan perubahan RKAP yang telah disahkan, apabila terdapat perubahan;

8. Pengesahan Laporan Tahunan Perusahaan;9. Pengesahan atas auditor eksternal yang

ditunjuk untuk melakukan pemeriksaan, dan melakukan pengesahan atas laporan hasil pemeriksaan auditor eksternal dimaksud;

10. Menetapkan alokasi penggunaan laba bersih Perusahaan, termasuk jumlah penyisihan untuk cadangan;

11. Menetapkan penghasilan Direksi dan Dewan Pengawas;

12. Melakukan penilaian (evaluasi) kinerja Direksi dan Dewan Pengawas.

The authority of RPB (in this case the appointed State Minister of SOEs and/or authorized to represent the Government as the owner of capital) to the Company in accordance with the provisions of laws and regulations, among others:1. The addition of State Equity Participation

derived from reserve capitalization and other sources;

2. To approve the amendment of the Company’s Articles of Association;

3. To appoint and dismiss members of the Board of Directors and the Board of Commissioners;

4. To determine the total members of the Board of Directors of the Company and the number of members of the Board of Commissioners;

5. Ratification of Company Long Term Plan (RJPP);

6. Ratification of the Work Plan and Corporate Budget (RKAP);

7. Providing Approval on a draft amendment of the amended RKAP, if there is any change;

8. Ratification of the Company’s Annual Report; 9. Approval of the appointed external auditor

to conduct the examination, and to authorize the report on the result of the examination of the external auditor concerned;

10. To determine the allocation of the Company’s net profit, including the amount of allowance for reserves;

11. To determine the earnings of the Board of Directors and the Board of Commissioners;

12. Conduct evaluation performance of the Board of Directors and the Board of Commissioners.


PELAKSANAAN PEMBAHASAN RAPAT BERSAMA Implementation of Discussion of Joint Meetings

Selama tahun 2016, Perum LPPNPI telah melaksanakan RPB Tahunan sebanyak dua kali. Proses Pelaksanaan RPB selama tahun 2016 sebagai berikut: RPB Laporan Audited Perum LPPNPI Tahun 2015 dilaksanakan pada hari Rabu, 18 Mei 2016 Pukul 16.00 s.d. 18.00 WIB bertempat di Ruang Rapat Lantai 6 Kementerian BUMN. Rapat dipimpin oleh Deputi Bidang Usaha Konstruksi dan Sarana dan Prasarana Perhubungan Kementerian BUMN, yang dalam hal ini mewakili Menteri BUMN sebagai Pemilik Modal. Perum LPPNPI menghadirkan Jajaran Direksi dan Dewan Pengawas atas RPB Laporan Audited Tahun 2015.

Adapun hasil dari RPB Laporan Audited Tahun 2015 sesuai Surat No. S-374/MBU/06/2016 tentang Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan (Audited) Tahun Buku 2015 Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (Perum LPPNPI) tanggal 24 Juni 2016 yaitu sebagaimana berikut :1. Persetujuan Laporan Tahunan Perusahaan

Tahun Buku 2015 termasuk didalamnya Laporan Tugas Pengawasan Dewan Pengawas dan Pengesahan Laporan Keuangan Perusahaan Tahun Buku 2015.Kami menyetujui Laporan Tahunan Tahun Buku 2015 termasuk Laporan Tugas Pengawasan Dewan Pengawas dan mengesahkan Laporan Keuangan Perusahaan Tahun Buku 2015 yang telah diaudit oleh KAP Djoko, Sidik & Indra sebagaimana dimuat dalam laporannya No. DSLIS/H0/031-LPPNPI-LAI/16 tanggal 23 Februari 2016 dengan pendapat wajar dalam semua hal yang material termasuk penyajian kembali (restatement) Tahun Buku 2013 dan 2014, serta memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge) kepada Direksi dan Dewan Pengawas Perusahaan atas tindakan pengurusan dan pengawasan yang mereka lakukan dalam Tahun Buku yang berakhir pada tanggal 31 Desember 2015 sepanjang tindakan tersebut bukan

During the year 2016, Perum LPPNPI has implemented the Annual RPB for two times. The implementation process of RPB for 2016 are as follows: RPB Audited Report of Perum LPPNPI Year 2015 was held on Wednesday, May 18, 2016 at 4.00 PM until 6.00 PM Indonesian Time held at 6th Floor Meeting Room of the Ministry of BUMN. The meeting was led by Deputy of Construction and Transportation Facilities and Infrastructure of the Ministry of SOEs, in this case representing the Minister of SOEs as the Owner of Capital. Perum LPPNPI presents the Board of Directors and the Board of Commissioners on RPB Audited Report 2015.

The results of RPB Audited Report of 2015 according to Letter No. S-374/MBU/06/2016 concerning Approval of Annual Report and Ratification of Financial Statements (Audited) Fiscal Year 2015 Public Company of The Indonesian Aviation Navigation Service Provider (Perum LPPNPI) dated June 24, 2016 which are as follows:1. Approval of the Company’s Annual Report for

the Fiscal Year 2015 includes the Supervisory Report of the Board of Commissioners and Ratification of the Company’s Financial Statements for the Fiscal Year 2015.We approve the Annual Report of the Fiscal Year 2015 including the Board of Commissioners’ Supervisory Report and ratify the Company’s Financial Statements for Fiscal Year 2015 audited by KAP Djoko, Sidik & Indra as contained in its report No. DSLIS/ H0/031-LPPNPI-LAI/16 dated February 23, 2016 with reasonable opinion in all material matters including restatement of Fiscal Year 2013 and 2014, and grant full volledig acquit et de charge to the Board of Directors and the Board of Commissioners of the Company for their management and supervisory actions conducted during Fiscal Year which ended on December 31, 2015 provided that such actions are not criminal acts and are reflected in the Company’s books.






merupakan tindakan pidana dan tercermin dalam buku-buku Perusahaan.

2. Persetujuan dan Pengesahan Laporan Program Kemitraan dan Bina Lingkungan (PKBL) Perusahaan Tahun Buku 2015Kami menyetujui dan mengesahkan Laporan Keuangan PKBL Tahun Buku 2015 yang telah diaudit oleh KAP Djoko, Sidik & Indra sebagaimana dimuat dalam laporannya No. DSLIS/H0/031C-LPPNPI-PKBL/16 tanggal 23 Februari 2016 dengan pendapat wajar dalam semua hal yang material serta memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge) kepada Direksi dan Dewan Pengawas Perusahaan atas tindakan pengurusan dan pengawasan PKBL Tahun Buku 2015, sepanjang tindakan tersebut bukan merupakan tindakan pidana dan tercermin di dalam laporan tersebut.

3. Penetapan Penggunaan Laba Bersih Perusahaan Tahun Buku 2015Menetapkan Laba Bersih Perum LPPNPI Tahun Buku 2015 sebesar Rp629.162.893.729 seluruhnya dialokasikan sebagai cadangan. Besaran dana untuk PKBL Tahun Buku 2016 dihitung sebesar Rp3.700.000.000 yang sumber dananya dari beban Perseroan tahun 2016 serta ditambah sisa saldo dana PKBL dari rangkaian tahun sebelumnya.

4. Penetapan Gaji/Honorarium berikut Fasilitas dan Tunjangan lainnya untuk Direksi dan Dewan Pengawas Perusahaan Tahun Buku 2016, serta Tantiem untuk Direksi dan Dewan Pengawas atas Kinerja Tahun Buku 2015.Penetapan besarnya gaji/honorarium berikut fasilitas dan tunjangan lainnya Tahun 2016 serta tantiem Tahun Buku 2015 untuk Direksi dan Dewan Pengawas Perusahaan akan ditetapkan secara tersendiri.

5. Penetapan Kantor Akuntan Publik (KAP) yang akan melakukan Audit Laporan Keuangan Perusahaan dan Laporan Program Kemitraan dan Bina Lingkungan Tahun Buku 2016.

2. Approval and Ratification of the Partnership and Community Development Program Report (PKBL) of the Company for Fiscal Year 2015.We approve and ratify the Financial Statements of PKBL for Fiscal Year 2015 which have been audited by KAP Djoko, Sidik & Indra as published in the report No. DSLIS/H0/031C-LPPNPI-PKBL/16 dated February 23, 2016 with reasonable opinion in all material matters and grant a full volledig acquit et de charge to the Board of Directors and the Board of Commissioners of the Company for the management and control of PKBL of the Fiscal Year 2015, provided that such action is not a criminal act and is reflected in the report.

3. Determination of Use of the Company’s Net Profit for Fiscal Year 2015To determine the Net Profit of LPPNPI for the fiscal year 2015 amounting to Rp629,162,893,729 all allocated as reserves. The amount of fund for PKBL for the Fiscal Year 2016 is calculated at Rp3,700,000,000 the source of the fund from the expense of the Company in 2016 plus the remaining balance of PKBL funds from the previous year.

4. Determination of Salary/Honorarium and Other Facilities and Benefits for the Board of Directors and the Board of Commissioners for Fiscal Year 2016, and tantiem for the Board of Directors and the Supervisory Board for the Performance of the Fiscal Year 2015.The determination of salaries/honorariums along with other facilities and allowances of 2016 and tantiem of the Fiscal Year 2015 for the Board of Directors and the Board of Commissioners of the Company shall be stipulated separately.

5. Determination of Public Accounting Firm (KAP) which will conduct Audit Corporate Financial Report and Partnership Program Report and Community Development Year 2016.





a. Menetapkan Kantor Akuntan Publik (KAP) Djoko, Sidik & Indra sebagai auditor yang akan mengaudit Laporan Keuangan dan Laporan Pelaksanaan Program Kemitraan dan Bina Lingkungan Tahun Buku 2016.

b. Dalam hal KAP yang ditetapkan tidak dapat melanjutkan atau melaksanakan tugasnya karena sebab apapun, maka Dewan Pengawas dapat mengusulkan KAP pengganti kepada Menteri BUMN selaku Pemilik Modal untuk ditetapkan.

6. Arahan Pemilik Modal:a. Dalam mengelola dan menjalankan

kegiatan usaha perusahaan, Direksi harus berpedoman kepada 2 (dua) hal pokok yaitu:

y Selaku penyelenggara kenavigasian penerbangan, Direksi wajib dan harus mengikuti norma-norma, standar dan peraturan yang berlaku untuk masalah keselamatan, pelayanan, kenyamanan dan keamanan kepada para pengguna jasa penerbangan sebagaimana yang diamanatkan dalam PP No. 77 Tahun 2012 maupun standar-standar yang ditetapkan oleh organisasi/badan internasional lainnya.

y Sebagai entitas bisnis, Direksi harus menjalankan kegiatan perusahaan sesuai dengan prinsip-prinsip korporasi yang berlaku dengan memperhatikan prinsip Good Corporate Governance.

b. Direksi diminta untuk menindaklanjuti dan menyelesaikan secara tuntas catatan/temuan/saran auditor dan BPK, sehingga catatan/temuan/saran tersebut tidak terjadi lagi pada masa yang akan datang. Hasil tindak lanjut tersebut agar dibahas bersama Dewan Pengawas dan disampaikan kepada Pemilik Modal.

c. Melakukan upaya-upaya efisiensi biaya secara konsisten dan meningkatkan efektivitas pengendalian biaya di semua lini kegiatan.

a. Establishing Public Accountant Firm (KAP) Djoko, Sidik & Indra as auditor who will audit Financial Report and Implementation Report of Partnership Program and Community Development Year 2016.

b. In the event the specified KAP is unable to continue or perform its duties for any reason, the Board of Commissioners may propose a replacement KAP to the SOE Minister as the Capital Owner to determine.

6. Capital Owner’s Reference:a. In managing and running the business

activities of the Company, the Board of Directors shall be guided by 2 (two) principal points, namely:

y As aeronautical navigator, the Board of Directors shall be obligated and shall comply with the norms, standards and regulations applicable to safety, service, convenience and security concerns to the users of aviation services as mandated in the Government Regulation No. 77 of 2012 as well as the standards established by the organization/other international agencies.

y As a business entity, the Board of Directors shall conduct the activities of the Company in accordance with applicable corporate principles with due regard to the principles of Good Corporate Governance.

b. The Board of Directors is requested to continuously and thoroughly completed the auditor’s notes/findings/recommendations and BPK, so that the records/findings/suggestions will never occurred in the future. Follow-up results are discussed with the Board of Commissioners and submission to the Capital Owners.

c. Consistence in executing cost efficiency efforts and improve cost-effectiveness across all lines of activity.


d. Direksi dan Dewan Pengawas diminta untuk melakukan pengendalian biaya operasional.Untuk maksud tersebut perlu disusun cost reduction program yang realistis sehingga anggaran dapat berfungsi sebagai alat kontrol bagi manajemen (pendapatan merupakan target minimal yang harus dicapai, sedangkan biaya merupakan anggaran maksimal) terutama terhadap biaya yang berada di bawah kendali manajemen. Untuk itu Direksi dan Dewan Pengawas perlu menerapkan suatu sistem pengawasan/monitoring sebagai salah satu alat early warning system.

e. Mengembangkan system kerja berbasis Terknologi Informasi (TI) dalam mendukung kegiatan operasional maupun keuangan dan administrasi.

f. Dalam rangka melengkapi dokumen Laporan Kementerian BUMN, Direksi wajib secara tepat waktu dalam penyajian dan pengisian dan pemutakhiran data pada Sub Portal BUMN dan Portal Kementerian BUMN, yaitu Portal Publik (www.bumn.go.id), Portal Executive Information System/EIS (http://eis.bumn.go.id), Portal SDM (http://sdm.bumn.gold), Portal PKBL (http://pkbl.bumn.go.id), dan Portal Aset (http://aset.bumn. go. id).

g. Direksi diminta untuk mengkaji dan menetapkan jumlah SDM yang ideal bagi perusahaan termasuk kebijakan remunerasi dan kebijakan lainnya yang menyangkut kepegawaian sebagai bagian dari pengendalian biaya pegawai di tahun-tahun mendatang sehingga tidak menimbulkan beban keuangan akibat overstaffing.

d. The Board of Directors and Board of Commissioners are required to perform operational cost control.In supporting such, a realistic cost reduction program is required so that the budget can serve as a control tool for management (revenue is the minimum target to be achieved, while the cost is the maximum budget) particularly for cost control for the management. Therefore, the Board of Directors and the Board of Commissioners required to apply a monitoring system as one of the early warning system tools.

e. Develop a work system based on Information Technology (IT) in support of operational activities and finance and administration.

f. In completing the document of the Ministry of SOEs Report, the Board of Directors shall on a timely manner to presenting and filling-out and updating data on the Sub Portal of SOEs and Portal of the Ministry of SOEs, namely: Public Portal (www.bumn.go.id), Portal Executive Information System / EIS (http://eis.bumn.go.id), Human Resources Portal (http://sdm.bumn.gold), PKBL Portal (http://pkbl.bumn.go.id), and Asset Portal (http: //aset.bumn.go.id).

g. The Board of Directors is required to review and determine ideal amount of Human Resources for the Company including remuneration policy and other related personnel policies as part of employee cost control in upcoming years so as not to cause financial burden due to overstaffing.


h. Dalam pelaksanaan Program Kemitraan dan Bina Lingkungan (PKBL), Direksi diminta untuk mengupayakan penagihan piutang pinjaman secara maksimal kepada mitra binaan, dan apabila terdapat piutang macet, Direksi agar mengupayakan kelengkapan dokumen-dokumen sebagai bukti pendukung piutang macet tersebut. Pelaksanaan PKBL diharapkan tetap mengacu pada peraturan dan ketentuan yang berlaku.

i. Direksi diminta memperhatikan dan menindaklanjuti pendapat dan saran yang disampaikan Dewan Pengawas sebagaimana termuat dalam surat No. S-120/DW/IV/2016 tanggal 15 April 2016 hal Tanggapan Dewan Pengawas atas Laporan Tahunan Tahun Buku 2015 Perum LPPNPI dan No. S-121/DW/IV/2016 tanggal 15 April 2016 hal Laporan Tugas Pengawasan tahun 2015.

InformasiPemilik Modal Capital Owner Information

Perum LPPNPI adalah perusahaan berbentuk Badan Usaha Milik Negara yang seluruh modalnya dimiliki negara berupa kekayaan negara yang dipisahkan dan tidak terbagi atas saham sesuai Undang-Undang Nomor 19 Tahun 2003 tentang Badan Usaha Milik Negara.

Perum LPPNPI is a company in the form of State-Owned Enterprises which capital is entirely is owned by the state which is separated state assets and not divided into shares according to Law Number 19 Year 2003 concerning State-Owned Enterprises.

h. In implementing Partnership and Community Development Program (PKBL), the Board of Directors is expected to strive maximum collection of loan receivables to the partner, and if bad debts occurred, the Board of Directors shall provide completeness of documents as supporting evidence of bad debts. Implementation of PKBL is expected to remain in compliance with prevailing laws and regulations.

i. The Board of Directors shall be expected to observe and follow up on the opinions and suggestions submitted by the Board of Commissioners as contained in the letter No. S-120/DW/IV/2016 dated April 15, 2016 regarding the Board of Commissioners’ Response to the Annual Report of the Book Year 2015 Perum LPPNPI and No. S-121/DW/IV/2016 dated April 15, 2016 regarding the Supervisory Duty Report 2015.


DEWANPENGAWASThe Board of Commissioners

Dewan Pengawas adalah organ Perum yang bertugas melakukan pengawasan dan memberikan nasihat kepada Direksi dalam menjalankan kegiatan Pengurusan Perum.

The Board of Commissioners is an organ of Perum LPPNPI whose authorized in supervising and giving advice to the Board of Directors in running Management activities of Perum LPPNPI.

KEANGGGOTAAN DEWAN PENGAWASMembership of the Board of Commissioners

Perusahaan menyadari bahwa pengangkatan dan pemberhentian anggota Dewan Pengawas dilakukan oleh Menteri BUMN. Dalam upaya menjamin prinsip transparansi dalam pemilihan Dewan Pengawas maka mekanisme yang harus dilaksanakan, yaitu:1. Pengangkatan dan pemberhentian Dewan

Pengawas ditetapkan oleh Menteri;

2. Persyaratan yang harus dipenuhi calon anggota Dewan Pengawas adalah orang perseorangan yang mampu melaksanakan perbuatan hukum dan tidak pernah dinyatakan pailit atau menjadi anggota Direksi atau Komisaris atau Dewan Pengawas yang dinyatakan bersalah menyebabkan suatu perseroan atau Perum dinyatakan pailit atau orang yang tidak pernah dihukum karena melakukan tindak pidana yang merugikan keuangan negara;

3. Anggota Dewan Pengawas diangkat berdasarkan pertimbangan integritas, dedikasi, memahami masalah manajemen Perum LPPNPI yang berkaitan dengan salah satu fungsi manajemen, memiliki pengetahuan yang memadai dan/atau pengalaman di bidang usaha Perum LPPNPI, dan dapat menyediakan waktu yang cukup untuk melaksanakan tugasnya.

4. Masa jabatan anggota Dewan Pengawas ditetapkan 5 (lima) tahun dan dapat diangkat kembali selama 1 (satu) kali masa jabatan;

5. Pengangkatan anggota Dewan Pengawas tidak bersamaan waktunya dengan pengangkatan anggota Direksi, kecuali untuk pertama kalinya pada waktu pendirian;

6. Anggota Dewan Pengawas sewaktu-waktu dapat diberhentikan berdasarkan keputusan Menteri dengan menyebutkan alasannya.

The Company realizes that the appointment and dismissal of the Board of Commissioners members is conducted by the Minister of SOEs. To ensure the transparency principle in the election of the Board of Commissioners, the mechanisms to be implemented are: 1. Appointment and dismissal of the Board of

Commissioners shall be established by the Minister;

2. Requirements that must be fulfilled by the candidates for the members of the Board of Commissioners is an individual who were able to perform legal acts and whom never been declared bankrupt or been a member of the Board of Directors or the Board of Commissioners who was sentenced guilty of causing a company or public company declared bankrupt or a person whom never been convicted of a criminal act which is detrimental to state finances;

3. Members of the Board of Commissioners appointed based on considerations of integrity, dedication, understanding management problems Perum LPPNPI associated with one of the functions of management, possessed adequate knowledge and/or experience in the field of Perum LPPNPI business, and able to provide sufficient time in performing their duties.

4. Assignment period of the Board of Commissioners members is 5 (five) years and can be reappointed for 1 (one) term assignment period;

5. Appointment of the Board of Commissioners members does not coincide with the appointment of the Board of Directors members, except for the beginning of establishment;

6. A member of the Board of Commissioners may at any time be dismissed under the Minister’s decision by stating the reason.


KRITERIA DEWAN PENGAWASCriteria of the Board of Commissioners

Dalam Peraturan Menteri BUMN No. PER-02/MBU/02/2015, persyaratan formal dan materil anggota Dewan Pengawas terdiri dari:

In the Regulation of the Minister of SOE No. PER-02/MBU/02/2015, the formal and material requirements of members of the Board of Commissioners consists of:

PERSYARATANRequirements

URAIANDescriptions

FormalFormal

Mampu melaksanakan perbuatan hukum.Able to perform legal acts.

Tidak pernah dinyatakan pailit.Never declared bankrupt.

Tidak pernah menjadi anggota Direksi atau anggota Dewan Komisaris/Dewan Pengawas yang dinyatakan bersalah menyebabkan suatu Perseroan/Perum dinyatakan pailit.Never been a member of the Board of Directors or a member of the Board of Commissioners/Supervisory Board who was found guilty of causing a Company to be declared bankrupt.

Tidak pernah dihukum karena melakukan tindak pidana yang merugikan keuangan negara.Never been punished for committing criminal acts that harm the state finances.

MaterilMaterial

Integritas.Intregrity.

Dedikasi.Dedication.

Memahami masalah-masalah manajemen perusahaan yang berkaitan dengan salah satu fungsi manajemen.Understand the company’s management issues related to one of the management functions.

Memiliki pengetahuan yang memadai di bidang usaha Perseroan/Perum dimana yang bersangkutan dicalonkan.Has sufficient knowledge in the business field of the Company where the concerned is nominated.

Dapat menyediakan waktu yang cukup untuk melaksanakan tugasnya.Can provide enough time to carry out their tasks.

Persyaratan LainnyaOther Requirements

Bukan pengurus Partai Politik dan/atau calon anggota legislatif dan/atau anggota legislatif. Calon anggota legislatif atau anggota legislatif terdiri dari calon/anggota DPR, DPD, DPRD Tingkat I, dan DPRD Tingkat II.Not a party of political parties and/or legislative member and/or candidate. Candidates for legislative members or legislative members consist of candidates/members of the DPR, DPD, Level I DPRD and Level II Regional House of Representatives.

Bukan calon Kepala/Wakil Kepala Daerah dan/atau Kepala/Wakil Kepala Daerah.Not a candidate for Head/Deputy Head of Region and/or Head/Deputy Head of Region;

Tidak menjabat sebagai anggota Dewan Komisaris/Dewan Pengawas pada BUMN yang bersangkutan selama 2 (dua) periode berturut-turut.Not serving as a member of the Board of Commissioners/Supervisory Board on SOEs concerned for 2 (two) consecutive periods.

Sehat jasmani dan rohani (tidak sedang menderita suatu penyakit yang dapat menghambat pelaksanaan tugas sebagai anggota Dewan Komisaris/Dewan Pengawas), yang dibuktikan dengan surat keterangan sehat dari Dokter.Physically and spiritually healthy (not suffering from an illness that can impede the performance of duties as a member of the Board of Commissioners/Supervisory Board), as evidenced by a health certificate from the Doctor.

Bagi bakal calon dari Kementerian Teknis atau Instansi Pemerintah lain, harus berdasarkan surat usulan dan instansi yang bersangkutan.For prospective candidates from the Technical Ministry or other Government Agencies, shall be based on the letter of proposal and the relevant institution.






JUMLAH DAN KOMPOSISI DEWAN PENGAWASTotal and Composition of the Board of Commissioners

Jumlah anggota Dewan Pengawas Perum LPPNPI berjumlah paling banyak 5 (lima) orang, seorang diantaranya diangkat sebagai Ketua Dewan Pengawas. Adapun komposisi Dewan Pengawas terdiri dari:

1. Ketua, yang dijabat oleh Direktur Jenderal Perhubungan Udara,

2. Empat orang Anggota terdiri dari: a. Satu orang anggota yang menangani

kenavigasian di bawah Menteri Perhubungan;

b. Satu orang anggota di bawah Menteri BUMN;

c. Satu orang anggota di bawah Menteri Keuangan;

d. Satu orang tenaga ahli di bidang penerbangan.

Dewan Pengawas merupakan majelis dan setiap anggota Dewan Pengawas tidak dapat bertindak sendiri-sendiri, melainkan berdasarkan keputusan Dewan Pengawas.

Berdasarkan Keputusan Menteri Badan Usaha Milik Negara No. SK - 21/MBU/2014, tanggal 20 Februari 2015, tentang Pengangkatan Ketua Dewan Pengawas Perum LPPNPI, sehingga komposisi Dewan Pengawas per 31 Desember 2016 adalah sebagai berikut:

The number of members of the Board of Commissioners of Perum LPPNPI shall be maximum 5 (five) members, one of whom shall be appointed as President of the Board of Commissioners. The composition of the Board of Commissioners consists as follows:1. The President, who is the Director General of

Civil Aviation;2. Four Members shall consists of:

a. One member who handles navigation under the Minister of Transportation;

b. One member under the Minister of SOEs;

c. One member under the Minister of Finance;

d. One aircraft expert.

The Board of Commissioners is an assembly and each member of the Board of Commissioners cannot act on its sole actions, but based on the decision of the Board of Commissioners.

Based on the Decree of the Minister of State-Owned Enterprises No. SK-21/MBU/2014, dated February 20, 2015, regarding the Appointment of President Commissioner of Perum LPPNPI, the Board of Commissioners composition as of December 31, 2016 are as follows:

NAMAName

JABATANTitle

DASAR PENUNJUKANLegal Basis

Suprasetyo Ketua Dewan PengawasPresident Commissioner

Surat Keputusan Menteri BUMN No. SK-21/MBU/02/2015 tanggal 20 Februari 2015Ministerial Decree of SOEs No. SK-21/MBU/02/2015 dated February 20, 2015

Juni Hastoto Anggota Dewan PengawasCommissioner

Surat Keputusan Menteri BUMN No. SK-209/MBU/2013 tanggal 10 April 2013Ministerial Decree of SOEs No. SK-209/MBU/2013 dated April 10, 2013

Haryo Indratno Anggota Dewan PengawasCommissioner

Surat Keputusan Menteri BUMN No. SK-144/MBU/2014 tanggal 2 Juli 2014Ministerial Decree of SOEs No. SK-144/MBU/2014 dated July 2, 2014

M. Nasir Usman Anggota Dewan PengawasCommissioner

Surat Keputusan Menteri BUMN No. SK-30/MBU/2014 tanggal 4 Februari 2014Ministerial Decree of SOEs No. SK-30/MBU/2014 dated February 4, 2014





PENGAWAS INDEPENDEN

PEMBAGIAN TUGAS DEWAN PENGAWAS

TUGAS DAN FUNGSI DEWAN PENGAWAS

Independent Supervisor

Division of Duties of the Board of Commissioners

Duties and Functions of the Board of Commissioners

Dalam posisi dan kedudukannya sebagai Perusahaan Umum, LPPNPI tidak memiliki Pengawas Independen yang berjumlah minimal 30% dari Dewan Pengawas. Oleh karena itu, uraian mengenai kriteria penentunan Pengawas Independen dan pernyataan tentang independensi masing-masing Pengawas Independen tidak bisa disampaikan dalam Laporan ini.

Hingga akhir tahun 2016, belum ada pembagian tugas Dewan Pengawas yang mencakup bidang tugas Direksi yang dilakukan secara formal, tetapi pernah dilakukan pembahasan pada Rapat Dewan Pengawas tahun 2013. BPKP merekomendasikan perlunya melakukan penetapan formal mengenai pembagian tugas di antara anggota Dewan Pengawas yang mencakup seluruh bidang tugas Direksi.

Pengawasan adalah kegiatan yang dilakukan oleh Dewan Pengawas untuk menilai Perum dengan cara membandingkan antara keadaan yang sebenarnya dengan keadaan yang seharusnya dilakukan, dalam bidang keuangan dan/atau dalam bidang teknis operasional.

Dewan Pengawas bertugas melakukan Pengawasan (supervisory) terhadap kebijakan Pengurusan dan jalannya Pengurusan pada umumnya, baik mengenai Perum LPPNPI maupun usaha Perum LPPNPI yang dilakukan oleh Direksi; dan memberikan nasihat (advisory) kepada Direksi termasuk pengawasan terhadap pelaksanaan Rencana Jangka Panjang Perusahaan (RJPP), Rencana Kerja dan Anggaran Perusahaan (RKAP), Anggaran Dasar, Keputusan Menteri BUMN, dan ketentuan peraturan perundang-undangan untuk kepentingan Perum LPPNPI sesuai dengan maksud dan tujuan Perum LPPNPI.

In the status and position as a Public Company, Perum LPPNPI does not have an Independent Supervisor of at least 30% of the Board of Commissioners. Therefore, a description of the criteria for the appointment of an Independent Supervisor and the statement of each Independence Supervisor is not presented in this Report.

Until the end of 2016, there has been no division of duties of the Board of Commissioners, which covering fields of duties of the Board of Directors, however the Board of Commissioners’ Meeting in 2013 has discussed this subject. BPKP recommends necessity to formalize the division of duties amongst the Board of Commissioners members covering all sectors Duties of the Board of Directors.

Supervision is an activity undertaken by the Board of Commissioners to assess Perum LPPNPI by comparing actual condition with expectations that should have been performed, in the financial field and/or in operational technical field.

The Board of Commissioners shall supervise the Management’s policy and operating the Management in general, in respect of Perum LPPNPI as well as Perum LPPNPI business undertaken by the Board of Directors; and provide advice to the Board of Directors including supervising implementation of the Company’s Long Term Plan (RJPP), Company’s Work Plan and Budget (CWPB), the Articles of Association, the Decree of the Minister of SOEs, and the provisions of laws and regulations for the sake of Perum LPPNPI’s interest ensuring in line with Perum LPPNPI purpose and goals thereof.






Tugas Dewan Pengawas tersebut di atas untuk memastikan Direksi mengelola perusahaan sedemikian rupa sesuai dengan harapan Pemilik Modal. Dewan Pengawas bertanggung jawab mengawasi Direksi dalam menjalankan tugasnya dengan secara teratur memantau efektivitas pelaksanaan kebijakan dan proses pengambilan keputusan yang dilakukan oleh Direksi, termasuk pelaksanaan strategi untuk mencapai target yang diharapkan Pemilik Modal.

Penjabaran fungsi Dewan Pengawas mewakili kepentingan Pemilik Modal dalam pengawasan jalannya perusahaan, sebagai berikut:

1. Dewan Pengawas bertugas mengawasi Direksi dalam menjalankan kepengurusan perusahaan dan memberikan nasihat kepada Direksi termasuk mengenai rencana pengembangan perusahaan, RJPP, RKAP dan pelaksanaan ketentuan Anggaran Dasar dan keputusan Pemilik Modal dan peraturan perundangan yang berlaku;

2. Dewan Pengawas memberikan persetujuan kepada Direksi dalam melakukan perbuatan hukum tertentu, melakukan tindakan pengurusan perusahaan dalam keadaan tertentu untuk jangka waktu tertentu, sesuai dengan kewenangan dalam Peraturan Pemerintah No. 77 Tahun 2012 tentang Perum LPPNPI;

3. Dewan Pengawas memberi laporan dan informasi yang relevan kepada Pemilik Modal apabila terjadi gejala menurunnya kinerja Perum LPPNPI yang cukup signifikan;

4. Dewan Pengawas memantau efektivitas penerapan GCG pada Perum LPPNPI.

The duties of the Board of Commissioners are to ensure that the Board of Directors manages the Company in such manner according to the Capital Owners expectation. The Board of Commissioners is responsible for supervising the Board of Directors in performing its duties by regularly monitoring the effectiveness of the Board of Directors’ decision-making and decision-making processes, including implementation of strategy in achieving the target as expected by the Capital Owners.

Manifestation functions of the Board of Commissioners as representatives for the interest of Capital Owners in supervising the Company, as follows:1. The Board of Commissioners has the duty

of supervising the Board of Directors in executing management of the Company and providing advice to the Board of Directors including the Company’s development plan, RJPP, RKAP and implementation of the Articles of Association and the decision of the Capital Owners and prevailing laws and regulations;

2. The Board of Commissioners shall provide approval to the Board of Directors in performing certain legal actions, to undertake the management of the Company in certain circumstances for a certain period, in accordance with authorization defined in the Government Regulation No. 77 Year 2012 on Perum LPPNPI;

3. The Board of Commissioners provides relevant reports and information to the Capital Owners if occurred any symptoms of declining performance significantly in Perum LPPNPI;

4. The Board of Commissioners monitors effectiveness of GCG implementation in Perum LPPNPI.





5. Dewan Pengawas selain yang diatur dalam peraturan perundangan, bertanggung jawab:a. Mengikuti perkembangan kegiatan

Perum LPPNPI, dan melaporkan kepada Pemilik Modal;

b. Memberikan pendapat dan nasehat tentang visi, misi dan perencanaan strategis dan penjabarannya;

c. Melakukan pengawasan dan masukan tentang pelaksanaan kebijakan antara lain Bisnis Perusahaan, Perencanaan Strategis, Mutu dan Pelayanan, Pengendalian internal, Akuntansi Keuangan, Penilaian Kinerja, Manajemen Risiko, Whistleblowing System, Pengendalian Gratifikasi, Kepatuhan Pelaporan Harta Kekayaan Penyelenggara Negara (LHKPN), Benturan Kepentingan, Teknologi, Keterbukaan Informasi, dan Pelaporan;

d. memastikan bahwa dalam Laporan Tahunan Perum LPPNPI telah memuat informasi mengenai identitas, pekerjaan-pekerjaan utamanya, jabatan Dewan Pengawas di perusahaan lain, termasuk rapat-rapat yang dilakukan dalam satu tahun buku (rapat internal maupun rapat gabungan dengan Direksi), serta honorarium, fasilitas, dan/atau tunjangan lain yang diterima dari perusahaan.

e. Mengusulkan calon auditor eksternal berdasarkan usulan Direksi.

6. Dewan Pengawas membuat pembagian tugas yang diatur oleh mereka sendiri;

7. Dewan Pengawas wajib menyusun rencana kerja dan anggaran tahunan Dewan Pengawas yang merupakan bagian yang tak terpisahkan dan RKAP;

8. Dewan Pengawas wajib melaporkan kepada perusahaan mengenai kepemilikan sahamnya dan/atau keluarganya pada perusahaan lain.

5. The Board of Commissioners other than those stipulated in the law, is responsible:a. Following the development of Perum

LPPNPI activities, and reporting to the Capital Owners;

b. Provide opinions and advice on the vision, mission and strategic planning and elaboration;

c. Conducting supervision and provide inputs on policy enforcement, among others, Corporate Business, Strategic Planning, Quality and Service, Internal Control, Accounting, Performance Assessment, Risk Management, Whistleblowing System, Gratuity Control, Compliance Reporting Wealth State Officials (LHKPN) Conflict of Interest, Technology, Information Disclosure, and Reporting;

d. Ensuring that the Annual Report Perum LPPNPI already contains information about the identity, roles and functions of the Board of Commissioners at other companies, including conducted in one financial year (internal meetings and joint meetings with the Board of Directors), and honorarium, facilities, and / or other benefits received from the Company;

e. Proposing candidates for external-auditors based on the Board of Director’s proposal.

6. Members of the Board of Commissioners respectively governs the allocation of its’ own tasks and duties;

7. The Board of Commissioners is obliged to draft an annual work plan and annual budget of the Board of Commissioners which is an integral part of CWPB;

8. The Board of Commissioners shall report to the Company concerning its shares ownership of its and/or its’ family to another company.






WEWENANG DAN KEWAJIBAN DEWAN PENGAWASAuthority and Obligations of the Board of Commissioners

Agar Dewan Pengawas dapat melaksanakan tugasnya, Dewan Pengawas mempunyai wewenang untuk:1. melihat buku, surat serta dokumen lainnya,

memeriksa kas untuk keperluan verifikasi dan lain-lain surat berharga, dan memeriksa kekayaan Perum LPPNPI;

2. memasuki pekarangan, gedung, dan kantor yang dipergunakan oleh Perum LPPNPI;

3. meminta penjelasan dari Direksi dan/atau pejabat lainnya mengenai segala persoalan yang menyangkut pengelolaan Perum LPPNPI;

4. mengetahui segala kebijakan dan tindakan yang telah dan akan dijalankan oleh Direksi;

5. meminta Direksi dan/atau pejabat lainnya di bawah Direksi dengan sepengetahuan Direksi untuk menghadiri rapat Dewan Pengawas;

6. atas permintaan tertulis Direksi, Dewan Pengawas dapat menghadiri rapat Direksi dan memberikan pandangan-pandangan terhadap hal-hal yang dibicarakan;

7. mengangkat dan memberhentikan sekretaris Dewan Pengawas, jika dianggap perlu;

8. membentuk komite lain selain komite audit, jika dianggap perlu dengan memperhatikan kemampuan Perum LPPNPI;

9. menggunakan tenaga ahli untuk hal tertentu dan dalam jangka waktu tertentu atas beban Perum LPPNPI, jika dianggap perlu;

10. memberikan putusan atas perbuatan Direksi yang memerlukan persetujuan tertulis Dewan Pengawas, di antaranya yaitu:a. mengagunkan aktiva tetap untuk

penarikan kredit jangka pendek;b. mengadakan kerjasama dengan

badan usaha atau pihak lain berupa kerjasama lisensi, kontrak manajemen, menyewakan aset, Kerja Sama Operasi (KSO), Bangun Guna Serah (Build Operate Transfer/BOT), Bangun Milik Serah (Build Own Transfer/BOwT), Bangun Serah Guna (Build Transfer Operate/BTO), dan kerjasama lainnya dengan nilai atau

The Board of Commissioners in carrying out its duties has the authority to perform the following:

1. Reviewing books, letters and other documents, checking cash for verification and other securities, and checking the wealth of Perum LPPNPI;

2. Access the yard, building, and office used by Perum LPPNPI;

3. Request for clarification from the Board of Directors and/or other officials regarding any issues pertaining to Perum LPPNPI management;

4. Acknowledging all policies and actions which been and will be conducted by the Board of Directors;

5. Request the Board of Directors and/or other officials under the Board of Directors with the acknowledgement of the Board of Directors to attend the Board of Commissioners meetings;

6. At the request of the Board of Directors, the Board of Commissioners may attend the Board of Directors meetings and provide views on the subject matters discussed;

7. Appoint and dismiss the Corporate Secretary of the Board of Commissioners, if deemed necessary;

8. Establish other committees other than the audit committee, if deemed necessary with regards to Perum LPPNPI’s ability;

9. Use expertise for certain matters and within a certain period with consideration of Perum LPPNPI’s capability, if deemed necessary;

10. Provide decision to the Board of Directors of any actions which requires written consent of the Board of Commissioners, among others:a. pledging fixed assets for short term loan

withdrawals;b. to cooperate with business entity or other

parties in the form of license agreement, management contract, lease of assets, Operating Joint Operation (KSO), Build Operate Transfer (BOT), Build Own Transfer / BOwT, Build Transfer Operate (BTO), and other necessary cooperatives with certain value or period specified by the Minister;





c. accept or grant medium or long-term loans, except loans (debt or receivables) arising from business transactions, and loans granted to subsidiaries under loan terms to subsidiaries must be reported to the Board of Commissioners;

d. write-off from the bookkeeping of bad debts and inventory of dead goods

e. relinquish fixed assets with average economic life generally within 5 (five) years; and / or

f. determine organizational structure 1 (one) level below the Board of Directors.

11. Temporarily discharges members of the Board of Directors if a member of the Board of Directors acts contrary to the Government Regulation No. 77 of 2012, or any losses indication to Perum LPPNPI, neglects its obligations, or there is an urgent reason for Perum LPPNPI, by consideration to the prevailing laws;

12. In the event the said position of the members of the Board of Directors is vacant and the Minister has not appointed a definitive member of the Board of Directors or the Minister has not appointed such vacant position in the Board of Directors, the Board of Commissioners appoints one of the other members of the Board of Directors to temporarily perform the duties of the said vacant position which shall be perform duties of the said vacant position in the Board of Directors, authority and liability thereof;

13. In the event all positions of the Board of Directors are vacant and the Minister has not appointed a successor or the Minister has not appointed the executive officer of the Board of Directors, Perum LPPNPI shall be administered temporarily by the Board of Commissioners -jointly or appoint one or more from the Board of Commissioners- with the duties, authorities and duties same;

jangka waktu tertentu yang ditetapkan oleh Menteri;

c. menerima atau memberikan pinjaman jangka menengah atau jangka panjang, kecuali pinjaman (utang atau piutang) yang timbul karena transaksi bisnis, dan pinjaman yang diberikan kepada anak perusahaan dengan ketentuan pinjaman kepada anak perusahaan dilaporkan kepada Dewan Pengawas;

d. menghapuskan dari pembukuan piutang macet dan persediaan barang mati;

e. melepaskan aktiva tetap bergerak dengan umur ekonomis yang lazim berlaku dalam industri pada umumnya sampai dengan 5 (lima) tahun; dan/atau

f. menetapkan struktur organisasi 1 (satu) tingkat di bawah Direksi.

11. memberhentikan anggota Direksi untuk sementara waktu apabila anggota Direksi bertindak bertentangan dengan Peraturan Pemerintah No. 77 Tahun 2012, terdapat indikasi melakukan kerugian Perum LPPNPI, melalaikan kewajibannya, atau terdapat alasan yang mendesak bagi Perum LPPNPI, dengan memperhatikan ketentuan perundangan yang berlaku;

12. Dalam hal jabatan anggota Direksi kosong dan Menteri belum mengangkat anggota Direksi yang definitif atau Menteri belum menunjuk pelaksana tugas anggota Direksi yang kosong, Dewan Pengawas menunjuk salah seorang anggota Direksi lainnya untuk sementara menjalankan tugas anggota Direksi yang kosong tersebut sebagai pelaksana tugas anggota Direksi dengan tugas, kewenangan, dan kewajiban yang sama;

13. Dalam hal seluruh jabatan Direksi kosong dan Menteri belum mengangkat penggantinya atau Menteri belum menunjuk pelaksana tugas Direksi, untuk sementara Perum LPPNPI diurus oleh Dewan Pengawas -secara bersama-sama atau menunjuk salah seorang atau lebih diantara Dewan Pengawas- dengan tugas, kewenangan, dan kewajiban yang sama;






14. In the event all positions of the Board of Directors are vacant since the end of the assignment period and the Minister has not to appointed a substitute or the Minister has not appointed the task of implementing the Board of Directors, the Board of Commissioners may appoint all members of the Board of Directors whom has ended his assignment period to perform his job in acting as the members of the Board of Directors with similar duties, authority, and obligation.

In conducting supervision of Perum LPPNPI’s Management, the Board of Commissioners is obligated to:1. Provide advice, opinions and suggestions

to the Board of Directors in implementing Perum LPPNPI’s Management;

2. Researching and reviewing and signing the Long-Term Plan as well as Company Work and Budget Plan (CWPB) prepared by the Board of Directors in accordance with the prevailing regulations;

3. Provide opinions and suggestions to the Minister on the Long-Term Plan and Company Work and Budget Plan (CWPB);

4. Following the development of Perum LPPNPI’s activities, provide opinions and suggestions to the Minister on any subject matters as deemed necessary for Perum LPPNPI Management;

5. Report immediately to the Minister in the event of declining performance of Perum LPPNPI;

6. Researching and reviewing periodic reports and annual reports prepared by the Board of Directors and signing annual reports;

7. Provide a report on the supervisory tasks which has been undertaken during the current fiscal year to the Minister;

8. Provide clarification, opinion, and advice to the Minister on the annual report, upon request;

14. Dalam hal seluruh jabatan Direksi kosong karena berakhirnya masa jabatan dan Menteri belum mengangkat penggantinya atau Menteri belum menunjuk pelaksana tugas Direksi, Dewan Pengawas dapat mengangkat semua anggota Direksi yang telah berakhir masa jabatannya tersebut untuk menjalankan pekerjaannya sebagai pelaksana tugas anggota Direksi dengan tugas, kewenangan, dan kewajiban yang sama.

Dalam melakukan pengawasan atas Pengurusan Perum LPPNPI, Dewan Pengawas berkewajiban untuk:1. memberi nasihat, pendapat dan saran

kepada Direksi dalam melaksanakan Pengurusan Perum LPPNPI;

2. meneliti dan menelaah serta menandatangani Rencana Jangka Panjang serta Rencana Kerja dan Anggaran Perusahaan yang disiapkan Direksi sesuai dengan ketentuan yang berlaku;

3. memberikan pendapat dan saran kepada Menteri mengenai Rencana Jangka Panjang serta Rencana Kerja dan Anggaran Perusahaan;

4. mengikuti perkembangan kegiatan Perum LPPNPI, memberikan pendapat dan saran kepada Menteri mengenai setiap masalah yang dianggap penting bagi Pengurusan Perum LPPNPI;

5. melaporkan dengan segera kepada Menteri apabila terjadi gejala menurunnya kinerja Perum LPPNPI;

6. meneliti dan menelaah laporan berkala dan laporan tahunan yang disiapkan Direksi serta menandatangani laporan tahunan;

7. memberikan laporan tentang tugas Pengawasan yang telah dilakukan selama tahun buku yang baru lampau kepada Menteri;

8. memberikan penjelasan, pendapat, dan saran kepada Menteri mengenai laporan tahunan, apabila diminta;





9. Preparing the annual work program and performance indicators of the Supervisory Board and to be included in Company Work and Budget Plan (CWPB);

10. Establish audit committee;11. Propose external auditors to the Minister;

12. Make the minutes of the Board of Commissioners meetings and retain a copy thereof;

13. Perform other obligations under the supervision and advisory duties, provided which will not contravene the provisions of prevailing laws and regulations, Articles of Association, and / or decisions of the Minister;

14. Provide written response in giving opinions and suggestions to the Minister on the proposed legal actions to be executed by the Board of Directors submitted to the Minister for approval;

15. Determine the limitations of the value on legal actions of the Board of Directors which require written consent of the Board of Commissioners.

9. menyusun program kerja tahunan dan indikator kinerja Dewan Pengawas dan dimasukkan dalam Rencana Kerja dan Anggaran Perusahaan;

10. membentuk komite audit; 11. mengusulkan auditor eksternal kepada

Menteri; 12. membuat risalah rapat Dewan Pengawas

dan menyimpan salinannya;

13. melaksanakan kewajiban lainnya dalam rangka tugas Pengawasan dan pemberian nasihat, sepanjang tidak bertentangan dengan ketentuan peraturan perundang-undangan, Anggaran Dasar, dan/atau keputusan Menteri;

14. Memberikan tanggapan tertulis untuk memberikan pendapat dan saran kepada Menteri atas usulan perbuatan hukum yang akan dilaksanakan oleh Direksi yang diajukan kepada Menteri untuk mendapatkan persetujuan;

15. menetapkan keputusan batasan-batasan nilai dari perbuatan hukum Direksi yang memerlukan persetujuan tertulis Dewan Pengawas.






PEDOMAN DAN TATA TERTIB KERJA DEWAN PENGAWAS

INDEPENDENSI DEWAN PENGAWAS

The Board of Commissioners’ Guidelines and Standards

Independence of the Board of Commissioners

Dalam menjalankan tugas dan tanggung jawab, Dewan Pengawas memiliki petunjuk tata tertib kerja (Board Manual).

Board Manual merupakan petunjuk tata laksana kerja Dewan Pengawas dan Direksi Perum LPPNPI yang menjelaskan tahapan aktivitas secara terstruktur, sistematis, mudah dipahami dapat dijalankan dengan konsisten sehingga dapat menjadi acuan bagi Dewan Pengawas dan Direksi dalam melaksanakan tugas masing-masing dalam mencapai Visi dan Misi Perusahaan.

Board Manual dimaksudkan untuk menjelaskan hubungan kerja Dewan Pengawas dan Direksi dalam melaksankan tugas sesuai peran dan fungsinya, agar tercipta pengelolaan Perusahaan secara profesional, transparan dan efisien.

Ruang lingkup Board Manual Perum LPPNPI meliputi Pendahuluan, Dewan Pengawas, Direksi, Tata Laksana Hubungan Kerja Dewan Pengawas dan Direksi, Tata Laksana Persetujuan dan Pengambilan Keputusan Dewan Pengawas dan Direksi, dan Penutup.

Independensi Dewan Pengawas dibutuhkan untuk menciptakan fungsi pengawasan dan konsultasi yang obyektif dalam melakukan penilaian kinerja serta perumusan kebijakan yang dijalankan oleh jajaran Direksi Perusahaan. Independensi Dewan Pengawas dimulai dengan keberagaman komposisi Dewan Pengawas yang terdiri dari latar belakang yang berbeda seperti yang tercantum dalam PP No. 77 Tahun 2012 Pasal 48.

In carrying out their duties and responsibilities, the Board of Commissioners has guidance on the Board Manual.

Board Manual is a guide practice and the Board of Commissioners and the Board of Directors of Perum LPPNPI which describes phases of activity in a structured, systematic, easily understood ability to perform consistently which can be a reference for the Supervisory Board and the Board of Directors in carrying out their duties respectively in achieving the Vision and Mission.

Board Manual is intended to explain the working relationship between the Board of Commissioners and Directors in carrying out its tasks according to its roles and functions, in achieving a professional, transparent and efficient management of the Company.

The scope of Perum LPPNPI Board Manual includes Introduction, Board of Commissioners, the Board of Directors, Labor Relations Governance Board of Commissioners and Board of Directors, Approval Procedures and Decision-making of the Board of Commissioners and the Board of Directors, and Closing.

Independency of the Board of Commissioners is required to create objective supervision and consultation functions in conducting performance appraisal and policy formulation performed by the Board of Directors of the Company. Independency of the Board of Commissioners begins with the diversity of the composition of the Board of Commissioners which consists of various backgrounds as stipulated in the Government Regulation No. 77 Year 2012 Article 48.





HUBUNGAN KERJA DEWAN PENGAWAS DAN DIREKSIWorking Relationships of the Board of Commissioners and the Board of Directors

Independensi Dewan Pengawas dan Direksi di dalam pengawasan serta pengurusan perusahaan merupakan persyaratan tercapainya proses pengambilan keputusan yang obyektif. Dewan Pengawas dan Direksi selalu mempertimbangkan pendapat independen dengan didasarkan kepada pengetahuan dan pengalaman untuk mengambil keputusan secara amanah dan berhati-hati.

Dengan didasarkan pada peraturan perundang-undangan yang berlaku, peranan Dewan Pengawas dan Direksi dengan tegas telah dipisahkan fungsi serta tanggungjawabnya. Peran Dewan Pengawas memberikan pengawasan, arahan, dan pandangan strategis kepada Direksi, baik secara kolektif maupun individual, sedangkan Direksi melaksanakan kegiatan operasional sehari-hari sedemikian rupa sehingga memenuhi sasaran sebagaimana yang ditetapkan oleh Pemilik Modal.

Namun demikian di dalam hubungan kerja Direksi dan Dewan Pengawas, sangat disadari pentingnya masing-masing pihak untuk menjaga hubungan kerja satu dengan lainnya atas dasar prinsip-prinsip kebersamaan dan rasa saling menghargai, menghormati fungsi dan peranan masing-masing di dalam organisasi perusahaan. Mekanisme kerja Dewan Pengawas dan Direksi harus diatur agar masing-masing dapat menjalankan peran dan fungsinya secara efektif dan baik. Mekanisme kerja Dewan Pengawas dan Direksi meliputi (tapi tidak terbatas) pada pengambilan keputusan, penyelenggaraan rapat-rapat dan hubungan komunikasi Dewan Pengawas dan Direksi.

Dewan Pengawas menyelenggarakan pertemuan konsultatif secara teratur dengan Direksi untuk membicarakan masalah operasional perusahaan yang relevan dan strategis. Di luar itu, Dewan Pengawas berhak meminta dilaksanakannya pertemuan dengan Direksi apabila situasi dianggap

Independency of the Board of Commissioners and the Board of Directors in the supervision and Management of the Company is a requirement in achieving an objective decision-making process. The Board of Commissioners and the Board of Directors are constantly considering independent opinions based on knowledge and experience to make decisions in a safe and cautious manner.

By virtues of the prevailing laws and regulations, the role of the Board of Commissioners and the Board of Directors has strictly separated its functions and responsibilities. The role of the Board of Commissioners provides supervision, direction, and strategic views to the Board of Directors, both collectively and individually, whereas the Board of Directors conducts daily operational activities in such manner as to meet the objectives as determined by the Capital Owners.

Nevertheless, in the working relationship of the Board of Directors and the Board of Commissioners, it is well-known for the importance of each party to preserve mutual working relationships on the basis mutual respect principle, respect for their respective functions and roles within the Company’s organization. The working mechanism of the Board of Commissioners and the Board of Directors shall be managed accordingly so respectively able to perform its roles and functions effectively and well. The working mechanism of the Board of Commissioners and the Board of Directors includes (but is not limited) to decision making, organizing meetings and communication relationships of the Board of Commissioners and the Board of Directors.

The Board of Commissioners holds regular consultative meetings with the Board of Directors to discuss relevant and strategic operational issues of the Company. Beyond that, the Board of Commissioners reserves the right to request a meeting with the Board of Directors if the situation is deemed necessary. In each






memerlukannya. Dalam setiap pertemuan, informasi dan data yang penting untuk pemahaman Dewan Pengawas akan diberikan secara tertulis sebelum pertemuan untuk menjamin tersedianya waktu bagi Dewan Pengawas dalam memahami permasalahan yang akan dibahas. Bila perlu, Direksi akan membuat ringkasan bahan tersebut sepanjang tidak mengurangi esensi informasi yang dapat mempengaruhi pengambilan keputusan.

Dewan Pengawas mendapatkan akses informasi perusahaan sesuai kewenangannya berdasarkan Peraturan Pemerintah No. 77 tahun 2012.

Mekanisme kerja antara Dewan Pengawas dan Direksi diatur selanjutnya dalam Board Manual.

KEBIJAKAN PENGAWASAN OLEH DEWAN PENGAWASSupervision Policy by Board of Commissioners

Dalam pelaksanaan tugas, Dewan Pengawas mempunyai kebijakan pengawasan dan pemberian masukan serta mekanisme sebagai berikut :1. Pelaksanaan mekanisme penandatanganan

bersama rancangan RJPP yang akan disampaikan ke Pemilik Modal;

2. Pelaksanaan mekanisme penandatanganan bersama rancangan RKAP yang akan disampaikan ke Pemilik Modal;

3. Melakukan kajian pada informasi lingkungan bisnis khususnya pelayanan navigasi dan permasalahannya yang berdampak pada usaha perusahaan dan kinerja perusahan;

4. Melakukan kajian dan merespon/menindaklanjuti saran, permasalahan atau keluhan dari stakeholder;

5. Pelaksanaan kebijakan atau rancangan sistem pengendalian intern dan pelaksanaannya;

6. Pelaksanaan kebijakan dan penerapan manajemen risiko meliputi telaah atas kebijakan dan pelaksanaan manajemen risiko, risiko strategis dan risiko Operasional Pelayanan Navigasi Penerbangan serta rencana kerja unit manajemen risiko;

In the performance of duties, the Board of Commissioners has a policy of monitoring and providing inputs and mechanisms as follows:

1. Implementation of joint signing mechanism of RJPP draft to be submitted to Capital Owners;

2. Implementation of joint signing mechanism of CWPB draft to be submitted to Capital Owners;

3. Reviewing the business environment information particularly navigation services and its problems which affecting the Company’s business and the Company’s performance;

4. Review and respond to/follow up suggestions, problems or complaints from stakeholders;

5. Implementation of policy or drafts of internal control system and implementation thereof;

6. Implementation of risk management policies and implementation includes reviewing policies and implementation of risk management, strategic risks and risks of the Aviation Navigation Services Operations and work plan of the risk management unit;

meeting, information and data which deemed essential will be submitted in writing to the Board of Commissioners prior to such meeting to ensure time availability and understanding by the Board of Commissioners of issues to be discussed in the meeting . If deemed necessary, the Board of Directors will make a summary of the material provided that does not reduce the essence of information which may affect decision making.

The Board of Commissioners has access to corporate information in accordance with its authorization under the Government Regulation No. 77 of 2012.

The working mechanism between the Board of Commissioners and the Board of Directors is set forth in the Board Manual.





7. Pelaksanaan kebijakan sistem teknologi informasi perusahaan dan pelaksanaannya;

8. Pelaksanaan kebijakan pengelolaan sumber daya manusia;

9. Pelaksanaan kebijakan mengenai pengawasan dan pemberian nasihat terhadap kebijakan akuntansi dan penyusunan laporan keuangan sesuai dengan standar akuntansi yang berlaku umum di Indonesia;

10. Pelaksanaan kebijakan pengadaan barang dan jasa beserta pelaksanaannya;

11. Pelaksanaan kebijakan mutu dan pelayanan serta pelaksanaan kebijakan tersebut;

12. Pengawasan atas ketaatan Perum dengan cara penelaahan atas ketaatan Perum LPPNPI terhadap peraturan perundang-undangan serta kepatuhan Perum LPPNPI terhadap seluruh perjanjian dan komitmen yang dibuat oleh Perum LPPNPI dengan pihak ketiga dan penyampaian informasi kepada para pemangku kepentingan;

13. Pemantauan dan pengawasan atas progress dan kinerja atas kinerja keuangan dan operasional sesuai target RKAP, RJPP melalui laporan manajemen dan informasi keuangan lainnya, dalam rapat gabungan dan melalui komite dewan pengawas dan melaporkan jika terjadi gejala menurunnya kinerja perusahaan;

14. Pemilihan Kantor Akuntan Publik yang akan melaksanakan audit atas Laporan Keuangan Perum LPPNPI kepada Pemilik Modal dan melakukan telaah untuk meyakinkan efektifitas kegiatan dan hasil audit yang dilaksanakan oleh Kantor Akuntan Publik;

15. Pengkajian dan penilaian efektivitas penerapan Good Corporate Governance di Perum LPPNPI dengan prinsip pengawasan perundangan yang berlaku.

7. Implementation of enterprise information technology system policies and implementation thereof;

8. Implementation of human resource management policy;

9. Implementation of policies regarding supervision and advising on accounting policies and preparation of financial statements in accordance with general accepted accounting standards in Indonesia;

10. Implementation of procurement policy of goods and services and implementation thereof;

11. Implementation of quality policy and service and implementation of the policy thereof;

12. Supervision on Perum LPPNPI’s compliance by reviewing the compliance of Perum LPPNPI to the prevailing laws and regulations of Perum LPPNPI on all agreements and commitments determined by Perum LPPNPI with third parties and the delivery of information to the stakeholders;

13. Monitoring and supervision of progress and performance on financial and operational performance in accordance with CWPB targets, RJPP through management reports and other financial information, in joint meetings and through Board of Commissioners committees and reporting any symptoms of declining corporate performance;

14. Selection of Public Accounting Firm that will conduct an audit on Perum LPPNPI’s Financial Report to the Capital Owner and conduct a review to ensure effectiveness of activities and audit results conducted by the Public Accounting Firm;

15. Assessment and evaluates the effectiveness of Good Corporate Governance implementation in Perum LPPNPI with the supervision principles on prevailing laws and regulations.






LARANGAN BAGI DEWAN PENGAWAS

FREKUENSI RAPAT DAN TINGKAT KEHADIRAN DEWAN PENGAWAS

Prohibition for the Board of Commissioners

Total Meetings and Attendance of the Board of Commissioners

Anggota Dewan Pengawas dilarang melakukan tindakan yang mempunyai benturan kepentingan (conflict of interest) dan mengambil keuntungan pribadi, dari pengambilan keputusan dan/atau pelaksanaan kegiatan Perum LPPNPI, selain penghasilan yang sah.

Peningkatan kontribusi Dewan Pengawas dalam pengawasan dan memberikan nasehat dalam pengelolaan perusahaan didasarkan pada ketentuan berikut :1. Dalam melaksanakan tugasnya, Dewan

Pengawas harus mematuhi keputusan Menteri serta peraturan perundang-undangan yang berlaku;

2. Rapat Dewan Pengawas harus diadakan secara berkala, sekurang-kurangnya sekali dalam setiap bulan, dan dalam rapat tersebut Dewan Pengawas dapat mengundang Direksi;

3. Dewan Pengawas harus menetapkan tata tertib dan etika Rapat Dewan Pengawas.

Members of the Board of Commissioners are prohibited from engaging in actions which is potential to conflict of interests and take personal advantage, from decision-making and/or implementation of Perum LPPNPI activities, other than legitimate income.

Increasing the contribution of the Board of Commissioners in supervising and advising the management of the Company is based on the following provisions:1. In discharging its duties, the Board of

Commissioners shall comply with the Minister’s decision and prevailing laws and regulations;

2. Meetings of the Board of Commissioners shall be held periodically, at least once in every month, and in such meetings the Board of Commissioners may invite the Board of Directors;

3. The Board of Commissioners shall determine the order and ethics of the Board of Commissioners Meetings.

INFORMASI UNTUK DEWAN PENGAWASInformation for the Board of Commissioners

Direksi wajib memastikan agar informasi mengenai Perum LPPNPI dapat diperoleh Dewan Pengawas secara tepat waktu, terukur dan lengkap. Dewan Pengawas mempunyai akses penuh terhadap Direksi, termasuk terhadap informasi atau dokumen yang relevan yang disimpan oleh Direksi. Pelaksanaan hak Dewan Pengawas ini dilakukan sedemikian rupa sehingga tidak boleh mengganggu pelaksanaan operasional perusahaan.

The Board of Directors shall be obliged to ensure information on Perum LPPNPI can be obtained by the Board of Commissioners in a timely, measurable and complete manner. The Board of Commissioners has full access to the Board of Directors, including relevant information or documents retain by the Board of Directors. Implementation of rights of the Board of Commissioners is performed in manner which shall not interfere with operational activity of the Company.





4. Setiap Rapat Dewan Pengawas harus dibuatkan risalah rapat yang memuat pendapat-pendapat yang berkembang dalam rapat, baik pendapat yang mendukung maupun yang tidak mendukung atau pendapat berbeda (dissenting opinion), keputusan/kesimpulan rapat, serta alasan ketidak hadiran anggota Dewan Pengawas, apabila ada.

5. Setiap anggota Dewan Pengawas berhak menerima salinan risalah Rapat Dewan Pengawas, baik yang bersangkutan hadir maupun tidak hadir dalam Rapat Dewan Pengawas tersebut.

6. Risalah asli dari setiap Rapat Dewan Pengawas disimpan oleh Perum LPPNPI dan harus tersedia bila diminta oleh setiap anggota Dewan Pengawas dan Direksi.

7. Jumlah rapat Dewan Pengawas dan jumlah kehadiran masing-masing anggota Dewan Pengawas dimuat dalam Laporan Tahunan Perum LPPNPI.

8. Dewan Pengawas melakukan evaluasi terhadap pelaksanaan keputusan atau tindak lanjut hasil rapat sebelumnya.

Selama tahun 2016, Dewan Pengawas melaksanakan Rapat Gabungan Dewan Pengawas dan Direksi sebanyak 6 kali dari 12 yang direncanakan. Berkaitan dengan masalah ini, BPKP sebagai lembaga pelaksana asesmen GCG Perum LPPNPI memberikan saran sebagai berikut:1. Menyelenggarakan rapat dengan frekuensi

sesuai dengan rencana dalam Program Kerja Tahunan Dewan Pengawas.

2. Mencantumkan dalam risalah rapat terkait alasan ketidakhadiran anggota Dewan Pengawas dalam rapat.

Rekapitulasi kehadiran dalam rapat Dewan Pengawas dan Direksi tahun 2016 adalah sebagai berikut:

4. Every Meetings of the Board of Commissioners shall create minutes of meeting which consists opinions addressed in the meeting, either supportive or non-supportive opinion or dissenting opinion, meeting decisions/conclusions, and reasons for the absence of a member of the Board of Commissioners, if any.

5. Every member of the Board of Commissioners shall be entitled to receive a copy of the minutes of the Board of Commissioners’ Meeting, whether present or absent in the Board of Commissioners’ Meeting.

6. Original brochures of each Board of Commissioners’ Meeting shall be retained by Perum LPPNPI and shall be available upon request by each member of the Board of Commissioners and the Board of Directors.

7. The number of the Board of Commissioners’ meetings and attendance of each member of the Board of Commissioners is published in the Annual Report of Perum LPPNPI.

8. The Board of Commissioners evaluated the execution of decisions or follow-up of the results of previous meetings.

During 2016, the Board of Commissioners conducted 6 times out of 12 planned meetings of the Joint Meetings of the Board of Commissioners and Board of Directors. In regards with this subject, BPKP as the implementing institution of GCG Perum LPPNPI provides the following suggestions:1. Conducting meetings with frequency in

accordance with the plan in the Annual Working Program of the Board of Commissioners.

2. Include in the minutes of meeting reasons for the absence of a member in attending the Board of Commissioners’ meeting.

The recapitulation of attendance at the meeting of the Board of Commissioners and Board of Directors in 2016 are as follows:






AGENDA RAPAT GABUNGAN DEWAN PENGAWAS DAN DIREKSI TAHUN 2016Joint Meeting Agenda between the Board of Commissioners and Directors in 2016

TANGGALDate

AGENDA RAPATMeeting Agenda

24 FebruariFebruary 24

Progress investasi 2016;Progress of investment 2016

Pembahasan usulan struktur organisasi dan tata laksana organisasi kantor pusat Perum LPPNPIDiscussion on organizational structure and governance of head office of Perum LPPNPI

19 MeiMay 19

Monitoring capaian dan pembahasan usulan penambahan investasi Perum LPPNPI tahun 2016Monitoring achievement and discussion of additional investment of LPPNPI Perum in 2016

Foto dan wawancara anggota Dewas guna pembuatan annual report Perum LPPNPI tahun 2015Photographs & interviews of the members of the Board of Commissioners in order to make the Annual Report of Perum LPPNPI in 2015

5 AgustusAugust 5

Pembahasan Organisasi Cabang Perum LPPNPIDiscussion of the Institutional Participation of LPPNPI

Pembahasan Progress Investasi 2016Discussion on 2016 Investment Progress

24 AgustusAugust 24

Pembahasan Usulan Revisi Program Investasi 2016 terkait Pembangunan IMANSDiscussion on Proposed Revision of Investment Program 2016 related to IMANS Development

25 OktoberOctober 25

Perkembangan Capaian Investasi Perum LPPNPI Tahun 2016;Growth of Investment Achievement of LPPNPI Year 2016

Optimalisasi Aset Perum LPPNPI untuk Pendapatan di luar Jasa Navigasi;Optimization of LPPNPI’s LPPNP Assets for Navigation Outcomes

Ruang Lingkup dan Tahapan Pelaksanaan IMANS ProjectScope and Scenes of Implementation of IMANS Project

15 DesemberDecember 15

Tanggapan atas RKAP Perum LPPNPI Tahun 2017;Comment towards Work Plan Income Budget (RKAP) Perum LPPNPI Year 2017





KEHADIRAN RAPAT GABUNGAN DEWAN PENGAWAS DAN DIREKSI TAHUN 2016Joint Meetings Attendance of the Board of Commissioners and Directors in 2016

PENILAIAN ATAS ORGAN PENDUKUNG DI BAWAH DEWAN PENGAWAS DAN DASAR PENILAIANAssessment of the Supporting Organs under the Board of Commissioners and Assessment Basis

Hingga akhir tahun 2016, Dewan Pengawas tidak melakukan penilaian atas kinerja komite. Sebab, hal itu belum ada kebijakan ataupun dimasukkan dalam rencana kerja tahunan Dewan Pengawas.

Until the end of 2016, the Board of Commissioners did not conduct an performance assessment of the committee. Therefore, there is no policy or inclusion in the Annual Work Plan of the Board of Commissioners.

NAMAName

JABATANTitle

JUMLAH RAPATTotal Meetings

KEHADIRANAttendance %

DEWAN PENGAWAS BOARD OF COMMISSIONERS

Suprasetyo Ketua Dewan PengawasPresident Commissioner 6 4 66,67%

M. Nasir Usman Anggota Dewan PengawasCommissioner 6 5 83,33%

Juni Hastoto Anggota Dewan PengawasCommissioner 6 5 83,33%

Haryo Indratno Anggota Dewan PengawasCommissioner 6 4 66,67%

DIREKSI BOARD OF DIRECTORS

Bambang Tjahjono

Direktur UtamaPresident Director 6 6 100%

Wisnu Darjono Direktur OperasiDirector of Operations 6 4 66,67%

Rahadi SulistyoDirektur Personalia & UmumDirector Personnel & General Services

6 6 100%

Lukman F. Laisa Direktur TeknikDirector of Engineering 6 6 100%

Triyana Direktur KeuanganDirector of Finance 6 6 100%

New In Hartaty Manulang

Direktur Pengembangan PelayananDirector of Services Development

6 4 66,67%

Yurlis HasibuanDirektur Keselamatan, Keamanan & StandardisasiDirector of Safety, Security & Standardization

6 6 100%


DIREKSIThe Board of Directors

Direksi adalah organ Perum LPPNPI yang bertugas menjalankan segala tindakan yang berkaitan dengan Pengurusan Perum LPPNPI untuk kepentingan Perum LPPNPI dan sesuai dengan maksud dan tujuan Perum LPPNPI serta mewakili Perum LPPNPI baik di dalam maupun di luar Pengadilan tentang segala hal dan segala kejadian, dengan pembatasan sebagaimana diatur dalam ketentuan peraturan perundang-undangan, Peraturan Pemerintah No. 77 Tahun 2012, dan/atau peraturan Menteri.

The Board of Directors is an organ of Perum LPPNPI which is responsible for carrying out all actions related to management of Perum LPPNPI for the interest of Perum LPPNPI and in accordance with the purpose and objectives of Perum LPPNPI and representing Perum LPPNPI both inside and outside the Court on all subject matters and events, with limitations as governed in the provisions of laws and regulations, the Government Regulation No. 77 of 2012, and/or Ministerial Regulation.

KEWAJIBAN DAN WEWENANG DIREKSIObligations and Powers of the Board of Directors

Beberapa kewajiban Direksi dalam pengurusan Perum LPPNPI di antaranya adalah:

1. mengusahakan dan menjamin terlaksananya usaha dan kegiatan Perum LPPNPI sesuai dengan maksud dan tujuan serta kegiatan usahanya;

2. menyiapkan pada waktunya Rencana Jangka Panjang, Rencana Kerja dan Anggaran Perusahaan serta perubahannya, dan menyampaikannya kepada Dewan Pengawas dan Menteri untuk mendapatkan pengesahan dari Menteri sesuai dengan ketentuan yang berlaku;

3. Memberikan penjelasan kepada Menteri mengenai Rencana Jangka Panjang serta Rencana Kerja dan Anggaran Perusahaan;

4. membuat risalah rapat Direksi;

5. membuat laporan tahunan sebagai wujud pertanggungjawaban Pengurusan Perum LPPNPI dan dokumen keuangan sesuai dengan UU tentang Dokumen Perum LPPNPI;

6. menyusun laporan keuangan berdasarkan Standar Akuntansi Keuangan dan menyerahkan kepada Akuntan Publik untuk diaudit;

7. menyampaikan laporan tahunan termasuk laporan keuangan kepada Menteri untuk disetujui dan disahkan;

8. memberikan penjelasan kepada Menteri mengenai laporan tahunan;

9. memelihara risalah rapat Dewan Pengawas dan risalah rapat Direksi, laporan tahunan, dokumen keuangan, dan dokumen lain;

Some of the obligations of the Board of Directors in the management of Perum LPPNPI include as follows:1. To undertake and ensure the implementation

of business and activities of Perum LPPNPI in accordance with the purpose and objectives and business activities;

2. To prepare in due course the Long-Term Plan, Company Work Plan Budget (CWPB) and its amendment, and submit it to the Supervisory Board and the Minister for approval by the Minister in accordance with the applicable provisions;

3. Provide an explanation to the Minister regarding the Long-Term Plan and Company Work Plan and Budget (CWPB);

4. Create minutes of the Board of Directors meetings;

5. Preparing annual report as a form of accountability of Perum LPPNPI and financial documents in accordance with the prevailing Law concerning Documents of Perum LPPNPI;

6. Prepare financial statements based on Financial Accounting Standards and submit to Public Accountants for audits;

7. Submit annual reports including financial statements to the Minister for approval and approval;

8. Provide explanation to the Minister regarding annual report;

9. Maintain the minutes of the Board of Commissioners and Directors meetings, annual reports, financial documents and other documents;


10. menyimpan di tempat kedudukan Perum LPPNPI, risalah rapat Dewan Pengawas dan risalah rapat Direksi, laporan tahunan, dokumen keuangan, dan dokumen lain;

11. menyusun sistem akuntansi sesuai dengan Standar Akuntansi Keuangan dan berdasarkan prinsip pengendalian intern, terutama fungsi Pengurusan, pencatatan, penyimpanan, dan Pengawasan;

12. memberikan laporan berkala menurut cara dan waktu sesuai dengan ketentuan yang berlaku, serta laporan lainnya setiap kali diminta oleh Dewan Pengawas dan/atau Menteri;

13. menyiapkan susunan organisasi Perum LPPNPI lengkap dengan perincian dan tugasnya;

14. memberikan penjelasan tentang segala hal yang ditanyakan atau yang diminta anggota Dewan Pengawas dan Menteri;

15. menyusun dan menetapkan blue print organisasi Perum LPPNPI;

16. menjalankan kewajiban lainnya sesuai dengan ketentuan yang diatur dalam Peraturan Pemerintah No. 77 Tahun 2012 dan yang ditetapkan oleh Menteri berdasarkan ketentuan peraturan perundang-undangan;

17. Menunjuk salah seorang anggota Direksi sebagai penanggung jawab dalam penerapan dan pemantauan GCG (dalam Rapat Direksi);

18. Mempertimbangkan risiko usaha dalam setiap pengambilan keputusan/tindakan;

19. Membangun dan melaksanakan program manajemen risiko korporasi secara terpadu yang merupakan bagian dari pelaksanaan program GCG;

20. Menetapkan suatu sistem pengendalian intern yang efektif untuk mengamankan investasi dan aset perusahaan.

21. Menyusun ketentuan yang mengatur mekanisme pelaporan atas dugaan penyimpangan pada perusahaan.

22. Menetapkan tatakelola teknologi informasi yang efektif.

23. memberi izin kepada Pemilik Modal untuk memeriksa seluruh Daftar, Risalah dan Dokumen Keuangan Perusahaan dan dokumen lainnya.

10. Preserve safely at Perum LPPNPI, minutes of the Board of Commissioners and Board of Directors meetings, annual reports, financial documents, and other documents;

11. Prepare accounting system in accordance with the Financial Accounting Standards and under the internal control principles, particularly the functions of Management, Recording, Storage and Supervision;

12. Provide periodic reports in any manner and due time in accordance with applicable provisions, as well as other reports whenever requested by the Board of Commissioners and/or the Minister;

13. Preparing the organizational structure of Perum LPPNPI complete with details and duties;

14. Provide an explanation of all matters asked or requested by members of the Board of Commissioners and the Minister;

15. Preparing and establishing the blueprint of Perum LPPNPI organization;

16. Perform other obligations in accordance with the provisions stipulated in Government Regulation Number 77 Year 2012 and stipulated by the Minister under the provisions of laws and regulations;

17. Appoint a member of the Board of Directors to be responsible for GCG implementation and monitoring thereof (in Board of Directors’ Meeting)

18. Consider business risks in any decision making/action;

19. Establish and implement an integrated corporate risk management program which is part of the GCG program implementation;

20. Establish an effective internal control system to secure investment and corporate assets;

21. Establish provisions governing the reporting mechanism for alleged irregularities in the Company;

22. Establish effective information technology governance.

23. Give permission to the Capital Owner to examine all Company Listings, Minutes and Financial Documents and other documents.






Dalam melaksanakan tugasnya, Direksi berwenang untuk:1. menetapkan kebijakan Pengurusan Perum

LPPNPI;2. mengatur penyerahan kekuasaan Direksi

kepada seorang atau beberapa orang anggota Direksi untuk mengambil keputusan atas nama Direksi atau mewakili Perum LPPNPI di dalam dan di luar pengadilan;

3. mengatur penyerahan kekuasaan Direksi kepada seorang atau beberapa orang pekerja Perum LPPNPI baik sendiri-sendiri maupun bersama-sama atau kepada orang lain, untuk mewakili Perum LPPNPI di dalam dan di luar pengadilan;

4. mengatur ketentuan tentang ketenagakerjaan Perum LPPNPI termasuk penetapan gaji, pensiun atau jaminan hari tua, dan penghasilan lain bagi pekerja Perum LPPNPI berdasarkan ketentuan peraturan perundang-undangan, dengan ketentuan penetapan gaji, pensiun atau jaminan hari tua, dan penghasilan lain bagi pekerja yang melampaui kewajiban yang ditetapkan peraturan perundang-undangan harus mendapat persetujuan terlebih dahulu dari Menteri;

5. mengangkat dan memberhentikan pekerja Perum LPPNPI berdasarkan peraturan ketenagakerjaan Perum LPPNPI dan ketentuan peraturan perundang-undangan;

6. mengangkat dan memberhentikan Sekretaris Perum LPPNPI;

7. melakukan segala tindakan dan perbuatan lainnya mengenai Pengurusan dan pemilikan kekayaan Perum LPPNPI, mengikat Perum LPPNPI dengan pihak lain dan atau pihak lain dengan Perum LPPNPI, serta mewakili Perum LPPNPI di dalam dan di luar pengadilan tentang segala hal dan segala kejadian, dengan pembatasan sebagaimana diatur dalam ketentuan peraturan perundang-undangan, Peraturan Pemerintah No. 77 Tahun 2012, dan/atau Peraturan Menteri yang ditetapkan berdasarkan ketentuan peraturan perundang-undangan.

In performing its duties, the Board of Directors is authorized to:1. Stipulates the policy of Perum LPPNPI;

2. Regulates the transfer of the power of the Board of Directors to one or more members of the Board of Directors to decide on behalf of the Board of Directors or represent Perum LPPNPI inside and outside the court;

3. To arrange proxy of the Board of Directors to an employee or several employees of Perum LPPNPI either individually or collectively or to others, to represent Perum LPPNPI inside and outside court;

4. To regulate provisions on employment of Perum LPPNPI including the determination of salaries, pensions or old-age pensions, and other income for Perum LPPNPI workers in compliance with prevailing laws and regulations, with the provision of salaries, pensions or old-age pensions, and other income for workers who exceeded obligations as stipulated in legislation must have prior approval from the Minister;

5. To appoint and dismiss any Perum LPPNPI workers under Perum LPPNPI labor regulation and the provisions of laws and regulations;

6. Appoint and dismiss the Corporate Secretary of Perum LPPNPI;

7. Perform all other actions and execution concerning the Management and asset ownership of Perum LPPNPI, binding Perum LPPNPI with other parties and or other parties with Perum LPPNPI, and representing Perum LPPNPI inside and outside the court on all subject matters and events, with limitations as stipulated in the provisions of laws and regulations, the Government Regulation No. 77 of 2012, and/or determined by the Ministry Regulation in accordance with prevailing laws and regulations.





LARANGAN PENGAMBILAN KEUNTUNGAN PRIBADI

KRITERIA ANGGOTA DIREKSI

Prohibition of Personal Profit Taking

Criteria for Members of the Board of Directors

Para anggota Direksi dilarang melakukan tindakan yang mempunyai benturan kepentingan, dan mengambil keuntungan pribadi, baik secara langsung maupun tidak langsung dari pengambilan keputusan dan kegiatan perusahaan selain penghasilan yang sah.

Direksi bertindak secara cermat, berhati-hati dan mempertimbangkan aspek penting yang relevan dalam pelaksanaan tugasnya. Direksi harus menghindari kondisi di mana tugas dan kepentingan perusahaan berbenturan atau mempunyai potensi berbenturan dengan kepentingan pribadi, termasuk kepentingan perusahaan dengan kepentingan anak perusahaan. Apabila hal demikian terjadi atau mungkin terjadi, maka Direktur yang bersangkutan akan mengungkapkan benturan atau potensi benturan kepentingan tersebut kepada Dewan Pengawas dan Direksi, dan selanjutnya Dewan Pengawas yang akan menentukan langkah yang diperlukan.

Kriteria pokok bagi Direksi ialah sebagai berikut:

1. Mampu melaksanakan perbuatan hukum dan tidak pernah dinyatakan pailit atau menjadi anggota Direksi atau Komisaris atau Dewan Pengawas yang dinyatakan bersalah menyebabkan suatu Perseroan atau Perum dinyatakan pailit atau orang yang tidak pernah dihukum karena melakukan tindak pidana yang merugikan keuangan negara.

2. Memiliki keahlian khusus yang sangat diperlukan dan bermanfaat bagi Perum LPPNPI.

3. Memiliki pengalaman yang memadai di dalam industri penerbangan.

4. Memiliki kepemimpinan, integritas, jujur, etika/perilaku yang baik dan profesional.

5. Memiliki dedikasi yang tinggi untuk memajukan dan mengembangkan Perum LPPNPI sesuai dengan fungsi dan peran yang diamanatkan kepadanya, serta menghargai pandangan pihak lain dan tidak kaku dalam memandang masalah.

Members of the Board of Directors are prohibited from engaging in actions which is potential to conflict of interest, and take personal advantage, either directly or indirectly from decision making and Company activities other than legitimate income.

The Board of Directors acts carefully, cautiously and considers important aspects relevant to the performance of its duties. The Board of Directors shall avoid conditions under which the duties and interests of the Company has conflict or potential to conflict with personal interests, including the interests of the Company with the interests of the subsidiary. If such case occurred or may occur, the said Director shall disclose the conflict or potential conflict of interest to the Board of Commissioners and the Board of Directors, and furthermore the Board of Commissioners shall determine the necessary measures.

The main criteria for the Board of Directors are as follows:1. Ability to perform legal acts and never

declared bankrupt or become a member of the Board of Directors or Commissioners or Supervisory Board convicted as guilty of causing a Company or Perum LPPNPI to be declared bankrupt or a person who has never been convicted of a crime that is detrimental to the state’s finances.

2. Possess special skills that are very necessary and useful for Perum LPPNPI.

3. Possess sufficient experience in the aviation industry.

4. Possess leadership, integrity, honest, ethics/good behavior and professional.

5. Possess high dedication to promote and develop Perum LPPNPI in accordance with the functions and roles mandated to him, and respect the views of others and not rigid in viewing at the problem.






6. Memiliki visi yang jelas tentang arah dan tujuan perusahaan di masa yang akan datang.

7. Memiliki komitmen untuk mematuhi peraturan Perum LPPNPI dan ketentuan perundang-undangan yang berlaku.

8. Memiliki komitmen dalam melaksanakan tugasnya untuk menerapkan prinsip profesionalisme, efisiensi, transparansi, kemandirian, akuntabilitas, pertanggungjawaban, serta kewajaran.

9. Mampu mewakili perusahaan di hadapan publik, Pemilik Modal, dan stakeholders lainnya.

JUMLAH DAN KOMPOSISI DIREKSINumber and Composition of the Board of Directors

Jumlah anggota Direksi ditetapkan oleh Menteri sesuai dengan kebutuhan dan kompleksitas usaha perusahaan. Pada periode kepengurusan tahun 2013-2018, jumlah Direksi ditetapkan sebanyak 7 (tujuh) orang termasuk Direktur Utama. Pembagian tugas dan kewenangan anggota Direksi ditetapkan oleh Menteri BUMN (atau Dewan Pengawas apabila kewenangan tersebut didelegasikan kepada Dewan Pengawas). Adapun susunan Direksi saat ini adalah sebagai berikut:

1. Direktur Utama2. Direktur Operasi3. Direktur Keselamatan, Keamanan dan

Standardisasi4. Direktur Teknik 5. Direktur Personalia dan Umum6. Direktur Pengembangan Pelayanan 7. Direktur Keuangan

Adapun susunan Direksi yang terakhir berdasarkan Keputusan Menteri BUMN No. SK-234/MBU/11/2015 tanggal 18 November 2015 tentang Pemberhentian dan Pengangkatan Anggota-Anggota Direksi Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia, adalah sebagai berikut:

The number of members of the Board of Directors shall be determined by the Minister in accordance with the needs and complexity of the Company’s business. In the management period of 2013-2018, the number of Directors is set by 7 (seven) persons including the President Director. The division of duties and authority of the members of the Board of Directors shall be stipulated by the Minister of SOEs (or the Board of Commissioners if such authority is delegated to the Board of Commissioners). The current Board of Directors is as follows:1. President Director2. Director of Operations3. Director of Safety, Security and

Standardization4. Technical Director5. Director of Personnel and General6. Director of Services Development7. Director of Finance

The latest composition of the Board of Directors based on the Decree of the Minister of SOEs No. SK-234/MBU/11/2015 dated November 18, 2015 regarding the Dismissal and Appointment of Members of Board of Directors of Public Company of The Indonesian Aviation Navigation Service Provider (Perum LPPNPI), are as follows:

6. Possess a clear vision of the direction and purpose of the Company in the future.

7. Committed to comply with Perum LPPNPI regulation and prevailing laws and regulations.

8. Possess commitment in performing their duties in applying principles of professionalism, efficiency, transparency, independence, accountability, accountability, and fairness.

9. Capable to represent the Company before the public, Shareholders, and other stakeholders.





NAMAName

JABATANTitle

DASAR PENUNJUKANLegal Basis

Bambang Tjahjono Direktur UtamaPresident Director

Surat Keputusan Menteri BUMN No. SK-269/MBU/12/2014 tanggal 12 Desember 2014 Ministerial Decree of SOEs No. SK-269/MBU/12/2014 dated December 12, 2014

Wisnu Darjono Direktur OperasiDirector of Operations

Surat Keputusan Menteri BUMN No. SK-15/MBU/2013 tanggal 16 Januari 2013Ministerial Decree of SOEs No. SK-15/MBU/2013 dated January 16, 2013

Lukman F. Laisa Direktur TeknikDirector of Engineering

Surat Keputusan Menteri BUMN No. SK-234/MBU/11/2015 tanggal 18 November 2015 Ministerial Decree of SOEs No. SK-234/MBU/11/2015 dated November 18, 2015


Surat Keputusan Menteri BUMN No. SK-107/MBU/07/2015 tanggal 3 Juli 2015Ministerial Decree of SOEs No. SK-107/MBU/07/2015 dated July 3, 2015



Surat Keputusan Menteri BUMN No. SK-15/MBU/2013 tanggal 16 Januari 2013Ministerial Decree of SOEs No. SK-15/MBU/2013 dated January 16, 2013

Triyana Direktur KeuanganDirector of Finance

Surat Keputusan Menteri BUMN No. SK-234/MBU/11/2015 tanggal 18 November 2015Ministerial Decree of SOEs No. SK-234/MBU/11/2015 dated November 18, 2015

Rahadi SulistyoDirektur Personalia & UmumDirector of Personnel & General Services

Surat Keputusan Menteri BUMN No. SK-234/MBU/11/2015 tanggal 18 November 201518 November 2015Ministerial Decree of SOEs No. SK-234/MBU/11/2015 dated November 18, 2015

PEMBAGIAN TUGAS DAN TANGGUNG JAWAB MASING-MASING DIREKSIDivision of Duties and Responsibilities of each Board of Directors

1. Menjalankan tugas pokok Perusahaan sesuai dengan Anggaran Dasar Perusahaan dan melakukan tugas lain sesuai dengan kebijakan yang ditetapkan oleh Rapat Pemilik Modal.

2. Mngkoordinasikan pelaksanaan kebijakan Direksi yang dilakukan oleh para Direktur dan mengendalikan pelaksanaan tugas pengawasan intern, kesekretariatan perusahaan, serta pengadaan barang dan jasa.


1. Performs the Company’s principal duties in accordance with the Company’s Articles of Association and performs other duties in accordance with the policies stipulated by the Meeting of the Capital Owners;

2. Coordinate the implementation of the Board of Directors’ policies and to control the implementation of internal supervisory duties, corporate secretariat, and procurement of goods and services thereof.






Direktur Operasi mempunyai tanggung jawab menyelenggarakan fungsi pengelolaan kegiatan operasi pelayanan navigasi penerbangan secara terpusat yang mencakup:1. Perumusan dan penyusunan program

pelayanan navigasi penerbangan yang meliputi Pengendalian Lalu Lintas Penerbangan (ATC services), Komunikasi Penerbangan dan Informasi Aeronautika (Aeronautical Communication and Aeronautical Information Services), Pengelolaan Manajemen Arus Lalu Lintas Penerbangan dan Sistem Layanan Lalu Lintas Penerbangan (Air Traffic Flow Management and Air Traffic Services System), Pelayanan Informasi Meteorologi Penerbangan (Aeronautical Meteorological Services/MET), Pelayanan Informasi Pencarian dan Pertolongan (Search and Rescue/SAR);

2. Pelaksanaan dan pengendalian program pelayanan navigasi penerbangan dan personel pelayanan navigasi penerbangan serta pelaporan penyelenggaraan pelayanan navigasi penerbangan pada setiap unit yang memberikan pelayanan navigasi penerbangan;

3. Pencatatan dan pelaporan, analisa dan evaluasi data serta perencanaan pelayanan navigasi penerbangan menuju pelayanan yang efektif dan efisien;

4. Perencanaan kebutuhan, kedinasan (roostering), pengembangan dan pembentukan karakter personel pelayanan navigasi penerbangan (Air Traffic Controller/ATC, Flight Service Officer/FSO dan Aeronautical Information Services/AIS).

Direktur Operasi

Director of Operations is responsible of carrying out the function of managing the operation activities of the flight navigation services in a centralized manner that includes:1. Formulation and preparation of aviation

navigation services programs including ATC services, Aeronautical Communication and Aeronautical Information Services, Aviation Traffic Management and Air Traffic Management System (Air Traffic Flow Management and Air Traffic Services System), Aeronautical Meteorological Services (MET) Services, Search and Rescue (SAR) Services;

2. Implementation and control of flight navigation service program and aviation navigation service personnel and reporting of flight navigation services on each unit providing flight navigation services;

3. Recording and reporting, analysis and evaluation of data and planning of flight navigation services to effective and efficient services;

4. Needs planning, shifting, development and character building of air navigation service personnel (Air Traffic Controller/ATC, Flight Service Officer/FSO and Aeronautical Information Services/AIS).

Director of Operations





Direktur Teknik mempunyai tanggung jawab menyelenggarakan fungsi pengelolaan fasilitas pelayanan navigasi penerbangan dan penunjangnya yang mencakup:1. Penyelenggaraan fungsi perawatan,

desain, pengembangan dan pembangunan fasilitas navigasi penerbangan beserta penunjangnya;

2. Mengkoordinasikan, mengintegrasikan dan mengkonsolidasikan unit organisasi dibawahnya.

Direktur Keselamatan, Keamanan dan Standardisasi mempunyai tanggung jawab menyusun kebijakan keselamatan dan keamanan yang meliputi perumusan sistem dan Standard Operating Procedure (SOP), spesifikasi teknik di bidang keselamatan, keamanan, kesehatan dan lingkungan kerja melalui penentuan standar keselamatan, penentuan standar pengamanan objek vital, monitoring, supervise, inspeksi, audit, evaluasi, dan peningkatan standar mutu keselamatan dan keamanan pelayanan navigasi penerbangan yang berkelanjutan serta melaksanakan program kegiatan keamanan objek vital operasional termasuk perkantoran secara terpusat yang mencakup:1. Menyiapkan kebijakan berkala korporat

di bidang keselamatan, keamanan, standardisasi, kesehatan dan lingkungan kerja di bidang layanan navigasi penerbangan sesuai dengan ketentuan yang berlaku guna menjamin dicapainya kinerja pemenuhan persyaratan sertifikasi (mandatory certification level), tidak lanjut program aksi korektif sampai tolak ukur keselamatan yang dapat diterima (acceptable level of safety performance), efektivitas dan efisiensi kegiatan keselamatan, keamanan dan standardisasi jasa layanan navigasi penerbangan yang optimal;

Direktur TeknikDirector of Engineering

Direktur Keselamatan, Keamanan & StandardisasiDirector of Safety, Security & Standardization

Director of Engineering is responsible of administering the function of the management of its aviation and auxiliary navigation services facility which includes:1. Implementation of maintenance, design,

development and construction of aviation navigation facilities and their supporting facilities;

2. Coordinate, integrate and consolidate unity of organizational underneath

Director of Safety, Security and Standardization is responsible of formulating a safety and security policy which includes the formulation of systems and Standard Operating Procedures (SOPs), technical specifications in the field of safety, security, health and the work environment through the determination of safety standards, supervision, inspection, audit, evaluation, and improvement of safety and security standards for continuous flight navigation services and implementation on security programs of operational vital objects including offices which is centralized including:

1. Prepare corporate periodic policies in the field of safety, security, standardization, health and work environment in the field of aviation navigation services in accordance with prevailing provisions to ensure the achievement of mandatory certification level performance, corrective action program continuity to achieving safety benchmarks are acceptable level of safety performance, effectiveness and efficiency of safety, security and standardization activities of optimal aviation navigation services;






2. Mengkoordinir, mengoperasikan dan melakukan pengawasan kegiatan keselamatan, keamanan, standardisasi, kesehatan dan lingkungan kerja bidang layanan navigasi penerbangan pada seluruh unit kerja perusahaan;

3. Melaksanakan program kegiatan standardisasi dan manual sistem navigasi udara, manajemen desain prosedur penerbangan dan sertifikasi layanan navigasi penerbangan;

4. Melaksanakan program kegiatan komunikasi dan kepatuhan keselamatan, kegiatan asesmen dan analisa risiko keselamatan, investigasi dan audit keselamatan serta informasi keselamatan dan kepatuhan keselamatan;

5. Melaksanakan program kegiatan kesehatan kerja, lingkungan kerja dan pengamanan objek vital operasional termasuk perkantoran;

6. Menyiapkan laporan berkala dan laporan khusus hasil kegiatan keselamatan, keamanan dan standardisasi layanan navigasi penerbangan sesuai dengan ketentuan yang berlaku;

7. Melakukan evaluasi terhadap kegiatan keselamatan, keamanan dan standardisasi layanan navigasi penerbangan.

Direktur Pengembangan Pelayanan mempunyai tugas pokok dan tanggung jawab sebagai berikut:1. Penyusunan strategi/kebijakan atas

perencanaan investasi jangka pendek dan jangka panjang;

2. Penyusunan strategi/kebijakan atas pelaksanaan monitoring dan evaluasi program investasi, termasuk serah terima pekerjaan dari Pemerintah atau pengadaan investasi;

3. Penyusunan strategi/kebijakan atas perencanaan, pelaksanaan dan evaluasi program pengembangan teknologi informasi pendukung termasuk program aplikasi dan infrastruktur teknologi informasi administrasi perusahaan.


The Director of Service Development main duties and responsibilities as follows:1. Preparation of strategy/policy on short and

long-term investment planning;

2. Preparation of strategy/policy on implementation of monitoring and evaluation of investment program, including handover of work from Government or investment procurement;

3. Preparation of strategy/policy on planning, implementation and evaluation of supporting information technology development program including application program and information technology infrastructure of Company’s administration.

2. Coordinate, operate and supervise the safety, security, standardization, health and work environment in the field of aviation navigation services on all work units of the Company;

3. Implementing standardization programs and air navigation system manual, flight procedure design management and certification of aviation navigation services;

4. Implementing programs of communication activities and compliance safety, assessment activities and safety risk analysis, investigation and safety audit as well as safety and compliance safety information;

5. Implementing occupational health programs, working environment and securing operational vital objects including offices;

6. Prepare periodic reports and special reports on safety, security and standardization of aviation navigation services in accordance with applicable regulations;

7. Evaluate the safety, security and standardization of aviation navigation services.





Direktur Keuangan mempunyai tanggung jawab menyelenggarakan fungsi pengelolaan kegiatan Keuangan secara terpusat yang mencakup:1. Penyusunan Rencana Kerja dan Anggaran

Perusahaan;2. Perencanaan, pelaksanaan serta evaluasi

otorisasi anggaran eksploitasi dan investasi perusahaan;

3. Perencanaan, pelaksanaan dan evaluasi pendapatan dan pembiayaan perusahaan;

4. Perencanaan, pengendalian, pencatatan dan evaluasi aset;

5. Penyusunan laporan keuangan perusahaan.

Direktur Personalia dan Umum mempunyai tanggung jawab menyelenggarakan fungsi pengelolaan kegiatan personalia dan umum secara terpusat yang mencakup:1. Pengembangan organisasi yang efektif

dan pengembangan personel melalui asesmen, penilaian kinerja, pengembangan kompetensi, pendidikan, pelatihan serta penyelenggaraan sertifikasi dan pola karir;

2. Perencanaan personel mencakup analisa beban kerja dan penentuan formasi personel;

3. Pembinaan, pengendalian dan pelaksanaan pengelolaan Manajemen Personalia secara terintegrasi yang mencakup pengadaan karyawan, administrasi pengelolaan personalia (Pengangkatan, Penempatan, mutasi dan pemberhentian), remunerasi (penggajian, pensiun/jaminan hari tua, program jaminan kesehatan karyawan dan kesejahteraan lainnya);

4. Pengelolaan hubungan industrial dan penyusunan peraturan perusahaan di bidang personalia;

5. Pengelolaan administrasi umum, penatausahaan surat-menyurat dan kearsipan, fasilitas perkantoran dan karyawan, merawat bangunan perkantoran beserta kebersihan dan keindahan kantor, perjalanan dinas dan kerumahtanggaan.

Direktur KeuanganDirector of Finance

Direktur Personalia dan UmumDirector of Personnel & General Services

Director of Finance is responsible to organize a centralized function of financial management activities which includes:1. Preparation of Work Plan and Corporate

Budget;2. Planning, execution and evaluation of budget

authorization of exploitation and investment of the Company;

3. Planning, implementation and evaluation of corporate income and financing;

4. Planning, controlling, recording and evaluation of assets;

5. The Company’s financial statements preparation.

Directors of Personnel and General Services is responsible of organizing centralized personnel and public management functions which includes:1. Effective organization development and

personnel development through assessment, performance appraisal, competency development, education, training, certification implementation and career pattern;

2. Personnel planning includes analysis of workload and personnel formation;

3. Development, control and implementation of the management of Personnel Management in an integrated manner that includes employee procurement, personnel management (appointment, placement, mutation and dismissal), remuneration (remuneration, pension/old age pension, employee health insurance program and other welfare);

4. Management of industrial relations and the preparation of company regulations in the field of personnel;

5. Administering general administration, corporate governance and archives, office facilities and employees, maintaining office buildings and the cleanliness and beauty of office, travel and household services.






KEBIJAKAN SUKSESI DIREKSI

PEDOMAN DAN TATA TERTIB KERJA DIREKSI

Succession Policy of the Board of Directors

The Board of Directors’ Board Manual

Sesuai dengan Peraturan Pemerintah Republik Indonesia Nomor 77 Tahun 2012 tentang Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayaan Navigasi Penerbangan Indonesia (LPPNPI), suksesi atau pergantian Direksi berupa pengangkatan dan pemberhentian dilakukan oleh Menteri sebagai Pemilik Modal. Dalam rangka pengangkatan anggota Direksi, Menteri dapat meminta masukan dari Menteri Teknis.

Dalam menjalankan tugas dan tanggung jawab, Pengurus memiliki petunjuk tata tertib kerja (Board Manual). Board Manual merupakan petunjuk tata laksana kerja Direksi Perum LPPNPI dan Dewan Pengawas yang menjelaskan tahapan aktivitas secara terstruktur, sistematis, mudah dipahami dapat dijalankan dengan konsisten sehingga dapat menjadi acuan bagi Direksi dan Dewan Pengawas dalam melaksanakan tugas masing-masing dalam mencapai Visi dan Misi Perusahaan.

Board Manual dimaksudkan untuk menjelaskan hubungan kerja Direksi dan Dewan Pengawas dalam melaksankan tugas sesuai peran dan fungsinya, agar tercipta pengelolaan Perusahaan secara profesional, transparan dan efisien. Ruang lingkup Board Manual Perum LPPNPI meliputi Pendahuluan, Dewan Pengawas, Direksi, Tata Laksana Hubungan Kerja Dewan Pengawas dan Direksi, Tata Laksana Persetujuan dan Pengambilan Keputusan Dewan Pengawas dan Direksi, dan Penutup.

In accordance with the Indonesian Government Regulation No. 77 of 2012 on Public Company of The Indonesian Aviation Navigation Service Provider (Perum LPPNPI), succession or changes of form of appointment and dismissal of Directors by the Minister as the owner of Capital. In order to appointing a member of the Board of Directors, the Minister may request input from the Technical Minister.

In carrying out their duties and responsibilities, the Board of Directors has guidance of the Working Manual (Board Manual). Board Manual is a guideline on work governance for the Board of Directors of Perum LPPNPI and the Board of Commissioners which describes phases of activity in a structured, systematic, easily understood able to perform consistently which can be a reference for the Board of Directors and the Board of Commissioners in carrying out their duties respectively in achieving the Vision and Mission.

Board Manual is intended to explain the working relationship of Directors and the Board of Commissioners in implementing tasks according to their roles and functions, in order to create the Company’s management in a professional, transparent and efficient. The scope of Perum LPPNPI Board Manual includes Introduction, Board of Commissioners, the Board of Directors, Governance on Working Relatins between the Board of Commissioners and the Board of Directors, Approval Procedures and Decision-making of the Board of Commissioners and the Board of Directors, and Closing.





JUMLAH RAPAT DAN TINGKAT KEHADIRAN DIREKSITotal Meeting and Attendance of the Board of Directors

Rapat Direksi harus diadakan secara berkala, sekurang-kurangnya sekali dalam setiap bulan, dan Direksi harus menetapkan tata tertib Rapat Direksi. Dalam rapat tersebut Direksi dapat mengundang Dewan Pengawas. Rapat Direksi membicarakan masalah dan bisnis perusahaan, pembuatan keputusan yang dipandang perlu, dan juga membuat evaluasi pelaksanaan bisnis perusahaan. Direksi juga akan selalu berkoordinasi dengan Dewan Pengawas dalam rapat koordinasi minimal 1 (satu) bulan sekali untuk aspek-aspek strategis. Di samping rapat terjadwal, Rapat Direksi dapat dilakukan kapanpun apabila diperlukan.

Risalah Rapat Direksi harus dibuat untuk setiap Rapat Direksi yang memuat segala sesuatu yang dibicarakan dan diputuskan dalam Rapat, termasuk tetapi tidak terbatas pada pendapat-pendapat yang berkembang dalam rapat, baik pendapat yang mendukung maupun yang tidak mendukung atau pendapat berbeda (dissenting opinion), serta alasan ketidakhadiran anggota Direksi, apabila ada. Risalah rapat dibuat oleh Sekretaris Perusahaan dan harus ditandatangani oleh setiap anggota yang hadir.

Setiap anggota Direksi berhak menerima salinan risalah Rapat Direksi, baik yang bersangkutan hadir maupun tidak hadir dalam Rapat Direksi tersebut. Risalah asli dari setiap Rapat Direksi harus disimpan oleh Perum LPPNPI. Laporan Tahunan Perum LPPNPI harus memuat jumlah rapat Direksi dan jumlah kehadiran masing-masing anggota Direksi.

Direksi melakukan evaluasi terhadap pelaksanaan keputusan hasil rapat sebelumnya. Di dalam setiap rapat, Direksi melakukan evaluasi (pemantauan progress) terhadap pelaksanaan keputusan hasil rapat sebelumnya dan membahas tindak lanjut terhadap permasalahan yang pada rapat sebelumnya belum selesai dilakukan pembahasan.

Meetings of the Board of Directors shall be held periodically, at least once every month, and the Board of Directors shall establish the rules of the Board of Directors Meeting. In the meeting, the Board of Directors may invite the Board of Commissioners. The Board of Directors’ meetings discuss company issues and business, make decisions that are deemed necessary, as well as evaluating of the Company’s business practices. The Board of Directors shall always coordinate with the Board of Commissioners in a coordination meeting at least each month for strategic aspects. In addition to the scheduled meetings, the Board of Directors Meeting may be conducted whenever deemed necessary.

Minutes of the Board of Directors meetings shall be made for any meeting of the Board of Directors which includes subject matters discussed and decided in the Meeting, including but not limited to the opinions that developed in meetings, good opinion to support or not support or dissenting opinion (dissenting), and reasons for the absence of members of the Board of Directors, if any. The minutes of meeting shall be made by the Corporate Secretary and shall be signed by each member presence.

Each members of the Board of Directors shall be entitled to receive a copy of the minutes of the Board of Directors meeting, whether or not presence at the Board of Directors meeting. The original minutes of each Board of Directors meeting shall be retained by Perum LPPNPI. Perum LPPNPPI Annual Report must contain the number of Board of Directors meetings and the attendance of each members of the Board of Directors.

The Board of Directors conducts an evaluation on execution thereof as result of previous meetings. In every meeting, the Board of Directors conducted an evaluation (monitoring progress) on the implementation of the decisions of previous meeting and discuss follow up on problems arose in previous meeting which had not been thoroughly discussed.






AGENDA RAPAT DIREKSI TAHUN 2016Meeting Agenda of the Board of Directors in 2016

TANGGALDate


4 JanuariJanuary 4

Laporan Daya Serap InvestasiInvestment Capacity Report

Finalisasi Struktur Organisasi Kantor PusatFinalization of Head Office Organizational Structure

12 JanuariJanuary 12

Tindak Lanjut dari Rapat Direksi 4 Januari 2016Follow Up from Board of Directors Meeting in January 4, 2016

Persiapan RPB Jumat, 15 Januari 2016Preparation of Joint Discussion Meeting on Friday, January 15, 2016


Tindak Lanjut dari Rapat Direksi 12 Januari 2016Follow Up from Board of Directors Meeting in January 12, 2016


Struktur Organisasi Kantor PusatOrganizational Structure of Head Office

Remunerasi dan Job LevellingRemuneration and Job Leveling


Konsep Pengoperasian Bandar Udara Internasional Jawa Barat dan Bandar Udara Samarinda BaruThe Operation Concept of West Java International Airport and New Samarinda Airport

Percepatan Proses PengadaanAccelerated Procurement Process

Percepatan Penyusunan Kajian Aeronautika dan Eye Level TowerAccelerated Preparation of Aeronautical and Eye Level Tower Studies

Percepatan Penyusunan User Requirement Specification (URS) dan Surat Permintaan Pengadaan Barang Investasi (SPPI)Acceleration of Compilation of User Requirement Specification (URS) and Letter of Request for Procurement of Investment Goods (SPPI)

Memorandum of Understanding (MoU) Bandar Udara Internasional Jawa BaratMemorandum of Understanding (MoU) West Java International Airport


Reviu Outstanding Subject dari Rapat Direksi SebelumnyaReview of Outstanding Subject from the previous Board of Directors Meeting

RKAP 2016 untuk masing-masing Direktorat dan Biro2016 CWPB for each Directorate and Bureau

Organisasi Kantor PusatHeadquarters Organization

Update Rencana Pengadaan 2016Procurement Plan 2016 Update


Reviu Outstanding Subject dari Rapat Direksi SebelumnyaReview of Outstanding Subject from the previous Board of Directors Meeting

RKAP 2016 untuk masing-masing Direktorat dan Biro2016 CWPB for each Directorate and Bureau

Organisasi Kantor PusatHeadquarters Organization

Update Rencana Pengadaan 2016Procurement Plan 2016 Update





TANGGALDate



Reviu Outstanding Subject dari Rapat Direksi 3 Februari 2016Review of Outstanding Subject from Board of Directors Meeting in February 3, 2016


Laporan Perkembangan Program Investasi 2016Progress Report of 2016 Investment Program

Finalisasi Tanggapan Hasil Audit KAPFinalization of PAF Audit Result Response

Reviu Hasil Rapat Direksi 15 Februari 2016Review of Board of Directors Meeting in February 15, 2016

7 MaretMarch 7

Laporan Proses Pengadaan Investasi 20162016 Procurement Process Investment Report

Dashboard Perum LPPNPI 2016Dashboard of Perum LPPNPI 2016

Schedule Perbaikan Peralatan DVOR/DME/ILS yang RusakDamaged DVOR/DME/ILS Equipment Repair Schedule

Tindak Lanjut Hasil Temuan BPKFollow-up of BPK Findings

Tindak Lanjut Kunjungan Menteri Perhubungan ke LokasiFollow Up of Minister of Transportation Visit to Location

21 MaretMarch 21

Laporan Progress Pengadaan Investasi 2016Progress Report on Investment Procurement 2016

Reviu Agenda Rapat Direksi 15 Maret 2016Review of Meetings of the Board of Directors in March 15, 2016

28 MaretMarch 28

Progress Pengadaan Investasi 20162016 Investment Procurement Progress

Reviu Agenda Rapat Direksi 21 Maret 2016Review of the Board of Directors Meeting in March 21, 2016

14 AprilApril 14

Lorem IpsumLorem Ipsum

25 AprilApril 25

Lorem IpsumLorem Ipsum

Pengadaan Barang untuk Kebutuhan Pengelolaan Media Informasi PerusahaanProcurement of Goods for Corporate Information Media Management Needs

9 MeiMay 9

Reviu Agenda Rapat Direksi 14 April 2016Review of the Agenda of the Board of Directors Meeting in April14, 2016

6 JuniJune 6

Update Progress Pengadaan Investasi 20162016 Investment Procurement Update Progress

Persiapan Angkutan LebaranPreparation of Lebaran Transportation

Rencana Pengiriman Training ke ENACDelivery Training Plan to ENAC

Laporan TahunanAnnual Report






TANGGALDate


25 JuliJuly 25

Progress Pengadaan Investasi Tahun 2016Progress of Investment Procurement in 2016

Realisasi Anggaran s/d Mei 2016Budget Realization until May 2016

Rencana Revisi dan Pergeseran Anggaran per DirektoratRevision and Budget Shifting Plan per Directorate

1 AgustusAugust 1

Persiapan Materi Rapat Dewan Pengawas Tentatif 5 Agustus 20161. Progress Investasi Tahun 20162. Stuktur Organisasi CabangPreparation of Board of Commissioners Tentative Meeting Material in August 5, 20161. Progress Investment Year 20162. Branch Organizational Structure

Realisasi Anggaran 20162016 Budget Realization

8 AgustusAugust 8

Pembahasan Daftar Inventarisasi Masalah (DIM) per DirektoratProblem List Inventory Discussion (DIM) per Directorate

Stuktur Organisasi Kantor Pusat dan CabangOrganizational Structure of Head Office and Branch

15 AgustusAugust 15

Rencana Tindak Lanjut atas Arahan Menteri Perhubungan dan Menteri BUMN dalam Rakor tanggal 10 Agustus 2016Follow up Plan on the Direction of the Minister of Transportation and the Minister of SOEs in Coordination Meeting dated August 10, 2016

Laporan Progress Investasi 2016 (Pencapaian 76% Selesai Dilakukan Lelang)2016 Progress Investment Report (76% Achievement Completed Auction)

DIM Direktorat PUM dan Pembahasan Materi Pertemuan SkyNavDIM Directorate of PUM and Discussion of SkyNav Meeting Materials

22 AgustusAugust 22


Kinerja Semester I - 2016Performance Semester I - 2016

Penyelesaian Permasalahan SDM sebagai Tindak Lanjut Pertemuan dengan SkyNav dan IATCAResolving Human Resource Issues as a Follow Up Meeting with SkyNav and IATCA

29 AgustusAugust 29


Pembahasan Laporan Tim Beauty Contest Imbal Paska Kerja KaryawanDiscussion of Beauty Contest Team Report Post Employee Return Report

Persiapan RKAP 20172017 CWPB preparation

Tambahan Agenda Lainnya:1. Usulan ATC Senior menjadi Supervisor yang Berasal dari PNS2. Persetujuan Organisasi Cabang3. Mutasi Kepala Biro HukumAdditional Other Agenda:1. Proposed Senior ATC to Supervisor from Civil Servants2. Approval of Branch Organizations3. Mutation of Head of Legal Bureau





TANGGALDate


19 SeptemberSeptember 19

Progress Report Investasi 2016Investment Progress Report 2016

Laporan Keuangan 2016 (Laporan Kinerja s/d Agustus 2016)Financial Statements 2016 (Performance Report until August 2016)

Progress Pengelolaan AsetProgress Asset Management

Penyusunan RKAP 2017 (Program Strategis 2017 dan Asumsi atas Biaya PJNP 2017, Pembiayaan Investasi 2017, Struktur Organisasi)RKAP 2017 (2017 Strategic Program and Assumption of PJNP Cost 2017, Investment Financing 2017, Organizational Structure)

4 OktoberOctober 4

Progress Report Investasi 2016Investment Progress Report 2016

Update atas Persiapan RKAP 2017Update on RKAP 2017 Preparation

Update atas Tindak Lanjut Pertemuan dengan SkyNavUpdate on Follow-Up Meeting with SkyNav


Pembangunan New JATSC dalam Rangka IMANS sesuai Surat Persetujuan Menteri Perhubungan No. KU/001/2/12Pnb.2016 tanggal 6 Oktober 2016New JATSC Development in IMANS Framework in accordance with Letter of Approval of Minister of Transportation No. KU/001/2/12Pnb.2016 dated October 6, 2016

Progress Persiapan Konsinyering Direktorat dan Direksi atas RJPP dan RKAP 2017Progress of Consignment Preparation of Directorate and Board of Directors on Company Long Term Plan (RJPP) and CWPB 2017

Kebijakan Ketentuan Usia Pensiun PNS Diperbantukan di AirNav Disesuaikan dengan Usia Pensiun KaryawanPolicy on Retirement Age Provision of PNS Seconded at AirNav Adjusted to Employee Retirement Age


Pembahasan Biaya SDMDiscussion of Human Resources Costs


Progress Investasi 2016 dan Persiapan Pelelangan New JATSCProgress Investment 2016 and Preparation of JATSC New Auctions

Investasi RKAP 20172017 CWPB Investment

Penyelesaian Pengalihan Sewa Komunikasi VSAT dari Kementerian Perhubungan ke AirNavCompletion of VSAT Communication Lease Transfer from the Ministry of Transport to AirNav

Pengisian Jabatan Kosong Kepala Divisi dan General ManagerCharging Office Empty Head Division and General Manager

Jaminan Hari Tua Karyawan PerbantuanAssurance Employee’s Old Age

2 NovemberNovember 2

Progess Investasi 20162016 Investment Progess

Pengisian Jabatan Kosong Kepala Divisi dan General ManagerFilling Vacant Position on Head of Division and General Manager

Progress RKAP 20172017 CWPB Progress






TANGGALDate



Finalisasi RKAP 2017Finalization of 2017 CWPB

Pembahasan ‘Tambahan Agenda Lainnya’ dalam Rapat Direksi 29 Agustus 2016Discussion of ‘Additional to Other Agenda’ at the Board of Directors’ Meeting August 29, 2016


Progess Investasi 20162016 Investment Progress

Hal-hal Penting/Surat yang Perlu Penanganan CepatKey Points / Letters that Need Quick Handling

Penetapan General Manager berdasarkan Hasil Fit and Proper TestDetermination of General Manager based on Fit and Proper Test Results

Laporan Progress Rencana Anak Perusahaan AirNavProgress Report of AirNav Subsidiary Plans


Progess Investasi 20162016 Investment Progress

Pembahasan Materi RPBJoint Discussion Meeting Material Discussion

Kesepakatan Tindak Lanjut Temuan BPK dan Arahan Anggota VII-BPKFollow-up Agreement of BPK Findings and VII-BPK Member Referrals

KEHADIRAN RAPAT DIREKSI TAHUN 2016Meeting Attendance of the Board of Directors in 2016

NAMAName

JABATANTitle



Bambang Tjahjono


Wisnu Darjono Direktur OperasiDirector of Operations 30 25 83%


30 29 97%





30 23 80%


30 28 93%





AGENDA RAPAT GABUNGAN DEWAN PENGAWAS DAN DIREKSI TAHUN 2016Joint Meeting Agenda between the Board of Commissioners and Directors in 2016

TANGGALDate



Progress investasi 2016Progress of investment 2016

Pembahasan usulan struktur organisasi dan tata laksana organisasi kantor pusat Perum LPPNPIDiscussion on organizational structure and governance of head office of Perum LPPNPI

19 MeiMay 19

Monitoring capaian dan pembahasan usulan penambahan investasi Perum LPPNPI tahun 2016Monitoring achievement and discussion of additional investment of LPPNPI Perum in 2016

Foto & wawancara anggota Dewas guna pembuatan annual report Perum LPPNPI tahun 2015Photographs & interviews of the members of the Board of Commissioners in order to make the Annual Report of Perum LPPNPI in 2015

5 AgustusAugust 5

Pembahasan Organisasi Cabang Perum LPPNPIDiscussion of the Institutional Participation of LPPNPI

Pembahasan Progress Investasi 2016Discussion on 2016 Investment Progress

24 AgustusAugust 24

Pembahasan Usulan Revisi Program Investasi 2016 terkait Pembangunan IMANSDiscussion on Proposed Revision of Investment Program 2016 related to IMANS Development


Perkembangan Capaian Investasi Perum LPPNPI Tahun 2016;Growth of Investment Achievement of LPPNPI Year 2016

Optimalisasi Aset Perum LPPNPI untuk Pendapatan diluar Jasa Navigasi;Optimization of LPPNPI’s LPPNP Assets for Navigation Outcomes

Ruang Lingkup dan Tahapan Pelaksanaan IMANS ProjectScope and Scenes of Implementation of IMANS Project


Tanggapan atas RKAP Perum LPPNPI Tahun 2017;Comment towards Work Plan Income Budget (RKAP) Perum LPPNPI Year 2017





KEHADIRAN RAPAT GABUNGAN DEWAN PENGAWAS DAN DIREKSI TAHUN 2016Joint Meetings Attendance of the Board of Commissioners and Directors in 2016

NAMAName

JABATANTitle




Suprasetyo Ketua Dewan PengawasPresident Commissioner 6 4 66,67%

M. Nasir Usman Anggota Dewan PengawasCommissioner 6 5 83,33%

Juni Hastoto Anggota Dewan PengawasCommissioner 6 5 83,33%

Haryo Indratno Anggota Dewan PengawasCommissioner 6 4 66,67%


Bambang Tjahjono


Wisnu Darjono Direktur OperasiDirector of Operation 6 4 66,67%


6 6 100%





6 4 66,67%


6 6 100%


KEBIJAKAN MENGGUNAKAN SARAN PROFESIONAL

LARANGAN BAGI DIREKSI

PENILAIAN ATAS ORGAN PENDUKUNG DI BAWAH DIREKSI DAN DASAR PENILAIAN

Policy Using Professional Suggestions

Prohibition of the Board of Directors

Assessment of Supporting Organs under the Board of Commissioners and Assessment Base

Perum LPPNPI menetapkan kebijakan, jika diperlukan, Direksi dapat menggunakan saran profesional yang independen dalam pelaksanaan tugasnya sesuai peraturan perundang-undangan yang menjadi beban mereka. Dalam kondisi tertentu Perum LPPNPI akan memperbolehkan bagi Direksi untuk mendapat saran profesional atas beban perusahaan. Hal ini tidak berlaku apabila Direksi yang bersangkutan mempunyai benturan kepentingan.

Para anggota Direksi dilarang melakukan tindakan yang mempunyai benturan kepentingan, dan mengambil keuntungan pribadi, baik secara langsung maupun tidak langsung dari pengambilan keputusan dan kegiatan Perum LPPNPI yang bersangkutan selain penghasilan yang sah.

Hingga akhir tahun 2016, Dewan Pengawas tidak melakukan penilaian atas kinerja komite. Sebab, hal itu belum ada kebijakan ataupun dimasukkan dalam rencana kerja tahunan Dewan Pengawas.

Perum LPPNPI establishes a policy, if necessary, the Board of Directors may use independent professional advice in performing of its duties in accordance with the laws and regulations of their sole liabilities. Under certain conditions Perum LPPNPI shall allow the Board of Directors to obtain professional advice on the Company’s expenses. This shall not apply if the relevant Board of Directors has a conflict of interests.

Members of the Board of Directors are prohibited from engaging in actions which is potential to conflict of interests and take personal advantage, directly or indirectly from decision-making and/or implementation of Perum LPPNPI activities, other than legitimate income.

Until the end of 2016, the Board of Commissioners does not conduct an assessment on the committee performance. Therefore, there is no policy or inclusion in the annual work plan of the Board of Commissioners.


PENILAIAN KINERJADEWAN PENGAWAS DAN DIREKSIPerformance Assessment of the Board of Commissioners and Directors

KINERJA DEWAN PENGAWASPerformance of the Board of Commissioners

Menteri menetapkan Indikator Pencapaian Kinerja (Key Performance Indicators) Dewan Pengawas berdasarkan usulan dari Dewan Pengawas yang bersangkutan. Indikator Pencapaian Kinerja merupakan ukuran penilaian atas keberhasilan pelaksanaan tugas dan tanggung jawab pengawasan dan pemberian nasihat oleh Dewan Pengawas sesuai dengan ketentuan peraturan perundang-undangan dan/atau anggaran dasar. Dewan Pengawas wajib menyampaikan laporan berkala perkembangan realisasi Indikator Pencapaian Kinerja kepada Menteri.

Pemilik Modal menetapkan kriteria penilaian kinerja Dewan Pengawas dan kriteria tersebut disampaikan kepada Dewan Pengawas sejak pengangkatannya. Kriteria penilaian kinerja terdiri dari kolegial dan individu. Kriteria kolegial mencakup pelaksanaan peran pengawasan dan pertanggung jawaban kepengurusan perusahaan sedangkan kriteria individu mencakup kehadiran dalam rapat-rapat, kontribusi dalam proses pengambilan keputusan, keterlibatan dalam penugasan tertentu, dan komitmen dalam memajukan kepentingan perusahaan.

Dewan Pengawas melakukan evaluasi dan penilaian kinerjanya secara self assessment.

The Minister shall determine the Performance Indicators of the Board of Commissioners based on the proposal from the respective Board of Commissioners. Performance Achievement Indicator is an assessment measurement on successful implementation of tasks and responsibilities in supervising and advising by the Board of Commissioners in accordance with the provisions of laws and/or articles of association. The Board of Commissioners shall be obliged to submit periodic reports on Performance Indicator Indicators development realization to the Minister.

The Capital Owner determines the performance appraisal criteria of the Board of Commissioners and such criteria are submitted to the Board of Commissioners since its appointment. Performance appraisal criteria are collegial and individual. Collegial criteria covering execution of supervision role of corporate governance and accountability while individual criteria include attendance at meetings, contributions in decision-making process, involvement on specific assignments, and commitment in succeeding the Company’s interest.

Board of Commissioners evaluates and assesses its performance on a self-assessment basis.

KINERJA DIREKSIPerformance of the Board of Directors

Pemilik Modal menetapkan kriteria evaluasi kinerja Direksi dan anggota Direksi yang didasarkan pada target kinerja dalam kontrak manajemen serta komitmennya di dalam memenuhi arahan Pemilik Modal. Kinerja Direksi akan dievaluasi setiap tahun oleh Pemilik Modal berdasarkan kriteria evaluasi kinerja yang telah ditetapkan. Penilaian kinerja Direksi (kolegial dan individu) yang memuat sekurang-kurangnya indikator kinerja utama dan kriteria keberhasilan dalam kontrak manajemen ditandatangani oleh Direksi yang bersangkutan dan diperbaharui setiap tahunnya yang memuat target kinerja kolegial dan individu yang disahkan dan disetujui Pemilik Modal.

The Capital Owner establishes the performance evaluation criteria for the Board of Directors and Directors based on performance targets in the management contract and its commitment in fulfilling Capital Owner’s direction. The performance of the Board of Directors will be evaluated annually by the Capital Owners based on predetermined performance evaluation criteria. Assessment on the performance of the Board of Directors (collegial and individual) containing at least key performance indicators and success criteria in the management contract which shall be signed by the respective Board of Directors and updated annually containing the target of collegial and individual performance validated and approved by the Capital Owners.






KINERJA PERUSAHAAN TAHUN 2016Company Performance in 2016

Kinerja Perusahaan diukur berdasarkan KPI yang tercantum dalam Kontrak Manajemen dan SK Menteri Badan Usaha Milik Negara Republik Indonesia nomor: KEP-100/MBU/2002 tanggal 4 Juni 2002 tentang Penilaian Tingkat Kesehatan Badan Usaha Milik Negara.

The Company’s performance is measured by the KPI as set forth in the Management Contract and the Decree of the Minister of State-Owned Enterprises of the Republic of Indonesia No. KEP-100/MBU/2002 dated June 4, 2002 concerning Rating of Health Level of State-Owned Enterprises.

KINERJA MANAJEMEN TAHUN 2016Management Performance 2016

NO. URAIAN BOBOTWeight

2016RASIORatio

SKORScoreTARGET

RKAPCWPB Target



PERSPEKTIF KEUANGAN DAN PASARFinancial and Market Perspective 20,00% 18,29%

1 Collection Period 7,00% 45hari/days

60hari/days 76% 5,29%

2 EBITDA Margin 7,00% 19% 29% 152% 7,00%

3 Current Ratio 6,00% 125,9% 317% 252% 6,00%

PERSPEKTIF FOKUS PELANGGANCustomer Focus Perspective 24,00 23,93%

4 Customer Satisfaction Index 6,00% 80% 81% 101,3% 6,00%

5 ATS Level of Services - Flight Level 6,00% 85% 90,84% 107% 6,00%

6 ATS Level of Services - OTP 6,00% 85% 83,97% 99% 5,93%

7 Acceptable Level of Safety 6,00% 115,7% 6,00%

En Route Environment (BOS/100.000 FH) 3,2 2,45 130,6%

Terminal & Tower Environment 99% 99,73% 100,7%

PERSPEKTIF EFEKTIVITAS PRODUK & PROSESPerspective of Product & Process Effectiveness

20,00% 19,31%

8 Jumlah Penanganan PesawatNumber of Aircraft Handling 6,00% 560

unit/units653,40unit/units 116,7% 6,00%

Pemilik Modal memberikan penilaian kinerja Direksi kolegial dan kinerja anggota Direksi (individu) berdasarkan laporan kinerja Direksi dan mempertimbangkan tanggapan Dewan Pengawas atas kinerja Direksi. Penilaian kinerja dituangkan dalam Keputusan Menteri.

The Capital Owner provides an assessment on the performance of the Collective Directors and the performance of individual members of the Board of Directors based on the performance reports of the Board of Directors and considering response from the Board of Commissioners on the Board of Directors performance thereof. Performance appraisal is set forth in the Ministerial Decree.





NO. URAIAN BOBOTWeight

2016RASIORatio

SKORScoreTARGET

RKAPCWPB Target



9 Penyerapan InvestasiInvestment Absorption 7,00% 91,0% 6,37%

Realisasi KontrakContract Realization 100% 95,59% 95,6%

Realisasi FisikPhysical Realization 75% 64,74% 86,3%

10 Facility Readiness 7,00% 99,2% 6,94%

Navigation Facility Readiness 99,8% 98,38% 98,6%

Communication Facility Readiness 99,8% 99,17% 99,4%

Surveillance Facility Readiness 99,8% 99,32% 99,5%

PERSPEKTIF TENAGA KERJALabor Perspective 18,00% 18,00%

11 Mandatory Certification Level 9,00% 98% 98,15% 100% 9,00%

12 Human Capital Readiness 9,00% 75% 95,40% 127% 9,00%

PERSPEKTIF KEPEMIMPINAN, TATA KELOLA & TANGGUNG JAWAB KEMASYARAKATANPerspective of Leadership, Governance & Social Responsibility

18,00% 17,92%

13 Nilai GCGGCG Score 6,00% 75

poin/points74

poin/points 99% 5,92%

14 Nilai KPKUKPKU Score 6,00% 376

poin/points446,75

poin/points 119% 6,00%

15Pemenuhan Laporan Keuangan melalui Portal BUMNFulfillment of Financial Statements through BUMN Portal

6,00% 100% 100% 100% 6,00%

JumlahTotal 97,45%

Skor KPI pada Tahun 2016 adalah 97,45% dari target 100,00%. Penyebab dominan tidak tercapainya target adalah:1. Belum tercapainya target collection period.2. Belum tercapainya target kinerja ATS Level of

Safety – On Time.3. Belum tercapainya realisasi investasi baik

realisasi kontrak maupun realisasi fisik.4. Belum tercapainya indikator Facility

Readiness sesuai dengan target yang ditetapkan.

5. Belum tercapainya indikator Nilai GCG.

KPI score in year 2016 is 97.45% of the target 100.00%. The dominant cause of unachieved target are as follows:1. Unachieved target on collection period.2. Unachieved performance on ATS Level of

Safety - On Time.3. Unachieved realization of investment, both

contract realization and physical realization.4. Unachieved target on Facility Readiness

indicator.

5. Unachieved GCG Value indicator.






TINGKAT KESEHATAN PERUSAHAAN TAHUN 2016Company Health Level in 2016

URAIANDescription

BOBOTWeight

TARGET RKAPCWPB Target


HASILResult

SKORScore

HASILResult

SKORScore

ASPEK KEUANGAN FINANCIAL ASPECTImbalan kepada Pemegang Saham (ROE)Return on Equity (ROE) 15,00 2,00% 3,00 13,15% 13,50

Imbalan Investasi (ROI)Return on Investment (ROI) 10,00 9,00% 5,00 15,57% 9,00

Rasio KasCash Ratio 3,00 53,00% 3,00 267,80% 3,00

Rasio LancarCurrent Ratio 4,00 187,00% 3,00 317,50% 3,00

Collection Period 4,00 45hari/days 4,00 60

hari/days 4,00

Perputaran PersediaanInventory Turnover 4,00 1

hari/days 4,00 2hari/days 4,00

Perputaran Jumlah AsetTotal Asset Turnover 4,00 45,00% 1,50 54,01% 1,50

Rasio Modal Sendiri terhadap Jumlah AsetRatio of Equity to Total Assets 6,00 66,00% 4,50 70,12% 4,25

Jumlah Aspek KeuanganTotal Financial Aspect 50,00 28,00 42,25

ASPEK OPERASIONAL OPERATIONAL ASPECTPengelolaan Ekspektasi PelangganManagement of Customer Expectations 10,50 85,00% 10,50 90,84%

(BS) 10,50

Acceptable Level of Safety 10,50 99,00% 10,50 99,73% (BS) 10,50

Facility Readiness 7,00 99,80% 7,00 99,15% (B) 5,60

Mandatory Certification Level 7,00 98,00% 7,00 98,15% (BS) 7,00

Jumlah Aspek OperasionalTotal Operational Aspect 35,00 35,00 33,60

ASPEK ADMINISTRASI ADMINISTRATIONAL ASPECT

Laporan Perhitungan TahunanAnnual Calculation Report 3,00 1-4

bulan/months 3,0028 Februari

2017February 28,

2017

3,00

Rancangan RKAPDraft of Company Work Plan Budget (CWPB) 3,00

2bulan/months

atau lebih cepat/or faster

3,00Oktober

2015October 2015

3,00

Laporan PeriodikPeriodic Report 3,00 ≤30

hari/days 3,00 TWIV - 31/01/17 3,00

Kinerja PUKKPUKK Performance 6,00 - 6,00 Terealisasi

Realized 3,00

Jumlah Aspek AdministrasiTotal Administrational Aspect 15,00 15,00 12,00

Jumlah SkorTotal Score 100,00 78,00 87,85

Tingkat KesehatanHealth Level

Sehat “A”Healthy “A”

Sehat “AA”Healthy “AA”





Tingkat kesehatan perusahaan diperoleh skor 87,85 dari target RKAP 2016 sebesar 78,00. Dengan skor tersebut maka kesehatan perusahaan digolongkan sebagai SEHAT ”AA”.

Skor tersebut terdiri dari:1. Penilaian aspek keuangan yang mencapai

skor 42,25 dari target RKAP 2016 sebesar 28,00. Meskipun penilaian aspek keuangan sudah seluruhnya mencapai indikator yang ditetapkan dalam RKAP tahun 2016, tetapi realisasi collection period dan Perputaran Persediaan masih di bawah target RKAP tahun 2016, namun kedua indikator tersebut masih dalam kriteria penilaian maksimal di No. KEP-100/MBU/2002.

2. Penilaian aspek operasional yang mencapai skor 33,60 dari target RKAP 2016 sebesar 35,00. Adapun item yang belum sesuai target RKAP 2016 adalah Facility Readiness.

3. Penilaian aspek administrasi yang mencapai skor 12,00 dari target RKAP 2016 sebesar 15,00. Adapun item yang belum tercapai adalah efektivitas penyaluran PUKK tahun 2016.

The Company’s health level obtained score 87.85 from target of CWPB 2016 equal to 78,00. With these scores, the health of the company is classified as HEALTH “AA”.

The scores consist as follows:1. Evaluation of financial aspect that reaches

score of 42,25 from target of CWPB 2016 is 28,00. Although assessment of financial aspect fulfilled all indicators as set out in CWPB 2016, in fact realization of collection period and Inventory Turnover is still below the target of CWPB 2016, however both indicators were still at the maximum rating criteria in No. KEP-100/MBU/2002.

2. Assessment of operational aspects that reaches score of 33.60 from the target of CWPB 2016 is 35.00. As for items that have not fit the target of CWPB 2016 is Facility Readiness.

3. Assessment of administrative aspects reaching a score of 12.00 from the target of CWPB 2016 of 15.00. Items that have not been reached is the effectiveness of PUKK distribution in 2016.


HUBUNGAN AFILIASIDEWAN PENGAWAS DAN DIREKSIAffiliated Relationship between the Board of Commissioners and Directors

NAMAName

HUBUNGAN KEUANGAN DENGANFinancial Relation with

HUBUNGAN KELUARGA DENGANFamily Relationship with

DEWAN PENGAWAS



PEMEGANG SAHAM

PENGENDALIControlling

Shareholders

DEWAN PENGAWAS



PEMEGANG SAHAM

PENGENDALIControlling

Shareholders

YAYes

TIDAKNo

YAYes

TIDAKNo

YAYes

TIDAKNo

YAYes

TIDAKNo

YAYes

TIDAKNo

YAYes

TIDAKNo


Suprasetyo

M. Nasir Usman

Juni Hastoto

Haryo Indratno


Bambang Tjahjono

Wisnu Darjono

Rahadi Sulistyo

Lukman F. Laisa

Triyana


Yurlis Hasibuan


PROGRAM PENGENALAN PERUSAHAAN KEPADA DEWAN PENGAWAS DAN/ATAU DIREKSI YANG BARU DIANGKATThe Company’s Introduction Program to the New Appointed Board of Commissioners and/or Directors

Program pengenalan perusahaan kepada Dewan Pengawas dan/atau Direksi yang baru diangkat dimaksudkan untuk memberikan pemahaman Dewan Pengawas dan/atau Direksi yang baru diangkat terhadap kondisi-kondisi yang ada dalam perusahaan sehingga Dewan Pengawas dan/atau Direksi yang baru diangkat mendapatkan pemahaman yang komprehensif atas perusahaan baik secara organisasi maupun operasional.

Dewan Pengawas dan/atau Direksi yang baru diangkat wajib mengikuti program pengenalan perusahaan yang diselenggarakan oleh perusahaan. Program pengenalan perusahaan menjadi tanggung jawab Sekretaris Perusahaan atau unit yang melaksanakan fungsi Sekretaris Perusahaan.

Program Pengenalan bagi Pengawas dan/atau Direksi yang baru diangkat dituangkan dalam kebijakan perusahaan yang memuat materi pengenalan orientasi bisnis perusahaan, setidak-tidaknya meliputi:

1. Pengenalan Operasi Perusahaan berkaitan dengan tujuan, sifat, dan lingkup kegiatan, kinerja keuangan dan operasi, strategi, rencana usaha jangka pendek dan jangka panjang, posisi kompetitif, risiko dan masalah strategis lainnya.

2. Peraturan perundang-undangan yang terkait dengan kegiatan usaha perusahaan.

3. Pelaksanaan prinsip - prinsip GCG oleh Perusahaan.4. Kewenangan yang didelegasikan, audit internal dan

eksternal, sistem dan kebijakan pengendalian internal, termasuk Komite Audit.

5. Tugas dan tanggung jawab Direksi dan Dewan Pengawas serta hal-hal yang tidak diperbolehkan.

The Company’s introduction program to the newly appointed Board of Commissioners and/or Board of Directors is intended to provide a newly appointed understanding of the Board of Commissioners and/or Board of Directors on the Company’s conditions so that the newly appointed Board of Commissioners and/or Directors gain a comprehensive understanding of the Company both organizational and operational.

The newly appointed Board of Commissioners and/or Board of Directors shall be required to attend corporate recognition programs organized by the Company. Corporate recognition programs are the responsibility of Corporate Secretary or the unit performing the functions of Corporate Secretary.

The introduction program for newly appointed Board of Commissoners and/or Board of Directors is set forth in the Company policy which contains the introductory materials of the Company’s business orientation, at least covering as follows:1. Introduction on the Company’s operations related with

the objectives, nature, and scope of activities, financial and operating performance, strategies, short-term and long-term business plans, competitive positions, risks and other strategic issues.

2. Legislation related to the Company’s business activities.

3. Implementation of GCG principles by the Company.4. Delegated authority, internal and external audits, internal

audit system and policies, including the Audit Committee. 5. Duties and responsibilities of the Board of Directors and

Board of Commissioners and prohibited matters.


ORGAN PENDUKUNGGCGGCG Supporting Organs

ORGAN PENDUKUNG DEWAN PENGAWAS

ORGAN PENDUKUNG DIREKSI

Supporting Organs of the Board of Commissioners

Supporting Organs of the Board of Directors

Organ pendukung Dewan Pengawas terdiri dari:

1. Sekretaris Dewan Pengawas;2. Komite Dewan Pengawas

Dalam upaya menerapkan praktik terbaik (best practices), Perusahaan membentuk Komite Audit dan apabila dibutuhkan dapat mempertimbangkan untuk membentuk Komite lainnya seperti Komite Nominasi dan Komite Remunerasi serta Komite Asuransi dan Risiko Usaha. Apabila tidak dibentuk Komite Nominasi dan Komite Remunerasi serta Komite Asuransi dan Risiko Usaha, maka tugas tersebut menjadi tanggung jawab Dewan Pengawas. Komite Dewan Pengawas Perusahaan terdiri dari:a. Komite Audit;b. Komite Lainnya, jika diperlukan.

Komite lainnya terdiri dari namun tidak terbatas pada Komite Pemantau Manajemen Risiko, Komite Nominasi dan Remunerasi, dan Komite Pengembangan Usaha. Seorang atau lebih anggota komite berasal dari anggota Dewan Pengawas.

Organ pendukung Direksi terdiri dari:

1. Sekretaris Perusahaan; dan2. Satuan Pengawas Intern.

Supporting organs of the Board of Commissioners consist as follows:1. Secretary of the Board of Commissioners2. Committees of the Board of Commissioners

As an effort in implementing best practices, the Company established an Audit Committee and, if necessary, may consider establishing other Committees such as the Nomination Committee and Remuneration Committee and the Insurance and Risk Committee. In the absence of a Nomination Committee and Remuneration Committee and the Insurance and Risk Committee of the Enterprise, such duties shall be the responsibility of the Board of Commissioners. Committees of the Board of Commissioners consist of:a. Audit Committee;b. Other Committees, if required. Other

committees comprise but not limited to the Risk Management Monitoring Committee, the Nomination and Remuneration Committee, and the Business Development Committee. One or more committee members are from members of the Board of Commissioners.

Supporting organs of the Board of Directors consist as follows:1. Corporate Secretary, and2. Internal Audit Unit (SPI)


SekretarisDewan PengawasSecretary of the Board of Commissioners

Untuk mendukung tugas kesekretariatan Dewan Pengawas, diangkat 1 (satu) orang Sekretaris Dewan Pengawas yang bukan merupakan pegawai dari Perusahaan. Tugas pokok dan fungsi Sekretaris Dewan Pengawas adalah:

1. Menyelenggarakan kegiatan administrasi kesekretariatan di lingkungan Dewan Pengawas;

2. Menyelenggarakan rapat Dewan Pengawas dan rapat/pertemuan antara Dewan Pengawas dengan Pemilik Modal, Direksi maupun pihak-pihak terkait lainnya;

3. Menatausahakan serta menyimpan dokumen perusahaan terkait dengan Dewan Pengawas, termasuk tetapi tidak terbatas pada risalah rapat Dewan Pengawas;

4. Menyediakan data/informasi yang diperlukan oleh Dewan Pengawas dan Komite-komite di lingkungan Dewan Pengawas yang berkaitan dengan:a. monitoring tindak lanjut hasil keputusan, rekomendasi

dan arahan Dewan Pengawas;

b. bahan/materi yang bersifat administrasi mengenai kegiatan/laporan direksi dalam mengelola perusahaan;

c. dukungan administrasi serta monitoring berkaitan dengan hal-hal yang harus mendapatkan persetujuan atau rekomendasi dari Dewan Pengawas sehubungan dengan kegiatan pengelolaan perusahaan yang dilakukan oleh Direksi;

5. Mengumpulkan data-data teknis yang berasal dari komite-komite di lingkungan Dewan Pengawas dan tenaga ahli dewan pengawas untuk keperluan Dewan Pengawas.

To support the secretariat duties of the Board of Commissioners, 1 (one) secretary of the Board of Commissioners whose not an employee of the Company were appointed. The main duties and functions of the Secretary of the Board of Commissioners are as follows:1. To organize secretariat administration activities within

the Board of Commissioners;2. Holding a meeting of the Board of Commissioners and

meetings between the Board of Commissioners with the Capital Owners, the Board of Directors as well as other related parties;

3. Administering and preserving the Company’s documents related to the Board of Commissioners, including but not limited to the minutes of the Board of Commissioners’ meetings;

4. Provide data/information as required by the Board of Commissioners and the Committees within the Board of Commissioners relating to:a. follow-up monitoring of the results of decisions,

recommendations and directives of the Board of Commissioners;

b. materials that are administrative concerning activities/reports of the Board of Directors in managing the Company;

c. administrative and monitoring support in relation to subject matters which must obtain approval or recommendation from the Board of Commissioners related with the Company’s management activities conducted by the Board of Directors;

5. Collect technical data from committees within the Board of Commissioners and Board of Commissioners experts for the purposes of the Board of Commissioners.


KomiteAuditAudit Committee

Keanggotaan Komite Audit :1. Anggota Komite Audit sekurang-kurangnya

terdiri dari 1 (satu) orang anggota Dewan Pengawas sebagai Ketua Komite dan 2 (dua) orang ahli yang bukan merupakan pegawai perusahaan sebagai Anggota.

2. Persyaratan untuk dapat diangkat sebagai anggota Komite Audit adalah:

a. Memiliki integritas yang baik dan pengetahuan serta pengalaman kerja yang cukup di bidang pengawasan/pemeriksaan dan bidang-bidang lainnya yang relevan dan dianggap perlu.

b. Tidak memiliki kepentingan/keterkaitan pribadi yang dapat menimbulkan dampak negatif dan konflik kepentingan terhadap perusahaan.

c. Mampu berkomunikasi secara efektif.

Pembentukan Komite Audit harus didukung dengan Komite Audit Charter yang ditandantangani oleh Ketua Dewan Pengawas, yang didalamnya harus mencakup wewenang dan tanggung jawab sebagai berikut :1. mengusulkan Auditor Eksternal melalui

proses seleksi.2. menilai pelaksanaan kegiatan serta

hasil audit yang dilakukan oleh Satuan Pengawasan Intern maupun Auditor Eksternal.

3. memberikan rekomendasi penyempurnaan sistem pengendalian internal serta pelaksanaannya.

4. melakukan prosedur review tertentu terhadap segala informasi yang dikeluarkan perusahaan.

5. mengidentifikasi hal-hal yang memerlukan perhatian Dewan Pengawas.

Members of the Audit Committee:1. Audit Committee members shall consist

of at least 1 (one) member of the Board of Commissioners as Chairman of the Committee and 2 (two) experts as Members who are not employees of the Company.

2. The requirements to be eligible for membership of the Audit Committee are as follows:a. Possessing good integrity and sufficient

knowledge and work experience in the field of supervision/examination and other relevant fields as deemed necessary.

b. No indication of personal interests/links which potentially has negative impacts and conflicts of interest to the Company.

c. Ability to communicate effectively.

The establishment of the Audit Committee shall be supported by the Charter Audit Committee signed by the Chairman of the Board of Commissioners, which shall embedded with the following authorizations and responsibilities:1. propose an External Auditor through the

selection process.2. assessing the implementation of activities

and audit results conducted by the Internal Audit Unit as well as the External Auditor.

3. to provide recommendation for improvement of internal audit system and implementation thereof.

4. perform certain review procedures towards any information issued by the Company.

5. identify subject matters which require the Board of Commissioners’ attention thereof.

ANGGOTA KOMITE AUDITMembers of the Audit Committee:


TUGAS DAN TANGGUNG JAWAB KOMITE AUDITDuties and Responsibilities of the Audit Committee

Kedudukan Perum LPPNPI sebagai bagian dari BUMN yang berada di bawah tanggung jawab Kementerian, sebagaimana yang tercantum dalam Undang-Undang Nomor 19 Tahun 2003 mengharuskan segala sesuatu yang terkait dengan penetapan kewenangan, tugas serta tanggung jawab setiap organ penting di dalam Perusahaan dibuat dengan mengacu kepada peraturan perundang-undangan terkait. Perusahaan senantiasa melakukan penelaahan secara komprehensif dengan tetap memperhatikan urutan hierarkis masing-masing aturan, substansi serta urgensi aturan untuk mendapatkan ikhtisar umum dari aturan-aturan tersebut serta dapat dituangkan ke dalam Anggaran Dasar Perusahaan sebagai pedoman pelaksanaan di lingkup internal Perusahaan.

Berdasarkan Anggaran Dasar Perusahaan serta mengacu kepada No. PER-12/MBU/2012, tugas Komite Audit meliputi:

1. Komite Audit bekerja secara kolektif dalam melaksanakan tugasnya membantu Dewan Pengawas

2. Komite Audit bersifat mandiri baik dalam pelaksanaan tugasnya maupun pelaporannya, dan bertanggung jawab langsung kepada Dewan Pengawas.

Sedangkan tanggung jawab Komite Audit meliputi:1. membantu Dewan Pengawas dalam

memastikan efektivitas sistem pengendalian intern dan efektivitas pelaksanaan tugas auditor eksternal dan auditor internal;

2. menilai pelaksanaan kegiatan serta hasil audit yang dilaksanakan oleh Satuan Pengawasan Intern maupun auditor eksternal;

3. memberikan rekomendasi mengenai penyempurnaan sistem pengendalian manajemen serta pelaksanaannya;

4. memastikan telah terdapat prosedur review yang memuaskan terhadap segala informasi yang dikeluarkan Perusahaan;

The position of Perum LPPNPI as part of SOEs under the Ministry’s responsibility, as stipulated in Law Number 19 Year 2003 requiring all things related to the determination of the authorities, duties and responsibilities of each important organ in the Company produced with reference to prevailing laws and regulations. The Company continues conducting comprehensive review with due regard to the hierarchical order of each rule, substance and urgency of the rules to obtain a general overview of the rules and can be incorporated into the Company’s Articles of Association as guidelines for implementation within the Company’s internal scope.

Based on the Company’s Articles of Association and referring to No. PER-12/MBU/2012, the tasks of the Audit Committee covering as follows:1. The Audit Committee works collectively in

carrying out its duties to assist the Board of Commissioners

2. The Audit Committee is self-reliant both in the performance of its duties and its reporting, and is directly responsible to the Board of Commissioners.

The responsibilities of the Audit Committee include as follows:1. assisting the Board of Commissioners in

ensuring the effectiveness of internal audit system and the effectiveness of the duties of the external auditor and internal auditor performance;

2. assessing the implementation of activities and audit results conducted by the Internal Audit Unit as well as external auditors;

3. provide recommendations on the improvement of management audit system and their implementation;

4. ensuring procedures of satisfactory review of any information issued by the Company;






5. melakukan identifikasi hal-hal yang memerlukan perhatian Dewan Pengawas serta tugas Dewan Pengawas lainnya; dan

6. melakukan tugas lain sesuai dengan ketentuan Peraturan Perundang-undangan dan/atau yang ditetapkan oleh Dewan Pengawas.

PROFIL, KUALIFIKASI PENDIDIKAN DAN PENGALAMAN KERJA KOMITE AUDITProfile, Education Qualification and Working Experience of the Audit Committee

PROSEDUR TATA CARA KERJA KOMITE AUDITWorking Procedures of the Audit Committee

Berdasarkan Anggaran Dasar Perusahaan, prosedur tata kerja Komite Audit berbentuk Piagam Komite Audit yang ditetapkan oleh Dewan Pengawas dan disampaikan ke pada Direksi untuk didokumentasikan.

Based on the Company’s Articles of Association, the Audit Committee’s work procedures are in the form of the Audit Committee Charter established by the Board of Commissioners and submitted to the Board of Directors for documentation.

INDEPENDENSI KOMITE AUDIT Independence of the Audit Committee

Dalam struktur Tata Kelola Perusahaan, Komite Audit memiliki fungsi konsultatif terhadap Dewan Pengawas dengan memberikan pandangan, arahan serta masukan terkait aspek audit untuk kemudian menjadi materi pertimbangan terkait pengawasan kinerja Direksi maupun dalam hal perumusan kebijakan Perusahaan yang dilakukan oleh Direksi.

Untuk itu, diperlukan independensi Komite Audit dalam menjalankan tugas dan tanggung jawabnya. Independensi Komite Audit yang terbebas dari berbagai macam kepentingan dapat memberikan pandangan yang obyektif sehingga pengawasan dan pemberian saran dapat berjalan secara transparan dan akuntabel.

Within the Corporate Governance structure, the Audit Committee has a consultative function with the Board of Commissioners in providing views, directions and inputs related with audit aspects which shall become the subject matter which needs consideration and performance supervision of the Board of Directors as well as in the formulation of the Company policies conducted by the Board of Directors.

Therefore, independency of the Audit Committee is deemed necessary in performing its duties and responsibilities. Independency of the Audit Committee shall be freed from various interests which therefore able to provide an objective view hence monitoring and advising able to execute transparently and accountable manner.

5. identification of subject matters which requires attention from the Board of Commissioners including duties of other Board of Commissioners; and

6. perform other duties in accordance with the provisions of prevailing laws and regulations and/or set by the Board of Commissioners.

NAMAName

JABATANTitle

PERIODE JABATANTerm of Office

Haryo Indratno Ketua Komite AuditChairman of Audit Committee

Juli 2014 - Juli 2019July 2014 - July 2019

Fitriansyah Monasfaly

Anggota Komite AuditMember of Audit Committee

Juli 2013 - Juli 2016, diperpanjang hingga 8 Juli 2018July 2013 - July 2016, extended to July 8, 2018

M. Sabil Anggota Komite AuditMember of Audit Committee

Oktober 2014 - 26 Agustus 2016October 2014 - August 26, 2016

Agustina Dani Anggota Komite AuditMember of Audit Committee

26 Agustus 2016 - 26 Agustus 2019August 26, 2016 - August 26, 2019





PROFIL KOMITE AUDITAudit Committee Profile

Susunan Ketua dan Anggota Komite Audit tahun 2016 berdasarkan pada Keputusan Dewan Pengawas Perum LPPNPI tentang Perpanjangan Masa Jabatan anggota Komite Audit Dewan Pengawas Perum LPPNPI No. KEP-011/DW/VI/2016, tanggal 20 Juni 2016 yang memperpanjang masa jabatan Fitriansyah Monasfaly sebagai Anggota Komite Audit Dewan Pengawas. Selain itu, juga berdasarkan pada Keputusan Dewan Pengawas Perum LPPNPI tentang Pemberhentian dan Pengangkatan Ketua Komite Audit Dewan Pengawas Perum LPPNPI No. KEP-012/DW/VIII/2016, tanggal 26 Agustus 2016, yang memberhentikan dengan hormat Sdr. M. Sabil sebagai Anggota Komite Audit dan mengangkat Sdr. Agustina Dani.

Profile can be seen in the Board of Commissioners’ Profile.

Fitriansyah Monasfaly born on October 7, 1975, 41, graduated from Master of Accounting from North Sumatera University (2010), Diploma IV of Accounting Sekolah Tinggi Akuntansi Negara (2002), Diploma III of Accounting Sekolah Tinggi Akuntansi Negara (1997). He has served as a Member of Perum LPPNPI Audit Committee since July 2013 - July 2016, extended to July 8, 2018. In addition to be a Member of Perum LPPNPI Audit Committee, he serves as Director of PT Positive Management Consulting (December 2010-present), Finance Director of PT Nusautama Medicalindo (August 2008-August 2010), Finance Manager and Director of PT Columbia Medical Systems Indonesia (September 2006-August 2008), BPKP Auditor (1997-2003, 2004-2006), Programmer and System Analyst BPKP (2003-2004).

The composition of the Chairman and Members of the Audit Committee in 2016 is based on the Decree of Perum LPPNPI’s Board of Commissioners regarding the Extension of the Term of the Members of the Audit Committee of Perum LPPNPI’s Board of Commissioners No. KEP-011/DW/VI/2016, dated June 20, 2016 pertaining extending the period of Fitriansyah Monasfaly as the member of the Audit Committee of the Board of Commissioners. In addition, it is also based on the Decision of the Board of Commissioners Perum LPPNPI on the Dismissal and Appointment of the Chairman of the Audit Committee of the Board of Commissioners Perum LPPNPI No. KEP-012/DW/VIII/2016, dated August 26, 2016, which dismissed with honor, Mr. M. Sabil as Member of Audit Committee and appointed Mr. Agustina Dani.

Profil dapat dilihat pada profil Dewan Pengawas.

Fitriansyah Monasfaly lahir pada 7 Oktober 1975, 41 tahun, lulus Master of Accounting dari Universitas Sumatera Utara (2010), Diploma IV of Accounting Sekolah Tinggi Akuntansi Negara (2002), Diploma III of Accounting Sekolah Tinggi Akuntansi Negara (1997). Ia menjabat sebagai Anggota Komite Audit Perum LPPNPI sejak Juli 2013-Juli 2016, diperpanjang hingga 8 Juli 2018. Selain menjadi Anggota Komite Audit Perum LPPNPI, ia menjabat sebagai Direktur PT Positive Management Consulting (Desember 2010-sekarang), Direktur Keuangan PT Nusautama Medicalindo (Agustus 2008-Agustus 2010), Manajer Keuangan dan Direktur PT Columbia Medical Systems Indonesia (September 2006-Agustus 2008), Auditor BPKP (1997-2003, 2004-2006), Programmer and System Analyst BPKP (2003-2004).

HARYO INDRATNO

FITRIANSYAH MONASFALY

Ketua Komite Audit

Anggota Komite Audit

Chairman of Audit Committee

Member of Audit Committee






M. Sabil born in East Aceh, September 8, 1961, 55 years old, graduated as Master of Management from Yayasan Administrasi Indonesia (YAI) (2003), S1 of Economic Management from UPN Veteran Jakarta (1996), Diploma III in Banking from UPN Veteran Jakarta (1986). He has served as a Member of Perum LPPNPI Audit Committee since October 2014-August 26, 2016. In addition to be a Member of Audit Committee, he serves as Head of Sub Division TU Directorate of Airport (2016), Head of Accounting and Treasury Sub Division of Finance and State Property Division, Secretariat of the Directorate General of Civil Aviation (2016), and Head of Accounting Sub Division of Finance Division, Secretariat of Directorate General of Civil Aviation (2014).

Agustina Dani Endahwati born in Magetan, August 24, 1967, 49, graduated from Postgraduate STMT Trisakti, Department of Transportation Management (2010), Bachelor of S-1 from Jember University, International Relations Department (1991). In addition to be a Member of LPPNPI Perum Audit Committee, he serves as Head of Non-Tax State Revenue and Internal Audit Division, Ministry of Transportation (January 2016-present), Head of Administration Sub Division of Non-Tax State Revenue and Audited Financial Section Report, Ministry of Transport 2014-2016), Head of Financial Accounting Division, Ministry of Transportation (2012-2014).

M. Sabil lahir di Aceh Timur, 8 September 1961, 55 tahun, lulus dari S2 Magister Manajemen Yayasan Administrasi Indonesia (YAI) (2003), S1 Ekonomi Manajemen UPN Veteran Jakarta (1996), D3 Perbankan UPN Veteran Jakarta (1986). Menjadi anggota Komite Audit sejak Oktober 2014 – 26 Agustus 2016. Selain menjadi anggota Komite Audit, ia pernah menjabat sebagai Kepala Sub Bagian TU Direktorat Bandar Udara (2016), Kepala Sub Bagian Akuntansi dan Perbendaharaan Bagian Keuangan dan Barang Milik Negara, Sekretariat Direktorat Jenderal Perhubungan Udara (2016), dan Kepala Sub Bagian Akuntansi Bagian Keuangan, Sekretariat Direktorat Jenderal Perhubungan Udara (2014).

Agustina Dani Endahwati lahir di Magetan, 24 Agustus 1967, 49 tahun, lulus dari Pascasarjana STMT Trisaksi, Jurusan Manajemen Transportasi (2010), Sarjana S-1 dari Universitas Jember, Jurusan Hubungan Internasional (1991). Selain menjadi Anggota Komite Audit Perum LPPNPI, ia menjabat sebagai Kepala Sub Bagian Penerimaan Negara Bukan Pajak dan Pengendalian Internal Bagian Keuangan, Kementerian Perhubungan (Januari 2016-sekarang), Kepala Sub Bagian Tata Usaha Penerimaan Negara Bukan Pajak dan Laporan Hasil Audit Bagian Keuangan, Kementerian Perhubungan (2014-2016), Kasubag Akuntansi Bagian Keuangan, Kementerian Perhubungan (2012-2014).

M. SABIL

AGUSTINA DANI ENDAHWATI

Anggota Komite Audit (1 Januari - 26 Agustus 2016)

Anggota Komite Audit (26 Agustus 2016 - Sekarang)

Member of Audit Committee (January 1 - August 26, 2016)

Member of Audit Committee (August 26, 2016 - Present)

URAIAN SINGKAT PELAKSANAAN KEGIATAN KOMITE AUDIT 2016Brief Description of the Activities of the Audit Committee in 2016

Selama 2016, Komite Audit telah melakukan program kerja sebagai berikut:1. Pendampingan dan supervisi pelaksanaan

audit laporan keuangan untuk tahum 2015 oleh Kantor Akuntan Publik (Januari-Maret 2016)

During 2016, the Audit Committee has conducted the following work programs:1. Assisting and supervising the audit of

financial statements for year 2015 by the Public Accounting Firm (January-March 2016)





FREKUENSI RAPAT KOMITE AUDITFrequency of Audit Committee Meetings

Rapat Komite Audit dilakukan sesuai dengan kebutuhan. Pertemuan/rapat tersebut dipimpin oleh seorang Ketua Komite, dihadiri oleh anggota Komite. Sepanjang tahun 2016, Komite Audit telah menyelenggarakan rapat sebanyak 3 kali dengan tingkat kehadiran rapat sebagai berikut :

Audit Committee Meetings are set and accomplished upon needed. The meeting is chaired by the Chairman of the Committee, attended by the members of the Committee, and is documented in the form of Minutes of Meeting and Meeting Attendance. During Year 2016, the Audit Committee has held 3 meetings as follows:

NAMAName

JABATANTitle



Haryo Indratno Ketua Komite AuditChairman of Audit Committee 3 3 100%

Fitriansyah Monasfaly

Anggota Komite AuditMember of Audit Committee 3 3 100%

M. Sabil Anggota Komite AuditMember of Audit Committee 2 0 0%

Agustina Dani Anggota Komite AuditMember of Audit Committee 1 1 100%

AGENDA RAPAT KOMITE AUDIT TAHUN 2016Meeting Agenda of the Audit Committee in 2016

TANGGALDate


7 AprilApril 7

Pembahasan hasil audit atas laporan keuangan tahun 2015Discussion of the audit results of 2015 financial statements

3 AgustusAugust 3

Pembahasan hasil telaahan dan kajian Proyek IMANsDiscussion of the review and assessment of IMANs Project


Pembahasan hasil supervisi audit operasional SPI di Batam dan hasil pelaksanaan audit lapangan KAP di MedanDiscussion on the results of SPI’s operational audit supervision in Batam and the results of PAF field audit in Medan

KEHADIRAN RAPAT KOMITE AUDIT TAHUN 2016Joint Meetings Attendance of the Audit Committee in 2016

2. Melakukan telaah dan kajian untuk proyek IMANS (Mei-Juni 2016)

3. Melakukan supervisi pelaksanaan audit operasional oleh SPI di Batam (Desember 2016)

4. Melakukan supervisi pelaksanaan penunjukan Kantor Akuntan Publik untuk Audit atas Laporan Keuangan untuk tahun 2016 (Agustus - September 2016)

5. Melakukan supervisi atas pelaksanaan audit atas Laporan keuangan oleh KAP di Medan (Desember 2016)

2. Reviewing and evaluating IMANS project (May-June 2016)

3. Supervising the implementation of operational audit by SPI in Batam (December 2016)

4. Supervising the implementation of the appointment of Public Accounting Firm for Audit of Financial Statements for 2016 (August - September 2016)

5. Supervising the Audited Financial Statements by KAP in Medan (December 2016)


Komite Nominasidan Remunerasi

KomiteLainnya

Nomination and Remuneration Committee

Other Committees

Hingga 31 Desember 2016, Perum LPPNPI tidak memiliki Komite Nominasi dan Remunerasi. Selama Komite Nominasi dan Remunerasi tidak ada, maka tugas tersebut menjadi tanggung jawab Dewan Pengawas.

Hingga 31 Desember 2016, Perum LPPNPI tidak memiliki lain di bawah Dewan Pengawas selain Komite Audit.

Dalam Laporan Penilaian GCG Perum LPPNPI Tahun 2016 disarankan kepada Dewan Pengawas agar mengidentifikasi pembentukan komite lain sesuai kompleksitas bisnis perusahaan, antara lain Komite Risiko untuk membantu Dewan Pengawas melakukan analisis atas risiko perusahaan. Namun, hingga akhir tahun 2016, belum ada komite yang menjalankan fungsi Komite Manajemen Risiko.

Until 31 December 2016, Perum LPPNPI has no Nomination and Remuneration Committee. Since no existence of the Nomination and Remuneration Committee, it is the responsibility of the Board of Commissioners.

As of 31 December 2016, Perum LPPNPI has no other committees under the Board of Commissioners other than the Audit Committee.

In the Performance Report of Perum LPPNPI GCG Assessment Year 2016 it is suggested to the Board of Commissioners to identify the establishment of other committees according to the business complexity of the Company, including the Risk Management Committee to assist the Board of Commissioners in analyzing the Company’s risks thereof. However, until the end of 2016, there are no committees that perform the functions of the Risk Management Committee.


SekretarisperusahaanCorporate Secretary

Direksi menyelenggarakan fungsi sekretaris perusahaan yang berkualitas dan efektif. Sekretaris Perusahaan mempunyai tugas pokok dan tanggung jawab sebagai unit pendukung penyelenggaraan fungsi pengelolaan informasi dan dokumen perusahaan, Corporate Public Information and Communication, Corporate Relation, Corporate Office, Board of Directors Administration and Protocol, dan Corporate Social Responsibility (CSR). Direksi wajib menjaga dan mengevaluasi kualitas fungsi sekretaris perusahaan.

Penyelenggaraan fungsi sekretaris perusahaan dengan mengangkat Sekretaris Perusahaan yang memiliki kualifikasi yang memadai. Posisi Sekretaris Perusahaan dalam struktur organisasi di bawah dan bertanggung jawab kepada Direktur Utama.

Sekretaris Perusahaan diangkat dan diberhentikan oleh Direktur Utama berdasarkan mekanisme internal perusahaan dengan persetujuan Dewan Pengawas.

Sekretaris Perusahaan di dalam struktur Tata Kelola Perusahaan memiliki peran dalam memberikan informasi yang aktual baik secara internal maupun eksternal. Sekretaris Perusahaan berupaya untuk menjembatani dan membangun hubungan yang baik kepada seluruh stakeholder, sebagaimana yang tertera dalam regulasi dan peraturan perundang-undangan yang berlaku.

Fungsi sekretaris perusahaan adalah:

1. memberikan informasi yang dibutuhkan oleh Direksi dan Dewan Pengawas secara berkala dan/atau sewaktu-waktu apabila diminta;

2. sebagai penghubung (liaison officer); dan3. menatausahakan serta menyimpan

dokumen perusahaan, termasuk tetapi tidak terbatas pada daftar khusus dan risalah rapat Direksi, dan surat Keputusan Menteri.

The Board of Directors performs a qualified and effective corporate secretary function. The Corporate Secretary has the main duties and responsibilities as a supporting unit in implementing functions such as corporate information and documents, Corporate Public Information and Communication, Corporate Relations, Corporate Offices, Board of Directors Administration and Protocol and Corporate Social Responsibility (CSR). The Board of Directors shall maintain and evaluate the quality of the Company’s secretarial functions.

Implementation of corporate secretary function is by appointing a qualified Corporate Secretary. The position of the Corporate Secretary in the organizational structure is under and responsible to the President Director.

The Corporate Secretary is appointed and dismissed by the President Director based on the Company’s internal mechanisms with the approval of the Board of Commissioners.

The Corporate Secretary within the Corporate Governance structure has a role in providing actual information both internally and externally. The Corporate Secretary strives to bridge and build relationship which is good to all stakeholders, as stipulated in the applicable laws and regulations.

The functions of the Corporate Secretary are as follows:1. Provide information as required by the Board

of Directors and Board of Commissioners periodically and/or at any time upon requested;

2. as liaison officer; and3. administer and maintain corporate

documents, including but not limited to special lists and minutes of meetings of the Board of Directors, and Ministerial Decree.






TUGAS DAN TANGGUNG JAWAB SEKRETARIS PERUSAHAANDuties and Responsibilities of the Corporate Secretary

Dalam buku pedoman hubungan Direksi dan Dewan Pengawas Perum LPPNPI, tugas dan fungsi Sekretaris Perusahaan adalah:

1. Membantu Direksi dalam menyiapkan rumusan dan melaksanakan program kerja bidang hubungan masyarakat, hubungan antar lembaga, Rapat Pembahasan Bersama dengan Pemilik Modal, kesekretariatan dan keprotokoleran Direksi terkait kerja sama Perusahaan, penyusunan peraturan dan dokumentasi hukum, advokasi dan penyelesaian permasalahan hukum;

2. Penyiapan perumusan kebijakan dan perencanaan program kerja bidang kesekretariatan dan keprotokoleran Direksi;

3. Penyiapan rumusan kebijakan program kerja bidang hukum;

4. Penyiapan rumusan kebijakan program kerja bidang hubungan antar lembaga dan komunikasi korporat;

5. Memastikan bahwa Perum LPPNPI mematuhi peraturan tentang persyaratan keterbukaan sejalan dengan penerapan prinsip-prinsip GCG;

6. Memberikan informasi yang dibutuhkan oleh Direksi/Dewan Pengawas secara berkala dan/atau sewaktu-waktu apabila diminta;

7. Sebagai penghubung (liaison officer);8. Menatausahakan serta menyimpan

dokumen perusahaan, Risalah Rapat Direksi, rapat Dewan Pengawas;

9. Penyiapan dan pelaksanaan program pengenalan perusahaan terhadap Dewan Pengawas dan/atau Direksi yang baru diangkat.

In the manual of the Board of Directors and Board of Commissioners of Perum LPPNPI, the duties and functions of the Corporate Secretary are as follows:1. Assisting the Board of Directors in preparing

the formulation and implementing work programs in the field of public relations, inter-agency relations, Joint Discussion Meeting with Capital Owners, Secretariat and Board of Directors protocols related to the Company’s cooperation, legal regulation and documentation, advocacy and settlement of legal issues;

2. Preparation of policy formulation and program planning of the secretariat and protocol work of the Board of Directors;

3. Preparation of legal work program policy formulation;

4. Preparation of policy formulation of midwifery work program of inter-agency and corporate communication;

5. Ensure that Perum LPPNPI complies with the regulations on disclosure requirements in line with the application of GCG principles;

6. Provide information required by the Board of Directors/Board of Commissioners on a regular basis and/or at any time if requested;

7. As liaison officer;8. Administering and maintaining corporate

documents, Board of Directors’ meetings, Board of Commissioners’ meetings;

9. Preparation and implementation of corporate recognition programs on the newly appointed Board of Commissioners and/or Board of Directors.





PROFIL SEKRETARIS PERUSAHAANProfile of Corporate Secretary

Pada tahun 2016, terjadi pergantian Sekretaris Perusahaan dari Ari Suryadharma kepada Didiet Kus Sam Radityo per 1 Juni 2016. Berikut profil singkat keduanya:

In 2016, there was a change of Corporate Secretary from Ari Suryadharma to Didiet Kus Sam Radityo as of June 1, 2016. Here’s a brief profile of both:

ARI SURYADHARMA Sekretaris Perusahaan (1 Januari - 31 Mei 2016)Corporate Secretary (January 1 - May 31, 2016)

Ari Suryadharma, 44 years old, Indonesian citizen, is domiciled in Tangerang, Banten. Appointed as Corporate Secretary by virtue of the Decision Letter No. KEP 041/LPPNPI/IV/2015 dated April 1, 2015. Holds a Bachelor of Economics degree. Previously worked as Auditor for British Airways PT Jasa Angkasa Semesta (1996- 1998), Customer Relations Supervisor of PT Jasa Angkasa Semesta (1998-2003), Airport Services Manager Cathay Pacific Airways Ltd. (December 2003-June 2011), Airport Services Manager Cathay Pacific Airways Ltd in Riyadh, Saudi Arabia (2006), General Manager of PT Pelangi Tatakarsa Persada (June 2011-August 2013), Assistant to BIard PT Aerofood ACS (September 2013-November 2013), General Manager of PT Aerofood ACS (November 2013-present ) and General Manager of Garuda Indonesia Total In-Flight Services (2015). Appointed as Corporate Secretary of Perum LPPNPI from April 1, 2015 to May 31, 2016.

Ari Suryadharma, 44 tahun, Warga Negara Indonesia, berdomisili di Tangerang, Banten. Diangkat menjadi Sekretaris Perusahaan melalui Surat Keputusan No. KEP 041/LPPNPI/IV/2015 tanggal 1 April 2015. Memiliki gelar Sarjana Ekonomi. Sebelumnya pernah bekerja sebagai Controller for British Airways PT Jasa Angkasa Semesta (1996-1998), Customer Relations Supervisor PT Jasa Angkasa Semesta (1998-2003), Airport Services Manager Cathay Pacific Airways Ltd (Desember 2003-Juni 2011), Airport Services Manager Cathay Pacific Airways Ltd di Riyadh, Saudi Arabia (2006), General Manager PT Pelangi Tatakarsa Persada (Juni 2011-Agustus 2013), Assistant to BIard PT Aerofood ACS (September 2013-November 2013), General Manager PT Aerofood ACS (November 2013-sekarang) dan General Manager In-Flight Services Total Solution Garuda Indonesia (2015). Menjabat sebagai Sekretaris Perusahaan Perum LPPNPI terhitung sejak tanggal 1 April 2015 hingga 31 Mei 2016.






RIWAYAT PENUNJUKAN SEKRETARIS PERUSAHAAN

URAIAN DAN REALISASI PROGRAM KERJA SEKRETARIS PERUSAHAAN 2016

History Appointment of Corporate Secretary

Description and Realization of Work Program of Corporate Secretary 2016

Ari Suryadharma menjabat sebagai Sekretaris Perum LPPNPI berdasarkan No. KEP.041/LPPNPI/IV/2015 tentang pengangkatan Pejabat di Lingkungan Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia yang ditetapkan pada 1 April 2015. Selanjutnya, berdasarkan No. KEP.926/LPPNPI/VII/2016 tanggal 1 Juni 2016, posisi Sekretaris Perusahaan berganti dari Ari Suryadharma ke Didiet Kus Sam Radityo.

Sepanjang 2016, Sekretaris Perusahaan telah melaksanakan seluruh tugas dan tanggung jawab sesuai dengan tupoksinya. Berikut uraian kerja Sekretaris Perusahaan selama tahun 2016:

Ari Suryadharma serves as the Secretary of Perum LPPNPI pursuant to No. KEP.041/LPPNPI /IV/2015 concerning the appointment of Official in Perum Environment of Indonesian Aviation Navigation Service Providers as stipulated on April 1, 2015. Furthermore, based on No. KEP.926/LPPNPI/VII/2016 dated June 1, 2016, the position of Corporate Secretary changed from Ari Suryadharma to Didiet Kus Sam Radityo.

Throughout 2016, the Corporate Secretary has carried out all the duties and responsibilities in accordance with their thesis. The following description of the work of the Corporate Secretary during year 2016:

DIDIET KUS SAM RADITYO Sekretaris Perusahaan (1 Juni - 31 Desember 2016)Corporate Secretary (June 1 - December 31, 2016)

Didiet Kus Sam Radityo, 46 years old, Indonesian citizen, is domiciled in Tangerang, Banten. Appointed as Corporate Secretary by virtue of Decision Letter No. KEP.926/LPPNPI/VII/2016 dated June 1, 2016. Holds a Master of Business Administration degree in Finance and ERMCP certification (Enterprise Risk Management - Certified Professional) with No. Registration: ERMCP-3110363. Previously worked as Engineer of PT Garuda Indonesia (1993-1998), Instructor and Inspector of PT Garuda Indonesia (1998-2001), Assistant Manager and Project Manager of Soekarno-Hatta Branch PT Gapura Angkasa (2001-2003), General Manager of Semarang Branch PT Gapura (General Manager of PT Gapura Angkasa (2013-2016), Corporate Secretary of PT Gapura Angkasa, Asset, GCG and Risk Management, Perum LPPNPI (2013-2016).Acting as Corporate Secretary of Perum LPPNPI since June 1, 2016 until present.

Didiet Kus Sam Radityo, 46 tahun, Warga Negara Indonesia, berdomisili di Tangerang, Banten. Diangkat menjadi Sekretaris Perusahaan melalui Surat Keputusan No. KEP.926/LPPNPI/VII/2016 tanggal 1 Juni 2016. Memiliki gelar Magister Bisnis Administrasi di bidang Keuangan dan sertifikasi ERMCP (Enterprise Risk Management - Certified Profesional) dengan No. Registrasi: ERMCP-3110363. Sebelumnya pernah bekerja sebagai Engineer PT Garuda Indonesia (1993-1998), Instruktur dan Inspector PT Garuda Indonesia (1998-2001), Assistant Manager dan Project Manager Cabang Soekarno-Hatta PT Gapura Angkasa (2001-2003), General Manager Cabang Semarang PT Gapura Angkasa (2003-2006), Vice President Marketing PT Gapura Angkasa (2006-2009), General Manager Cabang Soekarno-Hatta Airport PT Gapura Angkasa (2009-2013), Sekretaris Perusahaan PT Gapura Angkasa (2013-2016) dan Senior Manager Corporate Performance, Aset, GCG dan Risk Management, Perum LPPNPI (2013-2016).Menjabat sebagai Sekretaris Perusahaan Perum LPPNPI terhitung sejak tanggal 1 Juni 2016 hingga sekarang.





TABEL PENCAPAIAN PROGRAM KERJA SEKRETARIS PERUSAHAAN 2016Table of Achievement of Work Program of Corporate Secretary 2016

NO. PROGRAM KERJAWork Program PROGRESS URAIAN

Description

1

Penyelenggaraan Rapat Internal DireksiExecution of Board of Directors Meeting with Internal

100% Rapat Rutin Direksi setiap MingguBoard of Directors Routine Meeting every week

2

Penyelenggaraan Rapat Direksi dengan EksternalExecution of Board of Directors Meeting with External

100%

Rapat Direksi dengan para pemangku kepentingan seputar layanan navigasi penerbangan baik badan pemerintah, BUMN maupun swasta yang berasal dari domestik maupun internasionalBoard of Directors Meeting with stakeholders concerning the aviation navigation services both government agencies, state-owned enterprises and private companies coming from domestic and international

3

Pengelolaan Administrasi Fasilitas Pendukung Kerja DireksiAdministrative Management Supporting Facilities of the Board of Directors

100%

Pengelolaan kebutuhan alat tulis kantor (ATK) Sekretariat Direksi, biaya komunikasi dan kartu kredit perusahaan.Management of office stationery needs for the Secretariat of the Board of Directors, communication costs and corporate credit cards.

4

Pendampingan dan Keprotokoleran Kegiatan DireksiAssistance & Protocol of Board of Directors Activities

100%

Pendampingan kegiatan Direksi pada berbagai acara internal maupun eksternal perusahaan bersama para pemangku kepentingan yang bersifat formal maupun non-formal yang berkaitan dengan layanan navigasi penerbangan sepanjang tahun 2016Assistance of Directors activities at various internal and external events of the company with formal and non-formal stakeholders related to aviation navigation services throughout 2016

5

Penyelenggaraan Kegiatan Seremonial PerusahaanOrganizing Corporate Ceremonial Activities

100%

Kunjungan Presiden RI Jokowi ke Kantor Cabang Utama Jakarta Air Traffic Service Center (JATSC)Visit of the President of RI Jokowi to the Branch Office of the Jakarta Air Traffic Service Center (JATSC)

Civil Air Navigation Services Organisation (CANSO) Asia-Pacific Safety Operation Working Group MeetingCivil Air Navigation Services Organization (CANSO) Asia-Pacific Safety Operation Working Group Meeting

Media Gathering AirNav Indonesia 2016Media Gathering Air Nav Indonesia 2016

Penandatanganan Perjanjian Kerjasama antara Perum LPPNPI dengan PT TaspenSigning of Cooperation Agreement between Perum LPPNPI and PT. Taspen

Penandatanganan MoU antara Perum LPPNPI dengan École Nationale de L'aviation Civile (ENAC)The signing of MoU between Perum LPPNPI and École Nationale de L’aviation Civile (ENAC)







Description

Penandatanganan MoU antara Perum LPPNPI dengan Lembaga Kebijakan Pengadaan Barang/Jasa Pemerintah (LKPP)The signing of the MoU between Perum LPPNPI and the Government Procurement Policy Institution (LKPP)

Penyelenggaraan acara peresmian Air Traffic Control (ATC) System TOP SKY di Kantror Cabang Utama Makassar Air Traffic Services Center (MATSC) oleh Menteri Perhubungan RIImplementation of Air Traffic Control (ATC) TOP SKY System in Main Branch Office of Makassar Air Traffic Services Center (MATSC) by the Minister of Transportation

6Pembuatan Annual Report 2016Preparation of Annual Report Year 2016

100%Sudah ada pemenang lelang dan dalam proses pengumpulan dataThere were already auction winners and in the process of collecting data

7 Media Handling 100%

Kunjungan Presiden RI Jokowi ke Kantor Cabang Utama Jakarta Air Traffic Service Center (JATSC)Visit of the President of RI Jokowi to Main Branch Office Jakarta Air Traffic Service Center (JATSC)

Media handling Civil Air Navigation Services Organization (CANSO) Asia-Pacific Safety Operation Working Group MeetingMedia Handling Civil Air Navigation Services Organization (CANSO) Asia-Pacific Safety Operation Working Group Meeting

Media Gathering AirNav Indonesia 2016

Media handling pada acara Penandatanganan Perjanjian Kerjasama antara Perum LPPNPI dengan PT. TaspenMedia handling at the event Signing of Cooperation Agreement between Perum LPPNPI with PT. Taspen

Media handling pada acara Penandatanganan MoU antara Perum LPPNPI dengan École Nationale de L'aviation Civile (ENAC)Media handling at the signing ceremony of the MoU between Perum LPPNPI and École Nationale de L’aviation Civile (ENAC)

Media handling pada acara Penandatanganan MoU antara Perum LPPNPI dengan Lembaga Kebijakan Pengadaan Barang/Jasa Pemerintah (LKPP)\Media handling at the signing of MoU between Perum LPPNPI and Government Procurement Policy Institution (LKPP)

Media handling pada acara Penyelenggaraan acara peresmian Air Traffic Control (ATC) System TOP SKY di Kantror Cabang Utama Makassar Air Traffic Services Center (MATSC) oleh Menteri Perhubungan RIMedia handling on the event of the inauguration of Air Traffic Control (ATC) System TOP SKY at Kantror Main Branch of Makassar Air Traffic Services Center (MATSC) by the Minister of Transportation






Description

8Peningkatan hubungan dengan StakeholderImproved relationship with Stakeholders

100%

Transportation Ministerial Meeting of Developing Countries, BaliCivil Air Navigation Services Organisation (CANSO) Asia-Pacific Safety Operation Working Group MeetingPertemuan Direksi dengan Indonesia National Air Carriers Association (INACA) di JakartaMeeting of the Board of Directors with Indonesia National Air Carriers Association (INACA) in Jakarta

Pertemuan Direktur Utama dengan perwakilan International Civil Aviation Organization (ICAO) di Kantor AirNav IndonesiaMeeting of the President Director with representatives of International Civil Aviation Organization (ICAO) at AirNav Indonesia Office

9Publikasi Perusahaan (Digital, Cetak)Corporate Publication (Digital, Printing)

100%

Iklan advertorial di Harian Suara Karya, Suara Pembaruan, Media Indonesia dan Bisnis IndonesiaAdvertorial ads in Suara Karya Daily, Suara Pembaruan, Media Indonesia and Bisnis Indonesia

Iklan advertorial di Majalah Airmagz, Majalah Angkasa dan Majalah Komite.id dan Majalah BidikAdvertorial advertisement in Airmagz Magazine, Angkasa Magazine and Magazine Committee and Magazine Bidik

Iklan kemitraan berbagai acara lokal, nasional dan internasionalAdvertise of partnership with local, national and international events

Sponsorship berbagai acara yang diselenggarakan oleh para pemangku kepentingan dan mitra kerja di sektor perhubungan udaraSponsorship of various events organized by stakeholders and partners in the air transportation sector

Pengelolaan website, portal BUMN, media internal (AirNews) dan media sosial perusahaanManagement of websites, portals of SOEs, internal media (Air News) and social media companies

10Corporate Branding dan Corporate IdentityCorporate Branding and Corporate Identity

100%

Penambahan variasi cenderamata yang merepresentasikan identitas perusahaan untuk digunakan dalam berbagai kegiatan perusahaan seperti pameran, seminar atau workshopThe addition of a variety of souvenirs that represent corporate identity to be used in various corporate activities such as exhibitions, seminars or workshops

Kalender dan agenda perusahaan 2017 telah selesai didistribusikan ke 33 Cabang Utama, Madya dan Pratama di seluruh IndonesiaCalendar and agenda of the company 2017 has been distributed to 33 Branches Main, Madya and Pratama throughout Indonesia

Desk Planner, Kartu Ucapan Lebaran dan Natal 2016 telah didistribusikan kepada para stakeholder perusahaanDesk Planner, Greeting Card Lebaran and Christmas 2016 have been distributed to the company stakeholders







Description

Pembuatan video Indonesia Modernization of Air Navigation Services (IMANS) dan pembaruan data video company profileMaking video of Indonesia Modernization of Air Navigation Services (IMANS) and updating of company profile video data

Partisipasi pada pameran berskala nasional dan internasional antara lain Pameran Bulan Dirgantara TNI AU, Pameran Munas IATCA Ke-VI, Pameran Ministerial Meeting Bali, Pameran IBD Expo, Pameran Infrastruktur & Transportasi, dan Pameran Indo Defence 2016Participation at national and international exhibitions including the AI Aerospace Month Exhibition, IATCA VI Exhibition of VI, Bali Ministerial Meeting Exhibition, IBD Expo Exhibition, Infrastructure & Transportation Exhibition, and Indo Defense 2016 Exhibition

11

Partisipasi Keanggotaan dan Kegiatan Organisasi Penerbangan InternasionalMembership Participation and International Aviation Organization Activities

100%

CANSO Asia-Pacific Safety Operation Working Group Meeting

Transportation Ministerial Meeting of Developeing Countries

12 DiklatEducation and Training 100%

Workshop Jambore Media dan PR Indonesia di YogyakartaWorkshop on Media Jamboree and PR Indonesia in Yogyakarta

Workshop Kupas Tuntas Layanan Informasi Publik yang dilaksanakan di Mega Mendung, BogorWorkshop on Peeled-Off Public Information Services conducted at Mega Mendung, Bogor

Forum Komunikasi Petugas Pelayanan PimpinanCommunication Forum Leaders Service Officer

13

Program Kemitraan Perum LPPNPI Tahun 2016Partnership Program Perum LPPNPI Year 2016

40,91%Realisasi 24 Mitra Binaan yang tersebar di Provinsi Banten, DKI Jakarta dan Jawa BaratRealization of 24 Assisted Partners spread across the Province of Banten, DKI Jakarta and West Java

14

Program Bina Lingkungan Perum LPPNPI Tahun 2016Program in Assisting the Perum LPPNPI Environment Year 2016

100%

Bantuan korban bencana alam 3.3%Assistance for natural disasters 3.3%

Bantuan pendidikan dan/atau pelatihan 31.29%Education and/or training assistance 31.29%

Bantuan peningkatan kesehatan 6.49%Health improvement assistance 6.49%

Bantuan pengembangan prasarana dan/atau sarana umum 5.74%Assistance for the development of infrastructure and / or public facilities 5.74%

Bantuan sarana ibadah 16.35%Assistance of worship facilities 16.35%

Bantuan sosial kemasyarakatan 36.71%Social social assistance 36.71%


BIRO PENGELOLAAN KINERJA PERUSAHAAN, MANAJEMEN RISIKO & GCGBureau of Corporate Performance Management, Risk Management & GCG

Biro Pengelolaan Kinerja Perusahaan, Manajemen Risiko dan GCG adalah satuan organisasi di Kantor Pusat Perum LPPNPI yang bertanggung jawab untuk:1. menyampaikan Laporan Manajemen

Perusahaan secara akurat dan tepat waktu sesuai dengan ketentuan yang berlaku;

2. melakukan pengukuran kinerja secara korporat dan turunannya kepada unit-unit terkecil yang diukur melalui proses pengukuran maturitas baik di proses maupun hasil yang diindikasikan dengan tercapainya KPI (Key Performance Indicators) serta melakukan kegiatan pengelolaan melalui penjabaran peluang perbaikan sesuai dengan konsep Kriteria Penilaian Kinerja Unggul (KPKU);

3. melakukan pengelolaan risiko korporat dalam setiap kegiatan lini usaha dan melakukan kegiatan penanganan atas setiap risiko secara memadai;

4. memastikan bahwa perusahaan telah melaksanakan tata-kelola dengan baik/Good Corporate Governance (GCG);

5. melakukan kegiatan pembinaan atas implementasi tata-kelola perusahaan yang baik/Good Corporate Governance (GCG).

Biro Pengelolaan Kinerja Perusahaan, Manajemen Risiko dan GCG bertugas untuk memastikan bahwa perusahaan mematuhi peraturan tentang persyaratan keterbukaan sejalan dengan penerapan prinsip-prinsip GCG. Biro Pengelolaan Kinerja Perusahaan, Manajemen Risiko dan GCG dipimpin oleh Kepala Biro Pengelolaan Kinerja Perusahaan, Manajemen Risiko dan GCG dan bertanggung jawab kepada Direktur Utama.

The Corporate Performance Management, Risk Management and GCG Bureau are the organizational units at Perum LPPNPI Headquarters responsible for:1. submit the Company Management Report

accurately and on time in accordance with applicable regulations;

2. performs the measurement of corporate performance and its derivatives to the smallest units measured through the process of maturity measurement both in the process and the results indicated by the achievement of KPI (Key Performance Indicators) as well as conducting management activities through translation of improvement opportunities in accordance with the concept of Superior Performance Assessment Criteria (KPKU);

3. undertake the management of corporate risk in every business line activity and carry out adequate risk handling activities;

4. ensuring that the company has implemented Good Corporate Governance (GCG);

5. conducting coaching activities on the implementation of good corporate governance (GCG).

The Company’s Corporate Performance Management, Risk Management and GCG Bureau are tasked with ensuring that the Company complies with the rules on disclosure requirements in line with the application of GCG principles. The Company’s Corporate Performance Management, Risk Management and GCG Bureau is headed by the Head of Corporate Performance Management, Risk Management and GCG Management and is responsible to the President Director.


SatuanPengawas InternInternal Audit Unit

Pengawasan Intern adalah suatu kegiatan pemberian keyakinan (assurance) dan konsultasi yang bersifat independen dan obyektif, dengan tujuan untuk meningkatkan nilai dan memperbaiki operasional perusahaan, melalui pendekatan yang sistematis dalam pelaksanaan audit, evaluasi dan review untuk menilai efektivitas manajemen risiko, pengendalian intern, dan proses tata kelola.

Satuan Pengawas Internal mempunyai tugas pokok dan tanggung jawab merumuskan dan menyusun program dan pelaksanaan audit internal terhadap kegiatan Manajemen pada semua satuan organisasi yang mencakup: Audit Finansial, Audit Operasional, Compliance Audit; dan/atau hal-hal yang bersifat insidental (khusus dan investigasi) serta saran perbaikannya dengan fokus pada penerapan risk based audit untuk memastikan bahwa seluruh risiko telah dikendalikan dan dikelola secara memadai, sebagai counterpart untuk eksternal auditor dan berkoordinasi dengan Komite Audit. Satuan Pengawas Intern memberikan laporan tentang hasil pemeriksaan atau hasil pelaksanaan tugas Satuan Pengawas Intern lainnya kepada Direktur Utama.

Satuan Pengawas Intern (SPI) dibentuk untuk melaksanakan fungsi membantu manajemen sesuai fungsinya melalui current audit di dalam pengendalian dan pengawasan efektivitas kinerja Perusahaan, sehingga apa yang menjadi tujuan dan sasaran Perusahaan dapat dicapai sesuai dengan strategi yang telah ditetapkan.

Unit SPI dipimpin oleh seorang Kepala dan bertanggung jawab secara langsung kepada Direktur Utama. Kepala Satuan Pengawasan Intern bertanggung jawab atas akuntabilitas pelaksanaan tugas dan wewenang SPI, sehubungan dengan bantuan konsultasi internal bagi unit kerja lain, khususnya konsultasi mengenai pengawasan dan pengendalian, dan koordinasi dengan Komite Audit untuk mengevaluasi kinerja Perusahaan dan menangani permasalahan hasil audit yang dilaksanakan oleh pengawas fungsional internal maupun eksternal.

Internal Audit is an independent and objective assurance and consulting activity, with the aim of increasing value and improving the company’s operations, through a systematic approach to audit, evaluation and review to assess the effectiveness of risk management, internal audit, and governance process.

The Internal Audit Unit has the main duties and responsibilities of formulating and preparing the program and conducting internal audits of Management activities in all organizational units including: Financial audits, Operational audits, Compliance Audit; and / or incidental (special and investigative) issues and improvement suggestions with a focus on applying risk-based audits to ensure that all risks are adequately audited and managed, as counterparts for external auditors and in coordination with the Audit Committee. The Internal Audit Unit shall provide reports on the results of the examination or the results of the performance of other Internal Audit duties to the President Director.

The Internal Audit Unit (SPI) is established to implement the function of assisting management in accordance with its current audit function in auditing and supervising the effectiveness of the Company’s performance, so that the Company’s objectives and targets can be achieved in accordance with the established strategy.

The Internal Audit Unit (SPI) is lead by a Head and directly responsible to the President Director. The head of the Internal Audit Unit is responsible for accountability of Internal Audit duties and authority implementation, in connection with internal consultation assistance for other work units, in particular consultation on supervision and audit, and coordinate with the Audit Committee to evaluate the Company’s performance and address the issues of the audit conducted by functional of internal audit as well as external audit.






KEWENANGAN SATUAN PENGAWASAN INTERN

TUGAS DAN TANGGUNG JAWAB SATUAN PENGAWASAN INTERN

Authority of the Internal Audit Unit:

Duties and Responsibilities of the Internal Control Unit

1. Mendapatkan akses terhadap semua catatan, personel, aset perusahaan dan seluruh informasi yang relevan tentang Perusahaan yang diperlukan dalam pelaksanaan tugas;

2. Melakukan koordinasi dengan Auditor Eksternal;

3. Menyusun pedoman audit, mekanisme kerja dan supervisi dan pemantauan tindak lanjut di dalam organisasi Satuan Pengawasan Intern dan penilaian program jaminan dan peningkatan kualitas;

4. Melaksanakan pengembangan profesi secara berkelanjutan;

5. Dalam hal pelaksanaan audit atau tugas lain yang memerlukan keahlian khusus, Satuan Pengawasan Intern dapat menggunakan tenaga ahli dari luar Unit Satuan Pengawasan Intern, baik dari dalam Perusahaan maupun dari luar Perusahaan.

Satuan Pengawasan Intern melakukan tugas pokok dan fungsinya sesuai dengan PP Nomor 77 tahun 2012 tentang Perum LPPNPI. Tugas dan tanggung jawab SPI yang terkandung dalam peraturan tersebut, antara lain:

1. membantu Direktur Utama dalam melaksanakan pemeriksaan operasional dan keuangan Perusahaan, menilai pengendalian, pengelolaan dan pelaksanaannya pada Perusahaan, serta memberikan saran perbaikannya;

2. memberikan laporan tentang hasil pemeriksaan atau hasil pelaksanaan tugas Satuan Pengawasan Intern sebagaimana dimaksud pada huruf a kepada Direktur Utama; dan

3. melakukan monitor tindak lanjut atas hasil pemeriksaan yang telah dilaporkan.

1. Obtain access to all records, personnel, company assets and all relevant information about the Company required for the performance of the task;

2. Coordinate with the External Auditor;

3. Develop audit guidelines, working mechanisms and supervision and follow-up monitoring within the organization of the Internal Audit Unit and assessment of quality assurance and improvement programs;

4. Implement professional development in a sustainable manner;

5. In the case of audit or other tasks requiring special expertise, the Internal Audit Unit may use experts from outside the Internal Audit Unit, both within the Company and outside the Company.

The Internal Audit Unit performs its main duties and functions in accordance with Government Regulation No. 77 of 2012 on Perum LPPNPI. The duties and responsibilities of Internal Audit Unit (SPI) contained in the regulation, among others:1. assisting the President Director in conducting

the Company’s operational and financial audit, audit assessment, management and implementation of the Company, and providing suggestions for improvement;

2. provide reports on the results of the examination or the results of the performance of the tasks of Internal Audit Unit as referred to in letter a to the President Director; and

3. monitor follow-up of reported outcomes.





KODE ETIK SATUAN PENGAWASAN INTERNEthical Code of Internal Control Unit

1. Integritasa. Harus menghormati dan menjunjung

tinggi hukum, etika perusahaan, dan peraturan perundang-undangan yang berlaku;

b. Harus menunjukkan loyalitas terhadap perusahaan. Namun demikian, Pengawas Intern tidak boleh secara sadar terlibat dalam berbagai kegiatan yang menyimpang atau melanggar hukum;

c. Tidak boleh terlibat dalam tindakan atau kegiatan yang dapat mendiskreditkan profesi Pengawas Intern atau mendiskreditkan Perusahaan;

d. Harus menunjukkan kejujuran, obyektivitas, dan kesungguhan dalam melaksanakan tugas dan memenuhi tanggung jawab profesinya;

2. Obyektivitasa. Harus menahan diri dari kegiatan-

kegiatan yang dapat menimbulkan konflik dengan kepentingan Perusahaan; atau kegiatan-kegiatan yang berpotensi menimbulkan prasangka, yang dapat meragukan kemampuannya untuk dapat melaksanakan tugas dan memenuhi tanggung jawab profesinya secara obyektif;

b. Tidak boleh menerima sesuatu dalam bentuk apapun dari auditan dan pihak lain yang terkait dengan pekerjaan audit yang dapat, atau patut diduga dapat mempengaruhi pertimbangan profesionalnya;

c. Tidak boleh mempunyai rasa keberpihakan, ketakutan, dan ambisi yang dapat berpengaruh terhadap aktivitas yang dilakukan, sehingga dapat mempengaruhi tanggung jawab penugasan;

d. Bebas dari intervensi terhadap kepentingan individu atau kelompok tertentu atas kesimpulan hasil pemeriksaan untuk kepentingan perusahaan;

1. Integritya. Must show loyalty for the Company.

However, the Internal Audit should not be consciously involved in any deviant or unlawful activities;

b. Must show loyalty to the company. However, the Internal Supervisor should not be consciously involved in any deviant or unlawful activities;

c. Should not engage in acts or activities that may discredit the Internal Audit profession or discredit the Company;

d. Must demonstrate honesty, objectivity, and sincerity in performing their duties and fulfilling their professional responsibilities;

2. Objectvitya. Must refrain from activities that may

conflict with the interests of the Company; or potentially prejudicial activities, which may doubt its ability to perform its duties and fulfill its objective responsibilities objectively;

b. It may not accept anything of any kind from the auditee and any other party relating to audit work which may, or reasonably be expected, affect his professional judgment;

c. Cannot have a sense of partiality, fear, and ambition that may affect the activities undertaken, which may affect the responsibility of the assignment;

d. Freed from intervention to individual or group interests on the conclusion of examination result for the Company’s interest;






e. Melaporkan hasil tugasnya mendasarkan pada fakta yang dapat dipertanggungjawabkan dan tidak menutupi praktik penyimpangan.

3. Kerahasiaana. Harus bersikap hati-hati dan bijaksana

dalam menggunakan informasi yang diperoleh serta menjaga kerahasiaan dalam pelaksanaan tugasnya;

b. Tidak diperbolehkan menggunakan informasi untuk mendapatkan keuntungan pribadi atau berbagai tindakan yang bertentangan dengan hukum dan peraturan perundangan yang berlaku atau menyimpang dari ketentuan hukum dan etika yang berlaku yang dapat menimbulkan kerugian Perusahaan.

4. Kompetensia. Melaksanakan setiap penugasan

dengan menggunakan pengetahuan, keahlian, pengalaman, dan kompetensi profesional yang dimilikinya;

b. Meningkatkan kompetensi serta efektivitas dan kualitas pelaksanaan tugasnya, serta wajib mengikuti pendidikan profesi berkelanjutan.

Selanjutnya hal-hal yang mengatur tentang Satuan Pengawasan Intern dan pelaksanaannya sebagaimana peraturan perundangan yang berlaku, diatur tersendiri dalam Piagam Audit.

PROFIL KEPALA SATUAN PENGAWASAN INTERNProfile of the Chairman of the Internal Control Unit

Posisi Kepala SPI berada langsung di bawah Direktur Utama dan diangkat oleh Direktur Utama dengan No. SKEP.016/LPPNPI/VI/2013 tanggal 18 Juni 2013 tentang pengangkatan Jabatan di lingkungan Perum LPPNPI.

The position of Head of Internal Audit Unit (SPI) is directly under the President Director and appointed by the President Director with No. SKEP.016/LPPNPI/VI/2013 dated June 18, 2013 on the appointment of Position in Perum LPPNPI.

e. Report the result of its duties based on accountable facts and does not cover the practice of irregularities.

3. Confidentiality a. Must be careful and prudent in using the

information obtained and maintaining confidentiality in the performance of its duties;

b. It is not permissible to use the information for personal gain or any action that conflicts with applicable laws and regulations or deviates from applicable legal and ethical provisions which may result Company’s losses.

4. Competence a. Carry out each assignment using the

knowledge, expertise, experience, and professional competence it possesses;

b. Increase the competence and effectiveness and quality of the implementation of its duties, and must follow continuing professional education.

Furthermore, the matters governing the Internal Audit Unit and its implementation as applicable law shall be stipulated separately in the Audit Charter.





HENY DEWANTO Kepala Satuan Pengawas InternHead of Internal Audit Unit

Heny Dewanto, 54 years old, Indonesian Citizen, domiciled in South Jakarta. Appointed as Head of Internal Audit Unit by virtue of the Decision Letter No. SKEP.016/LPPNPI/IV/2013 dated June 13, 2013. Holds a Bachelor Degree in Management Economics from UPN Veteran, Yogyakarta in 1986 and Master of Management from Mercu Buana University, Jakarta in 2003.

Attending several trainings and seminars include Airport Toward Seminar The Year 2000 (1989), Service Excellence Seminar (1995), Seminar on Understanding Implementation Detail Element ISO-9000 (1998), Airport Economics Course (2001), Education Hierarchical Arrangements of Jerdya (2002), Advanced Education of Auditing Technical (2009), Workshop on Risk Management (2009), Basic Level Auditing Training of BPKP (2009), Training on Auditing of Levels BPKP (2009), Seminars ECIIA Conference (2009), Investment Opportunity In Capital Market 2012 (2011), Strategy Seminar and Investment Option After Decreasing BI Rate & Socialization New Regulation in DP Industry (2012), Seminar of Investment Strategy Semester II and Measuring Portfolio Performance (2012), Alternative Investment In Increasing Pension Fund Performance (2012) and Investment Strategy Seminar (2013).

Previously worked at PT Angkasa Pura as Subag Staff. Ren. & Head Office KLN; Chamber of Commerce. Finance & Budget Polonia Airport, Medan; Chamber of Commerce. Finance & Budget Ngurah Rai Airport, Bali; Chamber of Commerce. Finance & Budget Ngurah Rai Airport, Bali; Suggestions. Head Office Financial Administration; Supervisor of Finance; Internal Audit Unit Head Office; Deputy Director General of Head Office; Corporate Secretary of Head Office; Head of Internal Audit Unit Head Office and Director of Investment & Accounting of Pension Fund. Served as Head of Internal Audit Unit Head Office, Perum LPPNPI since June 13, 2013 until present.

Heny Dewanto, 54 tahun, Warga Negara Indonesia, berdomisili di Jakarta Selatan. Diangkat menjadi Kepala Satuan Pengawas Intern melalui Surat Keputusan No. SKEP.016/LPPNPI/IV/2013 tanggal 13 Juni 2013. Meraih gelar Sarjana Ekonomi Manajemen dari UPN Veteran, Yogyakarta tahun 1986 dan Magister Manajemen dari Universitas Mercu Buana, Jakarta tahun 2003.

Mengikuti beberapa pelatihan dan seminar antara lain Seminar Airport Toward The Year 2000 (1989), Seminar Service Excellence (1995), Seminar Pemahaman Detail Implementation Elemen ISO-9000 (1998), Kursus Airport Economics (2001), Pendidikan Penjenjangan Jerdya (2002), Pendidikan Teknis Auditing Tingkat Lanjut (2009), Workshop Manajemen Risiko (2009), Diklat Auditing Tingkat Dasar BPKP (2009), Diklat Auditing Tingkat Lanjut BPKP (2009), Seminar ECIIA Conference (2009), Investment Opportunity in Capital Market 2012 (2011), Seminar Strategi dan Pilihan Investasi Pasca Penurunan BI Rate & Sosialisasi Peraturan Baru di Industri DP (2012), Seminar Strategi Investasi Semester II dan Mengukur Kinerja Portfolio (2012), Alternatif Investasi Dalam Meningkatkan Kinerja Dana Pensiun (2012) dan Seminar Strategi Investasi (2013).

Sebelumnya bekerja di PT Angkasa Pura sebagai Staf Subag. Ren. & KLN Kantor Pusat; Kadin. Keuangan & Anggaran Bandara Polonia, Medan; Kadin. Keuangan & Anggaran Bandara Ngurah Rai, Bali; Kadin. Keuangan & Anggaran Bandara Ngurah Rai, Bali; Kasi. Administrasi Keuangan Kantor Pusat; Pengawas Bidang Keuangan; SPI Kantor Pusat; Deputi Direktur Umum Kantor Pusat; Sekretaris Perusahaan Kantor Pusat; Kepala Satuan Pengawasan Intern Kantor Pusat dan Direktur Investasi & Akuntansi Dana Pensiun. Menjabat sebagai Kepala Satuan Pengawasan Intern Kantor Pusat, Perum LPPNPI terhitung sejak tanggal 13 Juni 2013 hingga sekarang.


URAIAN SINGKAT PELAKSANAAN TUGAS DAN TANGGUNG JAWAB SATUAN PENGAWASAN INTERN Brief Description of the Implementation of Duties and Responsibilities of the Internal Control Unit

Dengan mengacu kepada PP Nomor 77 tahun 2012, Satuan Pengawasan Intern Perum LPPNPI telah merancang program kerja tahunan yang terdiri dari: 1. Melaksanakan Audit Internal2. Melakukan Review Pedoman SPI

3. Melaksanakan pendampingan General Audit Tahun buku 2016

4. Monitoring Tindak Lanjut Hasil Audit Internal dan Audit Eksternal Tahun Buku 2016

5. Pendampingan BPK dan BPKP

Hingga akhir tahun 2016, Unit SPI belum didukung jumlah personel yang mencukupi. Penetapan jumlah kebutuhan personel SPI belum didasarkan pada analisis beban kerja dengan mempertimbangkan audit universe.

Sepanjang 2016, Perum LPPNPI telah melakukan pengawasan, pemeriksaan dan penindaklanjutan atas beberapa hasil temuan, baik di Kantor Pusat, JATSC, MATSC, Kantor Cabang, KPNP dan Distrik di seluruh Indonesia serta melaksanakan tugas-tugas lainnya sebagaimana yang tercantum dalam program kerja SPI 2016 yang tercantum dalam Program Kerja Pemeriksaan Tahunan (PKPT) 2016.

Unit SPI telah melaksanakan pelatihan untuk personel dan sertifikasi setiap karyawan tetapi SPI belum melaksanakan program jaminan kualitas dan peningkatan fungsi audit internal. Audit internal mencakup seluruh aspek dari aktivitas fungsi pengawasan intern dengan melakukan penilaian/reviu (assessment) internal secara berkala atas program jaminan kualitas dan peningkatan fungsi audit internal secara keseluruhan untuk menilai kepatuhan terhadap Internal Audit Charter, standar, dan kode etik, serta efisiensi dan efektivitas dari fungsi Audit Internal dalam memenuhi kebutuhan dari berbagai stakeholders-nya.

With reference to Government Regulation No. 77 of 2012, the Internal Audit Unit of LPPNPI has designed an annual work program consisting of:

1. Implement Internal Audit2. Reviewing the Internal Audit Unit (SPI)

Guidelines3. Conducting guidance of General Audit Fiscal

year 20164. Follow-up Monitoring of Internal Audit

Results and External Audit of Fiscal Year 2016

5. Supervising BPK and BPKP

Until the end of 2016, the Internal Audit Unit (SPI) has not been supported by sufficient number of personnel. The determination of the number of Internal Audit Unit (SPI) personnel needs is not yet based on the workload analysis by considering the audit universe.

During 2016, Perum LPPNPI has conducted monitoring, inspection and follow-up on some findings, both at Head Office, JATSC, MATSC, Branch Offices, KPNP and Districts throughout Indonesia as well as performing other duties as stated in the Internal Audit Unit (SPI) 2016 work program as reflected in the Annual Work Program of Investigation (PKPT) 2016.

Internal Audit Unit (SPI) has conducted training for personnel and certification of each employee but Internal Audit Unit (SPI) has not implemented quality assurance program and improvement of internal audit function. Internal audits cover all aspects of internal oversight function activity by conducting regular internal assessments of the quality assurance program and improving the overall internal audit function to assess compliance with the Internal Audit Charter, standards and ethical codes, as well as efficiency and effectiveness of Internal Audit function in meeting the needs of its various stakeholders.


AKUNTANPERUSAHAANCorporate Accountants

Laporan Keuangan Tahunan Perum LPPNPI diaudit oleh auditor eksternal yang ditunjuk oleh Menteri dari calon-calon yang diajukan oleh Dewan Pengawas. Dewan Pengawas melalui Komite Audit melakukan proses penunjukan calon auditor eksternal sesuai dengan ketentuan pengadaan barang dan jasa Perum LPPNPI, dan apabila diperlukan dapat meminta bantuan Direksi dalam proses penunjukannya. Dewan Pengawas wajib menyampaikan kepada Menteri mengenai alasan pencalonan tersebut dan besarnya honorarium/imbal jasa yang diusulkan untuk auditor eksternal tersebut. Auditor eksternal tersebut harus bebas dari pengaruh Dewan Pengawas, Direksi dan pihak yang berkepentingan di Perum LPPNPI (stakeholders).

Perum LPPNPI menyediakan semua catatan akuntansi dan data penunjang yang diperlukan oleh auditor eksternal sehingga memungkinkan auditor eksternal memberikan pendapatnya tentang kewajaran, ketaat-azasan, dan kesesuaian laporan keuangan BUMN dengan standar akuntansi keuangan

Perum LPPNPI menjamin Auditor Eksternal dapat menjalankan tugas dengan sebaik-baiknya sesuai dengan standar dan kode etik profesi sehingga dapat memberikan opini yang tepat atas laporan keuangan perusahaan. Perusahaan wajib memberikan informasi dan data yang diperlukan Auditor Eksternal dan tidak melakukan pembatasan akses atau ruang lingkup.

The Annual Financial Report of Perum LPPNPI is audited by an external auditor appointed by the Minister of candidates submitted by the Board of Commissioners. The Board of Commissioners through the Audit Committee shall process the appointment of a candidate external auditor in accordance with the provision of Goods and Services of Perum LPPNPI, and where necessary may request the assistance of the Board of Directors in its appointment process. The Board of Commissioners shall convey to the Minister the reasons for such nomination and the amount of the proposed fee/reward for such external auditor. The external auditor shall be freed from the influence of the Board of Commissioners, the Board of Directors and interested parties in Perum LPPNPI (stakeholders).

Perum LPPNPI provides all accounting records and supporting data required by external auditors to enable external auditors to give their opinion on the fairness, obedience, and conformity of financial statements of SOEs with financial accounting standards.

Perum LPPNPI guarantees the External Auditor can perform the tasks as well as possible in accordance with the standards and professional code of ethics so as to provide the right opinion on the Company’s financial statements. The Company shall provide information and data required by the External Auditor and shall not restrict access or scope.






TANGGUNG JAWAB AUDITOR EKSTERNALExternal Auditor Responsibility

Auditor Eksternal bertanggung jawab kepada Pemilik Modal dan harus bebas dari pengaruh Dewan Pengawas, Direksi dan pihak yang berkepentingan di Perum LPPNPI (stakeholders) untuk menjamin independensi pendapat yang diberikan. Selain itu, untuk menjaga independensi:1. Auditor Eksternal tidak boleh memberikan

jasa lain di luar audit selama periode audit.

2. Auditor Eksternal tidak boleh mempunyai kepentingan keuangan yang material langsung maupun tidak langsung atau hubungan bisnis dengan Perusahaan.

3. Auditor Eksternal tidak boleh melakukan pembatasan audit sesuai dengan peraturan dan ketentuan yang berlaku.

Auditor Eksternal wajib memberitahu Pemilik Modal, Direksi, Dewan Pengawas dan/atau SPI bila menemukan kejadian atau indikasi pelanggaran terhadap peraturan perundang-undangan yang berlaku dan hal-hal yang dapat membahayakan keadaan keuangan perusahaan selambat-lambatnya 7 (tujuh) hari kerja.

Laporan hasil audit atas laporan keuangan Perusahaan harus diterbitkan tepat waktu sesuai dengan perjanjian. Laporan atas hasil pemeriksaan akuntan publik disampaikan secara tertulis kepada Direksi. Kecuali disyaratkan dalam peraturan perundangan yang berlaku, Eksternal Auditor harus merahasiakan informasi yang diperoleh sewaktu melaksanakan tugasnya.

Berdasarkan keputusan Menteri BUMN melalui Surat No. S-375/MBU/06/2016 Tanggal 24 Juni 2016 tentang Persetujuan Penetapan Kantor Akuntan Publik (KAP) untuk melaksanakan audit Laporan Keuangan dan Laporan Program Kemitraan dan Bina Lingkungan (PKBL) Perum LPPNPI Tahun buku 2016, memberikan wewenang kepada KAP Djoko, Sidik & Indra untuk melakukan audit terhadap Perusahaan. Rincian Penugasan kepada KAP tersebut

The External Auditor shall be responsible to the Capital Owner and shall be freed from the influence of the Board of Commissioners, the Board of Directors and interested parties in Perum LPPNPI (stakeholders) to ensure the independence of the opinion provided. In addition, to maintain independence:1. The External Auditor shall not provide any

other services outside audit during audit period.

2. The External Auditor should not have a material financial interest directly or indirectly or in a business relationship with the Company.

3. The External Auditor shall not limit the audit in accordance with the rules and applicable terms.

The External Auditor shall notify the Capital Owner, the Board of Directors, the Board of Commissioners and/or Internal Audit Unit (SPI) if it finds any incidents or indications of violation of applicable laws and regulations and matters which may compromise the financial condition of the Company at the latest within 7 (seven) working days.

The audit report on the Company’s financial statements should be issued on time in accordance with the agreement. Reports on the audits results by public accountants shall be submitted in writing to the Board of Directors.Except as required by applicable law, the External Auditor shall conceal the information obtained while performing his duties.

Based on the decision of the Minister of State-Owned Enterprises by virtue of the Letter No. S-375/MBU/06/2016 dated June 24, 2016 regarding Approval of the Establishment of Public Accounting Firm (KAP) to audit the Financial Report and Partnership Program Report and Community Development (PKBL) Perum LPPNPI Book Year 2016, Authorizes KAP Djoko, Sidik & Indra to audit the Company. The details of Assignment to the Firm include the Audit Reports





meliputi Laporan audit atas laporan Keuangan Tahun Buku 2016, Laporan hasil evaluasi kinerja, Laporan atas audit kepatuhan terhadap perundang-undangan dan pengendalian internal, Laporan Auditor Independen atas Audit Laporan Keuangan PKBL.

of the Financial Statements of the Fiscal Year 2016, Performance Evaluation Reports, Reports on compliance audits of internal legislation and control, Independent Auditor’s Report on the Audit of Financial Statements of PKBL.

TAHUN BUKU

Year Book

KANTOR AKUNTAN PUBLIKPublic Accounting Firm

PENUGASANAssignment

BIAYACost

2013

KAP S. Mannan, Ardiansyah & RekanPAF S. Mannan, Ardiansyah & Rekan

Laporan audit atas laporan keuangan Tahun Buku 2013, Laporan hasil evaluasi kinerja, Laporan atas audit kepatuhan terhadap perundang-undangan dan pengendalian internal.Audit report on the financial statements of book year 2013, Performance evaluation report, Report on compliance audit of legislation and internal control.

Rp707.340.150

2014

KAP S. Mannan, Ardiansyah & RekanPAF S. Mannan, Ardiansyah & Rekan

Penyajian kembali Laporan Keuangan Tahun Buku 2013, Laporan audit atas laporan keuangan Tahun Buku 2014, Laporan hasil evaluasi kinerja, Laporan atas audit kepatuhan terhadap perundang-undangan dan pengendalian internal.Restatement of Financial Statements for Fiscal Year 2013, Audited report on financial report of Fiscal Year 2014, Performance evaluation report, Report on compliance audit of legislation and internal control

Rp998.086.833

2015KAP Djoko, Sidik dan IndraPAF Djoko, Sidik dan Indra

Laporan audit atas laporan keuangan Tahun Buku 2015, Laporan hasil evaluasi kinerja, Laporan atas audit kepatuhan terhadap perundang-undangan dan pengendalian internal, Laporan Auditor Independen atas Audit Laporan Keuangan, Program Kemitraan dan Bina Lingkungan 2015.Audit reports on financial statements of Fiscal Year 2015, Performance Evaluation Reports, Reports on compliance audit of legislation and internal control, Independent Auditor’s Report on Financial Statement Audit Partnership and Community Development Program 2015.

Rp735.515.000

2016KAP Djoko, Sidik dan IndraPAF Djoko, Sidik dan Indra

Laporan audit atas laporan keuangan Tahun Buku 2016, Laporan hasil evaluasi kinerja, Laporan atas audit kepatuhan terhadap perundang-undangan dan pengendalian internal, Laporan Auditor Independen atas Audit Laporan Keuangan, Program Kemitraan dan Bina Lingkungan 2016.Audit report on financial report of Fiscal Year 2016, Performance Evaluation Report, Report on audit of compliance to legislation and internal control, Independent Auditor’s Report on Financial Statement Audit Partnership and Community Development Program 2016.

Rp735.515.000


MANAJEMENRISIKORisk Management

Dalam menjalankan kegiatan operasionalnya, Perusahaan sangat rentan menghadapi berbagai risiko yang mungkin terjadi dan dapat mempengaruhi kinerja. Oleh karenanya, Perusahaan dituntut untuk mampu mengenali, mengklasifikasikan, serta merumuskan kebijakan dan prosedur mitigasi atas potensi timbulnya berbagai macam risiko tersebut.

Perum LPPNPI merupakan perusahaan yang bergerak dalam memberikan layanan jasa navigasi penerbangan di Indonesia. Maskapai-maskapai yang menggunakan jasa Perusahaan tentunya mengaharapkan mendapat pelayanan yang terbaik demi keamanan dan keselamatan penerbangannya, baik untuk kebutuhan komersil maupun lain sebagainya. Dalam praktiknya, Perusahaan dituntut untuk mampu mengendalikan risiko-risiko yang timbul selama berlangsungnya kegiatan operasional. Selain itu pengelolaan risiko yang berimplikasi bagi eksistensi usaha yang dijalankan tak luput dari perhatian Perusahaan.

Berkaca pada pengalaman dalam menjalankan kegiatan operasional serta analisis terhadap beberapa kondisi aktual terkait update teknologi dan informasi dunia navigasi penerbangan, perubahan kebijakan, dan faktor lainnya yang dapat diukur secara komprehensif maupun tidak. Risiko-risiko tersebut dapat dikelompokkan menjadi accident, serious incident, incident, hazards, BOS (breakdown of separation) dan BOC (breakdown of coordination).

Merujuk data laporan kejadian keselamatan Perum LPPNPI yang diterima Divisi Keselamatan dan Jaminan Kualitas tahun 2016, terlihat adanya tren peningkatan kejadian semua kategori dibanding dengan tahun-tahun sebelumnya, seperti disajikan dalam tabel berikut:

In carrying out its operational activities, the Company is particularly vulnerable to various risks that may occur and may affect performance. Therefore, the Company is required to be able to recognize, classify, and formulate mitigation policies and procedures for the potential for such risks.

Perum LPPNPI is a company engaged in providing aviation navigation services in Indonesia. The airlines using the Company’s services must expect the best service for the security and safety of its flight, whether for commercial or other purposes. In practice, the Company is required to be able to control the risks arising during operations. In addition, the risk management that has implications for the existence of the business undertaken did not escape the Company’s attention.

Reflecting on the experience in carrying out operational activities and analysis of some actual conditions related to technology updates and aviation navigation world information, policy changes, and other factors that can be measured comprehensively or not. These risks can be grouped into accident, serious incidents, incidents, hazards, BOS (breakdown of separation) and BOC (breakdown of coordination).

Referring data of LPPNPI Performance Safety Report received by Safety and Quality Assurance Division in 2016, there is a trend of increasing incidence of all categories compared to previous years, as presented in the following table:

REKAPITULASI DATA KEJADIAN, GRAFIK, DAN TREN KEJADIAN KESELAMATAN 2014-2016Recapitulation of Genesis, Graph, and Trend of Safety Genesis 2014-2016

KEJADIAN KESELAMATANSafety Occurrences 2014 2015 2016

Accident 6 12 15

Serious Incident 35 64 101

Incident 561 783 1.487

Hazards 360 390 715

BOS (Breakdown of Separation) 97 58 111

BOC (Breakdown of Coordination) 169 72 63


SISTEM PENGENDALIAN INTERNALInternal Control System

Sistem Pengendalian Perusahaan berfungsi sebagai pencegah terjadinya kecurangan di dalam Perusahaan, dengan meningkatkan dan memperkuat kepatuhan Perusahaan terhadap regulasi yang berlaku melalui pengujian kecukupan dan efektivitas Perusahaan. Mengingat pentingnya sistem pengendalian internal dalam kelangsungan usaha suatu Perusahaan, maka berdasarkan Peraturan Menteri Negara yang mensyaratkan adanya Penerapan Tata Kelola Perusahaan yang baik, Perusahaan akan mewajibkan adanya Sistem Pengendalian Internal yang efektif guna mengamankan aset dan investasi Perusahaan.

Sistem pengendalian internal oleh Perusahaan meliputi antara lain pengendalian keuangan dan operasional. Pengendalian Keuangan terdiri dari struktur organisasi, prosedur-prosedur dan sistem pencatatan yang berkaitan dengan pengelolaan dan pengamanan harta kekayaan Perusahaan dan dapat dipercayanya catatan keuangan serta konsekuensinya.

The Company’s Control System serves to prevent fraud within the Company by enhancing and strengthening the Company’s compliance with applicable regulations through the Company’s adequacy and effectiveness test. Given the importance of the internal control system in the business continuity of a Company, based on the Regulation of the Minister of State requiring the Implementation of Good Corporate Governance, the Company will require an effective Internal Control System to safeguard the Company’s assets and investment.

Internal control systems by the Company include, among other things, financial and operational control. Financial Control consists of organizational structure, procedures and recording systems relating to the management and security of the Company’s assets and the reliability of its financial records and its consequences.

Dalam penerapan manajemen risiko, Direksi telah membentuk Biro Pengelolaan Kinerja Perusahaan, Manajemen Risiko, dan GCG, serta menetapkan kebijakan manajemen risiko Perum LPPNPI dalam Keputusan Direksi Nomor KEP.2406.01/LPPNPI/XII/2014 tanggal 30 Desember 2014 tentang Kebijakan dan Pedoman Manajemen Risiko Perusahaan Serta Prosedur Pengelolaan Risiko. Namun, kebijakan manajemen risiko tersebut belum disosialisasikan dan penerapannya masih dalam tahap persiapan berupa pelatihan terkait ERM untuk staf Unit Manajemen Risiko, dan studi banding pengelolaan risiko ke PT Pertamina (Persero). Di samping itu, belum dilakukan penyusunan profil risiko dan pelaporan atas pengelolaan risiko perusahaan

In the implementation of risk management, the Board of Directors has established a Corporate Performance Management, Risk Management and GCG Management Bureau, and establishes Perum LPPNPI risk management policy in the Board of Directors Decree No. KEP.2406.01/LPPNPI/XII/2014 dated December 30, 2014 on Risk Management Policy and Guidelines as well as Risk Management Procedures. However, the risk management policy has not been socialized and its implementation is still in preparation stage in the form of ERM related training for Risk Management Unit staff, and comparative risk management study to PT Pertamina (Persero). In addition, risk profile and reporting on risk management of the company have not been undertaken.






URAIAN MENGENAI SISTEM PENGAWASAN INTERNAL

MISI SISTEM PENGAWASAN INTERN

Description of Internal Control System

Mission of the Internal Supervisory Unit

Dalam rangka mewujudkan visi Perusahaan untuk menjadi partner terpecaya yang mempunyai nilai Integrity, Solidity, Accountability, Focus on Safety dan Execellent Sevice (ISAFE), diperlukan peran satuan pengawasan intern untuk meningkatkan nilai dan memperbaiki operasional perusahaan.

Pembentukan satuan pengendalian intern sesuai dengan:1. Undang-Undang Republik Indonesia Nomor

19 tahun 2003 tentang Badan Usaha Milik Negara;

2. Peraturan Pemerintah Nomor 77 tahun 2012 tentang Perusahaan Umum (PERUM) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia

3. Peraturan Menteri Negara BUMN No. PER-01/MBU/2011 tentang penerapan tata kelola perusahaan yang baik (Good Corporate Governance) pada Badan Usaha Milik Negara.

Sesuai bagian kesepuluh Peraturan Pemerintah No. 77 tahun 2012 tentang Perusahaan Umum (PERUM) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia “Satuan Pengawasan Intern”, tercantum Dalam Pasal 85, Pasal 86, Pasal 87, Pasal 88 dan Pasal 89.

1. Menjalankan fungsi pengawasan sebagai berikut:a. Evaluasi atas efektifitas pelaksanaan

pengendalian intern, manajemen risiko, dan proses tata kelola perusahaan, sesuai dengan peraturan perundang-undangan dan kebijakan perusahaan.

b. Pemeriksaan dan penilaian atas efisiensi dan efektifitas di bidang keuangan, operasional, sumber daya manusia, teknologi informasi dan kegiatan lainnya.

3. memberikan jasa konsultansi dan sebagai katalisator untuk membantu manajemen dalam mencapai sasaran.

4. Menjalankan tugas sebagai mitra kerja yang kompeten bagi komite audit.

In order to implement the vision of the Company to become a trusted partner that has value Integrity, Solidity, Accountability, Focus on Safety and Service Excellence (ISAFE), the role of internal control unit is needed to increase the value and improve the Company’s operations.

Establishment of internal control unit according to:1. Law of the Republic of Indonesia Number

19 of 2003 concerning State-Owned Enterprises;

2. Government Regulation Number 77 of 2012 concerning Public Corporation (PERUM) of the Indonesian Aviation Navigation Service Provider

3. Regulation of the State Minister No. PER-01/MBU/2011 on the implementation of Good Corporate Governance in State-Owned Enterprises.

In accordance with section 10 of Government Regulation No. 77 of 2012 on Public Corporation (PERUM) of the Indonesian Aviation Navigation Service Providers “Internal Audit Unit”, is set forth in Article 85, Article 86, Article 87, Article 88 and Article 89.

1. Perform the following supervisory functions:

a. Evaluation of the effectiveness of the implementation of internal controls, risk management, and corporate governance processes, in accordance with company legislation and policies.

b. Examination and assessment of efficiency and effectiveness in finance, operations, human resources, information technology and other activities.

2. Provide consultancy services and as a catalyst to assist management in reaching the target.

3. Perform duties as a competent partner for the audit committee.





STRATEGI SISTEM PENGAWASAN INTERNInternal Control System Strategy

1. Melaksanakan peran pengawasan sebagai mitra strategis yang memberikan nilai tambah bagi manajemen dan seluruh jajaran organisasi dalam rangka mencapai tujuan perusahaan;

2. Mengusulkan organisasi satuan pengawasan intern yang efektif dan efisien serta memiliki sumber daya manusia yang berkompetensi tinggi; dan

3. Menjaga dan meningkatkan independensi, objektivitas dan etika profesi.

1. Implement the role of supervision as a strategic partner that provides added value for management and the whole range of organizations in order to achieve corporate goals;

2. Propose organization of internal supervisory unit that is effective and efficient and has highly competent human resources; and

3. Maintain and enhance independence, objectivity and professional ethics.

EVALUASI EFEKTIVITAS SISTEM PENGAWASAN INTERNEvaluation Effectiveness of Internal Control System

Direktur Utama menyampaikan laporan hasil pemeriksaan Satuan Pengawasan Intern kepada seluruh anggota Direksi, untuk selanjutnya ditindaklanjuti dalam rapat Direksi.

Tanggung jawab Satuan Pengawasan Intern adalah melakukan pemantauan dan penilaian atas tindak perbaikan yang dilakukan oleh anggota Direksi dan melaporkan progress pelaksanaan tindak lanjut kepada Direktur Utama.

Kinerja Satuan Pengawasan Intern dilakukan oleh Komite Audit dan hasilnya di laporkan kepada Dewan Pengawas. Informasi yang diperoleh dari Komite Audit menjadi bahan evaluasi bagi Dewan Pengawas untuk memberikan saran kepada Direksi.

The President Director shall deliver the report on the result of the Internal Audit Unit examination to all members of the Board of Directors, to be followed up in the Board of Directors’ meeting.

The responsibility of the Internal Audit Unit is to monitor and evaluate the corrective actions taken by the members of the Board of Directors and report on the progress of the follow-up to the President Director.

The performance of the Internal Audit Unit is conducted by the Audit Committee and the results are reported to the Board of Commissioners. Information obtained from the Audit Committee becomes an evaluation material for the Board of Commissioners to advise the Board of Directors.

SISTEM PENGENDALIAN INTERNInternal Control System

Direksi Perum LPPNPI menetapkan suatu sistem pengendalian internal yang efektif untuk mengamankan investasi dan aset perusahaan, menjaga ketaatan dengan peraturan perundang-undangan yang relevan, keakuratan informasi keuangan dan meningkatkan efektivitas dan efisiensi proses kegiatan perusahaan, serta mencegah terjadinya penyimpangan termasuk kecurangan/fraud dan pelanggaran lainnya.

Direksi bertanggung jawab menetapkan rancangan sistem pengendalian intern yang mengatur kerangka (framework) pengendalian

The Board of Directors of Perum LPPNPI establishes an effective internal control system to safeguard the Company’s investments and assets, maintain compliance with relevant legislation, accuracy of financial information and improve the effectiveness and efficiency of corporate processes, and prevent fraud including fraud and other violations thereof.

The Board of Directors is responsible for determining the draft of internal control system which regulates the framework of internal






PROSEDUR PENGENDALIAN Control Procedures

Prosedur pengendalian adalah kegiatan yang dilakukan dalam suatu proses pengendalian kegiatan perusahaan pada setiap tingkat dan unit dalam struktur organisasi perusahaan. Kegiatan pengendalian secara formal didokumentasikan dalam standar prosedur operasional. Kegiatan pengendalian perusahaan antara lain (tapi tidak terbatas) pada:1. Mengadakan dan memelihara pembukuan

dan administrasi perusahaan sesuai dengan kelaziman yang berlaku.

2. Menyusun sistem akuntansi dan pencatatan sesuai dengan prinsip-prinsip akuntansi yang berlaku umum dan berdasarkan prinsip-prinsip pengendalian intern. Catatan yang akurat dan andal harus dipelihara setiap waktu. Setiap pembayaran uang, pengalihan kepemilikan, penyelesaian pemberian layanan dan transaksi lainnya harus tergambarkan secara penuh dalam sistem akuntansi dan pencatatan perusahaan.

Control procedures are activities undertaken in a process of controlling the activities of the Company at each level and unit within the organizational structure of the Company. Formal control activities are documented in standard operating procedures of the Company controlling activities include but are not limited to:

1. Conduct and maintain the Company’s books and administration in accordance with prevailing accounting standards.

2. Develop accounting and record keeping systems in accordance with generally accepted accounting principles and based on internal control principles. Accurate and reliable records should be maintained at all times. Any payment of money, transfer of ownership, service delivery settlement and other transactions should be fully described in the accounting and recording system of the Company.

intern yaitu dengan pendekatan unsur lingkungan pengendalian, pengelolaan risiko, aktivitas pengendalian, sistem informasi dan komunikasi, pelaksanaan dan pelaporannya. Direksi juga bertanggung jawab untuk memelihara sistem pengendalian intern perusahaan yang efektif dan memastikan bahwa sistem tersebut bekerja secara aman sesuai tujuan pengendalian intern yang ditetapkan perusahaan.

Sementara itu, Dewan Pengawas memberikan perhatian terhadap unsur pengendalian internal, memantau kebijakan Direksi berkaitan pengendalian intern dan pelaksanaannya, serta kepatuhan Direksi dan tim manajemen dalam menjalankan peraturan-peraturan perundangan yang berlaku. Semua pihak, baik Direksi, pejabat unit kerja dan karyawan Perusahaan wajib memahami dan menjalankan kebijakan sistem pengendalian internal dan prosedur pencatatan akuntansi keuangan perusahaan. Setiap pejabat unit kerja dan karyawan perusahaan wajib memahami dan melaksanakan standard operating procedures sebagai alat pengendalian dalam pelaksanaan kegiatan.

control by approaching environmental elements of control, risk management, control activities, information and communication systems, implementation and reporting. The Board of Directors is also responsible for maintaining an effective corporate internal control system and ensuring that the system works safely according to the Company’s internal control objectives.

Meanwhile, the Board of Commissioners gives attention to internal control elements, monitors the Board of Directors’ policies regarding internal controls and the implementation, as well as the compliance of the Board of Directors and the management team in enforcing applicable laws and regulations. All parties, both Board of Directors, officers of work units and employees of the Company shall understand and implement the internal control system policy and accounting procedures of the Company’s financial accounting. Each officer of the work unit and employees of the Company must understand and implement standard operating procedures as a means of control in the implementation of activities.





3. Verifikasi yaitu kegiatan pengujian kebenaran angka, kegiatan dan kelengkapan dokumen dilakukan untuk setiap kegiatan oleh semua unit kerja sesuai dengan jenjangnya.

4. Pemisahan fungsi dimaksudkan agar setiap orang dalam jabatannya tidak memiliki peluang untuk melakukan dan menyembunyikan kesalahan atau penyimpangan dalam pelaksanaan tugasnya. Pemisahan fungsi antara anggaran dan keuangan, antara pemegang barang dan pencatatan.

5. Keamanan yang memadai terhadap aset dan catatan, meliputi pembatasan akses terhadap sistem, program, tempat penyimpanan aset dan catatan perusahaan untuk menghindari terjadinya pencurian aset dan data/informasi perusahaan.

PENJELASAN KESESUAIAN SISTEM PENGENDALIAN INTERN DENGAN COSOExplanation of Conformity of Internal Control System with COSO

Model COSO mendefinisikan pengendalian internal sebagai sistem yang dirancang untuk memberikan keyakinan yang memadai terhadap pencapaian tujuan (1) efektivitas dan efisiensi operasi, (2) keandalan informasi keuangan dan (3) ketaatan terhadap hukum dan peraturan yang berlaku.

Model COSO terdiri atas lima komponen pengendalian internal sebagai berikut:1. Pengendalian Lingkungan (Control

Environment)a. Komponen ini merupakan pondasi awal

untuk pengembangan Sistem Internal Controls dengan menyediakan disiplin dan struktur yang bersifat fundamental.

b. Hal ini di antaranya mencakup: Integritas dan Nilai Etika, Komitmen terhadap Kompetensi, Berfungsinya Auditor, Filosofi Manajemen dan Gaya Kepemimpinan, Struktur Organisasi, Pemberian Wewenang dan Tanggung Jawab, Kebijakan dan Praktik Sumber Daya Manusia (SDM).

c. Pengendalian Lingkungan Perum LPPNPI terdiri atas struktur organisasi dan Pemberian Wewenang dan Tanggung Jawab (sesuai dengan PER10, PER14,

The COSO model defines internal control as a system designed to provide reasonable assurance on the achievement of objectives (1) the effectiveness and efficiency of operations, (2) the reliability of financial information and (3) compliance with applicable laws and regulations.

The COSO model consists of five internal control components as follows:1. Control Environment

a. This component is the initial foundation for the development of Internal Controls System by providing fundamental discipline and structure.

b. These include: Ethical Integrity and Values, Commitment to Competence, Auditor Functioning, Management Philosophy and Leadership Style, Organizational Structure, Authorization and Responsibility, Human Resources Policy and Practices (HR).

c. Performance Control Perum LPPNPI consists of organizational structure and Authorization and Responsibility (in accordance with PER10, PER14, PER16),

3. Verification is the activity of testing the truth of numbers, activities and completeness of documents conducted for each activity by all work units in accordance with the level.

4. Separation of functions is intended so that everyone in his position has no opportunity to do and hide mistakes or irregularities in the execution of his duties. Separation of functions between budget and finance, between holders of goods and records.

5. Sufficient security of assets and records, including restricting access to systems, programs, storage of assets and the Company’s records to avoid the theft of assets and data/the Company’s information.






PER16), Kebijakan dan Praktik Sumber Daya Manusia (SDM) (sesuai dengan peraturan dan keputusan Direksi Perum LPPNPI yang sudah diatur dan diterapkan di Perum LPPNPI), Integritas dan Nilai Etika (sesuai dengan PER 007 Tahun 2015), komitmen terhadap kompetensi (sesuai dengan PER 041 Tahun 2014 dan PER 30 Tahun 2015), Berfungsinya Auditor (sesuai dengan PKPT dan Realisasi PKPT yang dilaksanakan oleh SPI).

2. Penilaian Risiko (Risk Assessment)a. Komponen ini merupakan identifikasi

dan analisis yang dilakukan oleh manajemen terhadap risiko terkait dengan pencapaian tujuan yang telah ditetapkan. Penilaian risiko organisasi dapat dilakukan melalui identifikasi, analisis, dan pengelolaan risiko-risiko yang relevan terhadap penyusunan laporan keuangan yang secara wajar disajikan sesuai dengan prinsip-prinsip akuntansi berlaku umum. Risiko organisasi dapat berasal dari perubahan dalam lingkungan operasi, personel baru, sistem informasi baru, pertumbuhan organisasi yang cepat, teknologi baru, dan lain-lain.

b. Selama tahun 2013-2016 penilaian resiko belum dilaksanakan dikarenakan belum terbentuknya Biro Penilaian Resiko. Penilaian risiko di Perum LPPNPI baru dilaksanakan pada akhir tahun 2016.

3. Pengendalian Kegiatan (Control Activities)a. Komponen ini berupa kegiatan, kebijakan,

prosedur dan praktek yang menjamin pencapaian tujuan institusi. Kegiatan ini memungkinkan pengambilan berbagai tindakan yang diperlukan untuk mengelola risiko terhadap pencapaian tujuan organisasi. Kegiatan pengendalian berlangsung di seluruh organisasi, semua tingkatan dan pada semua fungsi yang ada. Kegiatan ini mencakup rentang kegiatan mulai dari pengesahan, kewenangan, verifikasi, rekonsiliasi,

Human Resources Policy and Practices (in accordance with regulations and decisions of Perum LPPNPI Board of Directors which have been regulated and implemented in Perum LPPNPI), Integrity and Ethical Values (in accordance with PER 007 of 2015), commitment to competence (in accordance with PER 041 Year 2014 and PER 30 Year 2015), Auditor Functioning (in accordance with PKPT and PKPT Implementation conducted by SPI).

2. Risk Assessmenta. This component is the identification

and analysis conducted by the management of the risks associated with the achievement of objectives that have been set. Assessment of organizational risk can be made through the identification, analysis and management of risks relevant to the preparation of financial statements that are reasonably presented in accordance with generally accepted accounting principles. Organizational risks can come from changes in operating environments, new personnel, new information system, rapid organizational growth, new technology, and more.

b. During year 2013-2016, risk assessment has not been implemented due to the establishment of the Risk Assessment Bureau. Risk assessment in Perum LPPNPI was implemented at the end of 2016.

3. Control Activitiesa. This component is in the form of

activities, policies, procedures and practices that ensure the achievement of the objectives of the institution. This activity allows the taking of the various actions necessary to manage risks to the achievement of organizational goals. Control activities take place throughout the organization, all levels and on all functions. This activity covers a range of activities ranging from authorization, authority, verification, reconciliation,





pengkajian ulang kinerja, pengamanan aktiva dan pemisahan tugas. Kegiatan pengendalian yang dapat dilakukan diantaranya penelahaan kinerja, pengolahan informasi, pengendalian fisik dan pemisahan fungsi.

b. Kegiatan Pengendalian di Perum LPPNPI dilaksanakan sesuai dengan Peraturan dan Keputusan yang telah diatur oleh Direksi Perum LPPNPI di antaranya adalah PER.010 Tahun 2014, PER 33 Prosedur Operasi standar keuangan kantor pusat), PER 028 Tahun 2015 Tata Cara Penyampaian Permohonan pengeluaran uang dan penerimaan uang.

4. Informasi dan Komunikasi (Communication and Information)a. Komponen ini mendukung semua

komponen pengendalian lainnya dengan mengkomunikasikan tanggung jawab pengendalian kepada seluruh pegawai dan menyediakan informasi dalam sebuah bentuk dan kerangka waktu yang mengizinkan orang menyelesaikan tugasnya.

b. Sistem informasi yang ada menghasilkan laporan-laporan yang berisi informasi mengenai kegiatan organisasi, keuangan dan informasi yang ada hubungannya dengan kepatuhan, yang memungkinkan penggunaannya untuk menjalankan dan mengendalikan organisasi.

c. Perum LPPNPI mengkomunikasikan tanggung jawab pengendalian dalam bentuk laporan keuangan dan laporan realisasi manajemen.

5. Pemantauan (Monitoring)a. Komponen ini memberikan kepastian

yang memadai bahwa tujuan suatu organisasi dapat tercapai, manajemen harus me-monitor sistem Internal Controls untuk menentukan apakah sistem beroperasi seperti yang diinginkan dan dimodifikasi agar sesuai dengan perubahan dalam kondisi. Pemantauan merupakan suatu proses yang menilai mutu sistem Internal Controls sepanjang

performance review, asset security and segregation of duties. Control activities which can be conducted that includes performance review, management information, physical control and segregation of functions.

b. Controlling activities in Perum LPPNPI are conducted in accordance with the Regulations and Decisions which have been regulated by the Board of Directors of Perum LPPNPI among them are PER.010 Year 2014, PER 33 Operating Procedures of Head Office financial standard), PER 028 Year 2015 Request Submission Procedures of Money Expenditures and Money Receipts.

4. Communication and Information

a. This component supports all other control components by communicating control responsibilities to all employees and providing information in a form and time frame that allows people to complete their tasks.

b. The existing information system produces reports containing information on organizational, financial and information activities that are related to compliance, allowing its use to run and control the organization.

c. Perum LPPNPI communicates the control responsibilities in the form of financial statements and management realization reports.

5. Monitoringa. This component provides adequate

assurance that the objectives of an organization can be achieved, management must monitor the Internal Controls system to determine whether the system operates as desired and adjusted to suit changes of conditions.Monitoring is a process that assesses the quality of the Internal Controls system over time. Monitoring includes


PENJELASAN MENGENAI EVALUASI YANG DILAKUKAN ATAS EFEKTIVITAS SISTEM PENGENDALIAN INTERNExplanation of the Evaluation of the Internal Control System Effectiveness

Evaluasi atas efektivitas Sistem Pengendalian Intern dilakukan dengan cara melaksanakan monitoring atas tindak lanjut hasil pemeriksaan operasional dan menyampaikan hasil tindak lanjut kepada Direksi dan Kantor Cabang untuk segera ditindaklanjuti yang akhirnya bertujuan untuk menjaga keamanan harta milik perusahaan, memeriksa ketelitian dan kebenaran data akuntansi, mendorong efisiensi, dan membantu mendorong dipatuhinya kebijakan manajemen yang telah ditetapkan.

The evaluation on the effectiveness of the Internal Control System is conducted by monitoring the follow-up of the results of the operational examination and submitting the follow-up results to the Directors and Branch Offices for immediate action which ultimately aims to maintain the security of the Company’s property, check the accuracy and correctness of the accounting data, and help encourage compliance with established management policies.

waktu. Pemantauan mencakup personel yang tepat untuk menilai disain dan operasi pengendalian dengan dasar yang tepat waktu dalam mengambil tindakan perbaikan yang diperlukan. Pengawasan ini juga melibatkan unsur eksternal terhadap Internal Controls yang dilakukan oleh manajemen atau pihak lain di luar proses serta pelaksanaan metodologi independen seperti prosedur atau standar checklist yang biasa dilakukan oleh pegawai dalam proses.

b. Selain unit satuan pengawasan intern, proses monitoring juga dilaksanakan oleh pihak eksternal meliputi KAP, BPK dan BPKP yang melakukan review terhadap proses keuangan dan pengadaan barang dan jasa di Perum LPPNPI.

the appropriate personnel to assess the design and operation of the control on a timely basis in taking the necessary corrective action. This oversight also involves external elements of the Internal Controls performed by management or other parties outside the process as well as the implementation of independent methodologies such as procedures or standard checks normally employed by employees in the process.

b. In addition to the Internal Audit Unit, the monitoring process is also conducted by external parties including KAP, BPK and BPKP reviewing the financial process and procurement of goods and services in Perum LPPNPI.


PERKARA PENTING YANG DIHADAPI PERUSAHAANImportant Case Faced by the Company

Berdasarkan surat dari Perum LPPNPI, dengan No. 04.02.04/00/LPPNPI/01/2016/066, tanggal 7 Januari 2016, Perihal Saran dan Pendapat Hukum kepada Jaksa Agung Muda Bidang Perdata dan Tata Usaha Negara Kejaksaan Republik Indonesia.

Menyusul Surat kami No. 04.02/00/LPPNPI/11/2015/482, tanggal 26 November 2015, tentang Saran dan Pendapat Hukum pasa pemutusan Kontrak No. KPBJ-JB/DIC/09/XII/2014, tanggal 10 Desember 2014, tentang Pekerjaan Penambahan Workstation E-JAATS di Bandara Soekarno-Hatta, bersama ini dengan hormat disampaikan permohonan Saran dan Pendapat Hukum atas permasalahan sebagai berikut :1. Bahwa Perum LPPNPI telah melakukan

pemutusan kontrak No. KPBJ-JB/DIC/09/XII/2014, tanggal 10 Desember 2014, tentang Pekerjaan Penambahan Workstation E-JAATS di Bandara Soekarno Hatta dengan dasar Pihak Kedua melakukan perbuatan melanggar perjanjian khususnya pada Pasal 18 ayat (5) sanksi yaitu “Pihak kedua dikenakan sanksi berupa pemutusan Perjanjian secara sepihak dan/atau larangan keikutsertaan dalam proses pengadaan barang dan/atau jasa di Lingkungan Pihak Pertama selama 2 (dua) tahun apabila terjadi salah satu dari hal-hal sebagai berikut: antara lain huruf d menyebutkan “Pihak Kedua terbukti memalsukan dokumen atau memberikan keterangan/data yang tidak benar dalam proses pelaksanaan pekerjaan dalam perjanjian ini”.

2. Bahwa pelaksanaan pekerjaan telah berjalan sejak tanggal 10 Desember 2014 s.d 23 Juli 2015 setelah terdapat prestasi kerja antara lain: perakitan meja consul (consul desk controller), pemasangan jaringan internet, pemasangan kabel listrik, dan lain-lain. Berdasarkan kontrak perjanjian, system pembayaran pelaksanaan pekerjaan berdasarkan system termin sedangkan pekerjaan workstation dimaksud adalah jenis pekerjaan system (barang sekaligus perangkat lunaknya) dengan adanya surat

Based on a letter from Perum LPPNPI, with No. 04.02.04/00/LPPNPI/01/2016/066, dated January 7, 2016, regarding Legal Advice and Opinion to the Deputy Attorney General for Civil and State Administration of the Republic of Indonesia.

Following our Letter No. 04.02/00/LPPNPI /11/2015/482, dated November 26, 2015, regarding Legal Advice and Legal Opinion on the Contract Termination No. KPBJ-JB/DIC/09/XII/2014, dated December 10, 2014, concerning Additional Work on E-JAATS Workstation at Soekarno-Hatta Airport, herewith respectfully submitted a request for Legal Advice and Opinion on the following matters:

1. Whereby Perum LPPNPI has terminated contract No. KPBJ-JB/DIC/09/XII/2014, dated December 10, 2014, concerning Additional Work on E-JAATS Workstation at Soekarno-Hatta Airport on the basis of the Second Party commits breach of contract as specified in Article 18 paragraph (5) of sanction quoting “The Second Party shall be imposed to sanctions in the form of unilateral termination and/or prohibition of participation in the procurement process of goods and/or services wihitin the First Party Environment for 2 (two) years in the event of any of the following: among other things the letter d stating “Second Party proven to falsify the document or provide inaccurate information/data in the process of execution of work under this agreement”.

2. Whereby the implementation of the work has been running since December 10, 2014 to July 23, 2015 after there are work achievements, among others: assembly of consul desk (consul desk controller), installation of internet network, electrical wiring, and others. Based on the agreed contract, the payment system is based on phases of work implementation system while such workstation a is a type of working system (goods as well as its’ software) with the letter of contract termination Page 378,


pemutusan kontrak tersebut mohon saran dan pendapat hukum atas prestasi yang telah dilaksanakan oleh pihak kedua tersebut dapat dibayarkan.

3. Bahwa sesuai dengan ketentuan dalam No. KEP.61/LPPNPI/IX/2013, tentang Prosedur Pengadaan Barang dan atau Jasa dilingkungan Kantor Pusat Peum LPPNPI Paragraf Kedua Jaminan Pelaksanaan menjadi milik Perusahaan, apabila Penyedia Barang/Jasa tidak menyelesaikan pekerjaan dengan baik atau Penyedia Barang/Jasa dinyatakan wan prestasi oleh Perum LPPNPI”, mohon saran dan Pendapat hukum atas jaminan pelaksanaan tersebut dapat dicairkan.

LIABILITAS KONTINJENSIContingent Liabilities

Perum LPPNPI Kantor Pusat telah melakukan kontrak Pejanjian dengan PT Konservico Mitra Global dengan kontrak No. KPBJ-JB/DIC/09/XII/2014, tanggal 10 Desember 2014 untuk melaksanakan Pekerjaan Penambahan Work Station E-JAATS di Bandara Soekarno Hatta dengan nilai sebesar Rp128.856.200.000. Kontrak Pekerjaan tersebut telah dibatalkan pada tanggal 23 Juli 2015. Namun, pekerjaan yang sudah diselesaikan oleh Pihak PT Konservico Mitra Global sebesar Rp14.531.391.600.

Berdasarkan Putusan Dalam Perkara No. 799/II/ARB-BANI/2016 Majelis Arbitrase pada Badan Arbitrase Nasional Indonesia (BANI), dalam pokok perkara Perum LPPNPI diharuskan untuk membayar prestasi kerja yang telah dilakukan oleh PT Konservico Mitra Global sebesar Rp2.685.143.816.

Dalam Rekonvensi Perum LPPNPI diharuskan untuk mengembalikan 1/2 (seperdua) biaya administrasi, biaya pemeriksaan dan biaya arbiter dalam rekonvensi sebesar Rp802.048.000 kepada PT Konservico Mitra Global.

Perum LPPNPI Head Office has entered into an agreement with PT Konservico Mitra Global under contract No. KPBJ-JB/DIC/09/XII/2014, dated December 10, 2014 to perform the Additional Work on E-JAATS Work Station at Soekarno-Hatta Airport for Rp128,856,200,000. The Contract has been canceled on July 23, 2015. However, the work completed by PT Konservico Mitra Global amounted to Rp14,531,391,600.

Based on the Decision in Case No. 799/II/ARBBANI/2016 of the Arbitration Council of the Indonesian National Arbitration Board (BANI), in the main case of Perum LPPNPI is required to pay the performance of PT Konservico Mitra Global amounting to Rp2,685,143,816.

In reconvention requires Perum LPPNPI to return 1/2 (half) of administrative costs, inspection fees and arbitrator fees in reconvention amounted to Rp802,048,000 to PT Konservico Mitra Global.

revision: to request legal advisory and legal opinion on the achievements which have been performed by the Second Party can be paid.

3. Whereby in accordance with the provisions of No. KEP.61/LPPNPI/IX/2013, regarding Procedures Procurement of Goods and/or Services within the Head Office of Perum LPPNPI Second Paragraph the Performance Bond shall be owned by the Company, if the Goods/Services Provider does not completed the work properly or the Provider/Service is declared breach of contract by Perum LPPNPI“, to request legal advisory and legal opinion on the Performance Bond can be liquefaction.


AKSES INFORMASI DANDATA PERUSAHAANAccess to Information and Corporate Data

Dalam mendukung keterbukaan akses informasi Perusahaan terhadap masyarakat sekaligus membangun komunikasi yang simultan melalui update informasi terkait data Perusahaan yang dihadirkan per kuartal serta informasi jasa dan layanan, Perusahaan menyediakan akses informasi publik melalui situs yang disajikan dengan menggunakan bahasa Indonesia dan bahasa Inggris.

Selain itu publik juga diberi kesempatan untuk menghubungi Perusahaan melalui:Jl. Ir. Juanda No. 1, Desa Karang Anyar, Neglasari, Kec. Tangerang, Banten 15121T (021) 55915000F (021) 5501135E [email protected]

In supporting the openness of the Company’s access to information to the community as well as building simultaneous communication through updated information related to Company data presented quarterly as well as information on services and services, the Company provides access to public information through the sites presented in both Indonesian and English.

In addition, the public is also given the opportunity to contact the Company to:Jl. Ir. Juanda No. 1, Desa Karang Anyar,Neglasari, Kec. Tangerang, Banten 15121P (021) 55915000F (021) 5501135E [email protected]


Kode Etik danBudaya PerusahaanCode of Ethics and Corporate Culture

Pada 13 Februari 2015, Perusahaan telah menetapkan Pedoman Perilaku (Code of Conduct) di Lingkungan Perusahaan melalui Peraturan Direksi Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia No. PER.007/LPPNPI/II/2015 Tanggal 13 Februari 2015 yang berlaku bagi seluruh Insan Perum LPPNPI yang terdiri dari Karyawan, Direksi, dan Dewan Pengawas. Pedoman Perilaku disusun senada dengan Budaya Perusahaan yang diterapkan guna mewujudkan visi, misi dan tujuan perusahaan.

Penerapan Perilaku dan Budaya Perusahaan bersama-sama dapat menciptakan iklim yang sehat dan kondusif bagi lingkungan kerja perusahaan. Pedoman Perilaku ini telah disahkan oleh Direktur Utama atas nama seluruh Direksi, namun belum disahkan oleh Dewan Pengawas.

Dalam rangka menegakkan Pedoman Perilaku Perusahaan, maka Perusahaan telah melakukan sosialisasi pada tahun 2015 dan 2016 di beberapa Cabang AirNav Indonesia, antara lain, Cabang JATSC, Cabang Makasar, Cabang Medan, Cabang Surabaya, Cabang Denpasar dan Kantor Pusat.

Dalam Pedoman Perilaku juga mengatur jenis sanki bagi pelanggar, yakni:1. Surat Peringatan2. Penurunan level jabatan 2 (dua) tingkat lebih rendah atau

lebih3. Pemberhentian dengan hormat tidak atas permintaan

sendiri sebagai karyawan

Sementara itu, sepanjang tahun 2016, jumlah pelanggaran Pedoman Perilaku beserta sanksi yang diberikan adalah sebagai berikut:1. Penurunan level jabatan 2 (dua) tingkat lebih rendah atau

lebih: satu (1) orang2. Pemberhentian dengan hormat tidak atas permintaan

sendiri sebagai karyawan: tiga (3) orang.

On February 13, 2015, the Company has established Code of Conduct in the Company Environment by virtues of the Regulation of the Board of Directors of Indonesian Aviation Navigation Service Providers (Perum LPPNPI) No. PER.007/LPPNPI/ II/2015 dated February 13, 2015 applicable to all employees of Perum LPPNPI, which consists of Employees, Board of Directors, and Board of Commissioners. The Code of Conduct is structured in conformity with the Corporate Culture that is applied in order to realize the company’s vision, mission and objectives.

Application of Corporate Behavior and Culture together can create a healthy and conducive climate for the Company’s work environment. This Code of Conduct has been approved by the President Director on behalf of all Board of Directors, but has not been approved by the Board of Commissioners.

In order to enforce the Code of Business Conduct, the Company has conducted socialization in 2015 and 2016 in several branches of AirNav Indonesia, among others, JATSC Branch, Makassar Branch, Medan Branch, Surabaya Branch, Denpasar Branch and Head Office.

The Code of Conduct also regulates the types of sanctions for offenders, namely:1. Warning letter2. Decrease in level of position 2 (two) levels lower or more

3. Dismissal with respect not on their own request as an employee

Meanwhile, throughout 2016, the number of violations of the Code of Conduct and the sanctions provided are as follows:

1. Decrease level of position 2 (two) levels lower or more: one (1) person

2. Dismissal with respect not on their own request as an employee: three (3) persons.


SISTEM PELAPORAN PELANGGARANReporting System of Violation

Prosedur penyampaian Laporan pelanggaran Informasi mengenai Prosedur Penyampaian pelanggaran telah tercantum dalam peraturan Perum LPPNPI No. PER.006/LPPNPI/II/2015 Bab III Point 3.1 tentang Sarana/Media Pelaporan.

Dalam hal ini, pelapor dapat menyampaikan Pengaduan/Penyingkapan pelanggaran kepada Pengelola Administrasi pelaporan pelanggaran melalui sarana atau media telepon, website, email dan faksimili Perusahaan yang khusus diperuntukkan bagi Sistem Pengelolaan Pelanggaran. Selain itu, Perusahaan juga telah menyiapkan alternatif media pelaporan lainnya melalui layanan surat elektonik (e-mail), alamat Email Administrasi Pelaporan adalah [email protected]

Selain menerima pengaduan dari sarana-sarana yang disebutkan sebelumnya, Unit SPI selama ini juga menerima informasi adanya kemungkinan penyimpangan peraturan direksi secara lisan/telepon, selanjutnya SPI melakukan evaluasi apakah informasi memenuhi indikasi awal dan dapat ditindaklanjuti. Untuk selanjutnya hal tersebut ditindaklanjuti oleh unit SPI dengan mengadakan audit khusus atau digabungkan dengan kegiatan audit operasional dan keuangan di suatu lokasi Cabang/Distrik.

Procedures for Submission of Violation Report Information on the Procedure for Submission of Violations has been contained in Perum LPPNPI Regulation No. PER.006/LPPNPI/II/2015 Chapter III Point 3.1 on Media Facilities/Media.

In this case, the complainant may submit a Complaint/Disclosure of the violation to the Administrator of violation reporting by means or media of telephone, website, email and facsimile of the Company specifically designated for the Management of Breach System. In addition, the Company has also prepared other reporting media alternatives through electronic mail service (e-mail), Email Reporting Administrator address is [email protected].

In addition to receiving complaints from aforementioned, the Internal Audit Unit (SPI) has also received information regarding the possibility of regulatory ordinary directive/telephone violations, then the Internal Audit Unit (SPI) evaluates whether the information meets the initial indications and can be followed up. The next step is followed up by the Internal Audit Unit (SPI) by conducting a special audit or in combination with operational and financial audit activities at a Branch/District location.

PERLINDUNGAN BAGI PELAPORProtection of Complainant

Perusahaan telah menetapkan dasar kebijakan perlindungan terhadap pelapor sebagaimana yang tercantum dalam Peraturan Perum LPPNPI No. PER.006/LPPNPI/II/2015 Bab II Point 2.3 tentang Perlindungan Terhadap Pelapor.

Subtansi yang terkandung dalam peraturan tersebut antara lain:1. Identitas Pelapor dijamin kerahasiaannya

oleh Perusahaan. 2. Perusahaan menjamin perlindungan

terhadap Pelapor dari segala bentuk ancaman, intimidasi, ataupun tindakan tidak menyenangkan dari pihak manapun selama Pelapor menjaga kerahasiaan pelanggaran yang diadukan kepada pihak manapun.

The Company has established the basis of the protection policy against the complainant as stipulated in Perum LPPNPI’s Regulation No. PER006/LPPNPI/II/2015 Chapter II Point 2.3 on Protection of Reporters.

The substances contained in the regulation include:1. The identity of the Reporting Entity /

complainant is guaranteed by the Company.2. The Company guarantees the protection of

the Reporting Entity / complainant from any form of threat, intimidation or ill-treatment by any party as long as the Reporting Party keeps the confidentiality of the infringement reported against any party.


PENANGANAN PENGADUAN

PIHAK YANG MENGELOLA PENGADUAN

Handling of Complaints

Complaints Management PIC

Mekanisme penanganan pengaduan telah diatur dalam Peraturan Perum LPPNPI No. PER.006/LPPNPI/II/2015 Bab II Poin 2.4 tentang Kewenangan Penanganan Laporan. Substansi yang terkandung dalam peraturan tersebut antara lain:1. Pengaduan/penyingkapan pelanggaran

yang berkaitan dan/atau dilakukan oleh Insan perum LPPNPI selain Pengelola Administrasi Pelaporan Pelanggaran, Tim Investigasi, Dewan Pengawas dan Direksi akan ditindaklanjuti oleh Direktur Keuangan selaku Direktur yang membidangi fungsi kepatuhan (compliance).

2. Pengaduan/penyingkapan pelanggaran yang berkaitan dan/atau dilakukan oleh Pengelola Administrasi Pelaporan Pelanggaran dan Tim Investigasi akan ditindaklanjuti oleh Direktur Utama.

3. Pengaduan/penyingkapan pelanggaran yang berkaitan dan/atau dilakukan oleh Direksi akan ditindaklanjuti oleh Ketua Dewan Pengawas.

4. Pengaduan/penyingkapan pelanggaran yang berkaitan dan/atau dilakukan oleh Dewan Pengawas akan ditindaklanjuti oleh Direktur Utama.

Perusahaan memberikan amanat kepada Satuan Pengawas Intern sebagai organ yang memiliki kewenangan dalam melakukan pengelolaan atas adanya pengaduan pelanggaran di lingkungan internal Perum LPPNPI.

Complaint handling mechanism has been regulated in Perum LPPNPI Regulation No. PER.006/LPPNPI/II/2015 Chapter II Point 2.4 on the Authority for Handling Reports. The substances contained in the regulation include:

1. Complaints/disclosures of related violations and/or committed by Perum LPPNPI’s members other than the Administrative Manager of Reporting Violations, Investigation Team, Board of Commissioners and Board of Directors shall be followed up by the Director of Finance as Director in charge of compliance.

2. Complaints/disclosures of related violations and/or committed by the Administrative Manager of Reporting Violations and Investigation Team will be followed up by the President Director.

3. Complaints/disclosures of related violations and/or committed by the Board of Directors will be followed up by the Chairman of the Board of Commissioners.

4. Complaints/disclosures of related violations and/or conducted by the Board of Commissioners will be followed up by the President Director.

The Company shall give mandate to the Internal Audit Unit as an organ possessing the authority to manage the complaints of violations in the internal environment of Perum LPPNPI.

3. Perlindungan terhadap Pelapor juga berlaku bagi para pihak yang melaksanakan Investigasi maupun pihak-pihak yang memberikan informasi terkait dengan Pengaduan/Penyingkapan tersebut.

3. Protection of the Reporting Entity/complainant also applies to the parties conducting the Investigation as well as the parties providing information related to the Complaint/Disclosure.






LAPORAN PENGELOLA ADMINISTRASI PELAPORAN PELANGGARAN

SARANA/MEDIA PELAPORAN

PROSEDUR PENGELOLAAN

Report of the Official Reporting Administrative Manager

Media Reporting

Management Procedures

Pengelola Administrasi Pelaporan Pelanggaran wajib membuat laporan secara berkala, yaitu setiap 3 (tiga) bulan sekali, yang disampaikan selambat-lambatnya minggu kedua pada bulan berikutnya, yang meliputi jumlah Pengaduan/Penyingkapan, kategori Pengaduan/Penyingkapan serta media yang digunakan oleh Pelapor dan penyampaiannya kepada Direktur Keuangan selaku Direktur yang membidangi fungsi kepatuhan (compliance).

Pelapor menyampaikan Pengaduan/Penyingkapan pelanggaran kepada Pengelola Administrasi Pelaporan Pelanggaran melalui sarana/media telepon, website, email dan faksimile Perusahaan yang khusus diperuntukkan bagi Sistem Pengelolaan Pelanggaran.

1. Pengelola Administrasi Pelaporan Pelanggaran menerima dan menyaring laporan Pengaduan/Penyingkapan pelanggaran yang diterima, apakah terdapat indikasi awal atau sesuai dengan kriteria laporan Sistem Pelaporan Pelanggaran dan dapat ditindaklanjuti? Bila YA, laporan Pengaduan/Penyingkapan diteruskan sesuai dengan kewenangan penanganan pelaporan, bila TIDAK proses Sistem Pelaporan Pelanggaran selesai.

2. Dari laporan Pengelola Administrasi Pelaporan Pelanggaran, akan ditetapkan rekomendasi apakah perlu untuk dilakukan investigasi lanjutan oleh Tim Investigasi.

3. Bila direkomendasikan untuk dilakukan investigasi lanjutamn, Tim Investigasi melakukan investasi lanjutan terhadap Pengaduan/Penyingkapan dan melaporkan hasilnya kepada pemberi rekomendasi.

4. Dari laporan investigasi lanjutan oleh Tim Investigasi, ditetapkan rekomendasi tindakan selanjutnya. Bila tidak terbukti atau selesai, maka laporan Pengaduan/

The Administrator of Reporting Infringement Report is obliged to prepare reports on a regular basis, every 3 (three) months, submitted by no later than the second week of the following month, covering the number of Complaints/Disclosures, the Complaint/Disclosure category and the media used by the Reporting Entity and its delivery to Director of Finance as the Director in charge of compliance function (compliance).

The Reporting Entity submits a Complaint/Disclosure of the violation to the Administrator of Reporting Violation Reporting through the Company’s telephone facilities, websites, email and facsimile specifically for the Abuse Management System.

1. The Official Reporting Offenses Manager receives and filters out the complaints / Disclosure reports of infringements received, are there any initial indications or compliance with the reporting criteria of the Reporting System of Violations and can be acted upon? If YES, the Complaint / Disclosure report is forwarded in accordance with the authority of reporting handling, if NOT the Reporting System of Violation Process is complete.

2. From the Report of the Reporting Official Administration Manager, a recommendation is made as to whether further investigation by the Investigation Team is required.

3. Where further investigation is recommended, the Investigation Team makes further investments in the Complaint / Disclosure and reports the results to the recommender.

4. From a follow-up investigation report by the Investigation Team, further action recommendations are decided. If not proven or completed, the Complaint / Disclosure





SANKSISanctions

Bentuk sanksi terhadap Terlapor yang telah terbukti melakukan pelanggaran akan ditentukan sesuai dengan ketentuan dan peraturan yang berlaku di Perusahaan.

Terhadap pelanggaran di luar peraturan perusahaan atau atau mengarah pada tindakan melawan hukum, akan dilanjutkan kepada pihak yang berwenang sesuai dengan ketentuan perundangan yang berlaku.

The form of sanctions against the Reported Party who has been proven to have committed violations shall be determined in accordance with the prevailing rules and regulations of the Company.

Against violations outside company regulations or lead to unlawful acts, will proceed to the appropriate authorities in accordance with applicable laws and regulations.

Penyingkapan akan ditutup. Apabila Pengaduan/Penyingkapan tersebut terbukti atau memerlukan tindak lanjut, maka akan dikenakan sanksi sesuai ketentuan yang berlaku, atau diteruskan kepada pihak yang berwenang untuk diproses lebih lanjut sesuai dengan ketentuan perundang-undangan yang berlaku.

5. Seluruh proses Investigasi atau Pengaduan/Penyingkapan wajib dibuatkan Berita Acara sebagaimana contoh format terlampir.

6. Seluruh proses Sistem Pelaporan Pelanggaran harus terdokumentasi dengan baik dan dapat dipertanggungjawabkan.

report will be closed. If the Complaint / Disclosure is proven or requires follow-up, it will be subject to sanctions in accordance with applicable provisions, or forwarded to the appropriate authorities for further processing in accordance with applicable laws and regulations.

5. The whole process of Investigation or Complaint / Disclosure shall be made of the Minutes as an example of the format attached.

6. The entire process of the Reporting System Infringement must be well documented and accountable.





HASIL PENANGANAN PENGADUANResult of Complaint Handling

Berdasarkan informasi dari Unit Satuan Pengawas Internal (SPI) selaku Pengelola Administrasi Pelaporan Pelanggaran (PER.006/LPPNPI/II/2015 tanggal 13 Februari 2015 tentang Sistem Pelaporan Pelanggaran WBS di Lingkungan Perum LPPNPI), tidak terdapat pengaduan tahun 2016 melalui email [email protected] atau [email protected]

Based on information from the Internal Audit Unit (SPI) as the Administrator of Reporting Violation Report (No. PER.006/LPPNPI/II/2015 dated February 13, 2015 on Reporting System of WBS Violation in Perum LPPNPI), there was no complaint in year 2016 via email [email protected] or [email protected].


PENGENDALIANGRATIFIKASIGratification Control

Program pengendalian gratifikasi merupakan salah satu program dalam rangka implementasi core value perusahaan I-SAFE (Integrity, Solidity, Accountability, Focus on Safety, Excellent Service) khususnya integrity, serta implementasi dari prinsip-prinsip Good Corporate Governance terutama prinsip transparency, responsibility dan independen.

Dewan Pengawas, Direksi dan seluruh karyawan perusahaan tidak diperbolehkan menerima gratifikasi dan harus membuat laporan (disclose) kepada perusahaan apabila menerima gratifikasi dimana dihadapkan pada kondisi yang sulit untuk melakukan penolakan. Pelanggaran atas kebijakan tersebut akan mendapatkan sanksi sesuai dengan ketentuan yang berlaku.

Perusahaan melakukan sosialisasi program pengendalian gratifikasi secara intensif kepada seluruh karyawan perusahaan.

Direksi melaporkan secara periodik kepada Dewan Pengawas tentang pelaksanaan program pengendalian gratifikasi.

Selama tahun 2016, tidak dilaporkan adanya pelanggaran terhadap larangan gratifikasi di Perum LPPNPI.

Gratuity control program is one of the programs in the implementation of core value of I-SAFE (Integrity, Solidity, Accountability, Focus on Safety, Excellent Service), especially integrity, and implementation of Good Corporate Governance principles, especially transparency, responsibility and independent principles.

The Board of Commissioners, the Board of Directors and all employees of the Company are not allowed to receive gratuities and must make a report (disclose) to the Company upon receiving a gratuity where faced with conditions that are difficult to reject. Violations of the policy will be subject to sanctions in accordance with applicable regulations.

The Company socializes the intensive gratuity control program to all employees of the Company.

The Board of Directors reports periodically to the Board of Commissioners regarding the implementation of the gratuity control program.

During 2016, there was no reported violation of the gratification ban in Perum LPPNPI.


KEBERAGAMAN KOMPOSISI DEWAN PENGAWAS DAN DIREKSIDiversity in the Composition of the Board of Commissioners and Directors

Keberagaman komposisi Dewan Pengawas dan Direksi merupakan bagian dari upaya Perusahaan untuk mendorong proses pengambilan keputusan yang lebih obyektif, komprehensif, optimal, dan memiliki dampak positif terhadap pengawasan dan pengelolaan Perusahaan.

Keberagaman ini diharapkan dapat memperkaya sudut pandang dan kepentingan dalam proses pengambilan keputusan, baik di tubuh Dewan Pengawas maupun Direksi, sehingga mampu memberikan nilai tambah bagi aspek operasional dan usaha Perusahaan, serta penerapan Tata Kelola Perusahaan di lingkup Perusahaan.

Keberagaman komposisi Dewan Pengawas dan Direksi merujuk pada Peraturan Pemerintah Republik Indonesia No. 77 Tahun 2012 tanggal 13 September 2012 tentang Perusahaan Umum (Perum) Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia.

Uraian keberagaman komposisi Dewan Pengawas dan Direksi adalah sebagai berikut:

The diversity of the composition of the Board of Commissioners and the Board of Directors is part of the Company’s efforts to encourage a more objective, comprehensive, optimal decision-making process, and have a positive impact on the Company’s supervision and management.

This diversity is expected to enrich the point of view and interest in the decision-making process, both in the Board of Commissioners and Board of Directors, thus providing added value to the Company’s operational and business aspects, as well as the application of Corporate Governance within the Company.

The diversity of the composition of the Board of Commissioners and the Board of Directors refers to the Government Regulation of the Republic of Indonesia No. 77 of 2012 dated September 13, 2012 on the Perum LPPNPI.

The description of the composition of the Board of Commissioners and Board of Directors is as follows:

KEPATUHAN PELAPORAN HARTA KEKAYAAN PENYELENGGARA NEGARACompliance in Reporting Wealth of State Officials

Dewan Pengawas, Direksi dan Pejabat satu tingkat dibawah direksi wajib menyampaikan Laporan Harta Kekayaan Penyelenggara Negara (LHKPN) yang dilakukan secara periodik kepada KPK. Penyampaian LHKPN dikoordinir oleh pejabat yang ditunjuk untuk melakukan koordinasi dengan KPK.

Pada tahun 2016, pihak-pihak yang diwajibkan menyampaikan LHKPN di Perum LPPNPI tercatat sebanyak 46 orang. Dari jumlah itu, yang sudah menyerahkan LHKPN ada sebanyak 25 orang, atau 54,35% dari total yang diwajibkan untuk menyerahkan LHKPN.

The Board of Commissioners, the Board of Directors and one-level below Officers under the Board of Directors shall submit periodic reports to the KPK on a periodic report of the State Officials’ Assets Report (LHKPN). The submission of LHKPN is coordinated by the designated officials to coordinate with KPK.

In 2016, the parties required to submit the LHKPN at Perum LPPNPI were recorded as 46 people. Of those, who have submitted LHKPN there are as many as 25 people, or 54.35% of the total required to submit the LHKPN.






NAMAName

KEWARGA-NEGARAANNationality

DOMISILIDomicile

PENDIDIKAN TERAKHIRLast Education

LATAR BELAKANG PENDIDIKANEducational Background

PENGALAMAN KERJAWorking Experience

KEAHLIANExpertise

USIAAge

GENDERGender


Suprasetyo Indonesia Jakarta S1Bachelor Degree

Meraih gelar Sarjana Teknik Kimia dari Universitas Gadjah Mada, Yogyakarta (1985). Selain pendidikan formal, beliau juga tercatat mengikuti beberapa pelatihan dan program sertifikasi internasional, antara lain, Management of Aviation Security Course di Montreal Kanada (1990), Airport in-facility Operation Course di Amsterdam Belanda (1992), Aircraft Accident Investigation Course di Oklahoma Amerika Serikat (1996), The Safe Transport of Dangerous Goods by Air Workshop for Inspector di Bangkok Thailand (2004), Aviation Safety Management System Course di Virginia Amerika Serikat (2008), Security Risk and Crisis Management Training di Singapura (2012).Achieved Bachelor Degree in Chemical Engineering from Gadjah Mada University, Yogyakarta (1985). In addition to his formal education, he also attended several international certification courses and courses, among others, Management of Aviation Security Course in Montreal Canada (1990), Airport in-facility Operations Course in Amsterdam Netherlands (1992), Aircraft Accident Investigation Course in Oklahoma Union (1996), The Safe Transport of Dangerous Goods by Air Workshop for Inspector in Bangkok Thailand (2004), Aviation Safety Management System Course in Virginia USA (2008), Security Risk and Crisis Management Training in Singapore (2012).

Saat ini menjabat sebagai Direktur Jenderal Perhubungan Udara Kementerian Perhubungan. Sebelumnya, beliau menjabat Kepala Seksi Operasi Terminal Direktorat Jenderal Perhubungan Udara (1992-1994), Suprasetyo kemudian menjadi Kepala Seksi Pertolongan Kecelakaan Penerbangan PKP-PK & S Direktorat Jenderal Perhubungan Udara (1994-2001). Beliau diangkat menjadi Kepala Sub Direktorat Standardisasi Keselamatan Penerbangan Direktorat Jenderal Perhubungan Udara (2001-2002), lalu menjadi Kepala Sub Pengamanan dan Pelayanan Darurat Direktorat Jenderal Perhubungan Udara (2002-2007).Kemudian, beliau dipercaya sebagai Atase Perhubungan di KBRI Washington DC Amerika Serikat (2007-2011), beliau menjabat sebagai Kepala Sub Direktorat Kendali Mutu Keamanan Penerbangan Ditjen Perhubungan Udara (2011-2012). Beliau menduduki posisi Kepala Sub Direktorat Layanan Darurat Penerbangan Ditjen Perhubungan Udara (2012-2013), selanjutnya Beliau menjabat sebagai Kepala Bandar Udara Kelas Utama Hang Nadim Batam (2013-2014). Kemudian beliau menjabat sebagai Kepala Otoritas Bandar Udara Wilayah I Soekarno-Hatta (2014-2015).Currently serves as Director General of Air Transportation Ministry of Transportation. Previously, he served as the Head of Terminal Operations Section of the Directorate General of Civil Aviation (1992-1994), Suprasetyo became the Section Head of Aviation Accidents of PKP-PK & S Directorate General of Civil Aviation (1994-2001). He was appointed Head of Sub Directorate of Aviation Safety Standard Directorate General of Civil Aviation (2001-2002), then became Sub Directorate of Emergency Security and Service of Directorate General of Civil Aviation (2002-2007).Later, he was entrusted as Transportation Attaché at the Indonesian Embassy in Washington DC United States (2007-2011), he served as Head of Sub Directorate of Aviation Security Quality Control of Directorate General of Civil Aviation (2011-2012). He served as Head of Sub Directorate of Aviation Emergency Service of DGCA (2012-2013), then served as Head of Hang Nadim Batam Main Class Airport (2013-2014). Then he served as Head of Airport Authority Region I Soekarno-Hatta (2014-2015).

AviasiAviation

58 PriaMale

M. Nasir Usman Indonesia Tangerang S1

Bachelor Degree

Meraih gelar Sarjana Sains Terapan dari program pendidikan Senior Air Traffic Control Pendidikan dan Latihan Penerbangan (PLP) Curug, Tangerang (1984).Achieved Bachelor of Applied Science Degree from Senior Air Traffic Control Education and Flight Training (PLP) Curug, Tangerang (1984).

Saat ini beliau dipercaya menjadi Direktur Keamanan Penerbangan Direktorat Jenderal Perhubungan Udara. Sebelumnya, beliau pernah menjabat berbagai posisi di dunia penerbangan sipil nasional antara lain dengan menjadi Kepala Otoritas bandar Udara Wilayah VI-Padang (2011-2013), Direktur Navigasi Penerbangan (2013-2015), dan Kepala Kantor Otoritas Bandara Wilayah II Medan (Februari 2015-Juli 2015).Currently trusted Director of Aviation Security Directorate General of Civil Aviation. Prior to that, he held various positions in the national civil aviation industry, among others, by becoming the Head of the Authority of the VI-Padang Regional Airport (2011-2013), Director of Flight Navigation (2013-2015), and Head of the Office of the Medan II Regional Airport Authority (February 2015 -July 2015).

Lalu lintas udaraAir Traffic

58 PriaMale

Juni Hastoto Indonesia Cimahi S2Master Degree

Meriah gelar Sarjana Ekonomi dari Universitas Brawijaya, Malang (1980) dan meraih Gelar Pasca Sarjana Ekonomi dari University of Colorado at Boulder di Amerika Serikat (1990).Achieved Bachelor Degree in Economics from Brawijaya University, Malang (1980) and holds a Post-Graduate Degree in Economics from University of Colorado at Boulder in USA (1990).

Pernah menduduki beberapa posisi lainnya seperti Kepala Biro Organisasi dan Ketatalaksanaan Sekretariat Jenderal Kementerian Keuangan (2007-2008), Sekretaris Pengadilan Pajak Sekretariat Jenderal Kementerian Keuangan (2008-2011) dan terakhir sebagai Kepala Biro Sumber Daya Manusia.He has held several other positions such as Head of Organization and Management Bureau of Secretariat General Ministry of Finance (2007-2008), Secretary of Tax Court Secretariat General Ministry of Finance (2008-2011) and finally as Head of Bureau of Human Resources.

Ilmu EkonomiEconomy

63 PriaMale

Haryo Indratno Indonesia Bekasi S2Master Degree

Meraih gelar Sarjana Ekonomi Manajemen dari Universitas Slamet Riyadi (1995) dan meraih Gelar Pasca Sarjana Manajemen Keuangan dari Universitas Bhayangkara Jakarta Raya (2008).Achieved Bachelor Degree in Management Economics from Slamet Riyadi University (1995) and holds a Post Graduate Degree in Financial Management from Universitas Bhayangkara Jakarta Raya (2008).

Menjabat sebagai Kepala Bidang Usaha Jasa Konstruksi I Kementerian BUMN sejak 2014. Sebelumnya, beliau menduduki posisi Kepala Sub Bidang Usaha Industri Primer IIa2 Kementerian BUMN (2010-2013) dan Kepala Bidang Usaha Industri Strategis dan Manufaktur IIb Kementerian BUMN (2013-2014).Currently served as Head of Construction Services Business I of the Ministry of SOEs since 2014. Previously, he held the position of Head of Sub Division of Primary Industry IIa2 Ministry of SOE (2010-2013) and Head of Strategic Industry and Manufacturing IIb Ministry of BUMN (2013-2014).

Ilmu EkonomiEconomy

47 PriaMale





NAMAName


DOMISILIDomicile




KEAHLIANExpertise

USIAAge

GENDERGender


Suprasetyo Indonesia Jakarta S1Bachelor Degree

Meraih gelar Sarjana Teknik Kimia dari Universitas Gadjah Mada, Yogyakarta (1985). Selain pendidikan formal, beliau juga tercatat mengikuti beberapa pelatihan dan program sertifikasi internasional, antara lain, Management of Aviation Security Course di Montreal Kanada (1990), Airport in-facility Operation Course di Amsterdam Belanda (1992), Aircraft Accident Investigation Course di Oklahoma Amerika Serikat (1996), The Safe Transport of Dangerous Goods by Air Workshop for Inspector di Bangkok Thailand (2004), Aviation Safety Management System Course di Virginia Amerika Serikat (2008), Security Risk and Crisis Management Training di Singapura (2012).Achieved Bachelor Degree in Chemical Engineering from Gadjah Mada University, Yogyakarta (1985). In addition to his formal education, he also attended several international certification courses and courses, among others, Management of Aviation Security Course in Montreal Canada (1990), Airport in-facility Operations Course in Amsterdam Netherlands (1992), Aircraft Accident Investigation Course in Oklahoma Union (1996), The Safe Transport of Dangerous Goods by Air Workshop for Inspector in Bangkok Thailand (2004), Aviation Safety Management System Course in Virginia USA (2008), Security Risk and Crisis Management Training in Singapore (2012).

Saat ini menjabat sebagai Direktur Jenderal Perhubungan Udara Kementerian Perhubungan. Sebelumnya, beliau menjabat Kepala Seksi Operasi Terminal Direktorat Jenderal Perhubungan Udara (1992-1994), Suprasetyo kemudian menjadi Kepala Seksi Pertolongan Kecelakaan Penerbangan PKP-PK & S Direktorat Jenderal Perhubungan Udara (1994-2001). Beliau diangkat menjadi Kepala Sub Direktorat Standardisasi Keselamatan Penerbangan Direktorat Jenderal Perhubungan Udara (2001-2002), lalu menjadi Kepala Sub Pengamanan dan Pelayanan Darurat Direktorat Jenderal Perhubungan Udara (2002-2007).Kemudian, beliau dipercaya sebagai Atase Perhubungan di KBRI Washington DC Amerika Serikat (2007-2011), beliau menjabat sebagai Kepala Sub Direktorat Kendali Mutu Keamanan Penerbangan Ditjen Perhubungan Udara (2011-2012). Beliau menduduki posisi Kepala Sub Direktorat Layanan Darurat Penerbangan Ditjen Perhubungan Udara (2012-2013), selanjutnya Beliau menjabat sebagai Kepala Bandar Udara Kelas Utama Hang Nadim Batam (2013-2014). Kemudian beliau menjabat sebagai Kepala Otoritas Bandar Udara Wilayah I Soekarno-Hatta (2014-2015).Currently serves as Director General of Air Transportation Ministry of Transportation. Previously, he served as the Head of Terminal Operations Section of the Directorate General of Civil Aviation (1992-1994), Suprasetyo became the Section Head of Aviation Accidents of PKP-PK & S Directorate General of Civil Aviation (1994-2001). He was appointed Head of Sub Directorate of Aviation Safety Standard Directorate General of Civil Aviation (2001-2002), then became Sub Directorate of Emergency Security and Service of Directorate General of Civil Aviation (2002-2007).Later, he was entrusted as Transportation Attaché at the Indonesian Embassy in Washington DC United States (2007-2011), he served as Head of Sub Directorate of Aviation Security Quality Control of Directorate General of Civil Aviation (2011-2012). He served as Head of Sub Directorate of Aviation Emergency Service of DGCA (2012-2013), then served as Head of Hang Nadim Batam Main Class Airport (2013-2014). Then he served as Head of Airport Authority Region I Soekarno-Hatta (2014-2015).

AviasiAviation

58 PriaMale

M. Nasir Usman Indonesia Tangerang S1

Bachelor Degree

Meraih gelar Sarjana Sains Terapan dari program pendidikan Senior Air Traffic Control Pendidikan dan Latihan Penerbangan (PLP) Curug, Tangerang (1984).Achieved Bachelor of Applied Science Degree from Senior Air Traffic Control Education and Flight Training (PLP) Curug, Tangerang (1984).

Saat ini beliau dipercaya menjadi Direktur Keamanan Penerbangan Direktorat Jenderal Perhubungan Udara. Sebelumnya, beliau pernah menjabat berbagai posisi di dunia penerbangan sipil nasional antara lain dengan menjadi Kepala Otoritas bandar Udara Wilayah VI-Padang (2011-2013), Direktur Navigasi Penerbangan (2013-2015), dan Kepala Kantor Otoritas Bandara Wilayah II Medan (Februari 2015-Juli 2015).Currently trusted Director of Aviation Security Directorate General of Civil Aviation. Prior to that, he held various positions in the national civil aviation industry, among others, by becoming the Head of the Authority of the VI-Padang Regional Airport (2011-2013), Director of Flight Navigation (2013-2015), and Head of the Office of the Medan II Regional Airport Authority (February 2015 -July 2015).


58 PriaMale

Juni Hastoto Indonesia Cimahi S2Master Degree

Meriah gelar Sarjana Ekonomi dari Universitas Brawijaya, Malang (1980) dan meraih Gelar Pasca Sarjana Ekonomi dari University of Colorado at Boulder di Amerika Serikat (1990).Achieved Bachelor Degree in Economics from Brawijaya University, Malang (1980) and holds a Post-Graduate Degree in Economics from University of Colorado at Boulder in USA (1990).

Pernah menduduki beberapa posisi lainnya seperti Kepala Biro Organisasi dan Ketatalaksanaan Sekretariat Jenderal Kementerian Keuangan (2007-2008), Sekretaris Pengadilan Pajak Sekretariat Jenderal Kementerian Keuangan (2008-2011) dan terakhir sebagai Kepala Biro Sumber Daya Manusia.He has held several other positions such as Head of Organization and Management Bureau of Secretariat General Ministry of Finance (2007-2008), Secretary of Tax Court Secretariat General Ministry of Finance (2008-2011) and finally as Head of Bureau of Human Resources.

Ilmu EkonomiEconomy

63 PriaMale

Haryo Indratno Indonesia Bekasi S2Master Degree

Meraih gelar Sarjana Ekonomi Manajemen dari Universitas Slamet Riyadi (1995) dan meraih Gelar Pasca Sarjana Manajemen Keuangan dari Universitas Bhayangkara Jakarta Raya (2008).Achieved Bachelor Degree in Management Economics from Slamet Riyadi University (1995) and holds a Post Graduate Degree in Financial Management from Universitas Bhayangkara Jakarta Raya (2008).

Menjabat sebagai Kepala Bidang Usaha Jasa Konstruksi I Kementerian BUMN sejak 2014. Sebelumnya, beliau menduduki posisi Kepala Sub Bidang Usaha Industri Primer IIa2 Kementerian BUMN (2010-2013) dan Kepala Bidang Usaha Industri Strategis dan Manufaktur IIb Kementerian BUMN (2013-2014).Currently served as Head of Construction Services Business I of the Ministry of SOEs since 2014. Previously, he held the position of Head of Sub Division of Primary Industry IIa2 Ministry of SOE (2010-2013) and Head of Strategic Industry and Manufacturing IIb Ministry of BUMN (2013-2014).

Ilmu EkonomiEconomy

47 PriaMale






NAMAName


DOMISILIDomicile




KEAHLIANExpertise

USIAAge

GENDERGender


Bambang Tjahjono Indonesia Jakarta S2

Master Degree

Meraih gelar Sarjana Teknik Planologi dari Institut Teknologi Bandung (ITB) Bandung pada tahun 1980. Kemudian meraih gelar Pasca Sarjana di Ecole Nationale Des Travaux Publics De L’Etat, Lyon Perancis untuk jurusan Teknik Bandara pada tahun 1985.Graduated from the Bandung Institute of Technology (ITB) Bandung in 1980. Graduated from the Ecole Nationale Des Travaux Publics De L’Etat, Lyon France for the Department of Engineering in 1985.

Pernah menduduki beberapa posisi penting di lingkungan Kementerian Perhubungan khususnya pada bidang penerbangan sipil, antara lain Kepala Administrator Bandara Internasional Soekarno Hatta selama dua tahun (2005-2007), kemudian menjabat sebagai Sekertaris Direktorat Jenderal Perhubungan Udara (2007), Direktur Keselamatan Penerbangan (2007-2008), Kepala Pusdiklat Perhubungan Udara (2008-2009), Direktur Bandar Udara (2009-2014, dan terakhir menjabat sebagai Plt. Direktur Jenderal Perhubungan Udara. Atas prestasi dan pengabdiannya kepada negara, beliau mendapatkan beberapa penghargaan penting berupa Satya Lancana Karya Satya 10 Tahun, Satya Lancana Karya Satya 20 Tahun, Satya Lancana Karya Satya 30 Tahun, Satya Lancana Wirakarya, serta Satya Lancana Pembangunan dari Pemerintah Republik Indonesia.He had held several important positions within the Ministry of Transportation, especially in the field of civil aviation, including the Chief Administrator of Soekarno Hatta International Airport for two years (2005-2007), then served as Secretary of Directorate General of Civil Aviation 2007), Director of Aviation Safety (2007-2008), Head of Air Transportation Training Center (2008-2009), Airport Director (2009-2014, and last served as Acting Director General of Civil Aviation) On his achievements and dedication to the state, Several important awards include Satya Lancana Karya Satya 10 Tahun, Satya Lancana Karya Satya 20 Tahun, Satya Lancana Karya Satya 30 Tahun, Satya Lancana Wirakarya, and Satya Lancana Development from Government of Indonesia.

PlanologiPlanology

62 PriaMale

Wisnu Darjono Indonesia Tangerang S2Master Degree

Meraih gelar Diploma III dan Diploma IV setelah mengikuti pendidikan Air Traffic Controller di Akademi Pendidikan dan Latihan Penerbangan Curug. Menyelesaikan pendidikan Sarjana di Universitas Islam Tangerang (2000) dan Pasca Sarjana di Universitas Tarumanagara Jakarta (2002).Earned Diploma III and Diploma IV degree after attending Air Traffic Controller education at the Curug Flight Education and Training Academy. Completed his Bachelor’s Degree at Tangerang Islamic University (2000) and Post-Graduate at Tarumanagara University Jakarta (2002).

Mengawali karier dalam dunia penerbangan sipil sebagai Air Traffic Controller selama kurang lebih 30 tahun dan menjadi instruktur PLP/ STPI Curug (1992-2008). Beliau juga menduduki beberapa posisi strategis di beberapa instansi, diantaranya menjabat sebagai Kepala Sub Direktorat Manajemen Lalu Lintas Penerbangan Direktorat Navigasi Penerbangan di Kementerian Perhubungan hingga tahun 2012 serta Direktur Safety & Standard di Perum LPPNPI (2013).Atas pengabdiannya di dunia penerbangan nasional khususnya pada bidang navigasi udara, beliau menerima penghargaan Satya Lancana karya Satya 20 Tahun pada 2007.Started his career in civil aviation as Air Traffic Controller for about 30 years and became a PLP / STPI Curug (1992-2008) instructor. He also held several strategic positions in several institutions, including serving as Head of Sub Directorate of Aviation Traffic Directorate of Flight Navigation Directorate at Ministry of Transportation until 2012 and Director of Safety & Standard at Perum LPPNPI (2013).For his service in the national aviation world especially in the field of air navigation, he received Satya Lancana award by Satya 20 Years in 2007.


60 PriaMale

Rahadi Sulistyo Indonesia Tangerang S1Bachelor Degree

Meraih gelar Dokter Umum dari Universitas Dipenogoro Semarang (1991).Achieved General Doctor Degree from Diponegoro University, Semarang (1991).

Mengawali karier dengan berprofesi sebagai Dokter di Puskesmas Somagede Kabupaten Banyumanik Semarang (1992). Beliau melanjutkan karirnya di PT Kereta Api Indonesia dengan menduduki beberapa posisi penting antara lain Vice President Kesehatan pada tahun 2013, Vice President Daerah Operasi 2 Bandung pada tahun 2014, Vice President Assessment & Human Resources Development pada tahun 2014 dan terakhir menjabat sebagai EVP Personnel Care and Control sebelum akhirnya diangkat menjadi Direktur Personalia dan Umum Perum LPPNPI.Started his career by working as a Doctor at the Public Health Center of Banyumanik Regency in Semarang (1992). He continued his career at PT Kereta Api Indonesia with several important positions including Vice President of Health in 2013, Vice President of Operation Area 2 Bandung in 2014, Vice President of Assessment & Human Resources Development in 2014 and last served as EVP Personnel Care and Control before finally appointed as Director of Personnel and General Perum LPPNPI.

ManajemenManagement

51 PriaMale






NAMAName


DOMISILIDomicile




KEAHLIANExpertise

USIAAge

GENDERGender

Lukman F. Laisa Indonesia Jakarta S1

Bachelor Degree

Sarjana Teknik Sipil, Institut Teknologi Nasional Malang (1992).Pelatihan dan Sertifikasi: Intensive Course on Airport Planning (1993), Advanced Technology on Airport Engineering (1994), Airport Engineering (1995), Advances on Concrete Technology and Structures (2003), Airport Planning, Design and Construction di Denver Amerika Serikat (2011), serta Runway Safety Workshop (2014).Bachelor Degree in Civil Engineering, the National Institute of Technology Malang (1992).Training and Certification: Intensive Course on Airport Planning (1993), Advanced Technology on Airport Engineering (1994), Airport Engineering (1995), Advances on Concrete Technology and Structures 2003), Airport Planning, Design and Construction in Denver United States (2011), and Runway Safety Workshop (2014).

Banyak menduduki posisi penting di lingkungan Kementerian Perhubungan sebelum akhirnya menjabat sebagai Direktur Teknis Perusahaan, jabatan-jabatan tersebut yaitu Kepala Seksi Pekerjaan Sipil pada Proyek Konstruksi Bandara Padang Baru (2002-2005), Kepala Satuan Kerja Proyek Bandara Hasanuddin Makassar (2007-2009), Kepala Seksi Program & Standardisasi Prasarana Bandar Udara di Direktorat Bandar Udara (2010-2013), Kepala Bagian Perencanaan di Direktorat Jenderal Perhubungan Udara (2014-2015), dan yang terakhir menjabat sebagai Kepala Bandar Udara Wamena.Many occupied important positions within the Ministry of Transportation before finally serving as Technical Director of the Company, those positions are Civil Works Section at Padang Baru Airport Construction Project (2002-2005), Head of Hasanuddin Makassar Airport Project Work Unit (2007-2009) Head of Section of Program & Standard of Infrastructure of Airport at Directorate of Airport (2010-2013), Head of Planning Division at Directorate General of Civil Aviation (2014-2015), and last served as Head of Wamena Airport.

Teknik SipilCivil Engineering

48 PriaMale

Triyana Indonesia Bekasi S2Master Degree

Sarjana Ekonomi Pertanian, Universitas Negeri Solo (1982) dan Pasca Sarjana, University of Miami, Florida, Amerika Serikat.Pelatihan dan Sertifikasi: International Trade: Banker Trust, Amerika Serikat (1989); Trade Finance Course: Swiss Bank Corp., Singapura (1994); Pacific Rims Bankers Program, Amerika Serikat (1997); China Import and Distribution, Tiongkok (2005); Global Sustainable Finance, Greening Financial Institution, Jerman (2011); Microfinance Forum: APRACA, Perancis (2013).Bachelor Degree in Agricultural Economics, State University of Solo (1982) and Post Graduate Degree, University of Miami, Florida, USA.Training and Certification: International Trade: Banker Trust, USA (1989), Trade Finance Course: Swiss Bank CoRpin Singapore (1994), Pacific Rims Bankers Program in USA (1997); China Import and Distribution, China (2005); Global Sustainable Finance, Greening Financial Institution, Germany (2011); Microfinance Forum: APRACA, France (2013).

Pernah menjadi Direktur PT Sarana Bersama Pembiayaan Indonesia (2003-2007), Pemimpin Wilayah BRI Yogyakarta – Jawa Tengah (2012-2014) dan terakhir sebagai Direktur Keuangan PTPN II Medan (2014).Was the Director of PT Sarana Bersama Pembiayaan Indonesia (2003-2007), Regional Leader of BRI Yogyakarta - Central Java (2012-2014) and last as Finance Director of PTPN II Medan (2014).

Ekonomi PertanianAgricultural Economics

58 WanitaFemale

New In Hartaty Manulang Indonesia Jakarta S2

Master Degree

Sarjana Akuntansi, Universitas Jayabaya Jakarta (1999); Diploma Hubungan Masyarakat, London School of Public Relation Jakarta; Diplôme d’études appliquées di L’Universite Aix Marseille III, Perancis; Master Bisnis Komersial, Macquarie University, Sydney, Australia.Bachelor Degree in Accounting, Jayabaya University Jakarta (1999); Diploma in Public Relations, London School of Public Relations, Jakarta; Diplôme d’études appliquées at L’Universite Aix Marseille III, France; Master for Business Commercial, Macquarie University, Sydney, Australia.

Pernah menjadi Staf Khusus Menteri Perhubungan (2010). Sebelumnya, beliau merupakan pengajar di Institut Catholique de Paris, Perancis. beliau juga pernah menjadi Dosen tamu di University of the Mediterranean, Shanghai – China.Was the Special Staff of the Minister of Transportation (2010). Previously, he was a lecturer at the Catholique de Paris, France. He has also been a visiting Lecturer at the University of the Mediterranean, Shanghai - China.

AkuntansiAccounting 40 Wanita

Female

Yurlis Hasibuan Indonesia Bekasi S1Bachelor Degree

Sarjana, Universitas Sumatera Utara (1985).Pelatihan dan Sertifikasi: Safety Access and Reliability Analysis, Inggris (1990); Airframe Engine & Electrical Falcon 900, Perancis (1991); Safety Assessment Reliability, Amerika Serikat (1992); ICAO Safety Management System, Thailand; dan lain-lain.Bachelor Degree, North Sumatera University (1985).Trainings and Certification: Safety Access and Reliability Analysis, UK (1990); Airframe Engine & Electrical Falcon 900, France (1991); Safety Assessment Reliability, USA (1992); ICAO Safety Management System, Thailand; and others.

Pernah menduduki beberapa posisi penting di lingkungan Kementerian Perhubungan antara lain sebagai Deputi Direktur Tenik Kementerian Perhubungan (1998-2002), Deputy Director for Maintanance Control (2002-2005), Deputy Director for Maintanace (2005-2007), Director of Airworthiness of Certification (2007-2011) serta Direktur Keamanan Penerbangan Kementerian PerhubunganHe has held several important positions within the Ministry of Transportation such as Deputy Director of Tenik Ministry of Transportation (1998-2002), Deputy Director for Maintenance Control (2002-2005), Deputy Director for Maintanace (2005-2007), Director of Airworthiness of Certification 2007-2011) and Director of Aviation Security Ministry of Transportation.

AviasiAviation

57 PriaMale

Tanggung JawabSosial PerusahaanCorporate Social Responsibility

TOWER AIRNAV CABANG MEDAN


Perum LPPNPI merupakan badan usaha yang menyelenggarakan pelayanan navigasi penerbangan di Indonesia yang tidak berorientasi mencari keuntungan. Selain menjalankan layanan utama, sebagai Badan Usaha Milik Negara (BUMN), Perum LPPNPI juga memiliki kewajiban untuk melaksanakan program Tanggung Jawab Sosial Perusahaan (Corporate Social Responsibility).

Adapun ruang lingkup kegiatan program CSR yang dilakukan Perum LPPNPI pada tahun 2016 meliputi:1. CSR terkait dengan Pengembangan Sosial dan

Kemasyarakatan 2. CSR terkait Lingkungan Hidup3. CSR terkait dengan Ketenagakerjaan, Kesehatan dan

Keselamatan Kerja4. CSR terkait dengan Tanggung

Dengan pelaksanaan program CSR yang menyeluruh dan menyentuh seluruh pemangku kepentingan, maka manfaat dan kehadiran Perum LPPNPI akan semakin terasa, yang pada gilirannya akan menentukan keberlanjutan Perusahaan ke depan.

Public Company of The Indonesian Aviation Navigation Service Provider (Perum LPPNPI) is a business entity that provides aviation navigation services in Indonesia and its’ not profit-oriented. Besides conducting the main services, as State-Owned Enterprises (BUMN), Perum LPPNPI also has obligation to conduct Corporate Social Responsibility.

Here in the scopes of CSR activities that held by Perum LPPNPI in period 2016 consists of: 1. CSR relates to Social Development and Societies

2. CSR relates to Environment3. CSR relates to Labor, Healthy and Work Safety

4. CSR relates to Responsible for Customer

By actualization of CSR program as whole aspect and touch all stakeholders, so the benefit and the existence of Perum LPPNPI will more useful, when at their turns will determine the sustainability of company in the future.


CORPORATE SOCIAL RESPONSIBILITY TERKAIT DENGAN PENGEMBANGAN SOSIAL DAN KEMASYARAKATANCorporate Social Responsibility related to Social and Community Development

RENCANA KEGIATANActivity Plan

Program Tanggung Jawab Sosial Perusahaan di Perum LPPNPI diwujudkan melalui Program Kemitraan dan Bina Lingkungan (PKBL). Kewajiban melakukan PKBL merujuk pada Peraturan Menteri Negara Badan Usaha Milik Negara No. PER-09/MBU/07/2015 tentang Program Kemitraan dan Program Bina Lingkungan Badan Usaha Milik Negara. Program Kemitraan BUMN adalah program untuk meningkatkan kemampuan usaha kecil agar menjadi tangguh dan mandiri. Sedangkan Program Bina Lingkungan adalah program pemberdayaan kondisi sosial masyarakat oleh BUMN.

Untuk melaksanakan PKBL, Direksi LPPNPI telah mengeluarkan Peraturan Direksi No. PER.034/LPPNPI/X/2015 tentang Tata Cara Pelaksanaan Program Kemitraan dan Bina Lingkungan di Lingkungan Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia, dan Keputusan Direksi No. KEP.139/LPPNPI/X/2015 tentang Penetapan Unit Program Kemitraan dan Program Bina Lingkungan di Lingkungan Perum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia.

Pelaksanaan Program Kemitraan dan Bina Lingkungan (PKBL) di Perum LPPNPI secara bertahap mengikuti arahan dalam Risalah Rapat Pembahasan Rencana Kerja dan Anggaran PKBL tahun 2016 Perum LPPNPI No. RIS-72/D7.MBU/4/12/2015 tanggal 8 Desember 2015.

Adapun maksud dan tujuan didirikannya Unit Program Kemitraan dan Bina Lingkungan Perum LPPNPI adalah:1. Merupakan wujud kepedulian sosial

terhadap masyarakat dan lingkungan sekitarnya atau lebih dikenal dengan Corporate Social Responsibility (CSR). Dengan pelaksanaan PKBL diharapkan hubungan

CSR Program in Perum LPPNPI can be actualized through the program of partnerships and environmental maintenance (PKBL). The obligation to actualize PKBL references by Regulation of Minister of State-Owned Enterprises (BUMN) number PER-09/MBU/07/2015 about Partnerships Program and Environmental Maintenance Program of State-Owned Enterprises. Partnerships Program of BUMN is a program to increase the capacity of small enterprises in order to be strong and independent. Meanwhile Environmental Maintenance Program is an empowerment program to social condition of society by SOEs.

To realizes PKBL, Directors of Perum LPPNPI has published Directorate Regulation No. PER.034/LPPNPI/X/2015 about the guidance of partnerships program and environmental maintenance in surroundings of Perum LPPNPI (Public Company of The Indonesian Aviation Navigation Service Provider) and Directorate Decree No. KEP.139/LPPNPI/X/2015 about the Establishment of Unit for Partnerships Program and Environmental Maintenance Program in Perum LPPNPI (Public Company of The Indonesian Aviation Navigation Service Provider).

Realization of Partnerships and Environmental Maintenance Program (PKBL) in Perum LPPNPI gradually follows the guideline in the Minutes of Discussion Meeting for PKBL Work Plans and Budget in 2016 of Perum LPPNPI No. RIS-72/D7.MBU/4/12/2015 dated December 8, 2015.

Here after the purpose and aim of establishment of partnerships program unit and environmental maintenance in Perum LPPNPI are:1. The form of social cautiously care toward

society and surroundings or more well known as Corporate Social Responsibility (CSR). By PKBL realization, Perum LPPNPI expected has good relationships with stakeholders as






dengan para stakeholders menjadi baik dan langgeng sehingga kelangsungan usaha perusahaan dapat terjaga.

2. Untuk meningkatkan taraf hidup pengusaha Kecil, Menengah dan Koperasi, yang pada gilirannya mampu mengurangi kesenjangan sosial, dan sekaligus dapat menciptakan iklim usaha yang sehat dan dinamis bagi pengusaha Kecil, Menengah dan Koperasi.

3. Untuk menciptakan hubungan saling menunjang antara Perum LPPNPI dengan Dinas Koperasi dan UKM di dalam pelaksanaan penyaluran dana yang efektif dan dapat meningkatkan taraf hidup masyarakat di lingkungan wilayah kerja Perusahaan serta terwujudnya ekonomi kerakyatan tanpa mengabaikan peran usaha dari Perusahaan.

4. Membantu masyarakat setempat yang berlokasi di sekitar Perusahaan

5. Perbaikan SDM masyarakat di sekitar Perusahaan melalui Program Kemitraan dan Bina Lingkungan.

KEGIATAN YANG DILAKUKANActivities

Berdasarkan Permen BUMN No. 9/2015, Program Kemitraan BUMN dengan Usaha Kecil, yang selanjutnya disebut Program Kemitraan, adalah program untuk meningkatkan kemampuan usaha kecil agar menjadi tangguh dan mandiri melalui pemanfaatan dana dari bagian laba BUMN. Usaha kecil adalah kegiatan ekonomi rakyat yang berskala kecil dan memenuhi kriteria kekayaan bersih atau hasil penjualan tahunan serta kepemilikan sebagaimana diatur dalam Permen tersebut.

Pada 2016, Perusahaan telah menyalurkan dana Program Kemitraan sebesar Rp1.049.500.000 untuk 24 mitra binaan, yang terdiri dari 5 mitra di sektor usaha industri, 12 mitra di sektor usaha perdagangan, dan 7 mitra di sektor usaha jasa.

Program KemitraanPartnerships Program

Based on Minister Regulation of SOEs No. 9/2015, Partnerships Program of BUMN with small enterprises, which shall be referred to as by Partnerships Program, is a program to increase the capacity of small enterprises to be empowered and independent through fund utilization from a part of BUMN’s profit. Small enterprise is small business scale economic society and fulfill the criteria of clear assets or annual sales revenue and ownership as stipulated in the aforementioned Minister Regulation.

In 2016, the Company has distributed fund of partnerships program in the amount of Rp1.049.500.000 for 24 maintenance partners, which consists of 5 partners in business industry sector, 12 partners in business trading sector, and 7 partners in business service sector.

persistently for the sake of the Company’s business sustainability.

2. To increase social stratification of small entrepreneur, medium and cooperatives enterprise, when at their turns able to reduce social gap and able to create the business climate which health and dynamic to small entrepreneur, medium and cooperatives enterprises.

3. To create mutual understanding relationships between Perum LPPNPI with Cooperatives Board and Small Medium Enterprises in distributing fund raises as effectively and able to increase social welfare of citizens surround the Company’s working area as well as economic society can be implemented without waiving the Company’s business role.

4. Helps local citizens whose residence around the Company.

5. The improvement quality of human resources to citizens around the Company through partnerships program and environmental maintenance.





REALISASI AKUMULASI PENYALURAN DANA PROGRAM KEMITRAAN SAMPAI DENGAN TAHUN 2015 DAN TAHUN 2016 BERDASARKAN SEKTOR USAHA MITRA BINAAN

Realization of Accumulative Fund Distribution from Partnerships Program Until The Year 2015 and 2016 Based on Business Maintenance Patners Sector.

SEKTOR USAHA MITRA BINAANBusiness Sector of Partner

REALISASI SAMPAI DENGAN TAHUN

2015Realization until 2015

REALISASI TAHUN 2016 2016 Realization

REALISASI SAMPAI DENGAN TAHUN 2016

Realization until 2016

JUMLAH UNIT

MITRA BINAAN

Total Partner

Unit

RP

JUMLAH UNIT

MITRA BINAAN

Total Partner

Unit

RP

JUMLAH MITRA

BINAANTotal

Partner

JUMLAH RPTotal Rp

Sektor Usaha IndustriBusiness Sector of Industry

0 0 5 220.000.000 5 220.000.000

Sektor Usaha PerdaganganBusiness Sector of Trading

0 0 12 527.500.000 12 527.500.000

Sektor Usaha PertanianBusiness Sector of Agriculture

0 0 0 - - -

Sektor Usaha PerkebunanBusiness Sector of Plantation

0 0 0 - - -

Sektor Usaha PerikananBusiness Sector of Fishering

0 0 0 - - -

Sektor Usaha PeternakanBusiness Sector of Farminghouse

0 0 0 - - -

Sektor Usaha JasaBusiness Sector of Service

0 0 7 302.000.000 7 302.000.000

Sektor Usaha LainnyaOther Business Sector

0 0 0 - - -

Dana Pembinaan KemitraanPartnership Development Fund

0 0 - -

JumlahTotal 0 0 24 1.049.500.000 24 1.049.500.000






Program Bina Lingkungan BUMN Pembina adalah sebagai berikut:1. Bantuan Korban Bencana Alam2. Bantuan Pendidikan dan/atau Pelatihan3. Bantuan Peningkatan Kesehatan4. Bantuan Pengembangan Prasarana dan/

atau Sarana Umum5. Bantuan Sarana Ibadah6. Bantuan Pelestarian Alam7. Bantuan Sosial Kemasyarakatan dalam

rangka pengentasan kemiskinan.

Program of Environmental Aid of SOEs Holder as Follows:1. Aid for Natural Disaster’s Victims2. Aid for Education and/or Training3. Aid for Healthiness Increasing4. Aid for Facilities Development and/or Public

Services5. Aid for Worship Facilities6. Aid for Natural Resources Development7. Aid for Social Welfare to eradicate the

poverty

REALISASI AKUMULASI PENYALURAN DANA BINA LINGKUNGAN SAMPAI DENGAN TAHUN 2015 DAN TAHUN 2016 BERDASARKAN JENIS BANTUAN YANG DISALURKANRealization of Accumulative Fund Distribution from Environmental Maintenance Until the Year 2015 and

2016 Based on Kind of Aid where Distributed.

Program Bina LingkunganProgram of Environmental Aid

JENIS BANTUANType of Aid

SAMPAI DENGAN TAHUN 2015

Until 2015

PENYALURAN TAHUN 2016

Distribution in 2016

SAMPAI DENGAN TAHUN 2016

Until 2016

Bantuan korban bencana alamAid for Natural Disaster’s Victims - 150.000.000 150.000.000

Bantuan pendidikan dan/atau pelatihanAid for Education and/or Training

361.758.000 1.384.000.000 1.745.758.000

Bantuan peningkatan kesehatanAid for Health Improvement

202.000.000 287.000.000 489.000.000

Bantuan pengembangan prasarana dan/atau sarana umumAid for Facilities Development and/or Public Service

620.500.000 254.068.000 874.568.000

Bantuan sarana ibadahAid for Worship Facilities 84.960.000 723.250.000 808.210.000

Bantuan pelestarian alamAid for Natural Resources Development

125.000.000 - 125.000.000

Bantuan sosial kemasyarakatanAid for Community

- 1.623.426.000 1.623.426.000

Sub JumlahSub Total 1.394.218.000 4.421.744.000 5.815.962.000





PROVINSIProvince

REALISASI PENYALURAN S.D.

TAHUN 2015Distribution


REALISASI PENYALURAN TAHUN 2016

Distribution Realization in 2016

REALISASI PENYALURAN S.D.

TAHUN 2016Distribution


Nanggroe Aceh Darussalam - 100.000.000 100.000.000

Sumatera UtaraNorth Sumatra - 50.000.000 50.000.000

DKI Jakarta 51.860.000 105.000.000 156.860.000

Jawa BaratWest Java - 368.068.000 368.068.000

Jawa TengahCentral Java - 100.000.000 100.000.000

Jawa TimurEast Java - 50.000.000 50.000.000

Banten 1.342.358.000 2.209.740.000 3.552.098.000

Bali - 848.500.000 848.500.000

Nusa Tenggara TimurEast Nusa Tenggara - 90.000.000 90.000.000

Sulawesi TengahCentral Sulawesi - 450.436.000 450.436.000

Sulawesi SelatanSouth Sulawesi - 50.000.000 50.000.000

JumlahTotal 1.394.218.000 4.421.744.000 5.815.962.000

REALISASI AKUMULASI PENYALURAN DANA BINA LINGKUNGAN SAMPAI DENGAN TAHUN 2015 DAN TAHUN 2016 BERDASARKAN PROVINSI

Realization of Accumulative Fund Distribution from Environmental Maintenance Until the Year 2015 and 2016 Based on Provinces

Rincian realisasi Program Bina Lingkungan Tahun 2016 di Wilayah Kerja Kantor Pusat Perum LPPNPI adalah sebagai berikut: 1. Program Bantuan Pendidikan dan/atau

pelatihan yang kegiatannya direalisasikan dalam bentuk sebagai berikut: a. Bantuan bagi Siswa Yatim Piatu/Siswa

Kurang Mampu berupa perlengkapan sekolah di 3 (tiga) Sekolah Dasar di sekitar wilayah kerja Kantor Pusat Perum LPPNPI, meliputi :

y SD Negeri Kedaung Wetan 1, Kelurahan Selapajang Jaya, Kecamatan Neglasari, Kota Tangerang;

y SD Negeri Kedaung Wetan 7, Kelurahan Selapajang Jaya, Kecamatan Neglasari, Kota Tangerang; dan

Details of Program Implementation on Environmental Aid in Period 2016 at the working area of Head Office from Perum LPPNPI as follows:1. Program for Education Aid and/or Training

which such activities implemented in forms as follows:a. Aid for Orphan Students/ Poor Students

in School Appliances to the 3 (three) of Elementary School at surroundings Perum LPPNPI’s Head Office, consists of:

y Kedaung Wetan 1 Public Elementary School, Selapajang Jaya Sub-District, Neglasari District, Tangerang City;

y Kedaung Wetan 7 Public Elementary School, Selapajang Jaya Sub-District, Neglasari District, Tangerang City; and






y SD Negeri Selapajang Jaya 2, Kelurahan Selapajang Jaya, Kecamatan Neglasari, Kota Tangerang.

b. Bantuan pendidikan di 5 (lima) Pondok Pesantren di wilayah Tangerang, meliputi:

y Pondok Pesantren Al-Hikmah, Kec. Sepatan, Kota Tangerang;

y Pondok Pesantren Daar El-Qolam, Kec. Jayanti, Kab. Tangerang;

y Pondok Pesantren Modern Subulussalam, Kec. Kresek, Kab. Tangerang;

y Pondok Pesantren Arruhama, Kec. Karawaci, Kota Tangerang;

y Pondok Pesantren Al-Husainy, Kec. Serpong, Tangerang Selatan.

c. Rehabilitasi asrama santri dan MCK Pondok Pesantren Dzunnuraini, Desa Rawarengas, Kec. Kosambi, Kabupaten Tangerang;

d. Pembangunan Asrama Santri dan Pengadaan Alat Musik Qasidah Pondok Pesantren Al Hikmah, Kel. Pondok Jaya, Kec. Sepatan, Kabupaten Tangerang;

e. Pengadaan sarana/prasarana umum Kelompok Belajar Masyarakat Desa (KBMDes) Pondok Jaya, Kecamatan Sepatan, Tangerang.

2. Bantuan Sosial Kemasyarakatan yang kegiatannya direalisasikan dalam bentuk sebagai berikut:a. Penyaluran hewan kurban kepada

masyarakat melalui Pemerintah Kecamatan Neglasari sebanyak 1 ekor sapi, Pemerintah Kelurahan Karanganyar sebanyak 2 ekor kambing, Pemerintah Kelurahan Karangsari sebanyak 2 ekor kambing dan Dewan Kemakmuran Masjid Al-Adzom Pemkot Tangerang sebanyak 1 ekor sapi;

b. Partisipasi bantuan paket sembako kegiatan Swadaya Untuk Negeri dalam rangka memperingati Hari Sumpah Pemuda tahun 2016 di Kelurahan Poris Gaga, Kota Tangerang;

y Public Elementary School of Selapajang Jaya 2, Sub-District of Selapajang Jaya, District of Neglasari, Tangerang City.

b. Aid for Education in 5 (Five) Islamic Boarding School at surroundings of Tangerang consists of:

y Islamic Boarding School of Al-Hikmah, District of Sepatan, Tangerang City;

y Islamic Boarding School of Daar El-Qolam, Jayanti District, Tangerang City;

y Modern Islamic Boarding School of Subulussalam, District of Kresek, Tangerang City;

y Islamic Boarding School of Arruhama, District of Karawaci, Tangerang City;

y Islamic Boarding School of Al-Husainy, District of Serpong, SouthTangerang

c. Rehabilitation of student girls housing-dome and MCK (Bathing, Washing and Toilet) to Islamic Boarding School of Dzunnuraini, Sub-District Rawarengas, District Kosambi, Tangerang City;

d. The construction of Girls Student’s Dome and Procurement of Music Appliances to Qasidah in Islamis Boarding School of AlHikmah, Sub-District of Pondok Jaya, District of Sepatan, Tangerang City;

e. Procurement of facilities and public services tools, learning group of village people (KBMDes) Pondok Jaya, District of Sepatan, Tangerang.

2. Social Aid for Welfareness Societies which their activities can be realized in any form as follows:a. Distribution of Qurban’s Animals to

society by virtues of Government of Neglasari District for 1 (one) animal of Cow, Government of Karanganyar Sub District for 2 (two) animals of goat and Assembly of Al-Adzom Mosque in Tangerang City for 1 (one) animal of cow;

b. Aid Participation for primary food on Swadaya untuk Negeri to remembrance of Hari Sumpah Pemuda in year 2016 at Sub-District of Poris Gaga, Tangerang City;





c. Kegiatan santunan anak yatim dalam rangka Peringatan Hari Maulid Nabi Muhammad SAW 1437H, Karang Taruna Kelurahan Karanganyar, Kec. Neglasari, Kota Tangerang.

3. Program Bantuan Peningkatan Kesehatan yang kegiatannya direalisasikan dalam bentuk sebagai berikut:a. Pengadaan fogging untuk pemanfaatan di

7 (tujuh) wilayah kelurahan di Kecamatan Neglasari yang disampaiakan melalui Kepala Pemerintahan Kecamatan Neglasari, meliputi Kelurahan Karanganyar, Kelurahan Karangsari, Kelurahan Kedaung Baru, Kelurahan Kedaung Wetan, Kelurahan Mekarsari, Kelurahan Neglasari dan Kelurahan Selapajang Jaya;

b. Program kampung bersih berupa bantuan tanaman produktif dan perbaikan saluran irigasi di Kelurahan Kedaung Wetan, Kecamatan Neglasari, Kota Tangerang;

c. Kegiatan sunatan massal di Masjid Al-Ikhlas, Komplek Perumahan Angkasa Pura, Kecamatan Neglasari, Kota Tangerang;

d. Partisipasi kegiatan donor darah KNPI Kota Tangerang;

e. Pembangunan MCK di Desa Ranca Bango dan Desa Lembang Sari, Rajeg, Kabupaten Tangerang, Banten.

4. Program Bantuan Sarana Ibadah yang kegiatannya direalisasikan dalam bentuk sebagai berikut: a. Pembangunan Masjid Safinatul Jannah,

Kampung Dumpit, Kel. Karang Anyar, Kec. Neglasari, Tangerang; b. Partisipasi pembelian material bangunan Masjid Jami An-Nur, Kel. Kuta Jaya, Kec. Pasar Kemis, Kab. Tangerang.

b. Partisipasi pembelian material bangunan Masjid Jami An-Nur, Kel. Kuta Jaya, Kec. Pasar Kemis, Kab. Tangerang.

c. Aid activity for orphanage’s in fund given to remembrance special day of Maulid of Prophet Muhammad SAW 1437, youngster activities of sub-district-Karang Anyar, District of Neglasari, Tangerang City.

3. Aid Program for Healthiness Increasing which their activities can be realized in any form as follows:a. Fogging Procurement to utilize in 7

(seven) sub-district at Neglasari District where was announced by the Head Government of Neglasari District, involves sub-district of Karanganyar, sub-district of Karangsari, sub-district of Kedaung Baru, sub-district of Kedaung Wetan, sub-district of Mekarsari, subdistrict of Neglasari and sub-district of Selapang Jaya;

b. Aid Program for Clean Village of productive plants given and improvement of irrigation channel at sub-district of Kedaung Wetang, district of Neglasari, Tangerang City;

c. Activity of Massive Khitanan in Al-Ikhlas Mosque, Angkasa Pura Residence, District of Neglasari, Tangerang City;

d. Participation of blood donation’s activity of KNPI in Tangerang City;

e. The construction of MCK (Bathing, Washing and Toilet) in Ranca Bango Village and Lembang Sari Village, Rajeg, Tangerang City, Banten.

4. Aid Program for Worship Facilities which their activities can be realized in any forms as follows: a. The construction of Safinatul Jannah’s

Mosque, Dumpit Village, sub-district of Karang Anyar, District of Neglasari, Tangerang; b. Participation of material bought for the construction of Jami An-Nur’s Mosque, sub-district of Kuta Jaya, District of Pasar Kemis, Tangerang City.

b. Participation of material bought for the construction of Jami An-Nur’s Mosque, sub-district of Kuta Jaya, district of Pasar Kemis, Tangerang City.






BANTUAN BAGI SISWA YATIM PIATU DAN SISWA KURANG MAMPUSDN KEDAUNG WETAN 1, TANGERANG

Aid for Orphans and Underprivileged Students of SDN Kedaung Wetan 1, Tangerang

Penyerahan BantuanPeralatan Belajar kepada

Guru Panitia SDN Kedaung Wetan 1Aid Delivery for Learning Kit to Teachers

Committee of SDN Kedaung Wetan 1

Sambutan Kepala Sekolah SDN KedaungWetan 1 saat Pembukaan Kegiatan

Pentas SeniWelcome Speech by the Principal of SDN

Kedaung Wetan1 on the OpeningPerformance of Arts Event

Penyerahan Bantuan AirNav Indonesiakepada Siswa/i Kurang Mampu Terpilih

oleh Guru di SDN Kedaung Wetan 1Aid Submission from AirNav Indonesiato the Unfortunate Selected Studentsby Teachers at SDN Kedaung Wetan 1





BANTUAN BAGI SISWA YATIM PIATU DAN SISWA KURANG MAMPUSDN KEDAUNG WETAN 7, TANGERANG

Assistance for Orphans and Underprivileged Students of SDN Kedaung Wetan 7, Tangerang

Penyerahan Bantuan oleh Pihak AirNav Indonesiadan Diterima oleh Ibu Kepala Sekolah dan

para Guru SDN Kedaung Wetan 7Aid Delivery by AirNav Indonesia and

Accepted by the Headmaster andTeachers of SDN Kedaung Wetan 7

Penyerahan Bantuan AirNav Indonesia kepada Siswa/i Kurang Mampu Terpilih oleh

Guru di SDN Kedaung Wetan 7Aid Delivery from AirNav Indonesia toUnfortunate Students as Selected byTeachers at SDN Kedaung Wetan 7






BANTUAN BAGI SISWA YATIM PIATU DAN SISWA KURANG MAMPUSDN SELAPAJANG JAYA 2, TANGERANG

Assistance for Orphans and Underprivileged Students of SDN Selapajang Jaya 2, Tangerang

Penyerahan Bantuan Peralatan oleh PihakAirNav Indonesia kepada Guru

SDN Selapajang Jaya 2Aid Delivery for Equipment Assistance from

AirNav Indonesia to the Teachersof SDN Selapajang Jaya 2

Sambutan pembukaan kegiatan olehKepala Sekolah SDN Selapajang Jaya 2

Welcome Speech by the Headmasteron the Opening Activity of

SDN Selapajang Jaya 2

Penyerahan Bantuan AirNav Indonesiakepada Siswa/i Kurang Mampu Terpilih

oleh Guru di SDN Selapajang Jaya 2Aid Delivery from AirNav Indonesia toUnfortunate Students as Selected byTeachers at SDN Selapajang Jaya 2





PARTISIPASI PEMBANGUNAN MASJID SAFINATUL JANNAH,KEL. KARANG ANYAR, KEC. NEGLASARI, TANGERANG

PENGADAAN ALAT FOGGING DI 7 (TUJUH) WILAYAH KELURAHANDI KECAMATAN NEGRASARI

Participate in the Development of Safinatul Jannah Mosque,Karanganyar Regent, Neglasari District, Tangerang

Procurement of Fogging Tools in 7 (Seven) Urban Villages in Negrasari Subdistrict


BIAYA YANG DIKELUARKANExpenses

Sepanjang 2016, total biaya yang dikeluarkan oleh Perusahaan untuk pelaksanaan kegiatan CSR berupa PKBL adalah sebesar Rp5.471.244.000 miliar, terdiri dari Dana Program Kemitraaan sebesar Rp1.049.500.000 dan Program Bina Lingkungan sebesar Rp4.421.744.000.

Within 2016, total expenses paid by the Company to implement CSR activities in PKBL in amount of Rp5.471.244.000 billion, consists of fund from Partnesrship Program in amount of Rp1.049.500.000 and Environmental Aid Program in amount of Rp4.421.744.000.

PENYALURAN HEWAN QURBANThe Distribution of Animals Qurban

Penyerahan Hewan Qurban kepadaPerwakilan DKM Al-Adzom, Tangerang

Aid Deivery for Animal Qurban toRepresentative of DKM Al-Adzom,

Tangerang

Penyerahan Hewan Qurban kepadaPerwakilan Kelurahan Neglasari

Aid Delivery for Animal Qurban toNeglasari District Representative

Penyerahan Hewan Qurban kepadaPerwakilan Kecamatan Neglasari

Aid Delivery for Animal Qurban toNeglasari District Representative


CORPORATE SOCIAL RESPONSIBILITY TERKAIT DENGAN LINGKUNGAN HIDUPCorporate Social Responsibility related to the Environment

KEBIJAKANPolicies

Pelestarian lingkungan merupakan isu global. Hal itu muncul tak lepas dari kerusakan bumi yang kian masif sebagai dampak dari berbagai aktivitas manusia. Kualitas udara semakin buruk sejalan dengan semakin pesatnya industrialisasi, terus bertambahnya moda angkutan berbahan bakar minyak, pembabatan hutan untuk pertanian dan permukiman, dan sebagainya. Ketersediaan air bersih juga semakin sulit karena pencemaran tanah terus berlangsung. Sungai-sungai yang bisa dimanfaatkan sebagai pemasok bahan baku untuk perusahaan air minum pun semakin kotor dan penuh polutan.

Sangat bisa dipahami jika kondisi itu memicu munculnya gerakan penyelematan lingkungan di seantero dunia, juga di Indonesia. Ada beragam kegiatan dilakukan. Untuk menekankan pentingnya pepohonan, sekadar contoh, pemerintah Indonesia memandang perlu untuk menetapkan Hari Menanam Pohon dan Bulan Menanam Pohon. Kebijakan itu berdasarkan Keputusan Presiden RI Nomor 24 Tahun 2008, yakni tanggal 28 Nopember ditetapkan sebagi Hari Menanam Pohon Indonesia (HMPI) dan bulan Desember sebagai bulan Menanam Nasional.

Bidang usaha Perum LPPNPI tidak berkaitan langsung dengan masalah lingkungan. Walau begitu, sebagai korporasi yang baik, Perusahaan tetap terpanggil untuk peduli terhadap pelestarian lingkungan. Ada banyak hal yang bisa dilakukan untuk mewujudkan kepedulian itu. Misalnya, melakukan penghematan penggunaan energi listrik dan bahan bakar minyak, mengurangi emisi udara dengan mengoperasikan kendaraan operasional yang emisinya di bawah ambang batas, menghemat penggunaan air bersih, menghemat penggunaan kertas dan sebagainya.

Environmental empowerment is a global issue. This subject matter appears unfreed from earth’s erruption increasingly massive resulting from human activities. Air quality increasingly worse along with fast-growing industries, increasing numbers of transportation by fuel and oil basis, forest exploitation for farming houses, residences, home-living needs and others. Availability of clean water also getting difficult to find because of increasing land pollution. River which can be utilize also getting dirty and fully pollutant.

It’s highly understood those conditions as trigger of any safety movement activities in world-wide, also in Indonesia. There are many activities which can be conducted. To emphasize the importance of trees existent, for example, Indonesian Government perceives necessity to establish special day for tree plantation and month of tree plantation. That policy is based on the President RI Decree Number 24 in Year 2008, refers to 28 November which determined as the Indonesias’ Trees Plantation Day (HMPI) and Month of December as the month of National Plantation.

Perum LPPNPI’s Business Field is not directly relate to the environmental problem. Even though, as a good corporation, the Company remains its’ awareness to participate and care to the environmental empowerment. There are lot of things can be accomplished to actualize careness. For example, efficiency in using electricity energy and oil fuel, to reduce air emition by operational vehicles which emition is under limited line, efficiency in using clean water, be cautious to use paper and others.






RENCANA KEGIATAN

KEGIATAN DAN DAMPAK

Activity Plan

Activities and Impacts

Untuk mendukung upaya kelestarian lingkungan, Perum LPPNPI berkomitmen untuk melakukan penghematan penggunaan listrik yang bahan pembangkitnya menggunakan bahan bakar minyak, yang notabene pasokannya masih terbatas, menghemat bahan bakar minyak untuk penggunaan kendaraan operasional, mengurangi penggunaan kertas yang bahan bakunya didapat melalui pengolahan bubur kertas dari penebangan pohon, menggunakan bahan bakar yang lebih ramah lingkungan untuk kendaraan operasional, serta menggunakan mesin pengatur udara dengan refrigeran yang ramah lingkungan dan tidak merusak lapisan ozon, menyediakan tempat sampah dengan jumlah yang cukup untuk sampah domesitk, dan lain-lain.

Upaya penghematan listrik dilakukan dengan mengeluarkan kebijakan dan himbauan dari managemen agar semua insan Perusahaan menggunakan listrik secara bijak. Antara lain, mematikan peralatan elektronik jika tidak digunakan, menggunakan lampu ruangan secukupnya, mengoptimalkan penanfaatan sinar matahari untuk ruangan berpanel kaca, menyetel mesin pengatur udara tidak pada suhu yang terlalu dingin, dan sebagainya.

Penghematan penggunaan bahan bakar minyak ditempuh dengan mengurangi perjalanan dinas dan menggantikannya dengan memperbanyak komunikasi menggunakan teknologi informasi, termasuk kemungkinan memanfaatkan sarana telekonferensi. Bahan bakar yang dipakai untuk kendaraan operasional adalah bahan bakar beroktan tinggi yang lebih ramah lingkungan dan tidak mencemari udara.

Sedangkan penghematan kertas ditempuh melalui berbagai upaya, misalnya mengoptimalkan sarana teknologi informasi untuk berkomunikasi, yakni melalui email, Internet dan Intranet. Selain itu, pengurangan kertas juga ditempuh melalui himbauan agar melakukan pengecekan secara optimal sebelum mencetak naskah sehingga mengurangi kemungkinan salah cetak, mencetak

To support the environmental empowerment efforts, Perum LPPNPI has committed to perform efficiency in using electricity energy which generating materials used is oil fuel, because in fact their stock are still limited, and efficiency in using oil fuel for operational vehicles, to reduce the usage of paper whichever materials through paper’s porridge processing sourced from trees logging, friendly environment fuel usage for operational vehicles, as well as usage of air control machine with refrigerant that are fr eindly environment and does not destroy ozone layer, provides rubbish place in sufficient amount for domestic rubbish, and others.

Efforts in electricity efficiency have been conducted by announcing the policy and advise from the management to all stakeholders to use electricity wisely. Such as, turn-off electronic appliances if not in use, use the lamp for room efficiently, to optimize the usage of sunlight energy for room in glass panel, set-up the air conditioner in balance temperature, not too cold and others.

Be efficient in the usage of oil fuel has been anticipated by reducing official travelling and replaced by optimizing communication by utilizing information technology, includes probabilities in using teleconference tools. Fuel which is used for operational vehicle is fuel with high octant which is more friendly environment and does not pollute the air.

Meanwhile the paper economize has been anticipated through various way, such as to optimize the Information Technology infrastructure to communicate, refers to e-mails, internet and intranet. In addition, paper reduction also has been anticipated by advising to re-check optimally before paper printing can Page 413, revision: reduce the probability of





SERTIFIKASI LINGKUNGAN YANG DIMILIKIEnvironment Sertification Owned

Perum LPPNPI merupakan perusahaan yang bergerak di bidang pelayanan lalu lintas penerbangan, pelayanan telekomunikasi penerbangan, pelayanan Informasi Aeronautika, pelayanan Informasi Meteorologi Penerbangan, dan pelayanan Informasi Pencarian dan Pertolongan sehingga tidak memiliki sertifikasi di bidang lingkungan.

Perum LPPNPI is a business entity that provides aviation navigation services in Indonesia, service of flights telecommunication, service of Aeronautic information, service of flights meteorology information and service of hunting information and SAR therefore not possessing certification on environmental aspect.

dengan menggunakan kertas bekas yang salah satu sisinya masih bersih, dan sebagainya. Adapun limbah kertas dari kertas-kertas yang sudah tidak terpakai diserahkan kepada pihak ketiga untuk didaur ulang.

Untuk mengurangi bahan perusak ozon, sebagai pengganti refrigeran R-22 yang tidak ramah lingkungan, Perusahaan menggunakan mesin pengatur udara dengan refrigeran atau zat pendingin yang lebih ramah lingkungan, seperti R-32, R410A dan R290.

Khusus mengenai pengelolaan sampah domestik dari kegiatan kantor, Perusahaan menyediakan tempat sampah yang cukup, dan bekerjasama dengan Dinas Kebersihan setempat untuk pembuangan sampah domestik ke tempat pembuangan akhir.

Untuk mengetahui dampak dari kegiatan tersebut, Perusahaan telah melakukan pencatatan, terutama di Kantor Pusat Perum LPPNPI. Biaya penggunaan listrik tahun 2016 sebesar Rp6.935.848.317 turun dibanding tahun 2015 sebesar Rp7.463.760.841, biaya untuk pembelian bahan bakar minyak sebesar Rp379.153.025 naik dibanding tahun 2015 sebesar Rp311.190.000, penggunaan kertas pada tahun 2016 sebanyak 2.853 rim, naik dibanding tahun 2015 sebanyak 2.142 rim, dan biaya pengelolaan sampah domestik sebesar Rp24.000.000, sama dengan tahun 2015. Jumlah mesin pengatur udara dengan refrigeran ramah lingkungan ada sebanyak 110 buah, naik dibanding tahun 2015 sebanyak 107 buah.

misprinted out, printed out with usage of used papers which one of its side still clean and others. In this instance, all rubbish papers from used papers is given to the third parties for recycle purpose.

Reducing the material that destroys ozone, as replacement of using refrigerant R-22 which is familiar of not friendly environment, the Company replaces it by using air conditioner machine with refrigerant or cooler substance which more well green accepted of environment, such as R-32, R410A and R290.

Particularly for the management of domestic rubbish from official activities, the Company provides the rubbish place or rubbish box in sufficient amount, and cooperatives with Local Clean Bureau for domestic rubbish’s disposal to the final pool.

To know the impact from those activities, the Company has recorded those activities, particularly for Head Office of Perum LPPNPI. Expenses for electricity usage in period 2016 in amount of Rp6,935,848,317, less than the previous year 2015 in amount of Rp7,463,760,841 expenses for oil fuel bought in amount of Rp379,153,025 increased than period 2015 in amount of Rp311,190,000, paper utilization in period 2016 recorded in amount of 2,853 rim, increased than period 2015, which the amount of 2,142 rim, and expenses of domestic rubbish’s management in amount of Rp24,000,000 which is the same amount with period 2015. The amount of air conditioner machine with refrigerant friendly environment are in amount of 110 AC more than year 2015 in amount of 107 AC.


Pengembangan Kompetensi

Pengembangan SDM berbasis kompetensi di lakukan agar dapat memberikan hasil sesuai dengan tujuan dan sasaran perusahaan dengan standar kinerja yang telah ditetapkan. Kompetensi yang dimiliki SDM secara individual dapat mendukung pelaksanaan visi dan misi perusahaan melalui kinerja strategis dari perusahaan tersebut. Oleh karena itu, kegiatan yang mampu meningkatkan kinerja karyawan merupakan tanggung jawab perusahaan. Pelatihan dilakukan bukan hanya oleh karyawan yang sudah lama bekerja, namun juga dilakukan oleh karyawan baru.

Dampak dari aneka program dengan pendekatan yang komprehensif ini adalah tingginya tingkat motivasi, kepatuhan dan loyalitas dari seluruh karyawan yang menjadi peserta program.

Sepanjang 2016, terdapat 56 pelatihan yang diikuti oleh seluruh direktorat.

Kegiatan dan DampakActivities and Impacts

Competencies Development

Human Resources Development by competencies basis has been conducted in order to provide result based on the C ompany’s purpose and objectives with determined performance standard. Competencies owned by human resources as individually can support the realization of the Company’s vision and mission through strategic performance from that Company. Therefore, activities able to enhance the quality of employee’s performance is a responsibility for the Company. Training has been conducted not only for senior employees but also has been conducted to new employees.

The impact from various program with this comprehensive approached is higher of motivation degree, obedience and loyalty from all employees as participant program.

Within 2016, there are 56 trainings which followed by all directorate.

CORPORATE SOCIAL RESPONSIBILITY TERKAIT DENGAN KETENAGAKERJAAN, KESEHATAN, DAN KESELAMATAN KERJACorporate Social Responsibility related to Labor, Health and Work Safety

CORPORATE SOCIAL RESPONSIBILITY TERKAIT DENGAN KETENAGAKERJAAN, KESEHATAN, DAN KESELAMATAN KERJA

Berdasarkan Undang-Undang No. 13 tahun 2003 tentang Ketenagakerjaan, Perusahaan memberikan kesempatan kepada karyawannya untuk mengembangkan kompetensi melalui serangkaian pelatihan dan pengembangan kompetensi. Selain itu, untuk memenuhi hak dan kewajiban karyawan, adanya serikat pekerja dibentuk sesuai dengan peraturan perundang-undangan yang berlaku.

Rencana KegiatanThe Plan of Activities

Based on the Law No. 13 Year 2003 concerning Manpower, the Company gives opportunity to all employees for developing their competencies through several training and competencies development. In addition, to fulfill the rights and obligation of employees, the labor union has been established based on valid laws and regulation.

KETENAGAKERJAAN Laborships


Hubungan Industrial

Menurut Undang-Undang No. 21 tahun 2000 tentang Serikat Pekerja, Serikat Pekerja adalah organisasi yang dibentuk dari, oleh, dan untuk karyawan baik di perusahaan maupun di luar perusahaan, yang bersifat bebas, terbuka, mandiri, demokratis, dan bertanggung jawab guna memperjuangkan, membela serta melindungi hak dan kepentingan karyawan serta meningkatkan kesejahteraan karyawan dan keluarganya.

Berdasarkan hal tersebut, pada 10 Februari 2014 dibentuk Serikat Pekerja Perum LPPNPI. Adapun tujuan didirikannya Serikat Pekerja Perum LPPNPI atau biasa disebut SKYNAV adalah sebagai berikut:1. Terciptanya anggota yang profesional dan

bertanggung jawab dalam mewujudkan tujuan Perusahaan;

2. Meningkatkan kesejahteraan anggota beserta keluarganya;

3. Menciptakan suasana yang kondusif dalam sistem industrial di Perusahaan demi terwujudnya suasana yang nyaman dan aman dalam bekerja serta bebas dari praktek korupsi, kolusi, dan nepotisme (KKN);

4. Terbinanya sikap solidaritas sesama anggota untuk melindungi dan memperjuangkan hak para anggota;

5. Terciptanya motivasi kerja serta dipahaminya kewajiban yang harus dilakukan dan ditegakkannya disiplin sebagai kontribusi untuk meningkatkan kemajuan Perusahaan.

Bagi Perusahaan, Serikat Pekerja merupakan mitra perusahaan. Hubungan kerja antara Perusahaan dan karyawan diatur dalam Perjanjian Kerja Bersama (PKB). Kedua belah pihak berupaya untuk menciptakan suasana kerja yang kondusif demi terciptanya produktivitas yang maksimal. Dengan upaya itu, pada tahun 2016, tidak ada perselisihan yang terjadi antara karyawan dan manajemen Perum LPPNPI.

Industrial Relationship

Based on the Law Number 21 Year 2000 concerning labor union, llabor union is an organization established from, by and for employees in a company or out of company, which is freed, openness, independent, democratic and responsible in order to struggles, fights and protects the right and importance of employees and increases the welfare of employees and their family.

Based on the aforementioned, on February 10, 2014, Labor Union of Perum LPPNPI has been established. The purpose of Labor Union establishment or namely SKYNAV are as follows:

1. Create professional member who has responsible in actuating the Company’s purpose;

2. Increases welfare of its’ members and their family;

3. Create the conducive nuances in industrial system at company for the existence of comfort and safety nuances in working and free from corruption acts, collusion and nepotism (KKN);

4. Create solidarity behavior inter member to protects and struggles the right of members;

5. Ceate work motivation and mutual understanding of job tasks and disciplined enforcement as contribution to accelerate the Company’s progress.

As for the Company, Labor Union is treated as the Company’s partners. Work relations between the Company and employees have been regulated in Collective Working Agreement (PKB). Both of sides try to create work nuances which conducive to attain maximum productivities. By those efforts, in period 2016, there are no gap which occurs between employee and management of Perum LPPNPI.






Turnover Karyawan

Selain rekrutmen, karyawan Perum LPPNPI juga berkurang karena adanya karyawan yang berhenti atau keluar dari Perusahaan (turn over). Ada sejumlah penyebab terjadinya turn over, seperti pensiun normal, pensiun dini, mengundurkan diri secara sukarela, meninggal dunia, menjadi pengurus partai politik, diangkat menjadi pejabat baik di lingkungan Perusahaan, pemerintahan, dan pelanggaran disiplin.

Pada tahun 2016, jumlah turn over karyawan sebanyak 236 orang dengan perincian sebagai berikut:

Dari tabel di atas dapat diketahui bahwa turnover terjadi karena penyebab yang alamiah, yakni pensiun normal atau meninggal. Hal itu menunjukkan bahwa Perum LPPNPI berhasil menciptakan kondisi dan suasana kerja yang nyaman sehingga karyawan tetap bertahan sampai saatnya pensiun.

Employee’s Turnover

Besides recruitment, Perum LPPNPI’s employee also decreased because of the amount of resignation of employees or signed out from the Company (turn over). There are several causing factors influencing turn over, such as normal pension, earlier pension, death, resignation by his/her own-self, become practices of politic parties, inaugurated to be government either in around company, governmental and disciplined violation.

In period 2016, the amount of employee’s turnover amounted to 236 employees with the breakdown as follows:

From the table above, might be known that turnover occurs because of natural caused, refers to the normal pension or death. This shows that Perum LPPNPI succeed to create the condition and work nuances which is comfortable so employees remain stays in the Company until the right time for pension.

KARYAWAN KELUAREmployee Out 2015 2016

Pensiun normalNormal retirement

40 232

Pensiun diniEarly retirement

- -

Mengundurkan diri secara sukarelaResign voluntarily

- 1

Meninggal duniaPassed away

3 3

Menjadi pengurus partai politikBecome a political party official

- -

Menjadi Direksi atau Pejabat PemerintahBecome the Board of Directors or Government Officials - -

Pelanggaran disiplinDiscipline violations

- -

JumlahTotal 43 236





Praktik K3 di lingkungan Perusahaan mengacu pada Undang-Undang No. 1 tahun 1970 yang mengatur keselamatan kerja dalam segala tempat kerja, baik di darat, di dalam tanah, di permukaan air, di dalam air maupun di udara. Undang-undang mengenai K3 ini, sangat penting disosialisasikan di lingkungan Perusahaan dengan tujuan untuk mencegah kecelakaan kerja, mencegah penyakit akibat kerja dengan memicu penerapan K3 dalam industri yang bisa berdampak pada produktivitas dan keselamatan tenaga kerja.

Guna mencegah berbagai gangguan yang mungkin terjadi, maka Perusahaan terlebih dahulu mengidentifikasi masalah, kemudian mencari berbagai solusi yang mungkin dilakukan. Dengan upaya itu, maka berbagai risiko terjadinya kecelakaan atau hal-hal yang potensial memicu masalah kesehatan bisa diminimalkan.

Implementasi praktik K3 di lingkungan Perusahaan dibagi menjadi 2 (dua), yaitu program kerja jangka pendek dan jangka panjang. Program Kerja Jangka Pendek antara lain: 1. Review visi dan misi Perusahaan yang

terdapat di dalam Safety Policy Perusahaan (No. PER.045/LPPNPI/XI/2014 tentang Safety Management Policy).

2. Melakukan gap analysis terhadap ketentuan dan persyaratan yang ditetapkan oleh Kementerian Ketenagakerjaan Republik Indonesia melalui identifikasi potensi bahaya dan sumber bahaya yang terdapat di Perusahaan sehingga dapat menyusun perencanaan K3 yang sesuai.

Rencana KegiatanThe Plan of Activities

Kegiatan dan DampakActivities and Impacts

Practice of K3 within the Company in accordance with the Law No. 1 Year 1970 which regulates of work safety at all work places, either on land, in land, on water, in water or in air. The Law of K3, is very important to be published within the Company for the purpose to avoid work’s accidents, to prevent diseases because of work, by enforcing K3 implementation in industry which can impact to productivities and labor safety.

To prevent various troubles which may occurred, so the Company on earlier time need to identify the problems, then seeks various solution that might be done. By those efforts, so various risks that probability may impact work accident or others potential issues which triggers healthiness problem can be minimalized.

The implementation of K3 practice within the Company has been divided become 2 (two), refers to the short term of work program and long term of work program. Work program in short term such as:1. Reviews on company’s vision and mission

where available in Company’s Safety Policy (No. PER.045/LPPNPI/XI/2014 about Safety Management Policy)

2. Realizes gap analysis toward the term and requirements which determined by Ministry of Manpower of the Republic Indonesia through identification the dangerous potential and dangerous sources where available at company so the management can arrange K3 plans on right track.

KESEHATAN DAN KESELAMATAN KERJA (K3)Health and Work Safety






3. Membentuk kelembagaan K3, yaitu P2K3 (Panitia Pembina Keselamatan dan Kesehatan Kerja) dan SMK3 (Sistem Manajemen Keselamatan dan Kesehatan Kerja) di Kantor Pusat dan Kantor Cabang.Sedangkan yang termasuk Program Kerja Jangka Panjang adalah:a. Melakukan analisa kebutuhan penerapan

K3 di Perusahaan seperti: y Prosedur kerja bagi teknisi peralatan

navigasi penerbangan y Pengarahan K3 bagi pegawai baru dan

tamu yang berkunjung y Penyediaan sarana keselamatan

seperti gambar-gambar dan poster jalur berkumpul

y Penanganan Pertolongan Pertama Pada Kecelakaan (P3K)

y Penyediaan Petugas kesehatan y Pelaksanaan pemeriksaan kesehatan

awal, berkala dan khusus y Pengaruh lingkungan kerja terhadap

kesehatan (asap, bising, udara, cahaya, panas, dan lain-lain)

y Obat-obatan y Alat pemadam api y Alat pelindung kerja y Rambu-rambu y Safety briefing y Sertifikasi peralatan lift dan angkat

angkut yang digunakan di Perusahaan

y Promosi di bidang keselamatan y Penetapan persyaratan K3 bagi pihak

ketiga yang bekerja sama dengan Perusahaan

y Penetapan standar kesehatan bagi petugas catering dan kantin yang berada di lingkungan Perusahaan

y Review kontrak kerja terhadap kegiatan yang pelaksanaannya diserahkan kepada pihak lain

y Pemeriksaan ijin instalasi listrik

y Pengukuran kebisingan sesuai dengan Nilai Ambang Batas

y Lain-lain

3. Established K3 Insitutional, refers to P2K3 (Committee of Safety Holder and Work Healthiness) and SMK3 (Management of Safety System and Work Healthiness) at the head office and branch office. Meanwhile the programs which includes to long term period are:a. Executes the need analysis of K3’s

implementation in the Company such as: y Work Procedure for Technician air

navigation tools y K3 Orientation for new employee and

guests who visits y Procurement of safety facility such as

pictures and poster of meeting point.

y Handles the First Aid to the accident (P3K)

y Provides the medical staff y Execution of beginning healthiness

check-up, routine and special y The influences of work environment

toward healthiness (fogs, Tones. Air, Lights, Hot Temperature and others)

y Drugs y Fire Extinguisher Tools y Work Protection Tools y Poles y Safety briefing y Certification of Lift Tools and Weight

Lift wherever can be used at the Company

y Promotions in safety field y The establishment of K3 requirement

for third parties who cooperatives with the Company

y The establishment of healthiness standard for catering staff and canteen where available at around the Company

y Reviews on work contract toward the activities has been given to other side

y Permission checking of electrical installation

y Sound and Tones Measurement based on value of limited line

y Others





b. Pelaksanaan SMK3 secara menyeluruh di Kantor Pusat, Kantor Cabang, Kantor Distrik, dan Kantor Pelayanan Navigasi Penerbangan Perusahaan.

c. Pelaksanaan pertemuan rutin untuk membahas implementasi K3 dan peningkatan SMK3 secara berkesinambungan melalui evaluasi kinerja K3 dan SMK3.

d. Sertifikasi Ahli K3 Spesialis

e. Audit K3f. Pelaksanaan sertifikasi OHSAS dan ISO

Sebagai bentuk jaminan kesehatan dan keselamatan kerja, seluruh karyawan Perusahaan dilindungi dan diikutsertakan dalam program asuransi kesehatan wajib melalui Program Badan Penyelenggara Jaminan Sosial (BPJS) Kesehatan dan asuransi kesehatan tambahan melalui Asuransi Kesehatan Komersial (Non BPJS) serta mendapat bantuan biaya melahirkan dan bantuan pembelian kacamata. Adapun manfaat yang diberikan dari Asuransi Kesehatan Tambahan adalah sebagai berikut:1. Jaminan Rawat Jalan2. Jaminan Rawat Inap3. Tunjangan kecelakaan diri (meninggal dunia

dan cacat tetap total)4. Santunan duka

Dengan memperhatikan semua aspek tersebut, pada tahun 2016, tidak terjadi kecelakaan kerja di lingkungan kerja Perum LPPNPI. Juga, tidak ada laporan tentang adanya karyawan yang sakit akibat pekerjaan yang ditekuninya.

b. SMK3’s realization as whole package at head office, branch office, District office and Service Office of Air Navigation.

c. Routine Meeting’s Realization to discuss K3 implementation and increase the quality of SMK3 as sustainable through performance evaluation of K3 and SMK3.

d. Competencies Certification of K3 Specialist

e. K3 Audit f. The realization of OHSAS Certification

and ISO

As a form of healthiness guarantee and work safetyness, all Company’s employee has been protected and registered by the Company as compulsory health insurance program through Program of Provider Board of Social Guarantee (BPJS) healthy and additional of commercial health insurance (Non BPJS) then get support for maternity allowance and allowance of eye glasses bought. Here in the benefits have been given from additional health insurance as follows:

1. Guarantee of Mobile Healing2. Guarantee of Stayed Healing3. Self-Accident Allowance (Death and Total

Illness Permanent)4. Mortal Allowance

By considers all that aspect, in period 2016, there is no work’s accident occurred at around Perum LPPNPI’s office. Also, there is no report about employee was sick as the impact of job task that she/he had.


CORPORATE SOCIAL RESPONSIBILITY TERKAIT DENGAN KONSUMENCorporate Social Responsibility to Customer

KEGIATAN DAN DAMPAKActivities and Impacts

Pada 2016, guna mencapai sasaran strategis perusahaan antara lain fokus terhadap pengembangan pelayanan lalu lintas penerbangan, pengembangan teknologi baru fasilitas navigasi penerbangan dan implementasi teknologi informasi, Perusahaan telah melaksanakan program-program sebagai berikut:1. Implementasi billing system validasi, BCS

dan BDS Tahap 22. Implementasi slot management system

CHRONOS 3. Implementasi VPN (Virtual Private Network) 4. Upgrade ATS System TOP SKY MATSC5. Pertemuan rutin ATC-Pilot unutk

meningkatkan komunikasi dan koordinasi serta membahas isu-isu operasional.

In period 2016, to achieve the Company’s objective goals such as focused on service development of air traffic system, new technology development, facilities of flight navigation and implementation of information technology. The Company has realized programs as follows:

1. Implementation of billing system validation, BCS and BDS Phase 2

2. Implementation of slot management system CHRONOS

3. VPN (Virtual Private Network) Implementation4. Upgrade ATS System TOP SKY MATSC5. Regular ATC-Pilot meetings to improve

communication and coordination and discuss operational issues.

RENCANA KEGIATANThe Plan of Activities

CORPORATE SOCIAL RESPONSIBILITY TERKAIT DENGAN KONSUMEN

Perum LPPNPI bergerak dalam pelayanan Air Traffic Services (ATS) yang memiliki peranan yang cukup strategis untuk menciptakan sistem keselamatan transportasi udara. Untuk itu, pelayanan untuk menjamin keselamatan pelanggan.

Pelanggan yang dilayani oleh Perum LPPNPI adalah semua maskapai penerbangan, baik maskapai penerbangan asing maupun maskapai penerbangan domestik yang terbang di dalam wilayah udara Indonesia.

Maskapai penerbangan domestik dengan kontribusi produksi terbesar adalah PT Garuda Indonesia (Persero) Tbk, disusul oleh PT Lion Mentari Airlines dan Batik Air Indonesia. Untuk maskapai penerbangan internasional, kontribusi terbesar adalah Singapore Airlines, disusul oleh Cathay Pacific Airways Ltd, dan Qantas Airways.

Untuk memberikan kepuasan pada pelanggan, maka Perum LPPNPI berkomitmen untuk memberikan pelayanan sebaik mungkin dan profesional.

Perum LPPNPI conducts Air Traffic Services (ATS) which has role strategic enough to create safety system of aero transportation. Hence, service to guarantee customer’s safety.

Customer who served by Perum LPPNPI is all flight airlines, either international flight airlines or domestic flight airlines which flies in Indonesia aerospace.

Domestic flight airlines with the biggest contribution is PT Garuda Indonesia (Persero) Tbk, at second rank is PT Lion Mentari Airlines and Batik Air Indonesia. For the international flight airlines, the biggest contribution is Singapore Airlines, and second rank is Cathay Pacific Airways Ltd and Qantas Airways.

In giving satisfaction to the customers, hence Perum LPPNPI has committed to provides service as well as possible and professionally.


6. Launching Customer Portal A-CARE (AirNav Collaborative Assistance and Report Extranet)

7. Billing Mechanism, Rekonsiliasi Piutang dan Data Penerbangan Pelayanan Jasa Navigasi Penerbangan (PJNP)

8. Penerapan autodebet untuk pemenuhan pembayaran biaya PJNP

9. Pengoperasian Pelayanan Terminal Control Area (TMA) di Bandara Kualanamu, Medan

10. Sosialisasi Implementasi Web Based Flight Plan (E-FPL) penggunaan ATS & Aircraft Operation

11. Stakeholder Meeting “AirNav Indonesia’s Service Improvement and Future Plan”

Komitmen Perusahaan dalam melindungi hak pelanggan memberi dampak yang besar bagi perkembangan bisnis. Hal ini berdampak pada tingkat kepercayaan pelanggan dan masyarakat terhadap Perusahaan. Bagi Perum LPPNPI, pelanggan merupakan yang utama sehingga hak pelanggan yang terdiri atas hak atas kenyamanan, keamanan dan keselamatan dalam penggunaan jasa Perusahaan; hak untuk diperlakukan atau dilayani secara benar dan jujur serta tidak diskriminatif; dan lainnya, senantiasa dipenuhi oleh Perum PPNPI.

Kepuasan pelanggan dibuktikan dengan hasil Survei Kepuasan Pelanggan tahun 2016, yakni Indeks Kepuasan Pelanggan mencapai 81%, lebih tinggi dibanding target RKAP 2016 sebesar 80%.

6. Customer Portal Launching A-CARE (AirNav Collaborative Assistance and Report Extranet

7. Billing Mechanism, Reconciliation Receivables and Data Aviation Navigation Services (PJNP)

8. Implementation of auto debit to fulfill payment of PJNP fee

9. Operation of Terminal Control Area (TMA) Service at Kualanamu Airport, Medan

10. Socialization Implementation Web Based Flight Plan (E-FPL) use of ATS & Aircraft Operation

11. Stakeholder Meeting “AirNav Indonesia’s Service Improvement and Future Plan”

Company’s commitment in protecting the customer’s right, provides significantly impact to the business development. This subject has effected to the trust grade from customers and society towards the Company. For Perum LPPNPI, customer is the main focus so the rights of the customer which consists of right on comfortability, safety and security in using the Company’s services; the rights to be treated or to be served as well and honesty and no discriminative; and others, remains being fulfilled by Perum LPPNPI.

Customer satisfaction has been proved by survey result of the Customers’ Satisfaction Index in period 2016 achieving 81% this score is higher than the target of 2016 Company Work Plan Budget (CWPB) which is 80%.

Laporan Keuangan KonsOlidasiConsolidated Financial Statement

TOWER AIRNAV CABANG PADANG