Back to announcement
20250514_GMFI_Laporan Informasi dan Fakta Material_31885459_lamp2.pdf
Other Text extracted GMFISource file signed link, expires in 15 minutes
Extracted text 582
Page 1
24
Integrated Report
Laporan Terintegrasi
Advancing Operational Agility and
Transformation for a Future-Ready,
Customer-Centric MRO
PT Garuda Maintenance Facility Aero Asia Tbk
Page 2
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
2 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 3
Advancing Operational Agility and
Transformation for a Future-Ready,
Customer-Centric MRO
Pada tahun 2024, PT Garuda Maintenance Facility Aero In 2024, PT Garuda Maintenance Facility Aero Asia Tbk (GMF)
Asia Tbk (GMF) memasuki fase transformasi penting dalam embarked on a pivotal phase of transformation to respond
menghadapi era industri aviasi yang terus berkembang. Seiring to a rapidly evolving aviation landscape. With the industry
dengan bangkitnya industri dari bayang-bayang disrupsi global emerging from the shadows of global disruption and entering
dan memasuki era pemulihan, inovasi, serta meningkatnya an era marked by recovery, innovation, and rising customer
ekspektasi pelanggan, GMF menegaskan kembali komitmennya expectations, GMF reaffirmed its commitment to becoming
untuk menjadi penyedia Maintenance, Repair, and Overhaul a future-ready Maintenance, Repair, and Overhaul (MRO)
(MRO) yang siap menghadapi masa depan dengan operasional provider that is agile in operations and centered around
yang gesit dan berfokus pada kebutuhan pelanggan. customer needs.
Di tengah ketidakpastian ekonomi dan tekanan berkelanjutan Amid economic uncertainties and ongoing supply chain
pada rantai pasok, GMF melaksanakan transformasi menyeluruh pressures, GMF advanced a company-wide transformation
guna mengoptimalkan kinerja, merampingkan proses, dan to optimize performance, streamline processes, and
memberikan layanan kelas dunia. Inisiatif transformasi deliver world-class service. The Company’s initiatives
operasional (QCD & People) difokuskan untuk memperkuat in Operational Transformation (QCD & People) were aimed
kualitas, efisiensi biaya, dan ketepatan waktu pengiriman di at strengthening quality, cost efficiency, and delivery precision
seluruh lini bisnis: Airframe, Engine, Component, dan Line across all business lines: Airframe, Engine, Component,
Maintenance. Upaya ini didukung oleh strategi pengembangan and Line Maintenance. These efforts were supported by
SDM yang ditingkatkan seiring dengan pemanfaatan teknologi. enhanced human capital strategies and technology-driven
improvements.
Organisasi yang gesit (agile) menjadi landasan utama strategi Agility was the cornerstone of GMF’s operational strategies
operasional GMF sepanjang 2024. Perseroan secara proaktif in 2024. The Company proactively addressed spare parts
mengatasi tantangan pengadaan suku cadang, mengoptimalkan procurement challenges, optimized maintenance planning, and
perencanaan perawatan, dan menghadapi tingginya biaya navigated high aviation costs linked to exchange rate volatility
penerbangan yang dipengaruhi oleh volatilitas nilai tukar and global logistics constraints. Through debt restructuring,
dan hambatan logistik global. Melalui restrukturisasi utang, cash flow optimization, and equity improvements, GMF
optimalisasi arus kas, dan perbaikan ekuitas, GMF memastikan ensured operational resilience while maintaining a customer-
ketahanan operasional sambil tetap mengedepankan first approach.
pendekatan yang berpusat pada pelanggan.
Di inti transformasi ini adalah prinsip yang berfokus pada At the heart of this transformation lies customer-centricity.
pelanggan (customer-centricity). GMF berhasil memperluas GMF expanded its client base beyond Garuda Group (GA),
basis pelanggannya di luar Garuda Group (GA), dengan mencatat capturing significant growth from non-affiliate (NGA) markets
pertumbuhan signifikan dari pasar non-afiliasi (NGA) yang of international carriers. The focus on customer retention
berasal dari maskapai internasional. Fokus pada strategi retensi and win-back strategies, coupled with customized service
dan win-back pelanggan, disertai dengan penawaran layanan offerings, reaffirmed GMF’s role as a trusted MRO partner
yang disesuaikan, semakin menegaskan posisi GMF sebagai in both domestic and global markets.
mitra MRO terpercaya di pasar domestik maupun global.
Ke depan, GMF terus mengokohkan posisinya sebagai penyedia Looking ahead, GMF is solidifying its position as Indonesia’s
MRO terkemuka di Indonesia sekaligus pemain yang semakin foremost MRO and a rising contender in the Asia-Pacific
diperhitungkan di pasar Asia Pasifik, di mana permintaan market, where MRO demand is projected to grow steadily.
terhadap layanan MRO diperkirakan akan terus meningkat. With strategic investments in core capabilities, digital
Dengan investasi strategis pada kapabilitas inti, infrastruktur infrastructure, and service diversification, including
digital, dan diversifikasi layanan, termasuk pada segmen Government and Power Services segments, GMF is poised
Government dan Power Services, GMF siap memimpin era to lead the charge in a new era of aviation maintenance.
baru dalam pemeliharaan pesawat udara.
3
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 4
Perjalanan Panjang Menjaga
Keberlangsungan Usaha Dari Tantangan
Pandemi
A Long Journey In Maintaining Business Continuity Amid the
Challenges of the Pandemic
Setiap tema tahunan dari Laporan Terintegrasi GMF Each annual theme of GMF's Integrated Report reflects
menunjukkan perjalanan selama tahun buku yang dipenuhi the journey throughout the fiscal year, filled with efforts to
dengan upaya mengatasi tantangan dan mencapai kinerja overcome challenges and achieve the best performance. The
terbaik. Tema Laporan Terintegrasi menjadi spesial terutama Integrated Report theme has been particularly special in recent
dalam beberapa tahun terakhir yang menunjukkan GMF years, highlighting GMF's ability to endure the pandemic and
mampu bertahan di tengah situasi pandemi dan meraih peluang seize growth opportunities as the aviation industry recovers.
pertumbuhan saat industri penerbangan kembali tumbuh. Below is the continuity of GMF's Integrated Report themes from
Berikut merupakan kesinambungan tema Laporan Terintegrasi 2020 to 2023, showcasing GMF's long journey in maintaining
GMF sejak tahun 2020 hingga tahun 2023 yang menunjukkan business sustainability amid the challenges of the pandemic
perjalanan panjang GMF untuk menjaga keberlangsungan usaha and capturing growth opportunities.
dari tantangan pandemi dan meraih peluang pertumbuhan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
4 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 5
Kesinambungan Tema
Theme Continuity
Laporan Terintegras i
Integrated Report 2023
Navigating ProfitabilityThrough
Operational Advancements
2023
Navigating Profitability Through Operational
for Sustainable Growth
untuk Pertumbuhan yang Berkelanjutan
Advancements for Sustainable Growth
PT G arud a Main te nanc e Fa cili ty Aer o Asia Tbk
Menavigasi Profitabilitas Melalui Kemajuan
Operasional Untuk Pertumbuhan Yang Berkelanjutan
Sepanjang tahun, Perseroan melakukan langkah-langkah strategis memanfaatkan kemajuan operasional untuk mencapai
profitabilitas sekaligus memastikan pertumbuhan berkelanjutan di tengah pemulihan industri penerbangan yang melaju kencang
setelah pandemi mereda.
Dengan memprioritaskan keunggulan operasional dan stabilitas keuangan, Perseroan berhasil memperluas jangkauannya di
luar captive market, mendiversifikasi basis pelanggan, dan merambah ke sektor-sektor selain aviasi. Diversifikasi strategis ini
memungkinkan Perseroan memanfaatkan peluang pendapatan baru, memastikan kelangsungan bisnis bahkan di tengah tantangan
seperti kelangkaan suku cadang atau ketegangan geopolitik.
Throughout the year, the Company strategically leveraged operational advancements to achieve profitability while ensuring
sustainable growth in the aviation industry’s pace of recovery following the pandemic’s subsiding.
By prioritizing operational excellence and financial stability, the Company successfully expanded its capabilities beyond its
captive market, diversifying its customer base and venturing into sectors beyond aviation. This strategic diversification enabled
the Company to capitalize on new revenue opportunities, ensuring business continuity even amid challenges like parts scarcity
or geopolitical tensions.
5
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 6
2022
Restrukturisasi Finansial dan Operasional Sebagai
Upaya Pemulihan Berkelanjutan di Era Yang Baru
Financial and Operational Restructuring for
Sustainable Recovery In the New Era
Pencapaian laba bersih didorong oleh kinerja pendapatan yang meningkat seiring dengan pemulihan industri airline secara
keseluruhan, terutama dari Grup Afiliasi Garuda. Tentunya Perseroan juga terus mengembangkan bisnis untuk berekspansi
menjangkau bisnis lain yang dapat bertahan dari pandemi. Salah satu milestone penting adalah ketika Perseroan dipercaya oleh
Kementerian Pertahanan untuk melakukan Modernisasi C130H. Seiring dengan hal tersebut, Perseroan juga dipercaya Lockheed
Martin untuk merawat pesawat Hercules di Indonesia sehingga meningkatkan penetrasi pasar GMF di industri pertahanan nasional.
Strategi penetrasi pasar, memperluas jangkauan untuk meraih pasar baru yang lebih menguntungkan, juga diiringi oleh upaya
restrukturisasi. Tidak bisa dipungkiri bahwa GMF masih belum mencapai tingkat kesehatan keuangan dan operasional seperti
sebelum pandemi. Dalam upayanya untuk memulihkan diri saat situasi kembali positif maka upaya restrukturisasi menjadi penting
untuk memberikan ruang gerak yang cukup bagi Perseroan menumbuhkan usaha.
This net profit was driven by our revenue after it went up following the recovery of the airline industry as a whole, especially from
the Affiliated Group of Garuda. In addition, the Company kept improving its business, expanding to reach other segment that can
withstand the pandemic. An important milestone was when the Company was trusted by the Ministry of Defense to carry out
the C130H Modernization. Along with this, the Company is also entrusted by Lockheed Martin to maintain Hercules aircraft in
Indonesia and therefore increasing GMF’s market penetration in the national defense industry.
The market penetration, coupled with expansion to reach the new, more profitable markets, were also accompanied by restructuring
efforts. It is a fact that GMF has not yet reached its pre-pandemic soundness level in terms of finance and operation. In its efforts
to recover when the situation returns to positive, restructuring is important to give the Company enough space to maneuver in
growing its business.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
6 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 7
FUNGSI PENUNJANG BISNIS TaTa Kelola Perusahaan Tanggung Jawab SoSial PeruSahaan Laporan KEUanGan
Business Support Good Corporate Governance Corporate Social Responsibility Financial Report 1
Laporan Terintegrasi
Integrated Repor t 2021
Mengoptimalkan Momentum
untuk Perbaikan Fundamental
2021
dan Kestabilan
Mengoptimalkan Momentum untuk
Optimizing Momentum for Fundamental Development and Stability Perbaikan Fundamental dan Kestabilan
PT Garuda Maintenance Facility Aero Asia Tbk
Optimizing Momentum for Fundamental
Development and Stability
Integrated Report 2021 PT Garuda Maintenance Facility Aero Asia Tbk
Tahun 2021 ekonomi global telah memasuki tahap perbaikan (recovery) yang diproyeksikan akan meningkat 5,9% pada tahun
2021 dan 4,9% pada tahun 2022. Di Indonesia, Produk Domestik Bruto (PDB) tahun 2021 mencapai Rp16.970,8 triliun, dimana
sektor transportasi & pergudangan bertumbuh 7,93% dan menyumbang 4,56% dari keselurunan nilai PDB. Secara khusus, di
sektor angkutan udara yang dijalani GMF, terjadi pertumbuhan 19,30% (y-on-y).
Perseroan menyadari bahwa situasi ini merupakan sebuah momentum perbaikan yang harus dioptimalkan untuk memperkuat
fundamental bisnis dan menstabilkan usaha. Pelajaran selama mengarungi tantangan pandemi membuat GMF beradaptasi dan
berbenah diri untuk menetapkan strategi utama yang berpusat pada tiga pilar yaitu Cash is King, Business Diversification, dan
Global Consolidation. Dari sisi pendapatan, segmen perawatan Industrial Gas Turbine Engine dan industri pertahanan berhasil
meningkat hingga lebih dari 100% bila dibandingkan dengan tahun sebelumnya. Perseroan juga berhasil menekan biaya-biaya
hingga 46% dibandingkan dengan tahun sebelumnya menjadi USD305 juta pada tahun 2021 sehingga hal tersebut berdampak
pada peningkatan profitabilitas Perseroan dibandingkan dengan tahun sebelumnya.
In 2021, the global economy has already been recovering with projections set to increase by 5.9% in 2021 and 4.9% in 2022.
Indonesia’s Gross Domestic Product (GDP) in 2021 reached Rp16,970.8 trillion, of which transportation & warehousing grew
by 7.93% and contributed 4.56% of the total GDP. In particular, the air transportation which GMF engages, there was a 19.30%
(y-on-y) growth.
The Company is aware that this situation is a momentum that the Company needed to leverage to strengthen business fundamentals
and stabilize the business. The lessons while facing the pandemic challenges have made GMF adapt and improved itself to establish
the main strategy which centered on three pillars including Cash is King, Business Diversification, and Global Consolidation.
When it comes to revenue, the two segments including the Industrial Gas Turbine Engine and defense industry have all increased
by more than 100% compared to the prior year. The Company was focusing on the established strategy and initiative and it has
succeeded in lowering expenses by 46% compared to USD565 million in the prior year to reach USD305 million in 2021, which
resulted in higher profitability compared to the prior year, which has been the Company’s focus in 2021.
7
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 8
Tentang Laporan
About this Report
Laporan ini memuat Laporan Tahunan dan Laporan This Report describes the Annual Report and Sustainability
Keberlanjutan (selanjutnya Laporan ini disebut juga sebagai Report (referred to hereafter as the Integrated Report) of
Laporan Terintegrasi) PT Garuda Maintenance Facility Aero Asia PT Garuda Maintenance Facility Aero Asia Tbk for the 2023
Tbk untuk periode pelaporan 2023. Perseroan menggabungkan reporting period. Consistent with previous years, the Company
Laporan Tahunan dan Laporan Keberlanjutan dalam 1 (satu) consolidates the Annual Report and Sustainability Report into
buku yang sama seperti pada tahun-tahun sebelumnya. a single book. The disclosure of the Annual Report precedes,
Pengungkapan Laporan Tahunan disampaikan terlebih dahulu, with certain sections incorporating discussions from the
namun dengan beberapa bagian yang memuat pembahasan Sustainability Report. Following this, a separate section provides
mengenai Laporan Keberlanjutan, sebelum kemudian more detailed information regarding the Sustainability Report.
pengungkapan informasi yang lebih rinci mengenai Laporan
Keberlanjutan disampaikan pada bagian terpisah.
Laporan Terintegrasi ini dibuat sesuai dengan Surat Edaran This Integrated Report was prepared in accordance with the
Otoritas Jasa Keuangan (SEOJK) No. 16/SEOJK.04/2021 Financial Services Authority (SEOJK) Circular Letter No. 16/
tentang Bentuk dan Isi Laporan Tahunan Emiten atau SEOJK.04/2021 regarding the Form and Content of Annual
Perusahaan Publik. Laporan Terintegrasi ini dapat dilihat dan Reports of Issuers or Public Companies. The Integrated Report
diunduh di website resmi Perseroan yaitu www.gmf-aeroasia. is accessible for viewing and download on the Company's
co.id. Sedangkan Laporan Keberlanjutan, selain dibuat sesuai official website, www.gmf-aeroasia.co.id. Additionally, the
dengan SEOJK No. 16/SEOJK.04/2021, juga mengadopsi Sustainability Report, while also aligned with SEOJK No. 16/
pedoman penulisan berdasarkan standar Global Reporting SEOJK.04/2021, follows writing guidelines based on the 2021
Index (GRI) 2021. Global Reporting Index (GRI) standards.
Laporan Terintegrasi ini memuat pernyataan kondisi keuangan, This Integrated Report contains financial conditions, operation
hasil operasi, proyeksi, rencana, strategi, kebijakan, serta results, projections, plans, strategies, policies, as well as
tujuan Perseroan, yang digolongkan sebagai pernyataan ke objectives of the Company, which are classified as forward-
depan dalam pelaksanaan perundang-undangan yang berlaku, looking statements in the implementation of the applicable
kecuali hal-hal yang bersifat historis. Pernyataan-pernyataan laws and regulations, excluding historical matters. Such
tersebut memiliki prospek risiko, ketidakpastian, serta dapat forward-looking statements are subject to prospective risks,
mengakibatkan perkembangan aktual secara material berbeda uncertainties, and other factors that can cause the actual results
dari yang dilaporkan. to differ materially from the expected results.
Pernyataan-pernyataan prospektif dalam Laporan Terintegrasi Prospective statements in this Integrated Report are prepared
ini dibuat berdasarkan berbagai asumsi mengenai kondisi terkini based on numerous assumptions concerning current conditions
dan kondisi mendatang Perseroan serta lingkungan bisnis di and future events of the Company, and the business environment
mana Perseroan menjalankan kegiatan usaha. Perseroan tidak where the Company conducts its business. The Company shall
menjamin bahwa dokumen-dokumen yang telah dipastikan have no obligation to guarantee that all the valid documents
keabsahannya akan membawa hasil-hasil tertentu sesuai presented will bring specific results as expected.
harapan.
Laporan Terintegrasi ini memuat kata “GMF” dan “Perseroan” This Integrated Report contains the words “GMF” and
yang didefinisikan sebagai PT Garuda Maintenance Facility “Company” which, hereinafter, refers to PT Garuda Maintenance
Aero Asia Tbk yang menjalankan bisnis di bidang perawatan, Facility Aero Asia Tbk as a company that runs business in the
reparasi, dan overhaul pesawat terbang. field of aircraft maintenance, repair, and overhaul.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
8 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 9
Daftar Isi
Table of Contents
Perjalanan Panjang Menjaga Pernyataan Dewan Komisaris Perubahan Signifikan
Keberlangsungan Usaha Dari Dan Direksi Tentang Tanggung Significant Changes 72
Tantangan Pandemi Jawab Atas Laporan Terintegrasi
A Long Journey In Maintaining 4 2024 PT Garuda Maintenance Struktur Organisasi
Organization Structure 74
Business Continuity Amid The Facility Aero Asia Tbk
Challenges of The Pandemic Statement of The Board of 46
Commissioners and the Board of Profil Dewan Komisaris
Board of Commissioners’ Profile 76
Kesinambungan Tema Directors on the Responsibility
Theme Continuity 5
for the 2024 Integrated Report
Profil Direksi
of PT Garuda Maintenance
Board of Directors’ Profile 82
Tentang Laporan Facility Aero Asia Tbk
About This Report 8
Profil Pejabat Eksekutif
Pernyataan Dewan Komisaris
Profile of Executive Officials 88
Daftar Isi Dan Direksi Tentang Tanggung
Table of Contents 9
Jawab Atas Laporan Terintegrasi Demografi Pegawai
2024 PT Garuda Maintenance Employee Demographic 95
Perjalanan GMF Tahun 2024
GMF Journey In 2024 12 Facility Aero Asia Tbk
Statement of the Board of 47 Informasi Pemegang Saham
Commissioners and the Board of Information On Shareholders 98
Directors on the Responsibility
for the 2024 Integrated Report Daftar Entitas Anak, Entitas
of PT Garuda Maintenance Asosiasi, Joint Venture (JV),
IKHTISAR KINERJA Facility Aero Asia Tbk Special Purpose Vehicle (SPV)
Performance Highlight List of Subsidiaries, Associates, 104
Joint Venture (JV), Special
Purpose Vehicle (SPV)
Ikhtisar Data Keuangan Penting
PROFIL PERUSAHAAN Kronologi Penerbitan dan
Key Financial Data Highlight 16 Company Profile Pencatatan Saham
105
Chronology of Share Issuance
and Listing
Ikhtisar Bisnis dan Operasional
Business and Operational 19 Informasi Kronologi Penerbitan
Highlight Dan Pencatatan Efek Lainnya
Informasi Umum dan Identitas
Ikhtisar Saham Perusahaan Chronological Information On 107
20 General Information and 50 Other Securities Issuance And
Share Highlight
Corporate Identity Listing
Ikhtisar Obligasi
Bond Highlight 22 Skala Usaha Lembaga dan Profesional
Business Scale 52 Penunjang
Supporting Agencies and 107
Sumber Pendanaan Lainnya
Other Funding Sources 22 Riwayat Singkat GMF Professionals
A Brief History of GMF 54
Peristiwa Penting 2024 Kerja Sama Dengan Mitra Lain
Significant Events In 2024 23 Jejak Langkah Cooperation With Other 110
Milestones 56 Partners
Visi, Misi, dan Nilai Perusahaan Informasi Situs Web GMF
Vision, Mission, and Core Values 58 GMF Website 112
LAPORAN MANAJEMEN Logo Perusahaan
Management Report Company Logo 63 ANALISIS DAN
Penghargaan dan Sertifikasi PEMBAHASAN
64
Awards and Certification MANAJEMEN
Laporan Dewan Komisaris Management Discussion and
31 Keanggotaan Asosiasi 7
Board of Commissioners’ Report Membership In Associations Analysis
67
Laporan Direksi
Board of Directors’ Report 37 Bidang Usaha, Produk dan Jasa, Tinjauan Perekonomian dan
Jaringan Usaha Industri 116
Business Field, Products and 68
Industrial and Economic Review
Services, Business Network
9
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 10
Kebijakan Strategis 2024 Informasi Keuangan yang Sekretaris Dewan Komisaris
2024 Strategic Policy 121 Mengandung Kejadian yang Secretary to the Board of 297
Bersifat Luar Biasa dan Jarang Commissioners
Aspek Pemasaran Terjadi 165
Marketing Aspect 123 Komite Audit dan Kebijakan
Financial Information that
Contains Extraordinary and Rare Corporate Governance
Tinjauan Operasi Per Segmen Events Audit and Corporate 301
Usaha Governance Committee
Operational Review By Business 127
Perubahan Peraturan
Segment Perundang-Undangan yang Komite Nominasi dan
Berpengaruh Signifikan Remunerasi
Tinjauan Keuangan Nomination and Remuneration 311
135 Terhadap Perseroan 166
Financial Review Changes In Law and Regulations Committee
that Had Significant Affect to the
Informasi dan Fakta Material Komite Pengembangan Usaha
Company
Setelah Pelaporan Akuntan dan Pemantau Risiko
Information and Material Facts 157 Business Development and Risk 315
Perubahan Kebijakan Akuntansi
Subsequent to the Accountant’s dan Dampaknya Terhadap Monitoring Committee
Report Perseroan 167
Changes In Accounting Policies Sekretaris Perusahaan & Legal
Informasi Dampak Nilai Tukar Corporate Secretary & Legal 322
and Its Impact on the Company
Mata Uang Asing
Information on the Impact of 158 Internal Audit
Informasi Kelangsungan Usaha 329
Foreign Currency Exchange Rate Business Continuity Information 168 Internal Audit
Kebijakan Dividen dan Teknologi Informasi Quality Assurance & Safety
Pembagiannya 171 Quality Assurance & Safety
159 Information Technology 336
Dividend Policy and
Disbursement Enterprise Risk Management
Kontribusi Kepada Negara
Financial & Management 341
Contribution to the State 160 TATA KELOLA Accounting
Program Kepemilikan Saham
PERUSAHAAN Akuntan Publik
347
Corporate Governance Public Accountant
Oleh Karyawan dan/atau
Manajemen (ESOP/MSOP) Manajemen Risiko
Share Ownership Program for 160 352
Risk Management
Employees and/or Management
(ESOP/MSOP) Komitmen Kuat Penerapan Tata
Sistem Pengendalian Internal
Kelola Perusahaan Yang Baik
Internal Control System 359
Realisasi Penggunaan Dana Hasil Strong Commitment On 178
Penawaran Umum Implementing Good Corporate Perkara Penting
Realization of Proceeds From 161 Governance 362
Important Cases
Public Offering
Struktur Tata Kelola Perseroan Akses Informasi dan Data
Realisasi Penggunaan Dana Hasil The Company’s Governance 183 Perusahaan
Penawaran Umum Obligasi Structure Access to Information and 363
Realization of Proceeds from 161
Company Data
Bond Offering Hasil Tata Kelola: Evaluasi,
Pemantauan, dan Peningkatan Kode Etik
Governance Results: Evaluation, 185 366
Informasi Material Mengenai Code of Conduct
Investasi, Ekspansi, Divestasi, Monitoring, and Improvement
Penggabungan Usaha, Akuisisi, Kebijakan Anti Korupsi dan
dan/atau Restrukturisasi Utang/ Rapat Umum Pemegang Saham Pengendalian Gratifikasi
(RUPS) Anti-Corruption and Gratuities 369
Modal
161 General Meeting of 224
Material Information Regarding Control
Investment, Expansion, Shareholders (GMS)
Divestment, Business Informasi Pemberian Dana
Pencegahan Transaksi Orang Untuk Kegiatan Politik
Combination, Acquisition, and/or 370
Debt/Capital Restructuring
Dalam 246 Information On Funding for
Insider Trading Prevention Political Activities
Informasi Transaksi Material
Dewan Komisaris Laporan Harta Kekayaan
Yang Mengandung Benturan
Board of Commissioners 247
Kepentingan dan/atau Transaksi Penyelenggara Negara (LHKPN)
State Officers’ Asset Reports 371
Dengan Pihak Afiliasi/Pihak Direksi
Berelasi Board of Directors 261 (LHKPN)
Information on Material 162
Transactions Containing Kebijakan Pengadaan Barang
Informasi Lainnya Tentang
Conflicts of Interest and/or Dewan Komisaris dan Direksi
dan Jasa 372
Transactions with Affiliated/ Procurement Policy
Other Information About the 273
Related Parties Board of Commissioners and Whistleblowing System
Directors Whistleblowing System 375
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
10 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 11
Transparansi Praktik Bad Tingkat Kecelakaan Kerja
Governance Accident Rate at Work 441
Transparency on Bad 379
Governance Melayani Pelanggan Dengan
Sepenuh Hati
Serving our Customers 444
Wholeheartedly
LAPORAN Tanggung Jawab Sosial
KEBERLANJUTAN Perusahaan 449
Sustainability Report Corporate Social Responsibility
Lembar Umpan Balik
Feedback Form 453
Ikhtisar Kinerja Keberlanjutan Indeks Isi POJK No.51/
2024
Highlights of Sustainable 384 OJK.03/2017
455
POJK No.51/OJK.03/2017
Performance in 2024 Content Index
Tentang Laporan Keberlanjutan
About this Sustainability Report 386 Indeks Isi Consolidated GRI
Standard 2021
Consolidated Content Index of 459
Hubungan Dengan Pemangku
GRI Standard 2021
Kepentingan dan Penentuan
Topik Material 388 Keselarasan Laporan
Stakeholders Engagement and Keberlanjutan dengan Metrik
Materiality Analysis ESG 463
Alignment of the Sustainability
Penentuan Topik Material
Materiality Analysis 391 Report with ESG Metrics
Komitmen Kebijakan dan
Strategi Keberlanjutan
Policy Commitment and 393
Sustainability Strategy LAPORAN KEUANGAN
Financial Report
Menanamkan Budaya
Keberlanjutan Secara
Berkesinambungan 394
Embedding the Sustainability
Culture Continously
Kendala, Tantangan, dan Peluang
Obstacles, Challenges, and 395
Opportunities
Memaksimalkan Kinerja
Ekonomi
Maximizing Economic 396
Performance
Upaya Pelestarian Lingkungan
Environmental Conservation 400
Efforts
Menghargai dan Melindungi
Pegawai
Appreciation and Protection of 411
our Employees
Manajemen Karier
Career Management 426
11
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 12
Perjalanan GMF Tahun 2024
GMF Journey in 2024
STRATEGI USAHA GMF GMF BUSINESS STRATEGY FACING 2024
MENGHADAPI 2024
Peningkatan Profitabilitas
Increasing Profitability
• Peningkatan volume bisnis
• Memperbesar share of wallet customer
• Menambah captive customer dengan kontrak jangka panjang
• Increasing business volume
• Increasing the share of wallet of customer
• Adding captive customer with long-term contract
Restrukturisasi Utang
Debt Restructuring
• Kepada pemasok dan bank
• Terus dimonitor secara berkala untuk memastikan implementasi sesuai kesepakatan
• To bank and suppliers
• Constantly monitored to ensure the implementation according to the agreement
Perbaikan Ekuitas
Improving Equity
• Divestasi anak usaha
• Mengembangkan jangkauan pasar di luar Grup
• Divesting subsidiaries
• Expanding to reach other market outside the Group
KINERJA PANGSA PASAR MARKET SHARE PERFORMANCE
Kinerja Non-Group Afiliasi (NGA)
Kinerja Group Afiliasi (GA)
Non-Group Afiliation (NGA)
Group Affiliation (GA) Performance
Performance
USD317.74 juta | million USD103.48 juta | million
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
12 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 13
KINERJA PENDAPATAN OPERASIONAL OPERATING REVENUE PERFORMANCE
Reparasi dan Overhaul Perawatan Operasi lain-lain
Reparations & Overhaul Maintenance Other Operations
USD USD USD
314.33
juta | million
84.80 22.09
juta | million
juta | million
9% 30% 13%
KINERJA KEUANGAN FINANCIAL PERFORMANCE
Pendapatan Usaha Laba Usaha Laba Tahun Berjalan
Revenue Operating Income Profit for the Year
USD USD USD
421.22
juta | million
42
juta | million
26.9
juta | million
12.87% 51.63% 33.38%
13
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 14
Page 15
IKHTISAR
KINERJA
Performance Highlight
Page 16
Ikhtisar Data Keuangan Penting
Key Financial Data Highlight
Laba (Rugi) dan Penghasilan Komprehensif Lain
Profit (Loss) and Other Comprehensive Income
Dalam Dolar Amerika Serikat
In United States Dollars
YoY CAGR
Keterangan
2024 2023 2022 2021 2020 2023- 2020-
Description
2024 (%) 2024 (%)
Pendapatan Usaha
Operating Revenue
Repair and Overhaul 314,331,256 288,311,230 174,804,710 145,699,465 175,151,445 9.02 15.74
Perawatan
84,801,965 65,275,499 44,128,043 47,814,211 52,615,745 29.91 12.67
Line Maintenance
Operasi Lain-Lain
22,089,965 19,620,255 19,771,140 17,079,639 26,074,245 12.59 -4.06
Other Operations
Jumlah Pendapatan Usaha
421,223,186 373,206,984 238,703,893 210,593,315 253,841,435 12.87 13.50
Total Operating Revenues
Beban Usaha
(379,219,103) (345,505,584) (213,836,674) (305,088,245) (565,181,957) 9.76 -9.49
Operating Expenses
Laba Usaha
42,004,083 27,701,400 24,867,219 (94,494,930) (311,340,522) 51.63 N/A
Operating Income
Pendapatan/Beban Lainnya
(17,259,968) (7,989,376) (19,363,914) (17,148,369) (31,420,851) 116.52 -13.91
Other Income/Expenses
Laba Sebelum Pajak Penghasilan
24,744,115 19,730,024 5,503,305 (111,643,299) (342,761,372) 25.41 N/A
Profit Before Income Tax
Beban Pajak
2,155,930 438,665 (1,874,974) (15,708,504) 14,000,568 391.48 -37.36
Tax Expenses
(Rugi)/Laba Bersih Tahun
Berjalan 26,900,045 20,168,689 3,628,331 (127,351,803) (328,760,804) 33.38 N/A
(Loss)/Profit for the Year
Pendapatan Komprehensif Lain
452,802 (235,166) 3,718,622 3,022,876 2,853,435 292.55 -36.88
Other Comprehensive Income
Jumlah (Rugi)/Penghasilan
Komprehensif Tahun Berjalan
27,352,847 19,933,523 7,346,953 (124,328,927) (325,907,369) 37.22 N/A
Total Comprehensive (Loss)/
Income for the Year
Laba Tahun Berjalan yang Dapat Diatribusikan Kepada:
Profit for the Year Attributable to:
Pemilik Entitas Induk
26,891,116 20,276,463 3,571,764 (127,396,390) (328,789,058) 32.62 N/A
Owner of Parent Entity
Kepentingan Non-Pengendali
8,929 (107,774) 56,567 44,587 28,254 108.28 -25.02
Non-Controlling Interests
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
16 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 17
Ikhtisar Kinerja
Performance Highlight
Laba (Rugi) dan Penghasilan Komprehensif Lain
Profit (Loss) and Other Comprehensive Income
Dalam Dolar Amerika Serikat
In United States Dollars
YoY CAGR
Keterangan
2024 2023 2022 2021 2020 2023- 2020-
Description
2024 (%) 2024 (%)
Jumlah (Rugi)/Penghasilan Komprehensif Tahun Berjalan yang Dapat Diatribusikan Kepada:
Total Comprehensive (Loss)/Income for the Year Attributable to:
Pemilik Entitas Induk
27,343,918 20,041,297 7,290,386 (124,373,514) (325,935,623) 36.44 N/A
Owner of Parent Entity
Kepentingan Non-Pengendali
8,929 (107,774) 56,567 44,587 28,254 108.28 -25.02
Non-Controlling Interests
(Rugi)/Laba Bersih per Saham
Dasar/Dilusian
0.0010 0.0007 0.0001 (0.0045) (0.012000) 42.86 N/A
Basic/Diluted (Loss)/ Earnings
per Share
Laporan Posisi Keuangan Konsolidasian
Consolidated Statements of Financial Position
Dalam Dolar Amerika Serikat
In United States Dollars
YoY CAGR
Keterangan
2024 2023 2022 2021 2020 2023-2024 2020-2024
Description
(%) (%)
Aset Lancar
206,103,485 246,615,548 200,965,297 209,985,094 294,271,426 -16.43 -8.5
Current Assets
Aset Tidak Lancar
218,526,718 203,405,555 189,693,413 187,430,879 226,583,662 7.43 -0.90
Non-Current Assets
Total Aset
424,630,203 450,021,103 390,658,710 397,415,973 520,855,088 -5.64 -4.98
Total Assets
Liabilitas Jangka Pendek
237,508,591 279,717,345 248,830,982 321,064,848 465,274,117 -15.09 -15.47
Current Liabilities
Liabilitas Jangka Panjang
445,022,915 481,465,660 472,849,048 414,710,336 269,611,255 -7.57 13.35
Non-Current Liabilities
Total Liabilitas
682,531,506 761,183,005 721,680,030 735,775,184 734,885,372 -10.33 -1.83
Total Liabilities
Total Ekuitas
(257,901,303) (311,161,902) (331,021,320) (338,359,211) (214,030,284) -17.12 4.77
Total Equity
Total Liabilitas dan
Ekuitas 424,630,203 450,021,103 390,658,710 397,415,973 520,855,088 -5.64 -4.98
Total Liabilities and Equity
Modal Kerja Bersih
(31,405,106) (33,101,797) (47,865,685) (111,079,754) (171,002,690) -5.13 -34.54
Net Working Capital
17
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 18
Rasio Keuangan
Financial Ratio
Dalam Persentase
In Percentage
CAGR
Keterangan YoY
2024 2023 2022 2021 2020 2020-
Description 2023-2024 (%)
2024 (%)
Rasio Likuiditas (%)
Liquidity Ratio (%)
Cash Ratio 5.31 7.53 2.05 4.29 1.95 -29.48% 28.78
Acid Test Ratio 60.92 61.70 58.05 46.70 44.32 -1.26 8.28
Current Ratio 86.78 88.17 80.76 65.40 63.25 -1.58 8.23
Rasio Profitabilitas (%)
Profitability Ratio (%)
Operating Profit Margin/OPM 9.97 7.42 10.42 (44.87) (122.65) 34.37 N/A
Net Profit Margin/NPM 6.39 5.3 1.52 (60.47) (129.51) 20.57 N/A
Return on Investment/ROI 14.98 15.30 13.02 (16.50) (55.48) -2.09 N/A
Rasio Solvabilitas (%)
Solvency Ratio (%)
Debt to Assets Ratio/DAR 160.74 169.14 184.73 185.14 141.09 -4,97 3.31
Debt to Equity Ratio/DER (264.65) (244.63) (218.02) (217.45) (343.36) 8.18 -6.3
Rasio Aktivitas
Activity Ratio
Average Collection Period/ACP (hari | days) 45.66 45.06 66.66 128.97 140.09 1.33% -25.04
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
18 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 19
Ikhtisar Kinerja
Performance Highlight
Ikhtisar Bisnis dan Operasional
Business and Operational Highlight
Dalam Dolar Amerika Serikat
In United States Dollars
YoY CAGR
Keterangan
2024 2023 2022 2021 2020 2023- 2020-
Description
2024 (%) 2024 (%)
Line Maintenance 84,801,965 65,275,499 44,128,043 47,814,211 52,615,745 29.91 12.67
Repair and Overhaul 314,331,256 288,311,230 174,804,710 145,699,465 175,151,445 9.02 15.74
Other Operations 22,089,965 19,620,255 19,771,140 17,079,639 26,074,246 12.59 -4.06
Jumlah Pendapatan Usaha
421,223,186 373,206,984 238,703,893 210,593,315 253,841,435 12.87 13.50
Total Operating Revenues
Jumlah Pendapatan Usaha (Rugi)/Laba Bersih Tahun Berjalan Total Aset
Total Operating Revenues (Loss)/Profit for the Year Total Assets
USD USD USD
421,223,186 26,900,045 424,630,203
Dalam nilai penuh Dalam nilai penuh Dalam nilai penuh
In full amount In full amount In full amount
Total Ekuitas Net Profit Margin/NPM Return on Investment/ROI
Total Equity
USD 6.39% 14.98%
(257,901,303)
Dalam nilai penuh (%) (%)
In full amount
Line Maintenance Repair and Overhaul Other Operations
USD USD USD
84,801,965 314,331,256 22,089,965
Dalam nilai penuh Dalam nilai penuh Dalam nilai penuh
In full amount In full amount In full amount
19
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 20
Ikhtisar Saham
Share Highlight
Informasi Pergerakan Saham GMF
Information on GMF’s Shares Movement
Harga Saham Jumlah Saham
Volume Kapitalisasi Pasar
Share Price Beredar (lembar
Perdagangan (Rp)
(Rp) saham)
(lembar saham) Market
Number of
2024 Trading Volume Capitalization
Tertinggi Terendah Penutupan Outstanding
(Shares) (Rp)
Highest Lowest Closing Shares
Triwulan 1
80 59 59 104,689,700 28,233,511,500 1,665,777,178,500
Quarter 1
Triwulan 2
66 45 53 66,318,200 28,233,511,500 1,496,376,109,500
Quarter 2
Triwulan 3
71 50 65 90,973,700 28,233,511,500 1,835,178,247,500
Quarter 3
Triwulan 4
71 46 49 76,365,282 28,233,511,500 1,383,442,063,500
Quarter 4
Harga Saham Jumlah Saham
Volume Kapitalisasi Pasar
Share Price Beredar (lembar
Perdagangan (Rp)
(Rp) saham)
(lembar saham) Market
Number of
2023 Trading Volume Capitalization
Tertinggi Terendah Penutupan Outstanding
(Shares) (Rp)
Highest Lowest Closing Shares
Triwulan 1
73 50 53 268,164,900 28.233.511.500 1,496,376,109,500
Quarter 1
Triwulan 2
70 50 54 253,746,500 28.233.511.500 1,524,609,621,000
Quarter 2
Triwulan 3
102 54 80 782,319,300 28.233.511.500 2,258,680,920,000
Quarter 3
Triwulan 4
87 70 80 203,692,500 28.233.511.500 2,258,680,920,000
Quarter 4
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
20 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 21
Ikhtisar Kinerja
Performance Highlight
Harga Penutupan dan Volume Perdagangan Saham GMF 2023-2024
Closing Price and Trading Volume of GMF Shares 2023-2024
2023 2024
53 54 80 80 59 53 65 49
782.319.300
104.689.700
90.973.700
267.558.900 76.365.282
66.318.200
253.746.500
203.692.500
Triwulan 1 Triwulan 2 Triwulan 3 Triwulan 4 Triwulan 1 Triwulan 2 Triwulan 3 Triwulan 4
Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4
Penutupan Volume Perdagangan Penutupan Volume Perdagangan
Closing Trading Volume Closing Trading Volume
AKSI KORPORASI CORPORATE ACTION
Pada tahun 2024, terdapat aksi korporasi yang menyebabkan Throughout 2024, there were corporate actions that caused
perubahan material terhadap saham Perseroan yang tercatat material changes to the Company’s shares listed on the
di Bursa Saham Indonesia (BEI). Tindakan tersebut antara Indonesia Stock Exchange (IDX). These actions include Rights
lain Penambahan Modal Dengan Hak Memesan Efek Terlebih Issue and changes in the nominal value of shares. The Rights
Dahulu (“PMHMETD”) dan perubahan nilai nominal saham. Issue was started in 2024 based on Audited Consolidated
Rangkaian proses PMHMETD ini dimulai di tahun 2024 dengan Interim Financial Report per June 30, 2024 and completed
berbasis Laporan Keuangan Interim Konsolidasian per 30 Juni on January, 2025. This corporate actions do not change the
2024 yang diaudit dan selesai di bulan Januari 2025. Aksi Controlling Shareholders, but it change the composition of
korporasi tidak mengubah Pemegang Saham Pengendali, namun shares ownership by shareholders.
mengubah komposisi kepemilikan saham oleh Pemegang Saham.
DIVIDEN KAS CASH DIVIDENDS
Perseroan tidak memberikan dividen pada RUPS Tahunan Tahun The Company did not distribute any dividend for the 2023
Buku 2023 yang diselenggarakan pada tahun 2024. Rapat financial year. The General Meeting of Shareholders was
Umum Pemegang Saham menyetujui penggunaan Laba Bersih approved the use of the Net Profit as Retained Earning to
sebagai Laba Ditahan untuk mengurangi akumulasi kerugian. reduce accumulated losses.
PENGHENTIAN SAHAM SHARE SUSPENSION
Sepanjang tahun 2024, saham GMF tidak pernah menerima Throughout 2024, GMF shares did not receive any sanctions
sanksi (sanction) ataupun mengalami penghentian sementara affecting share trading activities in the form of suspension on
(suspension) yang mempengaruhi aktivitas perdagangan saham the IDX. Additionally, the Company did not conduct any delisting
Perseroan di BEI. Perseroan juga tidak melakukan penghapusan of shares on the IDX.
pencatatan saham (delisting) di BEI.
21
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 22
IKHTISAR OBLIGASI
Bond Highlight
Hingga akhir tahun 2024, GMF tidak menerbitkan obligasi, Until the end of 2024, GMF had never issued bonds, sharia
sukuk, atau obligasi konversi di bursa efek mana pun. GMF bonds (sukuk) or convertible bonds on any stock exchange.
juga tidak menerbitkan surat utang dalam bentuk lainnya yang GMF also did not issue other securities in any form that are
bersifat direct placement. direct placement.
Sumber Pendanaan Lainnya
Other Funding Sources
Hingga akhir tahun 2024, GMF tidak memiliki tambahan Until the end of 2024, GMF did not have any additional sources
pendanaan dari sumber lain dan oleh karena itu, tidak ada of funding from other sources and therefore, there was no
informasi yang dapat untuk diungkapkan dalam Laporan information available for disclosure in this Integrated Report.
Terintegrasi ini.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
22 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 23
Ikhtisar Kinerja
Performance Highlight
Peristiwa Penting 2024
Significant Events in 2024
24 Vietnam
Summit
Januari
Aero 2
Februari
Kerja Sama GMF dengan Airbus
Perawatan Super Puma
January February
GMF Cooperation with Airbus
Super Puma Maintenance
2
Februari
Singapore
Airshow 2024
3
Maret
Kunjungan SESKO TNI AU
Air Force SESKO Visit
February March
23
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 24
4
April
Juara 3 Lomba Gagasan Eco dari
Kementrian BUMN
5
Mei
First Flight Tes Helikopter TNI AD
First Flight Test of Army Helicopter
April May
3rd place in the Eco Ideas
Competition from Ministry of SOEs
6
Juni
Kunjungan Royal Thai Air Force
Royal Thai Air Force Visit
7
Juli
Award Kementrian Perindustrian
Republik Indonesia
June July
Award Ministry of Industry
Republic of Indonesia
7
Juli
Kunjungan INACA
INACA Visit
7
Juli
Kick Off Airbus Partnership
July July
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
24 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 25
Ikhtisar Kinerja
Performance Highlight
7
Juli
Penandatanganan Kerja Sama
GMF dan Asyst
8
Agustus
Indonesia Best Electriciy Award
(IBEA) EV Ecosystem Award 2024
July August
GMF and Asyst Cooperation Indonesia Best Electriciy Award
Signing (IBEA) EV Ecosystem Award 2024
8
Agustus
Kunjungan Kerja Potensi
Pertahanan dari Kementrian
9
Agustus
Bali International Aishow 2024
(Signing GMF & Artha Hangar
August August Indonesia)
Pertahanan
Ministry of Defense Potential Bali International Aishow 2024 (Signing
GMF & Artha Hangar Indonesia)
Working Visit
9
September
Penguatan Sinergi Perawatan
Armada GMF & Citilink
9
September
Penandatanganan Kerja Sama
GMF dan ADE
September September
Strengthening Maintenance GMF and ADE Cooperation Signing
Synergy GMF & Citilink Fleet
25
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 26
9
September
MRO Asia Pacific 9
September
Penandatanganan Kerja Sama
GMF dan PDQ
September September
GMF and PDQ Cooperation Signing
10 Kunjungan Sekolah Staf dan
Pimpinan Kementerian Luar
Oktober
11 BUMN Branding & Marketing
Award 2024
November
October November
Negeri (Kemlu) RI BUMN Branding & Marketing
School Visit of Staff and Leaders Award 2024
of the Ministry of Foreign Affairs
(Kemlu) RI
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
26 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 27
Ikhtisar Kinerja
Performance Highlight
11 Electricity Connect 2024
November
11 Seremoni Pesawat Baru Pelita Air
Pelita Air’s New Aircraft Ceremony
November
November November
11 Top Human Capital Award 2024
November
12 Penandatanganan
C-130H (A-1323)
Desember
Hercules
November December
Hercules Signing C-130H (A-1323)
27
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 28
Page 29
LAPORAN MANAJEMEN Management Report
Page 30
DHARMADI
Komisaris Utama
President Commissioner
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
30 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 31
Laporan Manajemen
Management Report
Laporan Dewan Komisaris
Board of Commissioners’ Report
Pemegang Saham dan Pemangku Kepentingan yang Terhormat, To Our Esteemed Shareholders and Stakeholders,
Kami merasa bangga untuk melaporkan bahwa GMF telah We are pleased to report that GMF has successfully navigated
berhasil melewati tahun 2024 dengan kinerja keuangan 2024 with strong financial and operational performance. The
dan operasional yang kuat. Perseroan meraih peningkatan Company recorded a significant increase in both revenue
pendapatan dan laba yang signifikan. Hasil positif ini menjadi and profit. These positive results are a testament to the hard
bukti dari kerja keras dan dedikasi seluruh tim GMF dalam work and dedication of the entire GMF team in demonstrating
menunjukkan ketahanan dan beradaptasi menghadapi resilience and adaptability in facing business challenges and
tantangan bisnis dan jeli dalam memanfaatkan peluang. capitalizing on emerging opportunities.
Kondisi Perekonomian dan Industri Terhadap Kinerja Perseroan Economic and Industrial Conditions Impacting Company
Pada tahun 2024, lanskap ekonomi Indonesia memperlihatkan Performance In 2024, Indonesia’s economic landscape
ketahanan dengan tingkat pertumbuhan yang stabil sebesar demonstrated resilience, with a steady growth rate of 5.1%,
5,1%, sebagaimana dilaporkan dalam laporan Unleashing as reported in the World Bank’s Unleashing Indonesia’s Business
Indonesia’s Business Potential dari Bank Dunia. Momentum Potential report. This positive economic momentum was largely
ekonomi positif ini sebagian besar didorong oleh kebijakan driven by strong macroeconomic policies, increased investment,
makroekonomi yang kuat, peningkatan investasi, serta and a conducive business environment, including in the aviation
lingkungan bisnis yang kondusif, termasuk di sektor aviasi. sector.
Membaiknya kondisi ekonomi, ditambah dengan meningkatnya The improving economic conditions, alongside rising air travel
permintaan perjalanan udara selama masa liburan (peak season), demand during peak seasons, have provided a supportive
telah memberikan dukungan bagi industri Maintenance, backdrop for the Maintenance, Repair and Overhaul (“MRO”)
Repair and Overhaul (“MRO”).Di tingkat global, industri MRO industry. At the global level, the MRO industry experienced
menunjukkan tren positif, dengan pertumbuhan pasar sebesar a positive trend, with the market growing by 3% to USD104
3% menjadi USD104 miliar. Kawasan Asia-Pasifik, sebagai salah billion. The Asia-Pacific region, a key aviation hub, saw an even
satu pasar terbesar, mencatat pertumbuhan lebih tinggi sebesar stronger growth rate of 11%, positioning Indonesia to grow by
11%, membawa Indonesia bertumbuh dengan memanfaatkan capitalizing on the increased MRO demand.
peningkatan permintaan MRO.
Meskipun situasi secara keseluruhan positif, tantangan tetap Despite the positive situation, challenges still persisted in the
ada dalam industri MRO, terutama dari rantai pasok aviasi MRO industry, particularly in the global aviation supply chain.
global. Tekanan keuangan yang berkepanjangan pada pemasok The prolonged financial strain on aircraft component suppliers,
komponen pesawat, kekurangan tenaga kerja, serta kendala workforce shortages, and logistical constraints affected the
logistik berdampak pada ketersediaan suku cadang, yang availability of spare parts, posing potential risks to operational
berpotensi menimbulkan risiko terhadap efisiensi operasional. smoothness efficiency.
Menghadapi situasi unik yang dipenuhi peluang dan tantangan, Faced with a mix of opportunities and challenges, we have
kami melihat bagaimana Direksi berhasil membawa GMF seen how the Board of Directors successfully led GMF to excel
untuk terus unggul melalui penerapan strategi yang tepat through well-executed strategies that effectively mitigated
karena terbukti efektif memitigasi risiko dan menjaga tren risks and maintained a positive trajectory.
pertumbuhan positif.
PENILAIAN KINERJA DIREKSI DALAM ASSESSMENT OF THE BOARD OF
MENGELOLA PERSEROAN DIRECTORS PERFORMANCE IN
MANAGING THE COMPANY
Dewan Komisaris menilai kinerja keuangan dan operasional The Board of Commissioners views GMF’s financial and
GMF pada tahun 2024 adalah positif, karena Perseroan operational performance in 2024 positively, as the Company
menunjukkan kinerja kuat dalam menghadapi dinamika industri. demonstrated strong progress in navigating the industry’s
Penilaian kami didasarkan pada pencapaian indikator kinerja mixed conditions. Our assessment is based on key performance
utama (KPI) yang mencakup sejumlah aspek perihal target indicator (KPI), which covers various aspects in terms financial
keuangan dan operasional. and operational targets.
31
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 32
Kami melihat bagaimana Direksi telah berhasil menerapkan We have seen how the Board of Directors has successfully
inisiatif strategis yang tepat untuk meningkatkan efisiensi implemented strategic initiatives that enhanced cost efficiency,
biaya, mengoptimalkan pendapatan, dan memperkuat posisi optimized revenue generation, and strengthened the Company’s
keuangan Perseroan. Upaya ini berkontribusi pada peningkatan financial position. These efforts have contributed to a notable
yang signifikan dalam kesehatan keuangan GMF, sebagaimana improvement in GMF’s financial soundness, as reflected in
tercermin dari peningkatan pendapatan dan laba bersih, serta increased revenue and net profit, as well as a strong free cash
kinerja arus kas bebas yang mencapai 109.7% dari target. flow performance that exceeded 109.7% of the target.
Dari aspek keuangan, GMF mencatat pendapatan sebesar In terms of the financial aspect, GMF generated revenue of
USD421,22 juta dan laba tahun berjalan sebesar USD26,90 USD421.22 million and a profit for the year of USD26.90 million.
juta. Dibandingkan dengan kinerja tahun sebelumnya, angka Compared to last year’s performance, these figures grew by
tersebut masing-masing tumbuh sebesar 12,87% dan 33,8%. 12.87% and 33.8%, respectively.
Secara operasional, Perseroan juga mencapai pencapaian yang Operationally, the Company also achieved significant milestones,
signifikan, dengan pemenuhan Service Level Agreement (SLA) with customer service level agreements (SLA) nearly reaching
pelanggan yang hampir mencapai 100% di berbagai lini layanan. 100% across various service lines. Additionally, GMF’s risk
Selain itu, sistem manajemen risiko GMF, yang telah kami pantau management system, which we have actively monitored and
dan awasi secara aktif sepanjang tahun, memperoleh peringkat overseen throughout the year, received a satisfactory rating,
memuaskan, yang menegaskan efektivitas langkah-langkah underscoring the effectiveness of its risk mitigation measures.
mitigasi risiko yang diterapkan.
Pencapaian ini menegaskan komitmen Direksi dalam These achievements highlight the commitment of the Board
mendorong pertumbuhan berkelanjutan sekaligus menjaga of Directors to driving sustainable growth while maintaining
keunggulan operasional. Dewan Komisaris mengapresiasi operational excellence. The Board of Commissioners highly
dedikasi dan kepemimpinan Direksi dalam mengarahkan GMF appreciates the dedication and leadership of the Board
di tengah situasi bisnis yang dinamis. Kemampuan mereka of Directors in steering GMF through a dynamic business
dalam menghadapi tantangan industri, memanfaatkan peluang landscape. Their ability to navigate industry challenges,
pasar, serta menerapkan strategi yang dijalankan dengan baik capitalize on market opportunities, and implement well-
telah menjadi faktor kunci dalam menjaga tren pertumbuhan executed strategies has been instrumental in maintaining the
positif Perseroan. Company’s positive trajectory.
PENGAWASAN TERHADAP SUPERVISION OF THE IMPLEMENTATION
IMPLEMENTASI STRATEGI PERSEROAN OF COMPANY STRATEGY
Dewan Komisaris telah berperan secara aktif dalam mengawasi The Board of Commissioners has actively supervised the
implementasi strategi korporasi GMF sepanjang tahun 2024 implementation of GMF’s corporate strategy throughout
untuk memastikan keselarasan dengan tujuan jangka panjang 2024 to ensure alignment with the Company’s long-term
Perseroan. Kami mengakui bahwa strategi yang dijalankan objectives. We acknowledge that the strategies executed by
oleh Direksi telah memberikan hasil yang efektif, khususnya the Board of Directors have been largely effective, particularly
dalam memperkuat daya saing dan meningkatkan efisiensi in strengthening competitiveness and improving operational
operasional. Namun, kami juga melihat perlunya akselerasi efficiency. However, we also recognize the need for accelerated
dalam pelaksanaan beberapa inisiatif strategis agar dampaknya execution of certain strategic initiatives to maximize their
lebih optimal. Tantangan masih membayangi, termasuk impact. Challenges remain, including the expansion of business
peningkatan kapasitas bisnis dan adaptasi terhadap dinamika capacity and adaptation to the evolving dynamics of the aviation
industri penerbangan yang terus berkembang. industry.
Dalam menjalankan fungsi pengawasan, Dewan Komisaris To fulfill our oversight role, the Board of Commissioners has
telah memberikan arahan strategis melalui rapat berkala, provided strategic direction through regular meetings, risk
peninjauan kebijakan risiko, dan pemantauan berkelanjutan policy reviews, and continuous monitoring to ensure that
untuk memastikan bahwa inisiatif strategis diterapkan secara strategic initiatives are effectively implemented. Throughout
efektif. Sepanjang tahun, kami telah mengadakan diskusi yang the year, we convened discussions focusing on evaluating
berfokus pada evaluasi kinerja Direksi, peningkatan strategi the Board of Directors’ performance, enhancing efficiency
efisiensi, peninjauan rencana investasi, dan pengawasan strategies, reviewing investment plans, and overseeing
restrukturisasi keuangan. Keputusan utama yang telah diambil financial restructuring. Key decisions included approving
mencakup persetujuan kebijakan investasi, pemberian arahan investment policies, providing guidance on risk mitigation,
terkait mitigasi risiko, serta rekomendasi untuk perbaikan and recommending improvements in organizational policies.
kebijakan organisasi.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
32 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 33
Laporan Manajemen
Management Report
Dalam menjalankan fungsi pengawasan dan pemberian nasihat, In carrying out its advisory function, the Board of Commissioners
Dewan Komisaris menetapkan alur komunikasi yang terbuka maintained open and structured communication with the
dan terstruktur dengan Direksi. Kami memberikan arahan Board of Directors. We provided guidance through joint
melalui rapat gabungan, diskusi strategis, serta rekomendasi meetings, strategic discussions, and written recommendations
tertulis mengenai kebijakan operasional dan keuangan. Secara concerning operational and financial policies. In total, there were
keseluruhan, terdapat 16 (enam belas) rapat gabungan yang 16 (sixteen) joint meetings held in 2024, where discussions
diselenggarakan pada tahun 2024, di mana pembahasan utama centered on performance evaluation, business strategy
mencakup evaluasi kinerja, perumusan strategi bisnis, dan formulation, and strengthening internal controls. The key
penguatan pengendalian internal. Topik utama yang dibahas topics that we have addressed included cost efficiency, revenue
meliputi efisiensi biaya, optimalisasi pendapatan, strategi optimization, business expansion strategies, and governance and
ekspansi bisnis, serta peningkatan tata kelola dan kepatuhan. compliance improvements. Our recommendations emphasized
Rekomendasi yang kami berikan menitikberatkan pada the need for enhanced strategy execution effectiveness and
peningkatan efektivitas implementasi strategi dan penguatan the reinforcement of internal control systems to support the
sistem pengendalian internal guna mendukung pertumbuhan Company’s sustainable growth.
berkelanjutan Perseroan.
Dewan Komisaris tetap berkomitmen untuk memastikan bahwa The Board of Commissioners remains committed to ensuring
GMF terus menerapkan strategi yang mendorong kesuksesan that GMF continues to implement strategies that drive long-
jangka panjang sambil memitigasi risiko yang mungkin terjadi. term success while mitigating potential risks. We will continue
Kami akan terus bekerja sama dengan Direksi untuk menghadapi to work closely with the Board of Directors to navigate industry
tantangan industri serta memanfaatkan peluang pasar guna challenges and capitalize on market opportunities for sustained
mencapai pertumbuhan yang berkelanjutan dan tangguh. and resilient growth.
PENERAPAN TATA KELOLA PERUSAHAAN IMPLEMENTATION OF
CORPORATE GOVERNANCE
Dewan Komisaris memandang bahwa penerapan Tata Kelola The Board of Commissioners views the implementation of
Perusahaan yang Baik (Good Corporate Governance atau Good Corporate Governance (GCG) in GMF throughout 2024
“GCG”) di GMF sepanjang tahun 2024 telah berjalan dengan positively, as the Company has demonstrated compliance
baik, sebagaimana ditunjukkan oleh kepatuhan terhadap with regulatory and governance policies. This is reflected
regulasi dan kebijakan tata kelola. Hal ini tercermin dalam in GMF achieving a 100% compliance score in Governance,
pencapaian skor kepatuhan 100% dalam Governance, Risk, Risk, and Compliance (GRC) and maintaining an effective risk
and Compliance (GRC) serta penerapan sistem manajemen management system. However, we recognize that there is still
risiko yang efektif. Namun, Dewan Komisaris juga menyadari room for improvement, particularly in enhancing risk monitoring
bahwa masih terdapat ruang untuk peningkatan, khususnya and responsiveness to strategic risks.
dalam memperkuat pemantauan risiko dan respons terhadap
risiko strategis.
Dalam upaya untuk lebih memperkuat praktik tata kelola, To further strengthen governance practices, the Board of
Dewan Komisaris telah memberikan berbagai rekomendasi Commissioners has provided recommendations aimed at
guna menyempurnakan kerangka tata kelola perusahaan. refining the Company’s governance framework. These include
Rekomendasi tersebut mencakup peningkatan penilaian GCG, improving GCG assessments, strengthening risk oversight
penguatan mekanisme pengawasan risiko, serta penyempurnaan mechanisms, and refining the remuneration policy to better align
kebijakan remunerasi agar lebih selaras dengan kinerja dan with individual performance and contributions. These steps
kontribusi masing-masing individu. Langkah-langkah ini sangat are essential in ensuring that corporate governance remains
penting untuk memastikan bahwa tata kelola perusahaan tetap a driving force in GMF’s sustainable growth and operational
menjadi pendorong utama dalam pertumbuhan berkelanjutan excellence.
dan keunggulan operasional GMF.
Sebagai bagian dari fungsi pengawasannya, Dewan Komisaris As part of our supervisory function, the Board of Commissioners
juga telah menilai kinerja komite-komite pendukungnya, yang also assessed the performance of its supporting committees,
meliputi Komite Audit & Kebijakan Tata Kelola Perusahaan, which include the Audit & Corporate Governance Policy
Komite Pengembangan Usaha & Pemantauan Risiko, serta Committee, the Business Development & Risk Monitoring
Komite Nominasi & Remunerasi. Penilaian dilakukan Committee, and the Nomination & Remuneration Committee.
berdasarkan efektivitas pelaksanaan program kerja, Our evaluation was based on their ability to implement their
pemenuhan tanggung jawab pengawasan, serta kontribusi work programs effectively, fulfill oversight responsibilities,
dalam meningkatkan tata kelola perusahaan. Dapat kami and contribute to governance enhancement. We are pleased
sampaikan bahwa seluruh komite telah menjalankan tugasnya to inform that all committees performed well in 2024, with
33
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 34
dengan baik sepanjang tahun 2024, dengan Komite Audit the Audit Committee ensuring strong internal control and
memastikan sistem pengendalian internal yang kuat serta regulatory compliance, the Nomination & Remuneration
kepatuhan terhadap regulasi, Komite Nominasi & Remunerasi Committee providing sound recommendations on the structure
memberikan rekomendasi yang tepat terkait struktur dan and policies for remuneration, and the Business Development
kebijakan remunerasi, sementara Komite Pengembangan Usaha & Risk Monitoring Committee conducting comprehensive
& Pemantauan Risiko melakukan evaluasi menyeluruh terhadap evaluations of the Company’s risk management framework.
sistem manajemen risiko Perseroan.
Dalam hal pengendalian internal dan Whistleblowing System In terms of internal control and the Whistleblowing System
(WBS), Dewan Komisaris mengakui bahwa GMF telah (WBS), the Board of Commissioners acknowledges that GMF has
menerapkan sistem pengendalian internal dan manajemen effectively implemented its internal control and risk management
risiko secara efektif, terutama dalam aspek kepatuhan dan system, particularly in compliance and strategic risk mitigation.
mitigasi risiko strategis. Namun, Dewan Komisaris melihat However, we see the need for further improvements in early
perlunya peningkatan lebih lanjut dalam deteksi dini risiko serta risk detection and the effectiveness of response mechanisms
efektivitas respons terhadap dinamika bisnis. Oleh karena itu, in addressing business dynamics. Accordingly, we have
kami merekomendasikan peningkatan sistem pemantauan risiko recommended for constant improvements in risk monitoring
yang berkelanjutan, penguatan pengawasan terhadap hasil audit systems, strengthened oversight of internal audit results, and
internal, serta penerapan kebijakan risiko yang lebih adaptif the implementation of more adaptive risk policies to address the
untuk menghadapi tantangan industri yang terus berkembang. challenges of an evolving industry landscape.
Dewan Komisaris akan terus mengawasi dan memastikan The Board of Commissioners will keep on overseeing and
bahwa GMF senantiasa menjunjung tinggi standar tata kelola ensuring that GMF continuously upholds the highest standards
perusahaan yang terbaik. Kami akan terus bekerja sama dengan of corporate governance. We will continue to work closely with
Direksi untuk mendorong transparansi, akuntabilitas, dan the Board of Directors to drive transparency, accountability,
penciptaan nilai yang berkelanjutan bagi seluruh pemangku and sustainable value creation for all stakeholders.
kepentingan.
PANDANGAN DEWAN KOMISARIS THE BOARD OF COMMISSIONERS’
MENGENAI PROSPEK USAHA DAN VIEW ON BUSINESS PROSPECTS
STRATEGI MENGHADAPI 2025 AND STRATEGIES FOR 2025
Dewan Komisaris memandang prospek bisnis tahun 2025 The Board of Commissioners views the business prospects
dengan penuh optimisme, seiring dengan meningkatnya kondisi for 2025 with optimism, considering the improving global
ekonomi global dan domestik. Dengan proyeksi pertumbuhan and domestic economic outlook. With Indonesia’s economy
ekonomi Indonesia sebesar 5,2%, yang didukung oleh daya projected to grow by 5.2%, supported by strong consumer
beli masyarakat yang kuat, pengembangan infrastruktur, spending, infrastructure development, and government policies
serta kebijakan pemerintah yang menjaga stabilitas pasar that maintain aviation market stability, the aviation and MRO
penerbangan, industri penerbangan dan MRO diperkirakan industries are expected to experience continued growth.
akan terus mengalami pertumbuhan. Selain itu, pasar MRO Additionally, the global MRO market is projected to expand
global diproyeksikan berkembang hingga mencapai USD104 to USD119 billion in 2025, offering new opportunities for
miliar pada tahun 2025, membuka peluang baru bagi GMF GMF to strengthen its market presence. However, we remain
untuk memperkuat kehadiran pasarnya. Namun, kami tetap mindful of challenges such as supply chain disruptions and
memperhatikan tantangan seperti disrupsi rantai pasok dan rising labor costs, which may impact operational efficiency
meningkatnya biaya tenaga kerja, yang dapat memengaruhi and cost structures.
efisiensi operasional dan struktur biaya.
Sebagai respons terhadap dinamika ini, Dewan Komisaris telah In response to these dynamics, the Board of Commissioners
meninjau strategi bisnis yang disusun oleh Direksi untuk tahun has reviewed the business strategies prepared by the Board of
2025 dan menilai bahwa strategi tersebut telah terstruktur Directors for 2025 and considers them to be well-structured
dengan baik serta realistis. Target keuangan yang ditetapkan, and realistic. The financial targets set, including revenue of
termasuk pendapatan sebesar USD416,93 juta dan laba bersih USD416.93 million and net profit of USD27.13 million, are
USD27,13 juta, merupakan target yang ambisius namun dapat ambitious yet achievable with the right execution. We believe
dicapai dengan eksekusi yang tepat. Kami meyakini bahwa that the strategic initiatives planned, particularly in enhancing
inisiatif strategis yang dirancang, terutama dalam meningkatkan efficiency, expanding market reach, and optimizing operational
efisiensi, memperluas jangkauan pasar, dan mengoptimalkan capabilities, will be instrumental in achieving these goals.
kapabilitas operasional, akan menjadi faktor kunci dalam
pencapaian target tersebut.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
34 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 35
Laporan Manajemen
Management Report
Selain itu, kami mendorong Direksi untuk terus memperkuat Furthermore, we encourage the Board of Directors to continue
upaya diversifikasi pendapatan serta secara proaktif mengelola strengthening revenue diversification efforts and proactively
risiko eksternal, seperti fluktuasi harga bahan baku dan managing external risks, such as raw material price fluctuations
ketidakpastian pasar global. Dengan langkah-langkah ini, GMF and global market uncertainties. By doing so, GMF will be
akan lebih siap untuk mempertahankan pertumbuhan jangka better positioned to sustain long-term growth while mitigating
panjang sembari memitigasi potensi tantangan industri. potential industry challenges.
Secara keseluruhan, kami yakin bahwa GMF mampu Overall, we are confident in GMF’s ability to navigate the
menghadapi situasi bisnis yang terus berkembang dan meraih evolving business landscape and capture new opportunities in
peluang baru pada tahun 2025. Dengan strategi yang solid, 2025. With a solid strategy in place, a commitment to operational
komitmen terhadap keunggulan operasional, serta fokus pada excellence, and a focus on innovation and sustainability, we are
inovasi dan keberlanjutan, kami optimistis bahwa Perseroan optimistic that the Company will achieve higher growth and
akan mencapai pertumbuhan yang lebih tinggi dan semakin further strengthen its position as a leading MRO provider in
memperkuat posisinya sebagai penyedia MRO terkemuka di the region.
kawasan.
KOMPOSISI ANGGOTA COMPOSITION OF THE BOARD OF
DEWAN KOMISARIS COMMISSIONERS MEMBERS
Pada tahun 2024, terdapat pengangkatan kembali anggota In 2024, there were reappointment of members of the Board
Dewan Komisaris yaitu Ali Gunawan sebagai Komisaris of Commissioners, namely Ali Gunawan as Independent
Independen dan Agit Atriantio sebagai Komisaris dikarenakan Commissioner and Agit Atrianto as Commissioner because
jabatannya berakhir pada penutupan RUPS Tahunan Tahun their term ended upon the closing of the Annual GMS for the
Buku 2023 yang diselenggarakan pada tahun 2024. Dengan 2023 Fiscal Year organized in 2024. Therefore, the composition
demikian, komposisi Dewan Komisaris adalah sebagai berikut: of the Board of Commissioners is as follows:
• Komisaris Utama: Dharmadi • President Commissioner: Dharmadi
• Komisaris: Rahmat Hanafi • Commissioner: Rahmat Hanafi
• Komisaris Independen: Ali Gunawan • Independent Commissioner: Ali Gunawan
• Komisaris Independen: Abhan • Independent Commissioner: Abhan
• Komisaris: Agit Atriantio • Commissioner: Agit Atriantio
PENUTUP CLOSING REMARKS
Dewan Komisaris menyampaikan apresiasi yang kepada The Board of Commissioners expresses its sincere appreciation
seluruh Pemegang Saham dan Pemangku Kepentingan atas to all Shareholders and Stakeholders for their trust and support
kepercayaan dan dukungannya terhadap GMF sepanjang of GMF throughout 2024. GMF has closed the year with strong
tahun 2024. GMF telah menutup tahun ini dengan pencapaian financial and operational achievements, and we applaud the
keuangan dan operasional yang kuat, dan kami mengapresiasi Board of Directors, Management, and all Employees for their
dedikasi serta kerja keras Direksi, Manajemen, dan seluruh dedication and hard work. Looking ahead, we remain optimistic
Karyawan. Ke depan, kami tetap optimis terhadap prospek about GMF’s business prospects. Together, we will continue to
bisnis GMF. Bersama-sama, kita akan terus mendorong inovasi, foster innovation, enhance operational excellence, and create
meningkatkan keunggulan operasional, dan menciptakan nilai sustainable value as we embark on another year of progress
berkelanjutan seiring dengan langkah menuju tahun yang penuh and achievements.
kemajuan dan pencapaian.
Tangerang, 14 Mei 2025
Tangerang, May 14, 2025
Atas nama Dewan Komisaris
On behalf of the Board of Commissioners
DHARMADI
Komisaris Utama
President Commissioner
35
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 36
ANDI FAHRURROZI
Direktur Utama
CEO
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
36 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 37
Laporan Manajemen
Management Report
Laporan Direksi
Board of Directors’ Report
Pemegang Saham dan Pemangku Kepentingan yang Terhormat, To Our Esteemed Shareholders and Stakeholders,
Tahun 2024 telah menjadi tahun dengan kinerja yang kuat dan The year 2024 has been a period of strong performance and
kemajuan signifikan bagi GMF. Meskipun menghadapi dinamika significant progress for GMF. Despite having through a dynamic
industri yang menantang, Perseroan berhasil menjalankan industry situation, the Company has successfully executed its
inisiatif strategisnya dengan baik, menghasilkan pencapaian strategic initiatives, resulting in solid financial and operational
keuangan dan operasional yang solid. achievements.
DAMPAK KONDISI EKONOMI IMPACT OF ECONOMIC AND
DAN INDUSTRI TERHADAP INDUSTRIAL CONDITIONS ON
KINERJA PERSEROAN COMPANY PERFORMANCE
Direksi menilai bahwa kondisi umum pada tahun 2024 adalah The Board of Directors views the general situation in 2024 as
positif, dengan perekonomian Indonesia yang terus tumbuh positive, with Indonesia’s economy maintaining a steady growth
secara stabil. Fondasi ekonomi yang kuat serta lingkungan trajectory. A strong economic foundation and a supportive
bisnis yang kondusif turut mendukung kinerja positif sektor business environment supported the aviation sector’s positive
penerbangan, yang terlihat dari meningkatnya permintaan performance, as evidenced by the increasing demand for air
perjalanan udara, terutama selama musim puncak seperti libur travel, particularly during peak seasons such as school holidays,
sekolah, hari raya keagamaan, dan periode haji. religious festivities, and the Hajj period.
Secara nasional, transportasi udara penumpang mencatat Nationally, passenger air transport recorded a 5.70% (c-to-c)
pertumbuhan 5,70% (c-to-c) berdasarkan data Badan Pusat growth, according to the Central Statistics Agency (BPS).
Statistik (BPS). Selain itu, laporan Air Passenger Market Analysis Additionally, the Air Passenger Market Analysis by IATA (2024)
IATA (2024) menunjukkan bahwa lalu lintas udara komersial reported that global commercial air traffic continued its post-
global terus mengalami pemulihan pascapandemi dan mendekati pandemic recovery, approaching pre-pandemic levels. This
tingkat sebelum pandemi. Tren positif ini memberikan dampak upward trend significantly contributed to the expansion of
signifikan terhadap pertumbuhan industri MRO, termasuk the MRO industry, including GMF’s business performance.
kinerja GMF. Dengan momentum pasar yang positif, GMF With the market’s positive momentum, GMF has a significant
memiliki peluang besar untuk memperkuat posisinya di industri opportunity to strengthen its position in the Indonesian MRO
MRO Indonesia dan memperluas jangkauan pasarnya. industry and expand its market reach.
Di tengah kondisi yang positif ini, tantangan tetap ada, However, alongside these favorable conditions, challenges
terutama dalam disrupsi rantai pasok, yang masih menjadi isu persisted, particularly in supply chain disruptions, which have
utama dalam beberapa tahun terakhir. Tekanan finansial pada remained a key issue in recent years. Financial pressures on
pemasok komponen pesawat yang mempengaruhi ketersediaan aircraft component suppliers which affected the availability of
suku cadang dan kelangkaan tenaga kerja yang berpotensi parts availability and labor shortages pose a potential impact to
memberikan dampak pada efisiensi layanan MRO dan waktu MRO service efficiency and job completion duration. Despite
penyelesaian pekerjaan. Meskipun menghadapi situasi industri this dynamic landscape of opportunities and challenges, GMF
yang dinamis dengan berbagai peluang dan tantangan, GMF successfully navigated 2024, delivering strong performance
berhasil melewati tahun 2024 dengan baik, mencatatkan kinerja and solidifying its market presence.
yang kuat, serta semakin memperkuat kehadirannya di pasar.
37
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 38
PERAN DIREKSI DALAM THE ROLE OF THE BOARD OF DIRECTORS
PENENTUAN DAN PENGENDALIAN IN DETERMINING AND CONTROLLING
PENERAPAN STRATEGI USAHA BUSINESS STRATEGY IMPLEMENTATION
Sebagai Direksi, kami memainkan peran penting dalam As the Board of Directors, we play a crucial role in shaping
membentuk arah jangka panjang dan pertumbuhan bisnis GMF’s long-term direction and business growth through the
GMF melalui Rencana Jangka Panjang Perusahaan (RJPP) Corporate Long-Term Plan (RJPP) and the Annual Corporate
dan Rencana Kerja dan Anggaran Perusahaan (RKAP). Dalam Budget Plan (RKAP). In formulating these strategies, we ensured
merumuskan strategi ini, kami memastikan keselarasan dengan a comprehensive analysis of both external and internal factors
unit bisnis terkait, sehingga tercipta pendekatan yang terpadu was first conducted, with the aim of developing an appropriate
dalam mencapai tujuan Perseroan, yang pada akhirnya dapat and sustainable strategy for the Company’s continuity. Following
dieksekusi secara efektif dan optimal. this, alignment with relevant business units was ensured, resulting
in an integrated approach to achieving the Company’s objectives,
which can ultimately be executed effectively and optimally.
Dalam memastikan implementasi strategi yang efektif, kami To ensure effective execution, we followed a structured
menerapkan proses pemantauan dan evaluasi terstruktur, serta monitoring and evaluation process and implemented the system
menjalankan sistem korporasi secara menyeluruh. Implementasi thoroughly. Strategy implementation is reviewed monthly
strategi ditinjau setiap bulan melalui Rapat Tinjauan Bulanan through Corporate Monthly Review Meetings, attended by
Korporasi yang dihadiri oleh Direksi dan Vice President. Selain the Board of Directors and Vice Presidents. Additionally, every
itu, setiap triwulan, GMF menerbitkan Laporan Manajemen quarter, GMF publishes a Quarterly Management Report, which
Triwulan, yang berisi pencapaian dan progres terhadap target details the progress and achievement of RKAP targets. This
RKAP. Laporan ini kemudian divalidasi oleh Direksi dan Dewan report is then validated by the Board of Directors and the Board
Komisaris, guna memastikan transparansi dan akuntabilitas. of Commissioners, ensuring transparency and accountability.
Selain tinjauan yang terstruktur, Direksi juga secara aktif Beyond structured reviews, the Board of Directors actively
mengawasi pelaksanaan strategi melalui Rapat Direktorat oversees strategic implementation through weekly Directorate
Mingguan, yang memungkinkan pemantauan berkelanjutan Meetings, allowing for continuous monitoring and prompt
serta pengambilan keputusan yang cepat untuk mengatasi decision-making to address any operational challenges. Through
tantangan operasional. Melalui mekanisme ini, kami memastikan these mechanisms, we have ensured that GMF remains on
GMF tetap berada di jalur yang tepat dalam mencapai tujuan track in achieving its strategic goals while adapting to evolving
strategis korporasi, sekaligus beradaptasi dengan dinamika industry dynamics.
industri yang terus berkembang.
STRATEGI MERAIH PELUANG USAHA STRATEGY TO ACHIEVE
BUSINESS OPPORTUNITIES
Sebagai respons terhadap dinamika industri penerbangan dan In response to the evolving situation of the aviation and MRO
MRO, Perseroan telah menerapkan strategi yang terstruktur industries, GMF has implemented well-structured strategies
dengan baik untuk mengoptimalkan peluang bisnis sekaligus to optimize business opportunities while ensuring sustainable
memastikan profitabilitas yang berkelanjutan. Strategi ini profitability. These strategies were carefully formulated by
dirumuskan secara cermat oleh Direksi dan disahkan dalam the Board of Directors and approved as part of the 2024
Rencana Kerja dan Anggaran Perusahaan (RKAP) 2024. Dengan Corporate Budget and Business Plan (RKAP). With a focus on
fokus pada ketahanan operasional dan keuangan, prioritas operational and financial resilience, our strategic priorities for
strategis kami pada tahun 2024 mencakup tiga aspek utama: 2024 centered on three key areas: profitability enhancement,
peningkatan profitabilitas, restrukturisasi utang dan optimasi debt restructuring and cash flow optimization, and equity
arus kas, serta perbaikan ekuitas. improvement.
Dalam mendorong peningkatan profitabilitas, kami menerapkan To drive profitability enhancement, we implemented operational
inisiatif keunggulan operasional di seluruh segmen bisnis. Upaya excellence initiatives across all business segments. This involved
ini mencakup optimasi perencanaan perawatan, peningkatan optimizing maintenance planning, improving service quality,
kualitas layanan, efisiensi biaya, penguatan manajemen rantai streamlining costs, strengthening supply chain management,
pasok, dan pengembangan kompetensi SDM. Selain itu, kami and enhancing workforce competencies. Additionally, we
juga meningkatkan pendapatan dengan memperluas pangsa focused on increasing revenue streams by expanding our share
pasar dari pelanggan yang sudah ada serta menarik pelanggan of wallet with current customers and acquiring new customers,
baru, terutama dari maskapai di luar grup. Lebih lanjut, kami juga particularly from non-group affiliation. Furthermore, we actively
aktif melakukan diversifikasi bisnis, terutama di segmen Power pursued business diversification, particularly in Power Services
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
38 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 39
Laporan Manajemen
Management Report
Services & Government, dengan menjalin kemitraan strategis & Government segments, leveraging strategic partnerships and
serta kolaborasi dengan pemangku kepentingan terkait guna stakeholder collaboration to expand our market reach.
memperluas jangkauan pasar.
Dalam menjaga stabilitas keuangan, kami menjalankan In ensuring financial stability, we executed debt restructuring
program restrukturisasi utang dan optimasi arus kas. and cash flow optimization initiatives. This included the
Langkah ini mencakup restrukturisasi pinjaman jangka finalization of both long-term and short-term bank loans
panjang dan jangka pendek dari perbankan serta optimalisasi restructuring and optimizing vendor obligation settlements.
penyelesaian kewajiban kepada vendor. Selain itu, kami Additionally, we refined our cash flow management by aligning
memperkuat manajemen arus kas dengan menyesuaikan operational cash allocations, implementing self-project
alokasi kas operasional, menerapkan self-project financing, serta financing, and utilizing operating cash to support business
memanfaatkan dana operasional untuk mendukung kebutuhan needs and strategic investments.
bisnis dan investasi strategis.
Demi memperkuat posisi keuangan GMF, kami juga To strengthen GMF’s financial position, we also implemented
melaksanakan program perbaikan ekuitas antara lain dengan an equity improvement program, including a non-cash
penambahan modal non-tunai dari PT Garuda Indonesia capital injection from PT Garuda Indonesia (Persero) Tbk as
(Persero) Tbk sebagai pemegang saham pengendali berupa the controlling shareholder, in the form of contributions of
penyertaan Hangar, Workshop dan fasilitas operasional a Hangar, Workshop, and other MRO operational facilities,
MRO lainnya yang direalisasikan melalui mekanisme rights which was realized through a rights issue mechanism with
issue dengan Hak Memesan Efek Terlebih Dahulu (HMETD), Pre-emptive Rights (HMETD), accompanied by additional
dan disertai oleh penambahan modal oleh pemegang saham capital contributions from other shareholders. In addition
lainnya. Selain ketiga strategi utama tersebut, GMF juga terus to those three main strategies, GMF continues to strengthen
memperkuat kemitraan dengan maskapai, MRO, dan Original partnerships with airlines, MROs, and Original Equipment
Equipment Manufacturers (OEMs). GMF juga berencana untuk Manufacturers (OEMs). GMF also plans to develop its business
melakukan pengembangan bisnis melalui kerjasama strategis through strategic collaborations with relevant parties, including
dengan pihak terkait antara lain mengenai pengembangan bisnis the development of landing gear business and exploring other
landing gear serta menjajaki kerjasama lainnya terkait peluang partnerships related to new opportunities in Engine Shop,
baru di Engine Shop, Airframe maintenance, dan diversifikasi Airframe maintenance, and diversification into the Government
ke sektor Government serta Industrial Gas Turbine Engine. and Industrial Gas Turbine Engine sectors.
STRATEGI PERSEROAN COMPANY STRATEGY IN OVERCOMING
MENGHADAPI TANTANGAN BUSINESS CHALLENGES
Sepanjang tahun 2024, GMF menghadapi berbagai tantangan Throughout 2024, GMF encountered several major challenges
besar yang mempengaruhi industri MRO global, termasuk that impacted by the global MRO industry, including supply
disrupsi rantai pasok, kekurangan tenaga kerja, dan kendala chain disruptions, labor shortages, and financial constraints.
keuangan. Merespon tantangan-tantangan tersebut, Direksi In response, the Board of Directors implemented a series of
menerapkan serangkaian langkah strategis untuk mengatasi strategic measures to mitigate these challenges and ensure the
tantangan ini dan memastikan pertumbuhan serta daya saing Company’s continued growth and competitiveness.
Perseroan tetap terjaga.
Disrupsi rantai pasok menjadi perhatian utama pada tahun Supply chain disruptions remained a primary concern in 2024,
2024, yang disebabkan oleh keterbatasan pasokan material dan coming from limited availability of materials and spare parts,
suku cadang. Kondisi ini semakin diperburuk oleh ketegangan worsened by geopolitical tensions such as the Russia-Ukraine
geopolitik, seperti konflik Rusia-Ukraina dan instabilitas conflict and instability in the Middle East, which led to higher
di Timur Tengah, yang menyebabkan kenaikan harga dan costs and procurement delays. This situation required GMF to
keterlambatan pengadaan. Situasi ini mengharuskan GMF carefully manage its cash flow, particularly regarding substantial
untuk mengelola arus kas secara hati-hati, terutama dalam advance payments for parts with uncertain delivery times.
pembayaran uang muka dalam jumlah besar untuk suku cadang
yang kedatangannya tidak pasti.
Dalam mengatasi disrupsi rantai pasok, kami meningkatkan To mitigate supply chain disruptions, we enhanced our planning
proses perencanaan dengan melakukan evaluasi berkala processes by conducting regular evaluations and standardizing
dan standarisasi perencanaan perawatan. Selain itu, GMF maintenance planning. We also optimized our material
mengoptimalkan strategi pengadaan material melalui sistem procurement strategy through consignment and Just in Time
consignment dan Just in Time (JIT) untuk memastikan (JIT) inventory systems, ensuring efficient stock management.
manajemen stok yang lebih efisien. Kami juga memperkuat Additionally, we strengthened supplier partnerships by
39
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 40
kemitraan dengan pemasok dengan menegosiasikan syarat negotiating favorable payment terms and credit limits while
pembayaran dan batas kredit yang lebih menguntungkan, serta increasing in-house repair capabilities to reduce dependency
meningkatkan kapabilitas perbaikan in-house guna mengurangi on external suppliers.
ketergantungan terhadap pemasok eksternal.
Dalam menghadapi kekurangan tenaga kerja, GMF secara In terms of labor shortages, GMF proactively managed its
proaktif mengelola perencanaan kebutuhan SDM dengan workforce planning, ensuring the timely recruitment of skilled
memastikan pemenuhan tenaga kerja yang tepat waktu. Kami personnel. We also established partnerships with various human
juga menjalin kemitraan dengan berbagai lembaga penyedia resource institutions and training providers to strengthen our
tenaga kerja dan institusi pelatihan untuk memperkuat pipeline talent pipeline, ensuring a steady supply of qualified technicians
talenta, sehingga memastikan pasokan teknisi yang berkualitas to support our long-term growth.
untuk mendukung pertumbuhan jangka panjang Perseroan.
Selain itu, GMF juga melaksanakan pengembangan SDM secara In addition, GMF also carries out continuous human capital
berkelanjutan dengan fokus pada peningkatan pengetahuan, development with a focus on enhancing knowledge, skills, and
keterampilan, dan sikap. Program dilakukan melalui pelatihan attitude. The programs are implemented through structured
terstruktur dan rencana pengembangan individu. Evaluasi training and individual development plans. Competency
kompetensi juga dilakukan secara berkala untuk memastikan evaluations are also conducted regularly to ensure alignment
kesesuaian dengan kebutuhan bisnis dan tuntutan industri. with business needs and industry demands.
PENCAPAIAN TARGET PERSEROAN ACHIEVEMENT OF COMPANY TARGETS
Pada tahun 2024, GMF berhasil mencatat kinerja keuangan In 2024, GMF successfully delivered strong financial and
dan operasional yang kuat, menunjukkan efektivitas inisiatif operational performance, demonstrating the effectiveness of
strategis korporasi dalam meraih peluang bisnis dan mengatasi its strategic initiatives in capturing business opportunities and
tantangan industri. overcoming industry challenges.
Pelaksanaan strategi yang terstruktur dengan baik The execution of well-structured strategies enabled the
memungkinkan Perseroan untuk melampaui target keuangan Company to exceed its financial targets and achieve profitability
dan mencapai profitabilitas demi kesuksesan jangka panjang. for long-term success. From a financial perspective, GMF
Dari perspektif keuangan, GMF membukukan laba bersih recorded a net profit of USD26.90 million, surpassing the
sebesar USD26,90 juta, melampaui target sebesar USD17,37 target of USD17.37 million by 155% and higher than last year’s
juta dengan pencapaian 155% serta lebih tinggi 33,38% achievement by 33.38%. Net profit was achieved because of
dibandingkan dengan pencapaian tahun sebelumnya. Laba strong revenue performance at USD421,22 million, higher by
bersih ini didorong oleh kinerja pendapatan yang kuat, mencapai 12.87% compared to last year’s achievement.
USD 421,22 juta, atau 12,87% lebih tinggi dibandingkan
pencapaian tahun sebelumnya.
Keberhasilan ini merupakan hasil dari kombinasi restrukturisasi This achievement was driven by a combination of operational
operasional, peningkatan efisiensi, dan pertumbuhan bisnis restructuring, efficiency improvements, and business growth
di segmen utama. Optimalisasi perencanaan perawatan, across key segments. The optimization of maintenance planning,
peningkatan kualitas layanan, dan upaya pengurangan biaya enhancement of service quality, and cost reduction efforts
berkontribusi pada peningkatan hasil keuangan. Selain itu, contributed to improved financial results. Additionally, revenue
pertumbuhan pendapatan di segmen Group Airlines (GA) growth in both Group Affiliation (GA) and Non-Group Affiliation
dan Non-Group Airlines (NGA) juga berperan penting dalam (NGA) segments played a crucial role in strengthening the
memperkuat kinerja Perseroan secara keseluruhan. Company’s overall performance.
Kemampuan GMF dalam mengatasi gangguan rantai pasok, The Company’s ability to navigate supply chain disruptions,
mengatasi kekurangan tenaga kerja, serta memperbaiki posisi address workforce shortages, and improve its equity position
ekuitas semakin memperkuat ketahanan dan keunggulan further reinforced its resilience and competitive advantage in
kompetitifnya di industri MRO. Dengan fondasi keuangan yang the MRO industry. With a strong financial foundation and a
kuat serta strategi yang dieksekusi dengan baik, GMF berada well-executed strategic plan, GMF is well-positioned to sustain
pada posisi yang tepat untuk mempertahankan pertumbuhan its growth trajectory and expand its market reach.
bisnis dan memperluas pangsa pasar di masa depan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
40 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 41
Laporan Manajemen
Management Report
PROSPEK USAHA BUSINESS PROSPECTS
Menghadapi tahun 2025, GMF tetap optimis terhadap prospek Facing 2025, GMF remains optimistic about business prospects
bisnis meskipun industri penerbangan menghadapi tantangan despite the dynamic challenges in the aviation industry. The
yang dinamis. Proyeksi pertumbuhan ekonomi Indonesia oleh World Bank’s projection of Indonesia’s economic growth at
Bank Dunia sebesar 5,1%, yang mendekati target pemerintah 5.1%, which is close to the government’s target of 5.2%, reflects
sebesar 5,2%, mencerminkan kondisi makroekonomi yang a stable macroeconomic outlook that is expected to support
stabil dan diharapkan dapat mendukung pertumbuhan industri business and industrial growth.
dan bisnis.
Industri penerbangan akan menghadapi tekanan dari tingginya The aviation industry will have to face pressures from high
biaya operasional, fluktuasi nilai tukar, kenaikan harga bahan operating costs, fluctuating exchange rates, rising aviation fuel
bakar penerbangan (avtur), serta gangguan rantai pasok yang (avtur) prices, and supply chain disruptions impacting aircraft
berdampak pada ketersediaan suku cadang pesawat. Indonesia spare parts availability. The Indonesia National Air Carrier
National Air Career Association (INACA) juga menyoroti Association (INACA) has also highlighted challenges related
tantangan terkait regulasi batas tarif tiket, bea masuk suku to ticket price regulations, import duties on spare parts, and
cadang pesawat, serta backlog pemeliharaan pesawat, yang a backlog of aircraft maintenance needs, which could affect
dapat memengaruhi kinerja industri secara keseluruhan. overall industry performance. While air travel remains the
Meskipun perjalanan udara tetap menjadi pilihan transportasi most efficient mode of transportation across Indonesia’s vast
paling efisien di Indonesia yang merupakan negara kepulauan, archipelago, high costs continue to pose affordability challenges,
tingginya biaya operasional menyebabkan harga tiket pesawat impacting passenger growth.
yang mahal, sehingga menghambat pertumbuhan jumlah
penumpang.
Terlepas dari tantangan tersebut, industri MRO global masih Despite these challenges, the global MRO industry presents
memiliki peluang besar. Sebagai MRO nasional terkemuka significant opportunities, and GMF, as Indonesia’s leading
dengan reputasi global, GMF berada pada posisi yang tepat national MRO with a global reputation, is well-positioned to
untuk menangkap peluang ini. Dengan membangun momentum capture this potential. Building on the solid progress achieved
positif dari pencapaian tahun 2024, GMF akan fokus pada in 2024, GMF will focus on strengthening its core business and
penguatan bisnis inti dan mendorong pertumbuhan yang driving diversified growth under the theme “Strengthen Core
terdiversifikasi dengan mengusung tema "Strengthen Core and Drive Diversified Growth.” This strategy is supported by
and Drive Diversified Growth." Strategi ini didukung oleh lima five key initiatives:
inisiatif utama:
1. Transformasi Operasional (QCD & People): GMF akan 1. Operational Transformation (QCD & People): GMF will
terus meningkatkan Quality, Cost, and Delivery (QCD) continue to improve Quality, Cost, and Delivery (QCD) by
dengan meningkatkan efisiensi perawatan, mengoptimalkan enhancing maintenance efficiency, optimizing supply chain
manajemen rantai pasok, serta berinvestasi dalam management, and investing in workforce competencies.
pengembangan kompetensi SDM.
2. Optimasi Arus Kas: GMF akan mengoptimalkan arus kas 2. Cash Flow Optimization: GMF will optimize cash flow to
untuk mendukung kegiatan operasional, memperbaiki support operational activities, improve liabilities, and ensure
liabilitas, dan memastikan kesiapan investasi untuk investment readiness for future growth.
pertumbuhan ke depan.
3. Peningkatan Ekuitas: GMF akan meningkatkan ekuitas 3. Equity Improvement: GMF will gradually enhance equity
secara bertahap melalui langkah-langkah strategis through strategic measures in accordance with applicable
sesuai regulasi yang berlaku, guna memperkuat struktur regulations, aiming to strengthen the Company’s capital
permodalan dan rasio keuangan Perseroan. structure and financial ratios.
4. Kemajuan Teknologi: GMF akan berinvestasi dalam 4. Technology Advancement: GMF will invest in advanced
teknologi pemeliharaan yang canggih, otomatisasi, dan maintenance technology, automation, and data-driven
pengambilan keputusan berbasis data untuk meningkatkan decision-making for enhancing operational performance.
kinerja operasional.
5. Pertumbuhan Bisnis yang Menguntungkan: Dalam 5. Profitable Business Growth:To sustain long-term
memastikan profitabilitas jangka panjang, GMF akan profitability, GMF will focus on expanding its market reach
memperluas pangsa pasar dengan memperkuat posisi di by strengthening its position in core MRO services while
layanan MRO inti serta melakukan diversifikasi ke segmen diversifying into new business segments.
bisnis baru.
41
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 42
Strategi ini dirancang untuk mencapai target yang telah These strategies are designed to achieve the targets outlined in
ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan the 2025 Corporate Work Plan and Budget (RKAP), formulated
(RKAP) 2025, yang disusun berdasarkan dinamika pasar dan based on market dynamics and industry trends. With a strong
tren industri. Dengan arah strategis yang kuat dan komitmen strategic direction and commitment to operational excellence,
terhadap keunggulan operasional, GMF optimis dapat mencapai GMF is confident to achieve next year’s target of USD416.93
target pendapatan sebesar USD416,93 juta dan laba bersih million in revenue and USD27.13 million in net profit.
sebesar USD27,13 juta pada tahun 2025.
TATA KELOLA DAN KEBERLANJUTAN: CORPORATE GOVERNANCE AND
BERKONTRIBUSI BAGI KESEJAHTERAAN SUSTAINABILITY: CONTRIBUTING
SOSIAL DAN PELESTARIAN FOR THE SOCIAL WELL-
LINGKUNGAN [2-14, 2-22, D.1] BEING AND ENVIRONMENTAL
CONSERVATION [2-14, 2-22, D.1]
GMF berkomitmen untuk menerapkan Tata Kelola Perusahaan GMF is committed to upholding Good Corporate Governance
yang Baik (GCG) dan prinsip keberlanjutan, memastikan bahwa (GCG) and sustainability principles, ensuring that all business
seluruh aktivitas bisnis dijalankan secara transparan, adil, dan activities are conducted transparently, fairly, and accountably.
akuntabel.
Keberlanjutan dan tata kelola merupakan bagian integral dari Sustainability and governance are an integral part of our
strategi korporasi, mencerminkan tanggung jawab GMF tidak corporate strategy, reflecting our responsibility not only to
hanya kepada pemegang saham, tetapi juga kepada karyawan, shareholders but also to employees, customers, society, and
pelanggan, masyarakat, dan lingkungan. Salah satu aspek utama the environment. One of the key aspects of sustainability and
dalam tata kelola dan keberlanjutan di GMF adalah sinergi yang governance at GMF is the strong synergy between the Board
kuat antara Direksi, Dewan Komisaris, pemegang saham, dan of Directors, Board of Commissioners, shareholders, and
pemangku kepentingan. Kolaborasi ini memastikan bahwa stakeholders. This collaboration ensures that the Company’s
pengelolaan, pengawasan, serta pengambilan keputusan management, oversight, and strategic decision-making are
strategis korporasi selaras dengan prinsip bisnis yang etis dan aligned with ethical business principles and sustainability goals.
tujuan keberlanjutan.
Di luar kepatuhan terhadap regulasi, GMF percaya bahwa Beyond regulatory compliance, GMF firmly believes that
kesuksesan bisnis harus memberikan dampak sosial dan business success must bring positive social and economic
ekonomi yang positif. Sebagai perusahaan MRO terkemuka contributions. As the leading MRO provider in Indonesia, GMF
di Indonesia, GMF memiliki peran penting dalam menjaga plays a crucial role in maintaining the reliability and safety
keandalan dan keselamatan industri penerbangan nasional. of the national aviation industry. By ensuring high-quality
Melalui layanan perawatan, perbaikan, dan overhaul (MRO) maintenance, repair, and overhaul (MRO) services, GMF
yang berkualitas tinggi, GMF secara tidak langsung mendukung indirectly supports national connectivity, economic growth,
konektivitas nasional, pertumbuhan ekonomi, serta kelancaran and the seamless movement of passengers and goods.
pergerakan penumpang dan barang.
Perseroan juga berkomitmen untuk meningkatkan nilai ekonomi The Company is also committed to enhancing economic value
bagi pemegang saham dan memperluas peluang bisnis. Selain for shareholders and expanding business opportunities. In
memperkuat layanan MRO penerbangan sebagai inti bisnis, GMF addition to strengthening our core aviation MRO services,
terus mengeksplorasi diversifikasi ke sektor non-penerbangan. GMF continues to explore diversification into non-aviation
Inisiatif strategis ini bertujuan untuk mengoptimalkan efisiensi segments. These strategic initiatives are designed to optimize
operasional dan profitabilitas jangka panjang, sehingga GMF operational efficiency and long-term profitability, ensuring the
dapat terus berkontribusi terhadap pembangunan ekonomi. Company’s sustained contribution to economic development.
GMF memahami bahwa upaya keberlanjutan harus melampaui GMF acknowledges that sustainability efforts should extend
operasi bisnis. Perusahaan aktif dalam program Tanggung beyond business operations. The Company actively participates
Jawab Sosial dan Lingkungan (TJSL/CSR) yang memberikan in social and environmental responsibility (CSR) programs,
manfaat bagi pemangku kepentingan internal maupun eksternal. benefiting both internal and external stakeholders. For internal
Bagi pemangku kepentingan internal, GMF memprioritaskan stakeholders, GMF prioritizes Occupational Health and Safety
Keselamatan dan Kesehatan Kerja (K3) guna menciptakan (OHS), ensuring a safe and conducive working environment.
lingkungan kerja yang aman dan kondusif. GMF mematuhi GMF adheres to global and national aviation regulations set by
regulasi nasional dan internasional dari DGCA Indonesia, FAA, DGCA Indonesia, FAA, and other regulatory bodies of various
dan otoritas penerbangan dari berbagai negara. GMF juga telah countries. Additionally, GMF also has certified standards of
memperoleh sertifikasi standar lingkungan dan manajemen environmental and workplace safety management. This proves
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
42 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 43
Laporan Manajemen
Management Report
keselamatan kerja sebagai bukti peningkatan berkelanjutan how we continuously improving safety protocols to minimize
dalam protokol keselamatan guna meminimalkan risiko bagi risks for aircraft operation and our employees.
operasional pesawat dan karyawan.
Bagi pemangku kepentingan eksternal, program CSR GMF For external stakeholders, the Company’s CSR programs focus
berfokus pada pengembangan masyarakat, antara lain: on various community development initiatives, including:
1. Memberikan edukasi publik tentang bisnis MRO melalui 1. Opened opportunities for the public to learn about the
kunjungan industri; MRO business through public visits;
2. Mendukung dunia pendidikan dengan menyediakan 2. Supported education by offering Field Work Practices and
program Praktik Kerja Lapangan dan Tugas Akhir bagi Final Assignment opportunities;
mahasiswa dan siswa; 3. Social contribution and community engagement through
3. Berpartisipasi dalam program sosial dan kegiatan amal charity programs and philanthropic sponsorship.
melalui berbagai inisiatif filantropi dan sponsorship.
Meskipun Perseroan tidak menetapkan target keberlanjutan Although the Company did not set specific sustainability targets
khusus pada tahun 2024 selain pencapaian ekonomi, GMF in 2024 beyond economic achievements, GMF consistently
secara konsisten berkontribusi terhadap peningkatan kualitas contributes to improving the quality of education and economic
pendidikan dan pembangunan ekonomi di berbagai daerah di development in various regions of Indonesia. In 2024, GMF
Indonesia. Pada tahun 2024, GMF menghabiskan Rp201,54 invested Rp201.54 million in social initiatives, reinforcing its
juta dalam berbagai inisiatif sosial, yang menegaskan komitmen commitment to creating a positive social impact.
Perseroan dalam menciptakan dampak sosial yang positif.
Meskipun bisnis inti GMF tidak secara langsung terkait Although GMF’s core business is not directly linked to
dengan aktivitas lingkungan, Persreoan terus berupaya untuk environmental activities, the Company actively seeks to
meminimalkan dampak lingkungan melalui peningkatan efisiensi minimize environmental impact by improving energy efficiency
energi dan pengelolaan limbah. Inisiatif utama dalam bidang and waste management. Key environmental initiatives include:
lingkungan mencakup:
1. Mengurangi konsumsi listrik dan energi guna meningkatkan 1. Reduced electricity and energy consumption to enhance
efisiensi operasional; operational efficiency;
2. Mengelola limbah non-B3 (Bahan Berbahaya dan Beracun) 2. Implemented non-hazardous waste (B3) management to
secara bertanggung jawab; ensure responsible disposal;
3. Menambah area hijau di dalam dan sekitar fasilitas 3. Increased green areas within and around GMF’s operational
operasional GMF; facilities;
4. Menanam mangrove di Mauk, Tangerang, dengan 4. Planted mangrove in Mauk, Tangerang by providing 545
menyediakan 545 bibit pohon mangrove guna membantu mangrove tree seedlings to help reduce carbon emissions
mengurangi emisi karbon di Indonesia. in Indonesia.
Inisiatif-inisiatif ini sejalan dengan praktik terbaik global dalam These initiatives align with global best practices in environmental
tanggung jawab lingkungan, mencerminkan komitmen GMF responsibility, reflecting GMF’s commitment to reducing its
dalam mengurangi jejak karbon dan mendukung industri carbon footprint and supporting a more sustainable aviation
penerbangan yang lebih berkelanjutan. industry.
GMF menyadari bahwa keberlanjutan yang efektif GMF recognizes that effective sustainability governance
membutuhkan peningkatan berkelanjutan. Perseroan tetap requires continuous improvement. The Company remains
berkomitmen untuk meningkatkan kesadaran keberlanjutan committed to enhancing sustainability awareness across all
di seluruh tingkatan organisasi. Salah satu tantangan utama levels of the organization. One of the key challenges ahead is
ke depan adalah meningkatkan keterlibatan dan kesadaran increasing employee engagement and awareness regarding
karyawan terhadap inisiatif keberlanjutan. Mengatasi sustainability initiatives. To address this, GMF will strengthen
hal ini, GMF akan memperkuat komunikasi internal dan internal communication and training programs related to
program pelatihan terkait keberlanjutan serta mendorong sustainability. We will encourage greater employee participation
partisipasi karyawan dalam inisiatif CSR. Perseroan juga akan in CSR initiatives and develop long-term sustainability programs
mengembangkan program keberlanjutan jangka panjang dengan with measurable targets and broader impacts.
target yang terukur dan dampak yang lebih luas.
Lebih lanjut, dengan ratifikasi Peraturan Menteri BUMN Furthermore, with the ratification of the Regulation of the
Nomor PER-2/MBU/03/2023 tentang Pedoman Tata Kelola Minister of SOEs (PER-2/MBU/03/2023) on Governance
dan Kegiatan Korporasi Signifikan, GMF semakin terdorong Guidelines and Significant Corporate Activities, GMF is
untuk meningkatkan kerangka tata kelola. Perseroan telah further encouraged to enhance its governance framework.
43
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 44
memperbarui beberapa piagam dan kebijakan agar selaras The Company has already updated several charters and policies
dengan regulasi baru ini serta tetap berkomitmen untuk terus in alignment with the new regulation and remains committed
menyempurnakan kebijakan dan prosedur guna memastikan to continuously refining its policies and procedures to ensure
praktik bisnis yang berkelanjutan dan bertanggung jawab. sustainable and responsible business practices.
KOMPOSISI ANGGOTA DIREKSI COMPOSITION OF THE BOARD
OF DIRECTORS MEMBERS
Pada tahun 2024, tidak terjadi perubahan dalam komposisi In 2024, there were no changes in the composition of members
anggota Direksi. Dengan demikian, komposisi Direksi adalah of the Board of Directors. Thus, the composition of the Board
sebagai berikut: of Directors is as follows:
• Direktur Utama: Andi Fahrurrozi • CEO: Andi Fahrurrozi
• Direktur Base Operation: Irvan Pribadi • Director of Base Operations: Irvan Pribadi
• Direktur Human Capital & Corporate Affairs: Pudjo • Director of Human Capital & Corporate Affairs: Pudjo
Sarwoko Sarwoko
• Direktur Keuangan: Salusra Satria • Director of Finance: Salusra Satria
• Direktur Line Operation: Mukhtaris • Director of Line Operation: Mukhtaris
PENUTUP CLOSING REMARKS
Atas nama Direksi, kami menyampaikan apresiasi yang setinggi- On behalf of the Board of Directors, we extend our deepest
tingginya kepada Para Pemegang Saham dan Pemangku appreciation to Shareholders and Stakeholders for the
Kepentingan atas dukungan yang diberikan, Dewan Komisaris support, the Board of Commissioners for recommendation
atas rekomendasi dan arahannya, serta seluruh Karyawan and directives, and Employees for hard work and strong
atas kerja keras dan komitmen yang kuat. Dukungan dan commitment. Your support and trust have been invaluable in
kepercayaan Anda telah menjadi bagian yang tak ternilai enabling GMF to grow. As we look ahead to 2025, we remain
dalam mendorong pertumbuhan GMF. Menatap tahun 2025, optimistic and committed to strengthening our core business,
kami optimis dan berkomitmen untuk memperkuat bisnis inti, driving diversified growth, and enhancing our contributions to
mendorong pertumbuhan yang melalui diversifikasi, serta society and the environment.
meningkatkan kontribusi bagi masyarakat dan lingkungan.
Tangerang, 14 Mei 2025
Tangerang, May 14, 2025
Atas nama Direksi
On behalf of the Board of Directors
ANDI FAHRURROZI
Direktur Utama
CEO
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
44 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 45
Laporan Manajemen
Management Report
45
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 46
Pernyataan Dewan Komisaris dan Direksi
tentang Tanggung Jawab atas Laporan
Terintegrasi 2024 PT Garuda Maintenance
Facility Aero Asia Tbk
Statement of the Board of Commissioners and the Board of
Directors on the Responsibility for the 2024 Integrated Report
of PT Garuda Maintenance Facility Aero Asia Tbk
Kami yang bertandatangan di bawah ini menyatakan bahwa We, the undersigned, declare that the information in the
semua informasi dalam Laporan Terintegrasi PT Garuda 2024 Integrated Report of PT Garuda Maintenance Facility
Maintenance Facility Aero Asia Tbk tahun buku 2024 sudah Aero Asia Tbk is presented in its entirety and we are fully
dimuat secara lengkap dan bertanggung jawab penuh atas responsible for the correctness of the contents of the
kebenaran isi Laporan Terintegrasi Perseroan. Demikian Company’s Integrated Report. This statement is hereby made
pernyataan ini dibuat dengan sebenar-benarnya. truthfully.
Tangerang, 14 Mei 2025
Tangerang, May 14, 2025
Dewan Komisaris
Board of Commissioners
Dharmadi
Komisaris Utama/Komisaris Independen
President Commissioner/Independent Commissioner
Rahmat Hanafi Ali Gunawan
Komisaris Komisaris Independen
Commissioner Independent Commissioner
Abhan Agit Atriantio
Komisaris Independen Komisaris
Independent Commissioner Commissioner
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
46 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 47
Laporan Manajemen
Management Report
Pernyataan Dewan Komisaris dan Direksi
tentang Tanggung Jawab atas Laporan
Terintegrasi 2024 PT Garuda Maintenance
Facility Aero Asia Tbk
Statement of the Board of Commissioners and the Board of
Directors on the Responsibility for the 2024 Integrated Report
of PT Garuda Maintenance Facility Aero Asia Tbk
Kami yang bertandatangan di bawah ini menyatakan bahwa We, the undersigned, declare that the information in the
semua informasi dalam Laporan Terintegrasi PT Garuda 2024 Integrated Report of PT Garuda Maintenance Facility
Maintenance Facility Aero Asia Tbk tahun buku 2024 sudah Aero Asia Tbk is presented in its entirety and we are fully
dimuat secara lengkap dan bertanggung jawab penuh atas responsible for the correctness of the contents of the
kebenaran isi Laporan Terintegrasi Perseroan. Demikian Company’s Integrated Report. This statement is hereby made
pernyataan ini dibuat dengan sebenar-benarnya. truthfully.
Tangerang, 14 Mei 2025
Tangerang, May 14, 2025
Direksi
Board of Directors
Andi Fahrurrozi
Direktur Utama
CEO
Irvan Pribadi Pudjo Sarwoko
Direktur Base Operation Direktur Human Capital & Corporate Affairs
Director of Base Operations Director of Human Capital & Corporate Affairs
Salusra Satria Mukhtaris
Direktur Keuangan Direktur Line Operation
Director of Finance Director of Line Operation
47
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 48
Page 49
PROFIL PERUSAHAAN Company Profile
Page 50
Informasi Umum dan Identitas Perusahaan
General Information and Corporate Identity [GRI 2-1]
Nama Perusahaan Akronim
Company Name Acronym
PT Garuda Maintenance Facility Aero Asia Tbk GMF
Tanggal Pendirian Beroperasi Komersial
Date of Establishment Commercial Operation
26 April 2002 | April 26, 2002 2002
Dasar Hukum Pendirian Status dan Badan Hukum
Legal Basis of Establishment Status and Legal Entity
Akta Pendirian No. 93 tanggal 26 April GMF merupakan Perseroan Terbatas
2002, yang telah disahkan dari Menteri (PT) yang memperdagangkan
Kehakiman dan Hak Asasi Manusia RI sahamnya ke publik di bursa efek
dengan Surat Keputusan No. C-11685 sehingga menyandang status
HT.01.01.TH.2002 tanggal 28 Juni Perusahaan Terbuka (Tbk).
2002. GMF is a Limited Liability Company
Deed of Establishment No. 93 dated (PT) that offers its share to the public
April 26, 2002, which was ratified by the through the stock exchange and
Minister of Justice and Human Rights is therefore classified as a Public
Republic of Indonesia with Decree No. Company (Tbk).
C-11685 HT.01.01.TH.2002 dated June
28, 2002.
Tanggal Pencatatan di Bursa 0,9%
Listing Date on the Exchange 10%
Saham Perseroan dicatatkan di Bursa Efek
Indonesia (BEI) pada tanggal 10 Oktober 2017.
The Company’s shares are listed on the
Indonesia Stock Exchange (IDX) on October
10, 2017.
89,1%
Bidang Usaha
Business Fields Kepemilikan
Ownership
Jasa Perawatan, Reparasi, dan
Overhaul Pesawat Terbang PT Garuda Indonesia (Persero) Tbk.
Publik | Public
Aircraft Maintenance, Repair, and
PT Aero Wisata
Overhaul Services
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
50 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 51
Profil Perusahaan
Company Profile
Modal Dasar
Authorized Capital
Rp10.000.000.000.000,00 (sepuluh triliun Rupiah) yang terbagi atas
100.000.000.000 (seratus miliar) saham dengan masing-masing saham bernilai
Rp100,00 (seratus Rupiah).
Rp10,000,000,000,000.00 (ten trillion Rupiah) divided into 100,000,000,000 (one
hundred billion) shares of Rp100.00 (one hundred Rupiah) per share.
Modal Ditempatkan dan Disetor Penuh
Issued and Fully Paid Capital
Modal Dasar Perseroan adalah sebesar Rp10.000.000.000.000,00 (sepuluh triliun
Rupiah) yang terbagi atas 95.000.000.000 (sembilan puluh lima miliar) saham Seri A,
masing-masing saham bernilai nominal Rp100,00 (seratus Rupiah) dan 20.000.000.000
(dua puluh miliar) saham Seri B, masing-masing saham bernilai nominal Rp25,00 (dua
puluh lima Rupiah).
The company’s Authorized Capital is Rp10.000.000.000.000,00 (ten trillion Rupiah)
which is divided into 95.000.000.000 (ninety five billion) Series A shares, each share has
a nominal value of Rp100,00 (one hundred Rupiah) and 20.000.000.000 (twenty billion)
Series B shares, each share has a nominal value of Rp25,00 (twenty five Rupiah).
Media Sosial
Social Media
YouTube : GMF AeroAsia
LinkedIn : GMF AeroAsia
Facebook : GMF AeroAsia
Instagram : @gmfaeroasia
Kantor Pusat [OJK C.2]
Head Office
Lantai 2, Lobby Selatan Hangar 4
PT Garuda Maintenance Facility Aero Asia Tbk
Area Perkantoran Bandara Soekarno-Hatta, Kelurahan
Pajang, Kecamatan Benda, Kota Tangerang, Banten
15125
Second Floor, South Lobby Hangar 4
PT Garuda Maintenance Facility Aero Asia Tbk
Soekarno-Hatta Airport Office Area, Pajang Village,
Benda District, Tangerang City, Banten 15125
Telepon | Phone
+62 21 550 8717
+62 21 550 8609
Surel | Email
corporatecommunications@gmf-aeroasia.co.id
marketing@gmf-aeroasia.co.id
51
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 52
Skala Usaha
Business Scale [OJK C.3]
SKALA EKONOMI
ECONOMIC SCALE
Jumlah Aset Jumlah Liabilitas
Total Assets Total Liabilities
USD424,63 juta | million USD682,53 juta | million
SKALA PEGAWAI
EMPLOYEE SCALE
Berdasarkan Jenis Kelamin
Jumlah Pegawai By Gender
Total Employees
4.175
orang | people
*Jumlah pegawai tercatat merupakan
pegawai tetap Perseroan di luar entitas anak.
*This is the total of the Company’s permanent
employees, excluding subsidiaries.
3.715
pria | male
460
perempuan | female
≥ 51
17Vice
President 336 Manager 393
31-50
102 Senior
Manager 3.720 Staff 2.272
≤ 30
Berdasarkan Jabatan Berdasarkan Usia
1.510
By Position By Age
Berdasarkan Status
2 Doktoral (S3)
1.763 Diploma (D3)
4.175
Doctorate Diploma By Status
161 862
Magister (S2) Sekolah Menengah Atas
Master Senior High Karyawan Tetap
Permanent Employee
1.387 Sarjana (S1)
Bachelor
Berdasarkan Pendidikan
959
Karyawan Tidak Tetap | Contract
By Education Employee
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
52 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 53
Profil Perusahaan
Company Profile
SKALA KEPEMILIKAN
Publik | Public SAHAM
10% SHAREHOLDERS
SCALE
PT Aero Wisata
0,9%
KODE SAHAM
TICKER CODE
GMFI
PT Garuda Indonesia (Persero) Tbk
89,1%
SKALA OPERASIONAL
OPERATIONAL SCALE
Lokasi Perawatan Line Maintenance
Line Maintenance Station
Indonesia
69
Lokasi Perawatan Line Maintenance
Line Maintenance Station
53
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 54
Riwayat Singkat GMF
A Brief History of GMF
PENDIRIAN PERSEROAN COMPANY ESTABLISHMENT
Awal Pendirian Perseroan The Company’s Establishment Journey
Perjalanan PT Garuda Maintenance Facility Aero Asia Tbk The history of PT Garuda Maintenance Facility Aero Asia Tbk
(“Perseroan” atau “GMF”) berawal dari pembentukan Direktorat (the “Company” or “GMF”) began with the establishment of
Teknik Garuda Indonesia di tahun 1949. Setelah lebih dari Garuda Indonesia’s Technical Directorate in 1949. After more
empat dekade beroperasi sebagai salah satu divisi di bawah than four decades of operating as one of the divisions under
Garuda Indonesia, GMF berubah menjadi Strategic Business Garuda Indonesia, GMF was transformed into the Strategic
Unit Garuda Maintenance Facility (SBU-GMF) yang menangani Business Unit Garuda Maintenance Facility (SBU-GMF), which
seluruh aktivitas perawatan armada Garuda Indonesia. handles all maintenance activities of Garuda Indonesia’s fleet.
Pada tahun 2002, Garuda Indonesia melakukan ‘spin-off’ In 2002, Garuda Indonesia spun off SBU-GMF into a subsidiary.
terhadap SBU-GMF. Peristiwa ini membuat Perseroan resmi This event made the Company officially become a subsidiary of
menjadi anak perusahaan Garuda Indonesia dengan nama PT Garuda Indonesia, using PT Garuda Maintenance Facility Aero
Garuda Maintenance Facility Aero Asia melalui Akta Pendirian Asia as its name, under the Establishment Deed No. 93 of April
No. 93 tanggal 26 April 2002 oleh Notaris Arry Supratno, S.H. 26, 2002, made by Notary Arry Supratno, S.H. The deed has
Akta tersebut telah diubah dengan perubahan terakhir melalui been changed several times with the latest amendment through
Akta Pernyataan Keputusan Rapat Perubahan Anggaran Dasar the Deed of Meeting Resolution of Articles of Association
Nomor 5 tanggal 28 Oktober 2024 dan susunan pengurus Amendment Number 5 dated Oktober 28, 2025, and its
terakhir yang tercantum dalam Akta Pernyataan Keputusan final management, which stipulated in the Deed of Meeting
Rapat Nomor 12 tanggal 28 Juni 2024 oleh Notaris Shanti Resolution Number 12 dated June 28, 2024, made by Notary
Indah Lestari, S.H., M.Kn. Shanti Indah Lestari, S.H., M.Kn. .
Perkembangan Usaha Business Development
Sebagai MRO terdepan di Indonesia, GMF memiliki perawatan As the leading MRO in Indonesia, GMF owns Line Maintenance
Line Maintenance hingga Overhaul, perawatan dan perbaikan including Overhaul, maintenance and repair of engines and
mesin serta komponen, proses modifikasi, dan perbaikan kabin. component, modification processes, and cabin refurbishment.
Perseroan terus memperkuat bisnis utamanya dengan sejumlah The Company continuously strengthens its core business by
penambahan lini perawatan dan berbagai fasilitas berstandar adding a number of additional maintenance services and various
internasional. international standard facilities
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
54 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 55
Profil Perusahaan
Company Profile
PENAWARAN UMUM PERDANA INITIAL PUBLIC OFFERING
GMF resmi menjadi emiten pertama industri MRO di Indonesia GMF officially became the first issuer of the MRO industry
yang melakukan Penawaran Umum Perdana (Initial Public in Indonesia to conduct an Initial Public Offering (IPO) to the
Offering/IPO) kepada publik pada tanggal 2 Oktober 2017 dan public on October 2, 2017, and its shares were officially listed
secara resmi sahamnya tercatat di Bursa Efek Indonesia pada on the Indonesia Stock Exchange on October 10, 2017. This
tanggal 10 Oktober 2017. Momentum tersebut menjadi tonggak momentum became an important milestone for the Company
sejarah penting bagi Perseroan untuk semakin mengukuhkan to further strengthen GMF’s position to become the Most
posisi GMF untuk menjadi Most Valuable MRO Company. Valuable MRO Company.
PERUBAHAN NAMA PERSEROAN CHANGE OF THE COMPANY’S NAME
Sejak didirikan pada tanggal 26 April 2002, Perseroan Since its establishment on April 26, 2002, the Company has
tetap menggunakan nama PT Garuda Maintenance Facility continued to use the name PT Garuda Maintenance Facility
Aero Asia. Pada tanggal 10 Oktober 2017, Perseroan resmi Aero Asia. On October 10, 2017, the Company officially listed
memperdagangkan sahamnya di BEI sehingga menjadi its shares on the Indonesia Stock Exchange (IDX), becoming a
perseroan terbuka (Tbk) yang terlihat dari namanya menjadi public company (Tbk), as reflected in its name change to PT
PT Garuda Maintenance Facility Aero Asia Tbk. Garuda Maintenance Facility Aero Asia Tbk.
55
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 56
Jejak Langkah
Milestones
1949 1984
Pertama kali dibentuk sebagai Direktorat Berawal dari Divisi Maintenance &
Teknik Garuda Indonesia. Engineering (M&E) Garuda Indonesia.
Established as a Directorate of Started to operate as the Division of
Engineering of Garuda Indonesia. Maintenance & Engineering (M&E) of
Garuda Indonesia.
2013 2002 1998
Penambahan dua bidang Spin-Off menjadi Berubah menjadi
usaha baru, yaitu SBU Engine Anak Perusahaan Strategic Business Unit
Maintenance dan SBU IGTE, dengan nama PT GMF (SBU) GMF.
serta pembangunan Hangar 4. AeroAsia. Becoming a Strategic
Developed SBU Engine Spun-Off and became Business Unit GMF
Maintenance and SBU IGTE a Subsidiary under (SBU-GMF).
as two new business units and the name of PT GMF
constructing Hangar 4. AeroAsia.
2015 2016 2017
Mulai beroperasinya Hangar Diresmikannya GMF menjadi Melakukan penawaran
4 yang merupakan hangar Pusat Logistik Berikat oleh perdana saham (initial public
narrow body terbesar di dunia Kementerian Keuangan. offering) kepada publik
seiring dengan pertumbuhan The Ministry of Finance sebesar 10% dari modal
bisnis GMF dalam inaugurated GMF as a Bonded ditempatkan dan disetor
mengembangkan kapasitas Logistics Center. AeroAsia. penuh.
perawatan pesawat. Conducted an Initial Public
Hangar 4 started to operate Offering (IPO) of shares that
and became the world’s amounted to 10% of the
largest hangar for narrow- Company’s issued and fully
body aircraft as GMF grew its paid capital.
aircraft maintenance capacity.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
56 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 57
Profil Perusahaan
Company Profile
2018 2019
Mengawali kerja sama strategis
dalam rangka pengembangan
bisnis di dalam dan luar negeri.
Initiated several strategic
cooperation for business
Dianugerahi penghargaan “Top
9 Airframe MRO” oleh Aviation
Week pada ajang Aviation
Week Networks Editor’s Choice
Award 2019.
2020
Dianugerahi penghargaan “Asia
MRO Airframe of The Year” oleh
development, both domestically Awarded as the “Top 9 Airframe Aviation Week Network pada
and internationally. MRO” by Aviation Week at MRO Asia Pacific Awards 2020.
the Aviation Week Networks Awarded as the “Asia-MRO
Editor’s Choice Award 2019. Airframe of The Year” by the
Aviation Week Network at the
MRO Asia Pacific Awards 2020.
2023 2022 2021
Modernisasi pesawat Hercules
C130 pertama yang mencakup
pengerjaan replacement center
wing box dan avionic upgrade.
Kesepakatan konsorsium Optimalisasi segmen Conducted its first Hercules
pengerjaan perawatan usaha Jasa Kalibrasi untuk C130 job that covered the
helikopter Bell 412. perawatan komponen. improvement of the aircraft’s
A consortium agreement Optimization of the replacement center wing box
for maintenance work on Calibration Services and avionic upgrade.
Bell helicopters 412. business segment for
component maintenance.
2024
Penambahan Modal dengan Hak Memesan Efek
Terlebih Dahulu (PMHMETD) dalam rangka
inbreng aset/fasilitas dari induk usaha kepada
GMF.
Capital Increase with Pre-emptive Rights for
asset/facility inbreng from the parent company
to GMF.
57
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 58
Visi, Misi, dan Nilai Perusahaan
Vision, Mission, and Core Values [OJK C.1]
Pada tahun 2024, GMF berada pada fase “Equity Improvement” untuk menjadi Most Valuable MRO Company.
In 2024, GMF was at Equity Improvement phase of its vision to become the most valuable MRO Company.
2020 2021 2022 2023 2024
Strengthen Value Imperative Business Business MRO Equity
Added Services Enhancement Restruction Collaboration Improvement
• Project Mapping & • Profitability • Debt Restruction • zero COPQ • Implementation of
Prioritization & Cashflow • Cost Efficiency • SBU Industrial Debt Restruction
• Cost Efficiency & Improvement • Date Quality Solution • Cost Structure
Effectiveness • Focus on high Improvement • Implementation of & Profitability
• Profitability margin business, • Innovation and Debt Restruction align with MRO
& Cashflow military, IGTE Continuous • Increase NGA Standard
Improvement • Additional Key Improvement customer Share of • New Kew Account
• Focus on high Account Customer • Manpower Optimalization Cutomer
margin business • IT Development and Culture • Partnership with • Capacity
military & IGTE with no/low Development OEM/MRO Development
investment • Strategic
Investment
Visi dan Misi Perseroan telah ditetapkan dalam Rencana Visi dan Misi Perseroan telah ditetapkan dalam Rencana
Jangka Panjang Perusahaan (RJPP) yang disahkan tanggal Jangka Panjang Perusahaan (RJPP) yang disahkan tanggal
30 Desember 2020 yang kemudian telah disesuaikan 30 Desember 2020 yang kemudian telah disesuaikan
pada 27 September 2023, menghasilkan peta strategis pada 27 September 2023, menghasilkan peta strategis
perkembangan bisnis secara komprehensif yaitu perkembangan bisnis secara komprehensif yaitu
“GMF Roadmap 2020-2024”. Manajemen GMF telah melakukan “GMF Roadmap 2020-2024”. Manajemen GMF telah melakukan
kajian terhadap Visi dan Misi Perseroan yang dirasa masih kajian terhadap Visi dan Misi Perseroan yang dirasa masih
relevan dengan kondisi bisnis saat ini. relevan dengan kondisi bisnis saat ini.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
58 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 59
Profil Perusahaan
Company Profile
Visi | Vision PENJELASAN VISI
GMF telah mencapai salah satu target dalam
Perusahaan MRO yang Paling Bernilai pengembangan usaha yaitu melalui pengakuan sebagai
Most Valuable MRO Company global player MRO dengan menjadi Top 10 MRO pada tahun
2019. Perjalanan Perseroan tidak berhenti sampai di situ.
Perseroan akan terus meningkatkan nilai usaha di mata
publik, internal dan eksternal, dengan mengembangkan
kegiatan usaha yang lebih luas dan tidak hanya bergantung
pada sektor aviasi.
VISION EXPLANATION
GMF has achieved one of its targets in business
development by gaining recognition as a global MRO
player, reaching the Top 10 MRO in 2019. The Company’s
journey doesn’t end there. The Company is committed to
further enhancing business value in the eyes of the public,
both internally and externally, by diversifying its business
activities beyond solely relying on the aviation sector.
Misi | Mission
Solusi Perawatan Terintegrasi dan Handal Sebagai Kontribusi untuk Bangsa
Integrated and Reliable Maintenance Solution as a Contribution to the Nation
PENJELASAN MISI MISION EXPLANATION
Demi mewujudkan misi tersebut, GMF meyakini bahwa setiap To achieve this mission, GMF believes that every personnel
insan GMF wajib mematuhi ketentuan berikut: must comply with the following conditions:
1. Menjamin Kualitas Pekerjaan 1. Ensuring Work Quality
Membangun sistem perawatan, termasuk penjadwalan, Building aircraft maintenance systems, including scheduling,
material dan produksi, serta standarisasi yang ketat untuk materials and production, as well as strict standardization
menjamin tidak hanya kelaikan udara setiap pesawat to ensure the airworthiness of each aircraft management
terbang tetapi juga seluruh pekerjaan lain yang ditanganinya and other projects at a reasonable cost.
dilakukan dengan biaya yang wajar.
2. Gigih Meningkatkan Kemampuan 2. Persistent Increasing Ability
Mengembangkan kemampuan teknis dan profesional Developing technical and professional capabilities of
karyawan, meningkatkan fasilitas dan peralatan demi melayani employees, improving facilities and equipment to serve
pelanggan untuk memperoleh alternatif pendayagunaan customers to obtain the best alternative aircraft utilization
pesawat terbang terbaik yang dilakukan oleh tenaga made by professionals with high morals and work ethics.
profesional dengan akhlak dan etos kerja yang tinggi.
3. Kerja sama Kelompok Serta Menghargai Kemampuan 3. Group Collaboration and Respect for Individual Capabilities
Individu
Mendorong terciptanya semangat kerja sama kelompok dan Encourage the creation of a spirit of group cooperation
secara serius mengimplementasikan standar keamanan kerja and seriously implement work safety standards to ensure
demi menjamin keselamatan seluruh karyawan dan mencapai the safety of all employees and achieve reliable work. GMF
hasil kerja yang handal terpercaya. GMF menghargai dan values and recognizes the unique contributions of each
menyadari kontribusi unik setiap individu serta berupaya individual and strives to create a climate of freedom to
menciptakan iklim kebebasan untuk menyampaikan saran politely submit advice and feedback.
dan umpan balik dengan santun dan beradab.
59
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 60
4. Peduli Terhadap Kebutuhan Pelanggan 4. Caring About Customer Needs
Melalui kerja sama yang erat dan penuh kepedulian terhadap Through close and caring collaboration with customer needs
kebutuhan pelanggan serta standar kerja yang tinggi, GMF and high work standards, GMF is able to produce alternative
mampu menghasilkan alternatif solusi perawatan pesawat aircraft maintenance solutions that are reliable while still
terbang yang handal dengan tetap memenuhi standar aturan meeting applicable regulatory standards.
yang berlaku.
5. Menjadi Warga Usaha yang Baik 5. Become a Good Business Citizen
Menyadari bahwa kewajiban dan tanggung jawab sebagai Recognize that the obligations and responsibilities as good
warga usaha yang baik mencakup lingkungan di mana GMF business citizens include the environment in which GMF
beroperasi dan komunitas dunia yang lebih besar. GMF operates and the larger global community. GMF strives
berupaya dengan sungguh-sungguh mengimplementasikan to seriously implement mutually beneficial principles,
prinsip-prinsip yang saling menguntungkan, khususnya especially in terms of corporate governance, health, and
dalam hal tata kelola perusahaan, kesehatan, dan pendidikan. education.
NILAI PERUSAHAAN CORPORATE VALUES
Berdasarkan isi Surat Edaran Menteri BUMN Nomor: SE-7/ Based on the contents of the Circular Letter of the Minister of
MBU/07/2020 tanggal 1 Juli 2020 yaitu setiap BUMN, anak State-Owned Enterprise (SOE) Number: SE-7/MBU/07/2020
perusahaan, dan perusahaan afiliasinya berkewajiban untuk dated July 1, 2020, every SOE, its subsidiaries, and affiliated
menerapkan Nilai-Nilai Utama (Core Values) Sumber Daya companies are obliged to implement the Core Values of SOE
Manusia BUMN, yang disebut AKHLAK, menjadi Budaya Human Resources, which is called AKHLAK, become the
Perusahaan (Corporate Culture). Sebagai anak usaha Badan Corporate Culture. Therefore, as a subsidiary of the SOE, GMF
Usaha Milik Negara (BUMN), GMF telah mengadopsi AKHLAK has adopted the values of AKHLAK as the Corporate Values
sebagai Nilai Inti Perusahaan sejak 2020 hingga saat ini. from 2020 until this moment.
Amanah Kompeten Harmonis Loyal Adaptif Kolaboratif
Trustworthy Competent Harmony Loyal Adaptive Collaborative
Memegang teguh Terus belajar dan Saling peduli Berdedikasi dan Terus berinovasi Membangun kerja
kepercayaan yang mengembangkan dan menghargai mengutamakan dan antusias dalam sama yang sinergis
diberikan dengan kapabilitas, perbedaan yang kepentingan bangsa menggerakkan dan terbuka
berperilaku dan terus menerus diwujudkan dalam dan negara dengan ataupun menghadapi dengan berbagai
bertindak selaras meningkatkan bentuk berperilaku menunjukkan perubahan dengan pihak, mendorong
dengan perkataan, kemampuan/ saling membantu dan komitmen yang kuat melakukan inovasi terjadinya sinergi
menjadi seseorang kompentsi agar selalu mendukung sesama untuk mencapai secara konsisten untuk mendapatkan
yang dapat dipercaya mutakhir, selalu insan organisasi tujuan, berkontribusi untuk menghasilkan manfaat dan
dan bertanggung dapat diandalkan maupun masyarakat, lebih dan rela yang lebih baik, nilai tambah, dan
jawab, dan bertindak dengan memberikan selalu menghargai berkorban dalam terbuka terhadap bersinergi untuk
jujur serta berpegang kinerja terbaik, dan pendapat, ide atau mencapai tujuan, perubahan, bergerak mencapai tujuan
teguh kepada nilai menghasilkan kinerja gagasan orang lain, dan menunjukkan lincah, cepat, dan bersama.
moral dan etika serta prestasi yang serta menghargai kepatuhan kepada aktif dalam setiap Collaborating openly
secara konsisten. memuaskan. kontribusi setiap orang organisasi dan negara. perubahan untuk with others, pushing
Being accountable Never stop learning dari berbagai latar Dedicated and menjadi lebih baik, to synergize for
and have the and improving, always belakang. putting the interest serta bertindak added benefits and
integrity to do what seek to improve Care for others and of the state and the proaktif dalam values to achieve
was spoken, being abilities/competencies value differences by country firstly beyond menggerakkan common goals.
someone who can with current trend, always helping and others by showing a perubahan.
be trusted and have being someone supporting others strong commitment Constantly innovating
the responsibility, who can be trusted within the organization to achieve the and excited to move
act honestly, always only because of his and the community, objective, giving or face the changes
adhere to moral and performance, and valuing the opinion more contribution to innovate for the
ethical values. deliver a performance of others, their ideas and willing to best, accepting
that is satisfactory and their propositions, sacrifice in achieving changes, moving with
and making splendid appreciating objective, showing agility, quick-witted,
achievement. what others have the compliance to the and being active in
contributed despite organization and the promoting changes.
their backgrounds. state.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
60 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 61
Profil Perusahaan
Company Profile
KEGIATAN MEMBANGUN ACTIVITIES TO BUILD A CULTURE
BUDAYA KEBERLANJUTAN OF SUSTAINABILITY
Perseroan telah memiliki seperangkat nilai dan budaya korporasi The Company has established a set of corporate values and
yang tidak terpisahkan dari penerapan operasional yang culture that are integral to its operational implementation while
juga memperhatikan aspek keberlanjutan. Budaya korporasi also considering sustainability aspects. The corporate culture
didasarkan pada prinsip-prinsip AKHLAK dan Perseroan is based on the AKHLAK principles, which the Company has
mengamalkannya ke dalam praktik usaha yang berkelanjutan translated to become sustainable business practices through
melalui operasional MRO yang bertanggung jawab, strategi dan responsible MRO operations, sustainable business strategies
praktik bisnis yang berkelanjutan, manajemen risiko, tata kelola and practices, risk management, good corporate governance,
perusahaan yang baik, interaksi dengan pemangku kepentingan, stakeholder engagement, inclusivity, and corporate social
inklusivitas, serta tanggung jawab sosial perusahaan. responsibility.
Prinsip-prinsip ini tertanam kuat dalam prinsip keberlanjutan These principles are deeply embedded in the Company’s
Perseroan, dan seluruh karyawan memastikan bahwa semua aspek sustainability framework, ensuring that all employees align
bisnis diselaraskan terhadap aspek ekonomi, lingkungan, dan sosial. business activities with economic, environmental, and social
Berdasarkan pada prinsip-prinsip ini, Perseroan berupaya untuk aspects. Guided by these principles, the Company strives to
menciptakan dampak positif bagi masyarakat dan lingkungan. create a positive impact on society and the environment.
Sejak Juli 2020, BUMN melakukan transformasi SDM dengan Since July 2020, state-owned enterprises (SOEs) have been
menyelaraskan nilai inti di seluruh keluarga besar BUMN dengan undergoing a human capital transformation by aligning core
tujuan supaya dapat merekatkan budaya kerja seluruh insan values across the entire SOE family. This initiative aims to
BUMN. Dalam menyelaraskan hal tersebut, GMF memiliki strengthen the work culture of all SOE personnel. In line with
berbagai strategi dalam proses internalisasi nilai budaya yang this alignment, GMF has implemented various strategies
dianut sebagai bagian dari BUMN yaitu, AKHLAK. to internalize the corporate values adopted as part of SOE:
AKHLAK.
Hal yang paling mendasar dari proses tersebut adalah GMF The fundamental aspect of this process is that GMF has
memiliki pedoman berperilaku (Code of Conduct) yang dijadikan established a Code of Conduct as a reference for all GMF
acuan bagi seluruh insan GMF untuk dapat berperilaku personnel to ensure their behavior aligns with the values
sesuai dengan nilai-nilai yang terkandung dalam AKHLAK. embodied in AKHLAK. Additionally, GMF has introduced the
Tidak hanya itu, GMF memiliki “GMF Spirit” sebagai kalimat “GMF Spirit” as a complementary affirmation to AKHLAK,
afirmasi pelengkap dari AKHLAK yang mendorong insan GMF encouraging employees to contribute optimally to the Company.
berkontribusi optimal bagi Perseroan.
Beberapa diantaranya adalah You Do Matter (Anda berharga) Some of these include “You do Matter,” which stems from
yang merupakan turunan dari nilai Harmonis, I Empower the Harmonious value; “I Empower You,” derived from the
You (Saya Memberikan Anda Kekuatan) yang merupakan Competent value; and “Together We Achieve More,” which
turunan dari nilai Kompeten, dan Together We Achieve More reflects the Collaborative value. These three cultural principles
(Bersama Kita Mencapai Lebih) yang merupakan turunan dari are further translated into eight behavioral principles that all
nilai Kolaboratif. Ketiga budaya tersebut dijabarkan ke dalam GMF personnel are required to uphold.
delapan prinsip perilaku yang wajib diterapkan oleh insan GMF. 1. Value All Contributions: GMF personnel foster mutual
1. Value All Contribution: Insan GMF memiliki sikap saling respect among colleagues and refrain from self-righteous
menghargai antar sesama Insan GMF dan tidak merasa or self-superior attitudes.
diri sendiri benar/hebat. 2. Be Thoughtful and Caring: GMF personnel demonstrate
2. Be Thoughtful and Caring: Insan GMF memiliki kepedulian care for their surroundings and prioritize collective interests
terhadap lingkungan dan mengurangi ego pribadi. over personal ego.
3. Honor Integrity and Moral Value: Insan GMF memiliki 3. Honor Integrity and Moral Values: GMF personnel uphold
kesadaran untuk selalu menjaga integritas, baik dalam integrity in both words and actions, ensuring ethical conduct
perkataan maupun perbuatan. at all times.
4. Recognize Individual Potential : Insan GMF memiliki 4. Recognize Individual Potential: GMF personnel
kesadaran akan pentingnya pengembangan keterampilan, acknowledge the importance of skill development for
baik untuk diri sendiri maupun untuk anggota timnya dan both themselves and their team members, committing to
berkomitmen untuk terus belajar serta meningkatkan continuous learning and self-improvement.
kemampuan.
61
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 62
5. Enable Growth and Accomplishment: Insan GMF memiliki 5. Enable Growth and Accomplishment: GMF personnel
kesadaran terhadap pentingnya budaya inovasi dan recognize the importance of fostering a culture of
perbaikan berkelanjutan dalam tiap aspek pekerjaannya, innovation and continuous improvement in all aspects of
eksplorasi teknologi baru, dan menerapkan praktik terbaik their work. They explore new technologies and implement
yang dapat meningkatkan efisiensi dan efektivitas kerja. best practices to enhance efficiency and effectiveness.
6. Celebrate Team Diversity: Insan GMF memiliki kesadaran 6. Celebrate Team Diversity: GMF personnel embrace a
terhadap lingkungan yang beragam dan percaya bahwa diverse work environment and believe that diversity
keberagaman ini merupakan kekuatan untuk membangun is a strength in building solid and productive working
hubungan kerja yang solid dan produktif tanpa memandang relationships, regardless of differences.
perbedaan yang ada.
7. Encourage Teamwork and Synergy: Insan GMF memiliki 7. Encourage Teamwork and Synergy: GMF personnel are
kesadaran yang tinggi untuk memberikan hasil atau output highly committed to delivering the best possible outcomes,
pekerjaan yang terbaik sehingga kolaborasi dalam tim dan recognizing that collaboration within teams and across the
organisasi secara keseluruhan merupakan kunci untuk organization is key to achieving shared goals.
mencapai tujuan bersama
8. Improve Effective Communication: Insan GMF terus 8. Improve Effective Communication: GMF personnel
meningkatkan transparansi dalam situasi dan informasi di continuously enhance transparency across the organization
seluruh organisasi dengan memastikan bahwa informasi by ensuring that shared information is relevant, accurate,
yang disampaikan penting, relevan, akurat, serta memiliki and essential. They also take responsibility for verifying the
tanggung jawab untuk memverifikasi kebenaran setiap accuracy of information before dissemination.
informasi sebelum disebarluaskan.
Selain itu, dalam upaya menciptakan lingkungan kerja yang Additionally, as part of its commitment to establishing a safe
aman, menghargai, dan melindungi harkat serta martabat work environment that upholds respect and protects human
manusia, GMF berkomitmen untuk mengedepankan sikap saling dignity, GMF is dedicated to fostering mutual respect and
menghormati, bebas dari diskriminasi, pengucilan, pembatasan, ensuring a workplace free from discrimination, exclusion,
kekerasan, perundungan, pelecehan, serta berbagai bentuk restrictions, violence, bullying, harassment, and any other
kekerasan lainnya, baik mental maupun fisik, yang dapat dialami forms of physical or mental abuse that may affect employees
oleh seluruh pegawai maupun pihak terkait lainnya. Komitmen or other related parties. This commitment is reflected in the
tersebut dituangkan melalui penyusunan kebijakan yang development of policies aligned with AKHLAK values and
selaras dengan nilai-nilai AKHLAK dan mendukung Kebijakan supports the Respectful Workplace Policy within SOEs and
Berperilaku Saling Menghargai di Tempat Kerja (Respectful all its subsidiaries.
Workplace Policy) di Lingkungan BUMN dan seluruh anak
usahanya.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
62 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 63
Profil Perusahaan
Company Profile
Logo Perusahaan
Company Logo
Primary Element Primary Element Primary Element
Garuda Indonesia Logogram GMF AeroAsia Logotype Affiliation Signature
Logo GMF AeroAsia dirancang dengan membawa nuansa The logo of GMF AeroAsia is designed using the identity of
identitas Garuda Indonesia, sebagai Perusahaan Induk, dengan Garuda Indonesia, the Parent Company, with more than five
rekam jejak selama lebih dari lima dekade di Indonesia. decades of history in Indonesia.
Logo GMF terdiri dari elemen-elemen primer yang mutlak The GMF logo consists of primary elements that must appear
harus muncul di sebagian besar aplikasi, yaitu simbol burung in all communication applications and include the symbol of
Garuda, garis cakrawala biru, logotype GMF AeroAsia dan Garuda, the blue horizon line, the logotype of GMF AeroAsia,
tagline Garuda Indonesia Group. Aplikasi identitas Perseroan and Garuda Indonesia Group’s tagline. A correct application of
yang tepat akan menciptakan sebuah standar dan konsistensi. the Company’s identity will create a standard and consistency.
Logotype “GMF” adalah Avenir Book Italic, sebuah font san The logotype of “GMF” is the Avenir Book Italic, a modern
serif modern untuk menggarisbawahi karakter GMF AeroAsia san serif font that underlines the dynamic character of GMF
yang dinamis dan semangatnya untuk senantiasa maju dan AeroAsia with its renewing, constantly progressing spirit. The
memperbarui diri. Sedangkan “AeroAsia” disusun dalam Myriad “AeroAsia” itself is composed in Myriad Roman, a san serif font
Roman, sebuah font san serif dengan karakter yang kuat, dengan with a strong character that has a curve that emphasizes the
lekukan yang menekankan nilai fleksibilitas, kesantunan dalam value of flexibility, politeness in service, and the value of its
pelayanan, serta nilai pelanggan. customers.
Simbol burung Garuda serta tagline menunjukkan afiliasi GMF The Garuda symbol and tagline show the affiliation of GMF
AeroAsia sebagai perusahaan pendukung Garuda Indonesia. AeroAsia, as the supporting company of Garuda Indonesia.
63
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 64
Penghargaan dan Sertifikasi
Awards and Certification
PERKEMBANGAN USAHA GLOBAL-SCALE DEVELOPMENT
YANG MENDUNIA
Sejak didirikan, GMF telah berkembang menjadi penyedia solusi Since its establishment, GMF has grown into Indonesia’s leading
Maintenance, Repair, and Overhaul (MRO) yang terdepan di provider of Maintenance, Repair, and Overhaul (MRO) solutions.
Indonesia. Dengan pengalaman panjang dan komitmen terhadap With extensive experience and a strong commitment to high-
standar kualitas tinggi, GMF terus meningkatkan kapasitas quality standards, GMF continues to enhance its operational
operasionalnya hingga mendapat pengakuan dari industri capacity, earning recognition from the international aviation
penerbangan internasional. industry.
Sebagai penyedia layanan MRO yang komprehensif, GMF As a comprehensive MRO service provider, GMF offers a
menawarkan berbagai solusi mulai dari Line Maintenance, wide range of solutions, including Line Maintenance, engine
perawatan dan perbaikan mesin serta komponen, Overhaul, and component repair and maintenance, Overhaul, aircraft
hingga modifikasi pesawat dan peremajaan kabin. Seiring modifications, and cabin refurbishment. In response to the
dengan perubahan dinamika industri penerbangan global, GMF evolving dynamics of the global aviation industry, GMF has
telah melakukan transformasi strategis untuk memperluas undertaken strategic transformations to expand its business
segmen bisnisnya. Pandemi yang melanda dunia menjadi titik segments. The global pandemic served as a turning point for
balik bagi GMF untuk berinovasi dan memperluas cakupan GMF to innovate and broaden its service scope.
layanan.
Kini, GMF tidak hanya melayani sektor komersial, tetapi juga Today, GMF not only serves the commercial sector but has also
telah merambah ke sektor Military & Defense serta Industrial expanded into the Military & Defense sector and the Industrial
Gas Turbine Engine (IGTE). Langkah ini memperkuat posisi GMF Gas Turbine Engine (IGTE) market. This move strengthens
sebagai perusahaan MRO yang adaptif dan resilien terhadap GMF’s position as an adaptive and resilient MRO company,
berbagai tantangan industri. capable of navigating various industry challenges.
PENGHARGAAN YANG AWARDS RECEIVED IN 2024
DITERIMA TAHUN 2024
Pemberi Penghargaan Nama Penghargaan Ajang Penghargaan
Issuer Award Event
Kementerian BUMN Top 3 – Lomba Gagasan Eco 26 Tahun Kementrian BUMN
SOE Ministry Top 3 – Eco Idea Competition 26th Anniversary of SOE Ministry
Kementerian Perindustrian 1 dari 7 perusahaan dengan apresiasi “Layak” Indonesia Industrial Services Awards (IdSAs)
Industrial Ministry 1 of 7 companies with an appreciation “Worthy” 2024
Majalah Listrik Indonesia Special Award Electric Motor Conversion - Best Electriciy Award (IBEA) EV Ecosystem
Listrik Indonesia Magazine The Leading Electricity Based Airport Ground Award 2024
Handling Economy
Top Business Top Human Capital Award Top Human Capital Award 2024
Top Business The Most Committed Human Capital Leader Top Human Capital Award 2024
2024
BUMN Track Platinum Winner – International Recognition BUMN Branding & Marketing Award 2024
BUMN Track Gold Winner – Employer and Employee BUMN Branding & Marketing Award 2024
Branding in Building Competent and Agile
BUMN Personne
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
64 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 65
Profil Perusahaan
Company Profile
SERTIFIKASI YANG BERLAKU VALID CERTIFICATES UNTIL END OF 2024
HINGGA AKHIR TAHUN 2024
Tanggal Dikeluarkannya Pemberi
Nama Sertifikasi Masa Berlaku
Sertifikasi Sertifikasi
Certification Valid Until
Issuance Date Issuer
28 Desember 2021 Directorate General of Civil Aviation: Approved Maintenance DGCA Indonesia 28 September 2026
December 26, 2021 Organization September 28, 2026
30 September 2023 Federal Aviation Administration: Approved Repair Station FAA 30 September 2025
September 20, 2023 September 30, 2025
24 Juli 2024 European Union Aviation Safety Agency: Approved EASA Tidak terbatas
July 24, 2024 Maintenance Organization Unlimited
22 Oktober 2024 Civial Aviation Safety Authority Australia: Approved CASA Australia 31 Desember 2026
October 22, 2024 Maintenance Organization December 31, 2026
08 Februari 2023 Civil Aviation Authority of Thailand: Approved Repair Station CAA Thailand 7 Februari 2026
February 8, 2023 February 7, 2026
30 Desember 2020 Directorate General of Civil Aviation: Approved Maintenance DGCA India 31 Desember 2025
December 30, 2020 Organization December 31, 2025
30 Agustus 2023 Civil Aviation Authority of Fiji Approved Maintenance CAA Fiji Tidak terbatas
August 30, 2023 Organization Unlimited
21 Agustus 2023 Ministry of Land, Infrastructure and Transport: Approved MOLIT Korea 25 Agustus 2025
August 21, 2023 Maintenance Organization August 25, 2025
10 Oktober 2024 Director of Civil Aviation Bailiwick of Guernsey: Approved B a i l i w i c k o f 30 September 2025
October 10, 2024 Maintenance Organization Guernsey September 30, 2025
10 Desember 2024 Civil Aviation Authority of the United Kingdom: Approved C A A U n i t e d Tidak terbatas
December 10, 2024 Maintenance Organization Kingdom Unlimited
02 April 2024 Civil Aviation Safety Authority of Papua New Guinea: CASA Papua New 31 Maret 2025
April 2, 2024 Approved Maintenance Organization Guinea March 31, 2025
06 September 2024 Civil Aviation Authority of the Cayman Island: Approved CAA of Cayman 5 September 2025
September 6, 2024 Maintenance Organization Islands September 5, 2025
15 Mei 2023 Civil Aviation Agency Under the Ministry of Transport CAA Uzbekistan 15 Mei 2026
May 15, 2023 of the Republic of Uzbekistan: Approved Maintenance May 15, 2026
Organization
17 November 2024 Civil Aviation Authority Republic of Vanuatu: Approved CAA Vanuatu 17 Maret 2025
November 17, 2024 Maintenance Organization March 17, 2025
11 Oktober 2023 Minister of Land, Infrastructure, Transport and Tourism: JCAB Japan 24 Oktober 2025
October 11, 2023 Approved Maintenance Organization October 24, 2025
23 April 2024 Department of Civil Aviation of Lao PDR: Approved DCA of LAO PDR 24 April 2026
April 23, 2024 Maintenance Organization April 24, 2026
19 November 2024 Civil Aviation Authority of Bangladesh: Approved CAA Bangladesh 19 November 2026
November 19, 2024 Maintenance Organization November 19, 2026
31 Agustus 2021 Civil Aviation Authority: Approved Maintenance CAA Philippines 31 Agustus 2026
August 31, 2021 Organization August 31, 2026
65
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 66
Tanggal Dikeluarkannya Pemberi
Nama Sertifikasi Masa Berlaku
Sertifikasi Sertifikasi
Certification Valid Until
Issuance Date Issuer
17 September 2024 State Secretariat of Civil Aviation Kingdom of Cambodia: SSCA Cambodia 16 September 2025
September 17, 2024 Approved Maintenance Organization September 16, 2025
5 April 2024 Civil Aviation Authority Republic of Moldova: Approved CAA Moldova Masa berlaku ditentukan
April 5, 2024 Maintenance Organization oleh DGCA Indonesia
Expiry date refers to DGCA
Indonesia
25 Maret 2015 Ministry of Transport and Communications of the Republic MTCR Belarus Masa berlaku ditentukan
March 25, 2015 of Belarus: Approved Recognition Statement oleh FAA
Expiry date refers to FAA
24 Februari 2011 General Department of Ciivil Aviation: Approved GDCA Armenia Masa berlaku ditentukan
February 24, 2011 Maintenance Technical Organization oleh FAA
Expiry date refers to FAA
5 Oktober 2022 Civil Aviation Authority: Approved Maintenance San Marino CAA Masa berlaku ditentukan
October 05, 2022 Organization oleh FAA
Expiry date refers to FAA
8 Desember 2023 State Civil Aviation Agency: Approved Maintenance SCAA Azerbaijan 7 Desember 2025
December 08, 2023 Organization December 7, 2025
26 November 2023 Civil Aviation Authority: Approved Maintenance NCAA Nigeria 25 November 2025
November 26, 2023 Organization November 25, 2025
27 Desember 2023 Civil Aviation Authority: Approved Maintenance CAA Egypt 27 Februari 2025
December 27, 2023 Organization February 27, 2025
20 Desember 2023 Civil Aviation Authority: Approved Maintenance CAA Oman 1 November 2025
December 20, 2023 Organization November 1, 2025
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
66 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 67
Profil Perusahaan
Company Profile
Keanggotaan Asosiasi
Membership in Associations [GRI 2-28] [OJK C.5]
Organisasi Deskripsi Posisi GMF
Organization Description GMF Position
Himpunan dari industri penerbangan yang bergerak dalam bidang perawatan pesawat udara Anggota
Indonesia. Anggota IAMSA merupakan perusahaan/instansi pemegang sertifikasi AMO (sejak tahun 1990)
(Approved Maintenance Organizations) dari Direktorat Kelaikudaraan dan Pengoperasian Member
Pesawat Udara (DKPPU) Republik Indonesia. (since 1990)
It’s an Indonesian aviation association in the field of aircraft maintenance. IAMSA members
are companies/agencies holding AMO (Approved Maintenance Organizations) certification
from the Directorate General of Civil Aviation (DGCA Indonesia) of the Republic of Indonesia.
IAMSA
ASA merupakan Asosiasi Supplier Part Pesawat. Program ini merupakan program audit Anggota
36 bulan guna mematuhi FAA Advisory Circular (AC) 00-56. (sejak tahun 2016)
ASA is an Aircraft Part Supplier Association. This is a 36-month audit program to comply Member
with the FAA Advisory Circular (AC) 00-56. (since 2016)
ASA
AEI merupakan organisasi perusahaan publik atau emiten penerbit saham dan obligasi Anggota
tercatat/listed/terdaftar di Bursa Efek Indonesia. (sejak tahun 2018)
AEI is an organization for public company or listed issuer of shares and bonds registered Member
on the Indonesian Stock Exchange. (since 2018)
AEI
ILAC adalah organisasi internasional untuk badan akreditasi yang beroperasi sesuai dengan Anggota
ISO/IEC 17011 dan terlibat dalam akreditasi lembaga penilaian kesesuaian. GMF memiliki (sejak tahun 2022)
akreditasi KAN yang merupakan anggota dari ILAC. KAN menjalankan akreditasi untuk Member
lembaga sertifikasi, laboratorium, lembaga inspeksi, dan lainnya, dengan standar ISO/ (since 2022)
IEC 17011.
ILAC is an international organization for accreditation bodies operating in accordance with
ISO/IEC 17011 and involved in the accreditation of conformity assessment bodies. GMF
holds accreditation from KAN, which is a member of ILAC. KAN conducts accreditation
for certification bodies, laboratories, inspection bodies, and others, following the ISO/
IEC 17011 standard.
ILAC
KAN
67
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 68
Bidang Usaha, Produk dan Jasa, Jaringan
Usaha
Business Field, Products and Services, Business Network [OJK C.4,
GRI 2-6]
KEGIATAN USAHA BUSINESS ACTIVITIES
Kegiatan Usaha Berdasarkan Akta Anggaran Dasar Nomor 5 Tanggal 28 Oktober 2024
Pasal 3 Ayat (1) dan Ayat (2)
Business Activities based on Articles of Association Number 5, dated October 28, 2024
Article 3 Paragraph (1) and Paragraph (2)
Kegiatan Usaha Utama
Main Business Activities
Industri pengolahan yaitu menjalankan usaha dalam bidang reparasi Processing industry, running a business in the fields of aircraft
pesawat terbang; industri pesawat terbang dan perlengkapannya; maintenance; Industry of aircraft and its equipment; repair of electric
reparasi motor listrik; generator dan transformator; Reparasi alat motors, generators and transformers; Repair of measuring instruments,
ukur, alat uji dan peralatan navigasi dan pengontrol; Reparasi mesin test equipment and navigation equipment and controllers; machine
untuk keperluan umum. repair for general purposes.
Perdagangan besar dan eceran, reparasi dan perawatan mobil dan Wholesale and retail, repair and maintenance of cars and motorbikes,
sepeda motor, yaitu menjalankan usaha dalam bidang perdagangan running a business in wholesale trade of various kinds of goods;
besar berbagai macam barang; perdagangan besar alat transportasi wholesale trade in air transportation equipment, spare parts and
udara; suku cadang dan perlengkapannya; Perdagangan besar equipment; wholesale trade of electronic parts; wholesale of machinery,
suku cadang elektronik; Perdagangan besar mesin, peralatan dan tools and equipment.
perlengkapannya.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
68 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 69
Profil Perusahaan
Company Profile
Kegiatan Usaha Berdasarkan Akta Anggaran Dasar Nomor 5 Tanggal 28 Oktober 2024
Pasal 3 Ayat (1) dan Ayat (2)
Business Activities based on Articles of Association Number 5, dated October 28, 2024
Article 3 Paragraph (1) and Paragraph (2)
Kegiatan Usaha Utama
Main Business Activities
Pengangkutan dan pergudangan yaitu menjalankan usaha dalam Transportation and warehousing, running a business in warehousing
bidang pergudangan dan penyimpanan; aktivitas bounded warehousing and transportation; warehousing and storage; bounded warehousing
atau wilayah Kawasan berikat; angkutan multimoda; aktivitas activities or bonded areas; multimodal transport; airport activities;
kebandarudaraan; jasa pengurusan transportasi (JPT). transportation management services (JPT).
Aktivitas profesional, ilmiah dan teknis, yaitu menjalankan usaha dalam Professional, scientific, and technical activities in engineering services
bidang aktivitas konsultasi transportasi; penelitian dan pengembangan including but not limited to transportation consultation; technology and
teknologi dan rekayasa; jasa inspeksi periodic; jasa kalibrasi atau engineering research and development; periodic inspection services;
metrology. calibration or metrology services;
Aktivitas penyewaan dan sewa guna usaha tanpa hak opsi, Leasing without option rights, employment, travel agents and other
ketenagakerjaan, agen perjalanan dan penunjang usaha lainnya, yaitu supporting activities, running a business in the service sector, especially
menjalankan usaha dalam bidang aktivitas penyewaan dan sewa guna leasing services and leasing without options for engines, equipment and
usaha tanpa hak opsi mesin, peralatan dan barang berwujud lainnya other tangible goods that cannot be classified elsewhere.
yang tidak dapat diklasifikasikan di tempat lain.
Pendidikan, yaitu menjalankan usaha dalam bidang Pendidikan swasta. Education, namely running a business in the field of private education
Kegiatan Usaha Penunjang
Supporting Business Activities
Melakukan penyediaan jasa konsultan dan tenaga ahli di bidang Providing consultation services and experts in aircraft, component,
perawatan pesawat udara, lomponen, dan mesin termasuk namun and engine maintenance, including but not limited to transportation
tidak terbatas pada aktivitas konsultasi transportasi. consulting.
Melakukan pelatihan di luar dari sebagaimana disebut dalam ayat 2 Conduct training other than those referred to in paragraph 2 letter f
huruf f pasal yang terdapat di Anggaran Dasar Pasal 3. of this Articles of Association Article 3.
PRODUK DAN JASA PRODUCTS AND SERVICES
GMF mengelompokkan jenis usahanya ke dalam dua segmen GMF categorizes its business into two segments, namely (1)
yaitu (1) Reparasi dan Overhaul, dan (2) Perawatan. Reparation and Overhaul, and (2) Maintenance.
Reparasi dan Overhaul
Reparation and Overhaul
Airframe GMF memiliki empat hangar untuk melakukan: GMF owns four hangars to perform:
• Heavy check rutin; • Routine heavy checks;
• Modifikasi besar; • Major modifications;
• Pengecatan eksterior pesawat; • Aircraft exterior painting;
• Finishing dekoratif, cabin refurbishment and • Decorative finishing, cabin refurbishment and
reconfiguration, perbaikan struktur besar; reconfiguration, extensive structural repairs;
• Perawatan dan overhaul pesawat. • Aircraft maintenance and overhaul.
Jenis pesawat yang telah mendapatkan sertifikasi (DKPPU, The types of aircraft that have been certified (DKPPU, FAA,
FAA, EASA, CAA UK, CASA): EASA, CAA UK, CASA):
A320, A320NEO, A330, A330NEO, B737CL, B737NG, A320, A320NEO, A330, A330NEO, B737CL, B737NG,
B737MAX, B747, B777, CRJ1000, ATR72. B737MAX, B747, B777, CRJ1000, ATR72.
69
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 70
Reparasi dan Overhaul
Reparation and Overhaul
Engine GMF memiliki Engine Workshop & Engine and APU Test GMF owns Engine Workshop and Engine & APU Test Cell to
Cell untuk merawat mesin pesawat dan Auxilliary Power perform aircraft engine maintenance and Auxiliary Power
Unit (APU) seperti: Units (APUs) such as:
• Mesin CFM56-3 dan APU GTCP 85 yang terpasang di • The CFM56-3 and GTCP 85 APU engine type on the
pesawat seri B737CL; B737CL series aircraft;
• Mesin CFM56-7 dan APU GTCP131-9B yang terpasang • The CFM56-7 and GTCP131 APU 9B engine type on
di pesawat seri B737NG; the B737NG series aircraft;
• Mesin CFM56-5 dan APU GTCP131-9A yang terpasang • The CFM56-5 and GTCP131-9A APU engines on A320;
di pesawat seri A320;
• Mesin PW100 yang terpasang di pesawat ATR 42/72; • The PW100 engine on the ATR 42/72 aircraft;
• APU GTCP331-350 untuk pesawat seri A330. • The APU GTCP331-350 series for A330 aircraft.
Component Unit layanan Component dapat melakukan repair and The Component Services Unit capabilities include repair and
overhaul untuk instrumen pesawat, kontrol elektronik, overhauls for aircraft instruments, electronic controls, radars
radar dan navigasi, flight data recorders dan gyros, serta and navigation, flight data recorders and gyros, and Wheel
Wheel Brake & Landing Gear. GMF juga dapat menjaga Brake & Landing Gear. GMF can also maintain the availability
ketersediaan pasokan material untuk pelanggan melalui of material supply for customers through component pooling
layanan component pooling. services.
GMF memiliki sejumlah workshop: Avionics Workshop, GMF has several workshops such as Avionics Workshop,
Electro Mechanical and Oxygen Workshop, Wheel Brake Electro Mechanical and Oxygen Workshop, Wheel Brake &
& Landing Gear Workshop, serta Calibration and Non- Landing Gear Workshop, Calibration and Non Destructive
Destructive Test (NDT) Workshop. GMF dapat melakukan Test (NDT) Workshop. GMF can offer component
perawatan komponen untuk pesawat seri B737, B747, A320, maintenance for B737, B747, A320, A330, B777, CRJ1000,
A330, B777, CRJ1000, dan ATR72. and ATR72 series aircraft.
Workshop dan laboratorium GMF dilengkapi dengan GMF's workshops and laboratories are equipped with high-
peralatan testing , termasuk ATEC ( Automatic Test tech testing equipment including ATEC (Automatic Test
Equipment Complex), IRIS (Integrated Radio Instrument Equipment Complex), IRIS (Integrated Radio Instrument
System), INS (Inertial Navigation System), IDG (Integrated System), INS (Inertial Navigation System), IDG (Integrated
Drive Generator) dan Universal Testing Equipments Drive Generator), and Universal Testing Equipments.
Military & Defense Pada Segmen Military & Defense, Perseroan telah dan In Military & Defense, the Company has owned and are
sedang mengembangkan beberapa produk yang mencakup developing several products that cover Airframe, Engine,
kategori Airframe, Engine, Component serta Produk/ Component, and other Supporting Products/Services.
Layanan Pendukungnya.
Beberapa produk/layanan segmen Military & Defense yang The main products/services in Military & Defense are
menjadi prioritas di antaranya adalah kapabilitas untuk maintaining and modifying C130H, C130J maintenance,
perawatan dan modifikasi C130H, perawatan C130J, T56 MRTT Conversion, T56 Engine Overhaul, aircraft and
Engine Overhaul, serta perawatan pesawat dan mesin untuk engine maintenance for fighter aircraft. The Company’s
fighter aircraft dengan melihat perkembangan dari peluang products/services include maintenance and modification of
pasar. Sementara itu, produk/layanan yang dimiliki oleh Boeing Business Jet, Overhaul Engine CFM56-3 operated
Perusahaan saat ini antara lain mencakup perawatan dan by military/state institutions, Overhaul APU GTCP 85,
modifikasi Boeing Business Jet, Overhaul Engine CFM56- manufacturing and maintenance of several types of Ground
3 yang dioperasikan oleh institusi militer/kenegaraan, Support Equipment.
Overhaul APU GTCP 85, serta manufaktur dan perawatan
untuk beberapa jenis Ground Support Equipment.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
70 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 71
Profil Perusahaan
Company Profile
Reparasi dan Overhaul
Reparation and Overhaul
Perawatan
Maintenance
Line Maintenance Line Maintenance dapat dipergunakan untuk penerbangan Line Maintenance can be used for domestic and international
& Technical Ground domestik dan internasional di Bandar Udara Soekarno Hatta. flights at Soekarno-Hatta Airport.
Handling
Line Maintenance menangani perawatan pesawat seperti Line Maintenance handles aircraft maintenance such as
Pre-Flight Check, Transit Check, Daily Check, A Check Pre-Flight Check, Transit Check, Daily Check, A Check
(perawatan sampai dengan 600 jam terbang), serta berbagai (maintenance up to 600 flight hours), and other maintenance
jenis perawatan lainnya. types.
GMF dapat melakukan perawatan ringan pada pesawat GMF can perform light maintenance on B737, B737MAX,
seri B737, B737MAX, B747, B777, B787, A320, A320NEO, B747, B777, B787, A320, A320NEO, A330, A330NEO, A350,
A330, A330NEO, A350, CRJ1000, dan ATR72. GMF juga CRJ1000, and ATR72 series. GMF also handles overnight
menangani layanan overnight transit dan Emergency AOG transit and emergency AOG (Aircraft on Ground) services.
(Aircraft on Ground).
GMF juga memiliki fasilitas MCC (Maintenance Control GMF also has the MCC (Maintenance Control Center)
Center) untuk memantau operasional perawatan pesawat facility to monitor aircraft maintenance operations to reduce
udara guna mengurangi perawatan yang tidak terjadwal dan unscheduled maintenance and technical delays.
keterlambatan teknis.
Line Maintenance GMF didukung oleh 69 line station di Line Maintenance has the support of 69 line stations
seluruh Indonesia. throughout Indonesia.
71
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 72
WILAYAH OPERASIONAL OPERATIONAL AREA
GMF merupakan perusahaan penyedia jasa perawatan dan GMF is a company that provides an integrated aircraft
perbaikan pesawat terintegrasi dengan area pelayanan di 69 maintenance and repair in all over 69 Domestic Outstation
Outstation Line Maintenance Domestik. Sampai dengan akhir Line Maintenance. Until the end of 2024, GMF has been serving
tahun 2024, GMF melayani pelanggan di berbagai belahan dunia its customers worldwide in 5 (five) major continents in more
meliputi 5 (lima) benua dan lebih dari 70 negara. than 70 countries.
BTJ
SBG
LSW TNJ
KNO BTH TR
DTB PNK PSU PKY
MEQ B
PKU SQG
FLZ
GNS
PGK
TJQ
PDG
DJB
PLM
BKS
CGK KTG
BDJ
TKG SRG
SUB
UP
HLP
BDO
JOG
PERUBAHAN SIGNIFIKAN SOC
MLG JBB BWX DPS
Significant Changes [OJK C.6] S
Pada tahun 2024, pada pelaksanaan RUPSLB tanggal 28 In 2024, during the EGMS on October 28, 2024, the shareholders
Oktober 2024, pemegang saham telah menyetujui pelaksanaan approved the implementation of the Capital Increase with Pre-
Penambahan Modal dengan Hak Memesan Efek Terlebih emptive Rights (PMHMETD) or rights issue, which has finished
Dahulu (PMHMETD) atau rights issue yang pelaksanaannya to be executed on January 15, 2025. The implementation of the
selesai pada tanggal 15 Januari 2025. Pelaksanaan PMHMETD PMHMETD is carried out as part of the asset/facility injection
dilakukan dalam rangka inbreng aset/fasilitas dari induk usaha from the parent company to GMF. The PMHMETD has been
kepada GMF. Pelaksanaan PMHMETD tercatat dalam Laporan recorded in the Financial Statements for the year ending
Keuangan untuk tahun yang berakhir pada 31 Desember December 31, 2024, in the Financial Position, Equity section,
2024 pada Laporan Posisi Keuangan bagian Ekuitas dengan with an addition to the “advance for share capital” account
menambahkan akun “uang muka setoran atas modal saham” amounting to USD25.91 million.
sebesar USD25,91 juta.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
72 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 73
Profil Perusahaan
Company Profile
RK
MDC TTE
BEJ MDC KAU
SOQ MKW BKI
PLW
LUW
DJJ
KDI
PUM
TQQ LAH
AMQ
LWU BUW
PG
RAQ
KNG
NBX
LUV TIM
SWQ LBJ
MOF
TMC ENE
KOE SXK MKQ
73
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 74
Struktur Organisasi
Organization Structure
Pada tahun 2024, GMF menggunakan Struktur Organisasi In 2024, GMF used the Parent Organization Structure which has
Induk yang telah ditetapkan berdasarkan Surat Keputusan been stipulated based on President Director’s Decree No. DT/
Direktur Utama No. DT/SKEP-5015/24 tanggal 21 Agustus SKEP-5015/24 dated August 21, 2024, concerning the Parent
2024 tentang Organisasi Induk PT Garuda Maintenance Facility Organization of PT Garuda Maintenance Facility Aero Asia Tbk.
Aero Asia Tbk.
Struktur Organisasi Induk
PARENT ORGANIZATIONAL STRUCTURE
PT Garuda Maintenance Facility Aero Asia Tbk
Direktur Utama
CEO
Andi Fahrurrozi
VP SBU Defense Industry
Rajesh Ferdinand Kusuma
Direktur Keuangan Direktur Line Operation
Director of Finance Director of Line Operation
Salusra Satria Mukhtaris
EGM Risk Management
Santi Agustina
VP Financial & Management VP Line Maintenance
Accounting Wayan Winten Adnyano
Chairuddin
VP Maintenance Planning
VP Treasury Management Wayan Winten Adnyano (Pelaksana
Indra Prabowo Harian | Daily Executor)
VP Engineering Services
Andriyono Novan Hartoko
VP Material & Logistic Services
Desrianto Adi Prayogi
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
74 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 75
Profil Perusahaan
Company Profile
Direktur
Board of Directors
VP Quality Assurance &
Safety
Arif Sugianto
VP Internal Audit
Deddy Fezantino
VP Corporate Strategy
& Business Development
Direktur Business & Base Direktur Human Capital R. Rendy Purwidyaputra
Operation Corporate Affairs &
Director of Business & Base & Director of Human Capital
Corporate Affairs
Operations VP Sales & Marketing
Irvan Pribadi Pudjo Sarwoko Asep Mulyana
VP Corporate Secretary
VP Widebody Base Maintenance VP Human Capital Management & Legal
Zarul Fuziono Eldira Umar Ali Zain
Rian Fajar Isnaeni
VP Narrowbody Base
VP Corporate Affairs & HSE
Maintenance
Endang Darajat
Firman Akasah
Instruction Line
VP Engine Services
Fidiarta Andika Coordination Line
& VP Component Maintenance
Specialized Services
Lia Yuanawati
VP Aircraft Support & Industrial
Solutions
R. Suryo Hardiono
75
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 76
Profil Dewan Komisaris
Board of Commissioners’ Profile
Berikut adalah komposisi anggota Dewan Komisaris sepanjang The following is the composition of the Board of Commissioners
tahun 2024 hingga pada saat Laporan Terintegrasi ini members throughout 2024 until the time this Integrated Report
ditandatangani dan diterbitkan. Dapat kami sampaikan bahwa is signed and published. We can confirm that throughout 2024,
sepanjang tahun 2024, komposisi anggota Dewan Komisaris the composition of the Company’s Board of Commissioners
Perseroan tidak mengalami perubahan. members remained unchanged.
Komposisi Anggota Dewan Komisaris Selama 2024
Composition of the Board of Commissioners Members Throughout 2024
Komisaris Utama : Dharmadi
President Commissioner
Komisaris : Rahmat Hanafi
Commissioner
Komisaris Independen : Ali Gunawan
Independent Commissioner
Komisaris Independen : Abhan
Independent Commissioner
Komisaris : Agit Atriantio
Commissioner
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
76 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 77
Profil Perusahaan
Company Profile
Dharmadi
Komisaris Utama/Komisaris Independen
President Commissioner/Independent Commissioner
Periode Jabatan: 28 Juni 2023 sampai dengan penutupan RUPS tahunan ke-3 yang diselenggarakan pada tahun 2026, Periode Pertama.
Office Term: June 28, 2023, effective from the appointment date until the closing of the third GMS in 2026, First Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | Tempat 71 tahun | Bondowoso, 14 Agustus 1953
Tanggal Lahir 71 years old | Bondowoso, August 14, 1953
Age as of December 31, 2024 | Place of
Birth and Date
Domisili Tangerang
Domicile
Dasar Hukum Penunjukan Diangkat sebagai Komisaris Utama berdasarkan He was appointed as the President Commissioner based
Legal Basis of Appointment Keputusan RUPS Tahunan pada tanggal 28 Juni 2023 on the Annual GMS Resolution dated June 28, 2023,
dan dinyatakan dalam Akta No. 16 tanggal 28 Juni which was ratified in the Deed No. 16 dated June 28,
2023 yang dibuat di hadapan Shanti Indah Lestari, 2023, made before Shanti Indah Lestari, S.H., M.Kn., a
S.H., M.Kn., Notaris di Kabupaten Tangerang. Jabatan Notary in Tangerang City. This is his first term serving
ini merupakan periode pertama dalam jajaran Dewan as Commissioner of GMF.
Komisaris GMF.
Riwayat Pendidikan • Magister Manajemen Bisnis Internasional dari • Master in International Business Management from
Educational Background Sekolah Tinggi Manajemen PPM (1995) PPM Business School (1995);
• Sarjana Teknik dari IKIP Bandung (1993) • Bachelor of Engineering from IKIP Bandung (1993).
Pengalaman Kerja • CEO Flybest Flight Academy (2017-2022); • CEO of Flybest Flight Academy (2017-2022);
Work Experience • Komisaris Indonesia AirAsia (2013-2017); • Commissioner of Indonesia AirAsia (2013-2017);
• CEO Indonesia AirAsia (2007-2014). • CEO of Indonesia AirAsia (2007-2014).
Jabatan Rangkap • Anggota Komite Nominasi dan Remunerasi • Member of the Nomination and Remuneration
Concurrent Positions Perseroan (2023-sekarang); Committee of the Company (2023-present);
• Wakil Sekretaris Jenderal Indonesia National Air • Deputy Secretary General of the Indonesia National
Carrier Association (INACA) (2022-sekarang); Air Carrier Association (INACA) (2022-present);
• Anggota Dewan Komisaris Flybest Flight Academy • Member of the Board of Commissioners of the
2022-sekarang). Flybest Flight Academy (2022-present).
Hubungan Afiliasi & Kepemilikan Saham • Beliau tidak memiliki hubungan afiliasi dengan • He does not have any affiliation with other members
Perseroan anggota Dewan Komisaris, Direksi, dan pemegang of the Board of Commissioners, Board of Directors,
Affiliate Relationship & Share saham utama Perseroan. and major shareholders of the Company
Ownership of the Company • Beliau tidak memiliki saham Perseroan. • He does not own any Company’s shares.
77
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 78
Rahmat Hanafi
Komisaris
Commissioner
Periode Jabatan: 28 Juni 2023 sampai dengan penutupan RUPS tahunan ke-3 yang diselenggarakan pada tahun 2026, Periode Kedua.
Office Term: June 28, 2023, effective from the appointment date until the closing of the third GMS in 2026, Second Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | Tempat 58 tahun | Cirebon, 12 September 1966
Tanggal Lahir 58 years old | Cirebon, September 12, 1966
Age as of December 31, 2024 | Place of
Birth and Date
Domisili Tangerang
Domicile
Dasar Hukum Penunjukan Diangkat kembali sebagai Komisaris berdasarkan He was reappointed as the Commissioner based on
Legal Basis of Appointment Keputusan RUPS Tahunan pada tanggal 28 Juni 2023 the Annual GMS Resolution on June 28, 2023, which
yang dinyatakan dalam Akta Pernyataan Keputusan was ratified in the Deed of Meeting Resolution No. 16
Rapat No. 16 tanggal 28 Juni 2023 yang dibuat di on June 28, 2023, made before Shanti Indah Lestari,
hadapan Shanti Indah Lestari, S.H., M.Kn, Notaris di S.H., M.Kn, a Notary in Tangerang Regency. This is his
Kabupaten Tangerang. Jabatan ini merupakan periode second term serving as Commissioner of GMF.
kedua dalam jajaran Dewan Komisaris GMF.
Riwayat Pendidikan • Pendidikan Pasca Sarjana bidang Manajemen dari • Postgraduate Program in Management at the
Educational Background Sekolah Tinggi Ilmu Ekonomi Jakarta (2003); Jakarta College of Economic (2003);
• Sarjana bidang Teknik Elektro (Sub Bidang Teknik • Bachelor's Degree in Electro Engineering (Sub
Komputer) dari Institut Teknologi Bandung Field of Computer Engineering) from Bandung
(1990). Institute of Technology (1990).
Pengalaman Kerja • Senior Executive Project Manager MRO di Batam, • Senior Executive Project Manager MRO in Batam,
Work Experience Bintan, dan Kualanamu Perseroan (2018-2020); Bintan, and Kualanamu of the Company (2018-
2020);
• Direktur Line Operations Perseroan (2018); • Director of Line Operations of the Company
(2018);
• Direktur Base Operations Perseroan (2017- • Director of Base Operations of the Company
2018); (2017-2018);
• VP Engine Maintenance Perseroan (2016-2017); • VP Engine Maintenance of the Company (2016-
• Senior VP Engine Maintenance Perseroan (2015- 2017);
2016); • Senior VP Engine Maintenance of the Company
• VP Strategy Management Office Perseroan (2015-2016);
(2013-2015). • VP Strategy Management Office of the Company
(2013-2015).
Jabatan Rangkap • Direktur Teknik PT Garuda Indonesia (Persero) • Director of Engineering of PT Garuda Indonesia
Concurrent Positions Tbk (2020-sekarang); (Persero) Tbk (2020-present);
• Anggota Komite Nominasi dan Remunerasi • Member of the Nomination and Remuneration
Perseroan (2020-sekarang). Committee of the Company (2020-present).
Hubungan Afiliasi & Kepemilikan Saham • Memiliki hubungan afiliasi dengan pemegang • He has an affiliation with the Company’s
Perseroan saham Perseroan karena jabatan rangkap di PT shareholders due to his other position at PT
Affiliate Relationship & Share Ownership Garuda Indonesia (Persero) Tbk. Garuda Indonesia (Persero) Tbk.
of the Company • Tidak memiliki saham di Perseroan. • He does not own any share at the Company
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
78 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 79
Profil Perusahaan
Company Profile
Ali Gunawan
Komisaris Independen
Independent Commissioner
Periode Jabatan: 28 Juni 2024, sampai dengan penutupan RUPS ke-1 yang diselenggarakan pada tahun 2027, Periode Pertama.
Office Term: June 28, 2024, until the closing of the third GMS in 2027, First Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | Tempat Tanggal Lahir 61 tahun | Padang, 21 Juli 1963
Age as of December 31, 2024 | Place of Birth and 61 years old | Padang, July 21, 1963
Date
Domisili Jakarta
Domicile
Dasar Hukum Penunjukan Diangkat sebagai Komisaris Independen Perseroan He was appointed as the Independent
Legal Basis of Appointment berdasarkan Keputusan RUPS Luar Biasa pada Commissioner based on the Annual GMS
tanggal 28 Juni 2024 yang dinyatakan dalam Akta Resolution on June 28, 2024, which was
Pernyataan Keputusan Rapat No. 12 tanggal 28 Juni ratified in the Deed of Meeting Resolution
2024 yang dibuat di hadapan Shanti Indah Lestari SH., No. 12 on June 28, 2024, which was made
M.KN, Notaris di Kabupaten Tangerang. Jabatan ini before Shanti Indah Lestari, S.H., M.Kn, a
merupakan periode pertama dalam jajaran Dewan Notary in Tangerang Regency. This is his first
Komisaris GMF. term serving as the Board of Commissioners
of GMF.
Riwayat Pendidikan Sarjana Ekonomi Akuntansi Universitas Trisakti (1994). Bachelor in Accounting Economics from
Educational Background Trisakti University (1994).
Pengalaman Kerja Auditor, Akuntan Publik Prasetio, Sarwoko & Sandjaja Auditor at Prasetio, Sarwoko & Sandjaja
Work Experience (Ernst &Young Indonesia) (1986-2004) dengan jabatan (Ernst & Young Indonesia) (1986-2004) with
terakhir sebagai partner. his last position as a partner.
Jabatan Rangkap • Ketua Komite Audit & Kebijakan Tata Kelola • Chairman and Member of Audit
Concurrent Positions Perusahaan Perseroan (2023-sekarang); Committee & Corporate Governance
Policy of the Company (2023-present);
• Group Financial Controller PT CT Corpora • Group Financial Controller of PT CT
(2004-sekarang). Corpora (2004-present).
Hubungan Afiliasi & Kepemilikan Saham Perseroan • Beliau tidak memiliki hubungan afiliasi dengan • He does not have any affiliation
Affiliate Relationship & Share Ownership of the anggota Dewan Komisaris, Direksi, dan pemegang with other members of the Board of
Company saham utama Perseroan. Commissioners, Board of Directors, and
major shareholders of the Company
• Beliau tidak memiliki saham Perseroan. • He does not own any Company’s shares.
79
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 80
Abhan
Komisaris Independen
Independent Commissioner
Periode Jabatan: 28 Juni 2023 sampai dengan penutupan RUPS tahunan ke-3 yang diselenggarakan pada tahun 2026, Periode Pertama.
Office Term: June 28, 2023, effective from the appointment date until the closing of the third GMS in 2026, First Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | Tempat Tanggal Lahir 56 tahun | Pekalongan, 12 November 1968
Age as of December 31, 2024 | Place of Birth and 56 years old | Pekalongan, November 12, 1968
Date
Domisili Semarang
Domicile
Dasar Hukum Penunjukan Diangkat sebagai Komisaris Independen berdasarkan He was appointed as the Independent
Legal Basis of Appointment Keputusan RUPS Tahunan pada tanggal 28 Juni 2023 Commissioner based on the Annual GMS
dan dinyatakan dalam Akta 16 tanggal 28 Juni 2023 Resolution dated June 28, 2023, which was
yang dibuat di hadapan Shanti Indah Lestari, S.H., ratified in the Deed No. 16 dated June 28,
M.Kn., Notaris di Kabupaten Tangerang. Jabatan ini 2023, made before Shanti Indah Lestari, S.H.,
merupakan periode pertama dalam jajaran Dewan M.Kn., a Notary in Tangerang City. This is his
Komisaris GMF. first term serving as Commissioner of GMF.
Riwayat Pendidikan • Magister Hukum dari Universitas Islam Sultan • Master in Law from the Sultan Agung
Educational Background Agung, Semarang (2018); Islamic University, Semarang (2018).
• Sarjana Hukum dari Universitas Pekalongan • Bachelor of Law from Pekalongan
(1991). University (1991);
Pengalaman Kerja • Ketua Bawaslu Indonesia (2017-2022); • Chair of Indonesia’s Bawaslu (2017-
Work Experience 2022);
• Ketua Bawaslu Provinsi Jawa Tengah (2012- • Chair of Central Java’s Bawaslu (2012-
2017). 2017).
Jabatan Rangkap • Anggota Komite Nominasi dan Remunerasi • Member of the Nomination and
Concurrent Positions Perseroan (2023-sekarang); Remuneration Committee of the
Company (2023-present);
• Pengacara di Firma Hukum ABHAN and Partners • Attorney in Law Firm ABHAN and
(1992-sekarang). Partners (1992-present).
Hubungan Afiliasi & Kepemilikan Saham Perseroan • Beliau tidak memiliki hubungan afiliasi dengan • He does not have any affiliation
Affiliate Relationship & Share Ownership of the anggota Dewan Komisaris, Direksi, dan pemegang with other members of the Board of
Company saham utama Perseroan. Commissioners, Board of Directors, and
major shareholders of the Company
• Beliau tidak memiliki saham Perseroan. • He does not own any Company’s shares.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
80 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 81
Profil Perusahaan
Company Profile
Agit Atriantio
Komisaris
Commissioner
Periode Jabatan: 28 Juni 2024, sampai dengan penutupan RUPS ke-3 yang diselenggarakan pada tahun 2027, Periode Pertama.
Office Term: June 28, 2024, until the closing of the third GMS in 2027, First Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | Tempat 56 tahun | Madiun, 29 April 1969
Tanggal Lahir 56 years old | Madiun, April 29, 1969
Age as of December 31, 2024 | Place of
Birth and Date
Domisili Tangerang Selatan
Domicile
Dasar Hukum Penunjukan Diangkat sebagai Komisaris Independen Perseroan Appointed as Independent Commissioner through
Legal Basis of Appointment berdasarkan Keputusan RUPS Luar Biasa pada the Resolution of the Extraordinary GMS on June
tanggal 28 Juni 2024, yang dinyatakan dalam Akta 28, 2024, that has been stipulated in the Deed of of
Pernyataan Keputusan Rapat No. 12 tanggal 28 Juni Meeting Resolutions No. 12 dated June 28, 2024,
2024 yang dibuat dihadapan Shanti Indah Lestari drawn up before Shanti Indah Lestari SH., M.KN,
SH, M.Kn., Notaris di Kabupaten Tangerang. Jabatan a Notary in Tangerang Regency. This is his second
ini merupakan periode kedua dalam jajaran Dewan term serving as the Board of Commissioners of
Komisaris GMF. GMF.
Riwayat Pendidikan Sarjana, Universitas Trisakti Bachelor’s Degree, Trisakti University
Educational Background
Pengalaman Kerja • Komisaris di PT Angkasa Pura Support (2020- • Commissioner of PT Angkasa Pura Support
Work Experience 2021) (2020-2021)
• Asisten Khusus Wakil Menteri Pertahanan Bidang • Special Assistant to the Deputy Minister of
Komunikasi (Propaganda) & Pengembangan Defense for Communication (Propaganda) &
Militer (2019) Military Development (2019)
• Asisten Menteri Perhubungan Bidang Digital • Assistant Minister of Transportation in Digital
Media, Media Sosial, dan Komunikasi (2016-2019) Media, Social Media, and Communication
(2016-2019)
• Strategic Plan & Digital Propaganda Consultant • Strategic Plan & Digital Consultant of
(2013-2016) Propaganda (2013-2016)
• CEO SID Indonesia, Digital & Cyber • CEO of SID Indonesia, Digital & Cyber
Communications Company (2011-2013) Communications Company (2011-2013)
• Country Head of Marketing & Strategic Plan, AJE • Country Head of Marketing & Strategic Plan,
Group International (2009-2011) AJE Group International (2009-2011)
Jabatan Rangkap Ketua Komite Pengembangan Usaha dan Pemantauan Business Development and Risk Monitoring
Concurrent Positions Risiko GMF (2021-sekarang) Committee of GMF (2021-present)
Hubungan Afiliasi & Kepemilikan Saham • Beliau tidak memiliki hubungan afiliasi dengan • He does not have any affiliation with other
Perseroan anggota Dewan Komisaris, Direksi, dan pemegang members of the Board of Commissioners,
Affiliate Relationship & Share Ownership saham utama Perseroan. Board of Directors, and major shareholders
of the Company of the Company
• Beliau tidak memiliki saham Perseroan. • He does not own any Company’s shares.
81
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 82
Profil Direksi
Board of Directors’ Profile
Berikut adalah komposisi anggota Direksi sepanjang tahun The following is the composition of the Board of Directors
2024 hingga pada saat Laporan Terintegrasi ini ditandatangani members throughout 2024 until the time this Integrated Report
dan diterbitkan. Dapat kami sampaikan bahwa sepanjang tahun is signed and published. We can confirm that throughout 2024,
2024, komposisi anggota Direksi Perseroan tidak mengalami the composition of the Company’s Board of Directors members
perubahan. remained unchanged.
Komposisi Anggota Direksi Selama 2024
Composition of Board of Directors Through 2024
Direktur Utama : Andi Fahrurrozi
CEO
Direktur Base Operation : Irvan Pribadi
Director of Base Operations
Direktur Human Capital & Corporate Affairs : Pudjo Sarwoko
Director of Human Capital & Corporate Affairs
Direktur Keuangan : Salusra Satria
Director of Finance
Direktur Line Operation : Mukhtaris
Director of Line Operation
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
82 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 83
Profil Perusahaan
Company Profile
Andi
Fahrurrozi
Direktur Utama
President Director
Periode Jabatan: 28 Juni 2023, efektif menjabat sejak tanggal tersebut sampai dengan penutupan RUPS ke-3 yang
diselenggarakan pada tahun 2026, Periode Kedua.
Office Term: June 28, 2023, effective from the appointment date until the closing of the third GMS in 2026, Second Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | Tempat Tanggal Lahir 45 tahun | Temanggung, 12 April 1980
Age as of December 31, 2024 | Place of Birth and 45 years old | Temanggung, April 12, 1980
Date
Domisili Tangerang
Domicile
Dasar Hukum Penunjukan Diangkat sebagai Direktur Utama berdasarkan Appointed as President Director based on
Legal Basis of Appointment Keputusan RUPS Tahunan pada tanggal 28 Juni 2023 the Annual GMS Decision on 28 June 2023
yang dinyatakan dalam Akta Pernyataan Keputusan as stated in the Deed of Meeting Resolution
Rapat No. 16 tanggal 28 Juni 2023 Shanti Indah Statement No. 16 dated June 28, 2023, Shanti
Lestari, S.H., M.Kn, Notaris di Kabupaten Tangerang. Indah Lestari, S.H., M.Kn, Notary in Tangerang
Jabatan ini merupakan periode kedua dalam jajaran Regency. This position is the second term in the
Direksi Perseroan. Company's Board of Directors.
Riwayat Pendidikan • Pasca Sarjana Teknik Dirgantara, Institut • Postgraduate in Aerospace Engineering,
Educational Background Teknologi Bandung (2004); Institut Teknologi Bandung (2004);
• Sarjana Teknik Dirgantara, Institut Teknologi • Bachelor of Aerospace Engineering,
Bandung (2001). Institut Teknologi Bandung (2001).
Pengalaman Kerja • Direktur Business & Base Operation Perseroan • Director of Business & Base Operation of
Work Experience (2020-2021); the Company (2020-2021)
• VP Component Services Perseroan (2017- • VP Component Services of the Company
2020); (2017-2020);
• VP Logistics & Bonded Services Perseroan • VP Logistics & Bonded Services of the
(2017); Company (2017);
• Executive Program Manager Perseroan (2014- • Executive Program Manager of the
2017); Company (2014-2017);
• GM Knowledge Management Perseroan (2012- • GM Knowledge Management of The
2014) Company (2012-2014)
Jabatan Rangkap Beliau tidak memiliki rangkap jabatan baik sebagai He does not hold any concurrent position
Concurrent Positions anggota Direksi, anggota Dewan Komisaris dan/atau either as a member of the Board of Directors,
anggota komite serta jabatan lainnya di emiten atau member of the Board of Commissioners and/
perusahaan publik lain. or committee member, and other functions at
other issuers or public companies.
Hubungan Afiliasi & Kepemilikan Saham Perseroan • Beliau tidak memiliki hubungan afiliasi dengan • He has no affiliation with members of the
Affiliate Relationship & Share Ownership of the anggota Dewan Komisaris, Direksi, dan Board of Commissioners, Directors and
Company Pemegang Saham Utama Perseroan Major Shareholders of the Company.
• Beliau memilki 144.400 lembar saham di GMF • He owns 144,400 shares in GMF (stock
(kode saham: GMFI) code: GMFI).
83
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 84
Irvan Pribadi
Direktur Base Operation
Director of Base Operation
Periode Jabatan: 28 Juni 2023, efektif menjabat sejak tanggal tersebut sampai dengan penutupan RUPS ke-3 yang
diselenggarakan pada tahun 2026 , Periode Pertama.
Office Term: June 28, 2023, effective from the appointment date until the closing of the third GMS in 2026, FIrst Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | Tempat Tanggal 55 tahun | Palangkaraya, 29 Maret 1970
Lahir 55 years old | Palangkaraya, March, 29, 1970
Age as of December 31, 2024 | Place of Birth
and Date
Domisili Depok
Domicile
Dasar Hukum Penunjukan Diangkat sebagai Direktur Base Operation Appointed as Director of Base Operation
Legal Basis of Appointment berdasarkan Keputusan RUPS Tahunan pada based on the Resolution of the Annual
tanggal 28 Juni 2023 yang dinyatakan dalam Akta GMS on June 28, 2023, as stated in the
Pernyataan Keputusan Rapat No. 16 tanggal 28 Deed of Meeting Resolution No. 16 dated
Juni 2023 Shanti Indah Lestari, S.H., M.Kn, Notaris June 28, 2023, Shanti Indah Lestari, S.H.,
di Kabupaten Tangerang. Jabatan ini merupakan M.Kn, Notary in Tangerang Regency.
periode pertama dalam jajaran Direksi Perseroan. This position is the first period in the
Company's Board of Directors.
Riwayat Pendidikan Sarjana Teknik Mesin dari Institut Teknologi Bachelor of Mechanical Engineering from
Educational Background Bandung (1994). Bandung Institute of Technology (1994).
Pengalaman Kerja • Vice President Wide Body Base Maintenance • Vice President of Wide Body Base
Work Experience (2019-2023); Maintenance (2019-2023);
• GM Structure Shop (2013-2019); • GM of Structure Shop (2013-2019);
• GM Aircraft Structure Maintenance (2012- • GM of Aircraft Structure Maintenance
2016). (2012-2016).
Jabatan Rangkap Beliau tidak memiliki rangkap jabatan baik sebagai He has no concurrent positions as a
Concurrent Positions anggota Direksi, anggota Dewan Komisaris dan/ member of the Board of Directors,
atau anggota komite serta jabatan lainnya di emiten member of the Board of Commissioners
atau perusahaan publik lain. and/or member of committees and
other positions in other issuers or public
companies.
Hubungan Afiliasi & Kepemilikan Saham • Beliau tidak memiliki hubungan afiliasi dengan • He has no affiliation with members
Perseroan anggota Dewan Komisaris, Direksi, dan of the Board of Commissioners,
Affiliate Relationship & Share Ownership of pemegang saham utama Perseroan. Directors and Major Shareholders
the Company
of the Company.
• Beliau memilki 62,800 lembar saham di GMF • He owns 62,800 shares in GMF (stock
(kode saham: GMFI) code: GMFI).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
84 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 85
Profil Perusahaan
Company Profile
Pudjo
Sarwoko
Direktur Human Capital & Corporate Affairs
Director of Human Capital & Corporate Affairs
Periode Jabatan: 28 Juni 2023, efektif menjabat sejak tanggal tersebut sampai dengan penutupan RUPS ke-3 yang
diselenggarakan pada tahun 2026 , Periode Kedua.
Office Term: June 28, 2023, effective from the appointment date until the closing of the third GMS in 2026, Second Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | 57 tahun | Jakarta, 7 April 1968
Tempat Tanggal Lahir 57 years old | Jakarta, April 7, 1968
Age as of December 31, 2024 |
Place of Birth and Date
Domisili Jakarta
Domicile
Dasar Hukum Penunjukan Diangkat sebagai Direktur Human Capital & Corporate Appointed as Director of Human Capital & Corporate
Legal Basis of Appointment Affairs berdasarkan Keputusan RUPS Tahunan pada Affairs based on the Resolution of the Annual GMS on 28
tanggal 28 Juni 2023 yang dinyatakan dalam Akta June 2023 as stated in the Deed of Meeting Resolution No.
Pernyataan Keputusan Rapat No. 16 tanggal 28 Juni 16 dated 28 June 2023 Shanti Indah Lestari, S.H., M.Kn,
2023 Shanti Indah Lestari, S.H., M.Kn, Notaris di Notary in Tangerang Regency. This is her second term in
Kabupaten Tangerang. Jabatan ini merupakan periode the Company's Board of Directors.
kedua dalam jajaran Direksi Perseroan.
Riwayat Pendidikan • Sarjana Hukum, Universitas Muhammadiyah, • Bachelor of Law, Universitas Muhammadiyah,
Educational Background Tangerang (2018) Tangerang (2018)
• Pasca Sarjana Hukum, Universitas Muhammadiyah, • Postgraduate in Law, Universitas Muhammadiyah,
Jakarta (2021) Jakarta (2021)
Pengalaman Kerja • Direktur Line Operation Perseroan (2020-2021); • Director of Line Operation of the Company (2020-
Work Experience 2021)
• VP Corporate Affairs & HSE Perseroan (2020); • VP Corporate Affairs & HSE of the Company (2020);
• Executive Project Manager Perseroan (2019-2020); • Executive Project Manager Perseroan of the Company
(2019-2020);
• VP Cabin Maintenance Services Perseroan (2018- • VP Cabin Maintenance Services of the Company
2019); (2018-2019);
• VP Base Maintenance Perseroan (2018); • VP Base Maintenance of the Company (2018);
• VP Outstation Line Maintenance Perseroan (2016- • VP Outstation Line Maintenance of the Company
2018); (2016-2018);
• Senior Aircraft Maintenance Expert Perseroan • Senior Aircraft Maintenance Expert of the Company
(2015-2016). (2015-2016).
Sertifikasi Certified Legal Auditor (C.L.A.) – Pendidikan Auditor Certified Legal Auditor (C.L.A.) – Legal Auditor Program
Hukum dari Asosiasi Auditor Hukum Indonesia (ASAHI) from the Indonesian Association of Legal Auditors (ASAHI)
dan Jimly School of Law & Government (JSLG) (2020) and Jimly School of Law & Government (JSLG) (2020)
Jabatan Rangkap Beliau tidak memiliki rangkap jabatan baik sebagai He has no concurrent positions as a member of the Board
Concurrent Positions anggota Direksi, anggota Dewan Komisaris dan/atau of Directors, member of the Board of Commissioners and/
anggota komite serta jabatan lainnya di emiten atau or member of committees and other positions in other
perusahaan publik lain. issuers or public companies.
Hubungan Afiliasi & Kepemilikan • Beliau tidak memiliki hubungan afiliasi dengan • He has no affiliation with members of the Board of
Saham Perseroan anggota Dewan Komisaris, Direksi, dan pemegang Commissioners, Directors and Major Shareholders
Affiliate Relationship & Share saham utama Perseroan. of the Company.
Ownership of the Company • Beliau memiliki 89.200 lembar saham di GMF (kode • He owns 89,200 shares of GMF (ticker code: GMFI).
saham: GMFI). [mohon update]
85
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 86
Salusra
Satria
Direktur Keuangan
Director of Finance
Periode Jabatan: 2 September 2022, efektif menjabat sejak tanggal tersebut sampai dengan penutupan RUPS ke-3 yang
diselenggarakan pada tahun 2025, Periode Pertama.
Office Term: September 2, 2022, effective from the appointment date until the closing of the third GMS in 2025, First Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | Usia 60 tahun | Padang, 3 April 1965
Tempat Tanggal Lahir 60 years old | Padang, April 3, 1965
Age as of December 31, 2024 |
Place of Birth and Date
Domisili Jakarta
Domicile
Dasar Hukum Penunjukan Diangkat sebagai Direktur Keuangan berdasarkan Keputusan Appointed as Finance Director based on the Resolution of
Legal Basis of Appointment RUPS Tahunan pada tanggal 2 September 2022 yang the Annual GMS on 2 September 2022 as stated in the Deed
dinyatakan dalam Akta Pernyataan Keputusan Rapat No. 2 of Meeting Resolution No. 2 dated 2 September 2022 made
tanggal 2 September 2022 yang dibuat di hadapan Shanti Indah before Shanti Indah Lestari, S.H., M.Kn, Notary in Tangerang
Lestari, S.H., M.Kn, Notaris di Kabupaten Tangerang. Jabatan ini Regency. This position is the first period in the Company's
merupakan periode pertama dalam jajaran Direksi Perseroan. Board of Directors
Riwayat Pendidikan • Sarjana Ekonomi, Universitas Indonesia, Depok (1990); • Bachelor of Economics from the University of Indonesia,
Educational Background • Pasca Sarjana Keuangan, Macquarie University, Australia Depok (1990)
(1994) • Postgraduate Program in Finance at Macquarie University,
Australia (1994)
Pengalaman Kerja • Komisaris Independen, PT Asuransi Umum BCA • Independent Commissioner at PT Asuransi Umum BCA
Work Experience (2022-Sekarang) (2022- present)
• Director of Finance and Project Assesment, PT Penjamin • Director of Finance and Project Assesment at PT Penjamin
Infrastruktur Indonesia (2017-2021) Infrastruktur Indonesia (2017-2021)
• Direktur of Operation, PT Penjamin Infrastruktur • Director of Operation at PT Penjamin Infrastruktur
Indonesia (2016-2017) Indonesia (2016-2017)
• Executive Director of Bank Resolution and Claims • Executive Director of Bank Resolution and Claims
Payment, Lembaga Penjamin Simpanan (2013-2016) Payment at Indonesia Deposit Insurance Corporation
(2013-2016)
• Executive Director of Guarantee and Risk Management, • Executive Director of Guarantee and Risk Management
Lembaga Penjamin Simpanan (2010-2013) at Indonesia Deposit Insurance Corporation (2013-2016)
• Sekretaris Perusahaan, Lembaga Penjamin Simpanan • Corporate Secretary at Indonesia Deposit Insurance
(2005-2010) Corporation (2005-2010)
• Komisaris Independen PT Asuransi Bintang, Tbk (2007- • Independent Commissioner of PT Asuransi Bintang, Tbk
2010) (2007-2010)
• Deputi Direktur pada Direktorat Jenderal Institusi • Deputy Director at the Directorate General of Financial
Keuangan, Kementerian Keuangan (2000-2006). Institutions, Ministry of Finance (2000-2006)
Jabatan Rangkap Beliau tidak memiliki rangkap jabatan baik sebagai anggota He has no concurrent positions as a member of the Board of
Concurrent Positions Direksi, anggota Dewan Komisaris dan/atau anggota komite Directors, member of the Board of Commissioners and/or
serta jabatan lainnya di emiten atau perusahaan publik lain. member of committees and other positions in other issuers
or public companies.
Hubungan Afiliasi & Kepemilikan • Beliau tidak memiliki hubungan afiliasi dengan anggota • He has no affiliation with members of the Board of
Saham Perseroan Dewan Komisaris, Direksi, dan pemegang saham utama Commissioners, Directors and Major Shareholders of
Affiliate Relationship & Share Perseroan. the Company.
Ownership of the Company • Beliau tidak memiliki saham Perseroan • He does not own any shares in the Company
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
86 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 87
Profil Perusahaan
Company Profile
Mukhtaris
Direktur Line Operation
Director of Line Operation
Periode Jabatan: 2 September 2022, efektif menjabat sejak tanggal tersebut sampai dengan penutupan RUPS ke-3 yang
diselenggarakan pada tahun 2025, Periode Pertama.
Office Term: September 2, 2022, effective from the appointment date until the closing of the third GMS in 2025, First Period.
Kewarganegaraan Indonesia
Citizenship
Usia per 31 Desember 2024 | 41 tahun | Pontianak, 23 September 1983
Tempat Tanggal Lahir 41 years old | Pontianak, September 23, 1983
Age as of December 31, 2024 |
Place of Birth and Date
Domisili Bekasi
Domicile
Dasar Hukum Penunjukan Diangkat sebagai Direktur Line Operation Appointed as Director of Line Operation based on
Legal Basis of Appointment berdasarkan Keputusan RUPS Tahunan pada the Resolution of the Annual GMS on 2 September
tanggal 2 September 2022 yang dinyatakan dalam 2022 as stated in the Deed of Meeting Resolution No.
Akta Pernyataan Keputusan Rapat No. 2 tanggal 2 dated 2 September 2022 made before Shanti Indah
2 September 2022 yang dibuat di hadapan Shanti Lestari, S.H., M.Kn, Notary in Tangerang Regency. This
Indah Lestari, S.H., M.Kn, Notaris di Kabupaten position is the first period in the Company's Board
Tangerang. Jabatan ini merupakan periode pertama of Directors.
dalam jajaran Direksi Perseroan.
Riwayat Pendidikan • Sarjana Teknik Mesin, Institut Teknologi • Bachelor of Mechanical Engineering, Institut
Educational Background Sepuluh November, Surabaya (2007); Teknologi Sepuluh Nopember (2007)
• Pasca Sarjana Manajemen, PPM School of • Postgraduate Management, PPM School of
Management, Jakarta (2022) Management, Jakarta (2022)
Pengalaman Kerja • PLH Direktur Teknik dan Layanan PT Garuda • ACT Technical and Service Direktor of PT Garuda
Work Experience Indonesia (Persero) Tbk (2019-2020) Indonesia (Persero) Tbk (2019-2020)
• VP Acquisition and Aircraft Management PT • VP Acquisition and Aircraft Management of PT
Garuda Indonesia (Persero) Tbk (2018-2022) Garuda Indonesia (Persero) Tbk (2018-2022)
• VP Aircraft Maintenance Program PT Garuda • VP Aircraft Maintenance Program of PT Garuda
Indonesia (Persero) Tbk (2015-2018) Indonesia (Persero) Tbk (2015-2018)
• SM Powerplant Engineering Program PT Garuda • SM Powerplant Engineering Program of PT
Indonesia (Persero) Tbk (2013-2015) Garuda Indonesia (Persero) Tbk (2013-2015)
Jabatan Rangkap Beliau tidak memiliki rangkap jabatan baik sebagai He has no concurrent positions as a member of
Concurrent Positions anggota Direksi, anggota Dewan Komisaris dan/ the Board of Directors, member of the Board of
atau anggota komite serta jabatan lainnya di emiten Commissioners and/or member of committees and
atau perusahaan publik lain. other positions in other issuers or public companies.
Hubungan Afiliasi & Kepemilikan • Beliau tidak memiliki hubungan afiliasi dengan • He has no affiliation with members of the
Saham Perseroan anggota Dewan Komisaris, Direksi, dan Board of Commissioners, Directors and Major
Affiliate Relationship & Share pemegang saham utama Perseroan. Shareholders of the Company.
Ownership of the Company
• Beliau tidak memiliki saham Perseroan. • He does not own any shares in the Company.
87
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 88
Profil Pejabat Eksekutif
Profile of Executive Officials
VP Financial & Management Accounting
Usia | Age
55 tahun| 55 years old
Menjabat sejak 30 November 2021
Serving since November 30, 2021
Bergabung di GMF pada 16 Juni 1993
Joined GMF on June 16, 1993
Latar Belakang Pendidikan | Educational Background:
Master of Accounting, Trisakti University (2016)
Riwayat Jabatan | Positional History:
Chairuddin
• VP Financial Analysis & Enterprise Risk Management (2020-2021);
• CEO GELKo (2020);
• Senior Project Manager (2019-2020).
VP Wide Body Base Maintenance
Usia | Age
44 tahun| 44 years old
Menjabat sejak 10 Juli 2023
Serving since December 2, 2024
Bergabung di GMF pada 1 November 2006
Joined GMF on November 1 , 2006
Latar Belakang Pendidikan | Educational Background:
Master of Management, IPMI (2016)
Riwayat Jabatan | Positional History:
Zarul Fuziono
• VP Narrow Body Base Maintenance;
• SM Base Maintenance Planning & Engineering (2020-2022);
• Account Manager & Sales (2016-2019).
VP Component Maintenance & Specialized Services
Usia | Age
43 tahun| 43 years old
Menjabat sejak 2 Desember 2024
Serving since December 2, 2024
Bergabung di GMF pada 15 Maret 2007
Joined GMF on March 15, 2007
Latar Belakang Pendidikan | Educational Background:
Master of Management, IPMI Business School (2014)
Riwayat Jabatan | Positional History:
Lia Yuanawati
• Advisor (2024);
• Finance and Human Resources Director, PT AGI (2023-2024);
• VP Human Capital Management (2020-2023).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
88 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 89
Profil Perusahaan
Company Profile
VP Corporate Strategy & Digital Transformation
Usia | Age
36 tahun| 36 years old
Menjabat sejak 1 September 2023
Serving since September 1, 2023
Bergabung di GMF pada 18 Desember 2013
Joined GMF on December 18, 2013
Latar Belakang Pendidikan | Educational Background:
• Bachelor of Engineering, Bandung Institute of Technology (2012);
R. Rendy
• Master of Business Administration, SBM ITB (2002).
Purwidyaputra
Riwayat Jabatan | Positional History:
• SM Business Transformation (2020-2024);
• GM Business Development (2019-2020);
• GM Project Management Office & Inorganic Development (Caretaker
(2019).
VP Engineering Services
Usia | Age
45 tahun| 45 years old
Menjabat sejak 1 Oktober 2024
Serving since October 1, 2024
Bergabung di GMF pada 4 Desember 2008
Joined GMF on December 4 , 2008
Latar Belakang Pendidikan | Educational Background:
Bachelor of Engineering, Institut Teknologi Bandung (2004)
Andriyono Novan Riwayat Jabatan | Positional History:
Hartoko
• SM Line Maintenance Production Planning (2021-2024);
• SM Aircraft Engineering (2020-2021);
• GM Fleet Type CRJ-1000 (2018-2020).
VP Maintenance Planning (Pelaksana Harian)
Usia | Age
38 tahun| 38 years old
Menjabat sejak 2 Desember 2024
Serving since December 2, 2024
Bergabung di GMF pada 1 Januari 2008
Joined GMF on January 1 , 2008
Latar Belakang Pendidikan | Educational Background:
Master of Management, University of Indonesia (2019)
Wayan Winten Riwayat Jabatan | Positional History:
Adnyano
• VP Maintenance Planning (2021-2024);
• VP Engineering Services (2019-2021);
• SM Aircraft Planning & Control 2015-2019).
89
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 90
VP Material & Logistic Services
Usia | Age
36 tahun| 36 years old
Menjabat sejak 26 Agustus 2022
Serving since August 26, 2022
Bergabung di GMF pada 1 Mei 2011
Joined GMF on Mei 1 , 2011
Latar Belakang Pendidikan | Educational Background:
Master of Management, IPMI Business School (2016)
Desrianto Adi Riwayat Jabatan | Positional History:
Prayogi
• VP Corporate Secretary & Business Development (2018-2022);
• Corporate Business Partner (2017-2018);
• Executive Assistant to Board of Directors (2017).
VP Line Maintenance
Usia | Age
38 tahun| 38 years old
Menjabat sejak 2 Desember 2024
Serving since December 2, 2024
Bergabung di GMF pada 1 Januari 2008
Joined GMF on January 1 , 2008
Latar Belakang Pendidikan | Educational Background:
Master of Management, University of Indonesia (2019)
Wayan Winten Riwayat Jabatan | Positional History:
Adnyano
• VP Maintenance Planning (2021-2024);
• VP Engineering Services (2019-2021);
• SM Aircraft Planning & Control 2015-2019).
VP Human Capital Management
Usia | Age
41 tahun| 41 years old
Menjabat sejak 17 April 2023
Serving since April 17, 2023
Bergabung di GMF pada 20 Februari 2012
Joined GMF on February 20, 2012
Latar Belakang Pendidikan | Educational Background:
Master, Bandung Institute of Technology (2010)
Eldira Umar Riwayat Jabatan | Positional History:
Ali Zain
• SM Leader & Talent Development (2020-2023);
• GDPS (2019-2020);
• Corporate Business Partner (2017-2019).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
90 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 91
Profil Perusahaan
Company Profile
VP Internal Audit
Usia | Age
49 tahun| 49 years old
Menjabat sejak 22 November 2021
Serving since November 22, 2021
Bergabung di GMF pada 1 September 2014
Joined GMF on September 1, 2014
Latar Belakang Pendidikan | Educational Background:
Master of Management, University of Indonesia (2004)
Riwayat Jabatan | Positional History:
Deddy Fezantino
• VP Accounting (2018-2021);
• GM Reporting & Financial Planning (2016-2018);
• GM Payable & Receivable Accounting (2015-2016).
VP Narrow Body Base Maintenance
Usia | Age
45 tahun| 45 years old
Menjabat sejak 2 Desember 2024
Serving since December 2, 2024
Bergabung di GMF pada 24 Agustus 2007
Joined GMF on August 24, 2023
Latar Belakang Pendidikan | Educational Background:
Master’s Degree from IPMI Business School (2014)
Riwayat Jabatan | Positional History:
Firman Akasah
• VP Component Maintenance & Specialized Services (2024);
• VP Strategy & Human Capital PT Aerowisata (2021-2023);
• SM Innovation & Digital Transformation (2019-2021);
• GM Planning & Business Support (2018-2019) .
VP SBU Defense Industry
Usia | Age
41 tahun| 41 years old
Menjabat sejak 1 Oktober 2023
Serving since October 1, 2023
Bergabung di GMF pada 21 November 2012
Joined GMF on November 21, 2012
Latar Belakang Pendidikan | Educational Background:
Master of Management, Bandung Institute of Technology (2017)
Rajesh Ferdinand Riwayat Jabatan | Positional History:
Kusuma
• VP Sales & Marketing (2021-2023);
• SM Revenue Management & Sales Support (2019-2020);
• Account Manager & Sales (2014-2019).
91
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 92
VP Sales & Marketing
Usia | Age
54 tahun| 54 years old
Menjabat sejak 1 Oktober 2023
Serving since Oktober 1, 2023
Bergabung di GMF pada 1 Juni 1993
Joined GMF on June 1, 1993
Latar Belakang Pendidikan | Educational Background:
Electrical Engineering, Jayabaya University (1998)
Riwayat Jabatan | Positional History:
Asep Mulyana
• VP SBU Defense Industry (2021-2023);
• VP SBU Military (2020-2021);
• KSO Chief of GMF-IAS (2019-2020)
VP Quality Assurance & Safety
Usia | Age
55 tahun| 55 years old
Menjabat sejak 1 Agustus 2021
Serving since August 1, 2021
Bergabung di GMF pada 1 Desember 1994
Joined GMF on December 1, 1994
Latar Belakang Pendidikan | Educational Background:
PhD of Production and Information Science, Utsunomiya University
Riwayat Jabatan | Positional History:
Arif Sugianto
• SM Safety Inspection (2020-2021);
• GM Quality System & Auditing Engine Maintenance (2018-2020);
• GM Aircraft Data Group (2017-2018).
VP Corporate Secretary & Legal
Usia | Age
47 tahun| 47 years old
Menjabat sejak 21 Juli 2020
Serving since July 21, 2020
Bergabung di GMF pada 7 Januari 2019
Joined GMF on January 7, 2019
Latar Belakang Pendidikan | Educational Background:
Bachelor of Law, Diponegoro University (1999)
Riwayat Jabatan | Positional History:
Rian Fajar Isnaeni
SM Legal & Corporate Governance (2019-2020)
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
92 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 93
Profil Perusahaan
Company Profile
VP General Affairs & HSE
Usia | Age
43 tahun| 43 years old
Menjabat sejak 1 Oktober 2020
Serving since October 1, 2020
Bergabung di GMF pada 1 Februari 2008
Joined GMF on February 1, 2008
Latar Belakang Pendidikan | Educational Background:
Master of Management, IPMI Business School (2016)
Riwayat Jabatan | Positional History:
Endang Darajat
• VP Financial Analysis & Enterprise Risk Management (2018-2020);
• GM Financial Analysis (2015-2018).
VP Treasury Management
Usia | Age
47 tahun| 47 years old
Menjabat sejak 25 Maret 2019
Serving since March 25, 2019
Bergabung di GMF pada 20 Agustus 2009
Joined GMF on August 20 , 2009
Latar Belakang Pendidikan | Educational Background:
Master of Management, IPMI Business School (2016)
Riwayat Jabatan | Positional History:
Indra Prabowo
• Financial Expert (2019);
• GM Cash Management (2018-2019);
• GM Treasury Analysis (2016-2018).
VP Aircraft Support & Industrial Solutions
Usia | Age
50 tahun| 50 years old
Menjabat sejak 1 Agustus 2023
Serving since August 1, 2023
Bergabung di GMF pada 3 Februari 2014
Joined GMF on February 3, 2014
Latar Belakang Pendidikan | Educational Background:
• Bachelor of Engineering, Bandung Institute of Technology (1998);
• Master of Industrial Engineering & Management, Bandung Institute of
Technology (2009)
R. Suryo Hardiono Riwayat Jabatan | Positional History:
• SM Business Support (2020-2023);
• GM Subsidiaries Management (2019-2020)
• GM Strategy Management Office (2016-2019).
93
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 94
VP Sales & Marketing
Usia | Age
42 tahun| 42 years old
Menjabat sejak 10 Juli 2023
Serving since July 10, 2023
Bergabung di GMF pada 9 Februari 2009
Joined GMF on February 9, 2009
Latar Belakang Pendidikan | Educational Background:
Master of Engineering, University of Indonesia (2008)
Riwayat Jabatan | Positional History:
Fidiarta Andika
• VP Corporate Strategy & Business Development (2022-2023);
• VP Component Services (2020-2022);
• VP Enterprise Risk Management (2019-2020).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
94 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 95
Profil Perusahaan
Company Profile
Demografi Pegawai
Employee Demographic [GRI 2-7, 405-1]
PEGAWAI PERSEROAN COMPANY EMPLOYEES
Pengungkapan informasi mengenai demografi pegawai Disclosure of information regarding employee demographic
diperoleh dari sumber internal dan dihitung berdasarkan jumlah is obtained from internal sources and is calculated based on
pegawai yang tercatat per 31 Desember 2024. the number of employees recorded as of December 31, 2024.
Jumlah pegawai Perseroan tahun 2024 adalah 5,134 orang, yang Total number of Company employees in 2024 is 5,134 people,
terdiri dari 4,175 orang pegawai tetap dan 959 orang pegawai comprising of 4,175 permanent employees and 959 contract
tidak tetap. Pegawai Perseroan bekerja di Indonesia, yaitu di employees. The Company's employees work in Indonesia,
kantor pusat di Tangerang dan Outstation Line Maintenance specifically at the head office in Tangerang and Domestic Line
Domestik di berbagai daerah di Indonesia. Maintenance Outstations in various regions in Indonesia.
Seperti pada tahun sebelumnya, GMF hanya menyajikan As in the previous year, GMF only presents the detail
komposisi rinci terkait demografi hanya untuk pegawai tetap composition of demography only for its permanent employees
(di luar entitas anak). Komposisi pegawai tidak tetap hanya (excluding subsidiaries). The composition of non-permanent
mencakup 18.68% dari keseluruhan pegawai dan dapat employees accounts for only 18.68% of the total workforce
dikategorikan sebagai non-staf sehingga tidak memiliki dampak and can be categorized as non-staff, meaning they do not have
terhadap perkembangan bisnis inti Perseroan. Perseroan tidak an impact on the Company's core business development. The
mempekerjakan pegawai paruh waktu dan pegawai dengan jam Company does not employ part-time employees or employees
kerja tidak pasti (borongan/non-guaranteed hours employees). with non-guaranteed working hours (contract/hourly workers).
Komposisi pegawai tetap selama dua tahun terakhir The complete composition of permanent employees for the
selengkapnya disajikan dalam tabel-tabel berikut: last two years is presented in the following tables:
Status Kepegawaian
Employment Status
2024 2023
Keterangan
Description Pria Wanita Jumlah Pria Wanita Jumlah
Male Female Total Male Female Total
Pegawai Tetap 3,715 460 4,175 3,906 442 4,348
Permanent Employee
Pegawai Tidak Tetap 864 95 959 467 60 527
Contract Employee
Jumlah 4,579 555 5,134 4,373 502 4,875
Total
Jabatan Pegawai
Employee Position
2024 2023
Keterangan
Description Pria Wanita Jumlah Pria Wanita Jumlah
Male Female Total Male Female Total
Vice President 16 1 17 17 1 18
Senior Manager 83 19 102 79 18 97
Manager 299 37 336 295 35 330
Staff 3,317 403 3,720 3,515 388 3,903
Jumlah 3,715 460 4,175 3,906 442 4,348
Total
95
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 96
Wilayah Kerja Pegawai
Employee Operational Area
2024 2023
Keterangan
Description Pria Wanita Jumlah Pria Wanita Jumlah
Male Female Total Male Female Total
Jakarta 3,394 449 3,843 3,574 430 4,004
Denpasar 67 2 69 71 2 73
Surabaya 49 5 54 53 4 57
Kualanamu 30 0 0 28 0 28
Makassar 42 2 44 47 2 49
Daerah Lainnya (Indonesia) 133 2 135 133 4 137
Other Areas (Indonesia)
Jumlah
3,715 460 4,175 3,906 442 4,348
Total
Tingkat Pendidikan Pegawai
Employee Education
2024 2023
Keterangan
Description Pria Wanita Jumlah Pria Wanita Jumlah
Male Female Total Male Female Total
Doktoral (S3) 2 - 2 2 0 2
Doctorate
Magister (S2) 123 38 161 124 34 158
Master
Sarjana (S1) 1,124 263 1,387 1,101 238 1,339
Bachelor
Diploma (D3) 1,636 127 1,763 1,741 136 1,877
Diploma
Sekolah Menengah Atas 830 32 862 930 34 964
Senior High
Jumlah
3,715 460 4,175 3,906 442 4,348
Total
Usia Pegawai
Employee Age
2024 2023
Keterangan
Description Pria Wanita Jumlah Pria Wanita Jumlah
Male Female Total Male Female Total
≥ 51 tahun 376 17 393 454 20 474
≥ 51 years old
31-50 tahun 2,001 271 2,272 1,893 251 2,144
31-50 years old
≤ 30 tahun 1,338 172 1,510 1,559 171 1,730
≤ 30 years old
Jumlah
3,715 460 4,175 3,906 442 4,348
Total
Jenis Kelamin Pegawai
Employee Gender
Keterangan
2024 2023
Description
Pria 3,175 3,906
Male
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
96 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 97
Profil Perusahaan
Company Profile
Jenis Kelamin Pegawai
Employee Gender
Keterangan
2024 2023
Description
Wanita 460 442
Female
Jumlah
4,715 4,348
Total
PEKERJA YANG BUKAN PEGAWAI WORKERS WHO ARE NOT EMPLOYEES
LANGSUNG [GRI 2-8] [GRI 2-8]
Aktivitas operasional Perseroan membutuhkan pemasok yang The Company’s operational activities require suppliers from
berasal dari dalam negeri (lokal) dan luar negeri (nonlokal). within the country (local) and abroad (nonlocal). Workers of
Para pekerja dari pemasok yang terlibat telah ditempatkan suppliers who are involved in GMF’s business performed their
sesuai dengan perjanjian kerja sama antara Perseroan dengan work in accordance with the agreement that the Company and
pemasok. suppliers have agreed upon.
Perusahaan pihak ketiga yang menjadi pemasok tenaga kerja The third-party companies supplying labor for GMF in 2024
bagi GMF pada tahun 2024 tercatat sebanyak 4 perusahaan, totaled 4 companies, the same as the number of suppliers in
sama dengan jumlah pemasok pada tahun 2023. 2023.
Berikut adalah jumlah pekerja yang bukan pegawai langsung, The following is the number of workers who are not direct
yang merupakan pemasok GMF: employees and came from GMF suppliers:
Pekerja yang Bukan Merupakan Pegawai Perseroan
Workers who are Not Employees of the Company
Jenis Pekerjaan Keterlibatan Keterangan Jumlah
Type of duty Supplier Description Total
Keamanan Penyedia Pihak Para pekerja keamanan di mana Perseroan memiliki kendali atas 155 orang dari 1
Security Ketiga para pekerja yang bertanggung jawab menjaga keamanan di area perusahaan
Third-party Vendor operasional dan kantor. 155 people from 1
Security workers, for whom the Company has control, are responsible company
for maintaining security in the office and operational area.
Kebersihan dan Penyedia Pihak Para pekerja kebersihan dan lingkungan di mana Perseroan memiliki 83 orang dari 1
Lingkungan Ketiga kendali atas para pekerja yang bertanggung jawab menjaga kebersihan perusahaan
Cleanliness and Third-party Vendor dan lingkungan di area operasional dan kantor. 83 people from 1
Environment Cleaning and environmental workers, also under the Company's control, company
are responsible for maintaining cleanliness and the environment in the
office and operational area.
Teknis dan Non Penyedia Pihak Para pekerja Teknis dan Non Teknis di mana Perseroan memiliki 357orang dari 2
Teknis Ketiga kendali atas para pekerja yang bertanggung jawab menjalankan perusahaan
Technical and Non Third-party Vendor tugas dan memastikan aspek teknis dan non teknis tersedia di kantor 357people from 2
Technical dan area produksi. company
Technical and Non-Technical workers, under the Company's control,
are responsible for carrying out tasks and ensuring technical and
non-technical aspects are available in office and production areas.
Administrasi Penyedia Pihak Para pekerja Administrasi di mana Perseroan memiliki kendali atas 53 orang dari 2
Administration Ketiga para pekerja yang bertanggung jawab menjalankan tugas Administrasi perusahaan
Third-party Vendor di area operasional dan kantor. 53 people from 2
Administrative workers, under the Company's control, are responsible company
for carrying out administrative tasks in the office and operational area.
Jumlah 462 orang dari 3
Total perusahaan
462 people from 3
company
Dibandingkan Total Pegawai (termasuk pegawai tidak tetap) 8.97%
Compared to Total Employees (including contract employees)
[ESG S-04]
97
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 98
Informasi Pemegang Saham
Information on Shareholders
PEMERINTAH REPUBLIK INDONESIA (melalui Masyarakat
PT TRANS AIRWAYS Kementerian Badan Usaha Milik Negara) (masing-masing kepemilikan di bawah 5%)
Indonesia Government (through the Ministry of State- Public (ownership less than 5%)
7,99% Owned Enterprises)
27,47%
64,54%
Masyarakat
GARUDA INDONESIA
PT AERO WISATA (masing-masing kepemilikan di bawah 5%)
PT Garuda Indonesia (Persero) Tbk
0,90%
Public (ownership less than 5%)
89,10% 10,00%
GMF
PT Garuda Maintenance Facility Aero Asia
Tbk
PT GARUDA DAYA
PRATAMA SEJAHTERA
91%
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
98 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 99
Profil Perusahaan
Company Profile
KOMPOSISI KEPEMILIKAN SAHAM SHARE OWNERSHIP COMPOSITION
Komposisi per 1 Januari 2024 dan 31 Desember 2024
Composition as of January 1, 2024 and December 31, 2024
Modal Ditempatkan dan Disetor Penuh Persentase
Issued and Fully Paid Capital Kepemilikan
Pemegang Saham Jumlah Lembar Saham
(Rp) Ownership
Shareholder Number of Shares
Nilai Nominal Saham = Rp100/lembar saham Percentage
Share Nominal Value = Rp100/share (%)
Kepemilikan saham ≥ 5%
Share ownership ≥ 5%
PT Garuda Indonesia (Persero) Tbk 25,156,058,796 2,515,605,879,600 89.10*
Kepemilikan saham < 5%
Share ownership < 5%
PT Aerowisata 254,101,604 25,410,160,400 0.90
Masyarakat (masing – masing 2,823,351,100 282,335,110,000 10.00
kepemilikan <5%)
Pubic (each with <5% ownership)
Jumlah 28,233,511,500 2,823,351,150,000 100.00
Total
Keterangan |
Notes:
• Pada tanggal 30 Desember 2024, telah ditandatangani Akta Nomor 11 Perjanjian Pemasukan dalam Perseroan Terbatas (“Akta Inbreng”) dimana PT Garuda
Indonesia (Persero) Tbk menyerahkan asetnya berupa Hangar sebagai bentuk penyetoran modal dalam rangkaian Penambahan Modal Dengan Hak Memesan
Efek Terlebih Dahulu dengan nilai nominal saham Rp25/saham, sehingga PT Garuda Indonesia (Persero) Tbk berhak menerima hak atas kepemilikan saham
sebanyak 9.093.245.600 saham Seri B. Dengan demikian, total kepemilikan saham PT Garuda Indonesia (Persero) Tbk di GMF adalah sebanyak 34.249.304.396
saham atau setara dengan 91%. Informasi tersebut juga sesuai dengan Daftar Pemegang Saham GMF Per 31 Desember 2024 yang dikeluarkan oleh PT Datindo
Entrycom selaku Biro Administrasi Efek GMF.
• Kepemilikan tersebut ditegaskan dalam Akta Anggaran Dasar Nomor 02 tanggal 15 Januari 2025.
• On December 30, 2024, Deed Number 11 of the Agreement on Contribution into a Limited Liability Company (“Inbreng Deed”) was signed, in which PT Garuda
Indonesia (Persero) Tbk transferred its asset in the form of a Hangar as a capital contribution in the series of Capital Increase with Preemptive Rights, with
a nominal share value of Rp25 per share. As a result, PT Garuda Indonesia (Persero) Tbk is entitled to receive ownership rights over 9,093,245,600 Series B
shares. Consequently, the total share ownership of PT Garuda Indonesia (Persero) Tbk in GMF amounts to 34,249,304,396 shares, equivalent to 91%. This
information is also in accordance with GMF’s Shareholder Register as of December 31, 2024, issued by PT Datindo Entrycom as GMF’s Share Registrar.
• This ownership was reaffirmed in the Articles of Association Deed Number 02 dated January 15, 2025.
INFORMASI PEMEGANG SAHAM INFORMATION ON THE MAJOR AND
UTAMA DAN PENGENDALI CONTROLLING SHAREHOLDERS
HINGGA PEMILIK AKHIR UNTIL THE FINAL OWNER
PT Garuda Indonesia (Persero) Tbk merupakan pemegang saham PT Garuda Indonesia (Persero) Tbk is the major and controlling
utama dan pengendali GMF dengan kepemilikan sebesar 89.10% shareholder of GMF with 89.10% ownership in 2024.. Garuda
saham pada tahun 2024. Garuda Indonesia merupakan maskapai Indonesia is a State-Owned Airline, which was established on
milik Pemerintah Indonesia yang didirikan pada tanggal 31 Maret March 31, 1950, as part of the government’s effort to manage
1950 sebagai bagian dari penataan kedirgantaraan Republik national aerospace.
Indonesia.
Pada tahun 2008, Garuda Indonesia menjadi satu-satunya In 2008, Garuda Indonesia became the only local airline with
maskapai lokal yang memperoleh sertifikasi IATA Operational IATA Operational Safety Audit (IOSA) Operator certification.
Safety Audit (IOSA) Operator. Garuda Indonesia melakukan Garuda Indonesia held an Initial Public Offering (IPO) to the
Initial Public Offering (IPO) pada tanggal 11 Februari 2011 atas public on February 11, 2011, on its 6,335,738,000 shares. Those
6,335,738,000 sahamnya kepada masyarakat. Saham tersebut shares were listed using “GIAA” as its ticker code at Indonesia
telah dicatatkan pada Bursa Efek Indonesia dengan kode “GIAA”. Stock Exchange.
99
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 100
Komposisi Pemegang Saham Garuda Indonesia
Garuda Indonesia’s Shareholders Composition
27,46%
64,54%
7,99%
Indonesian Goverment PT Trans Airways Public (ownership<5%)
Hingga akhir tahun 2024, Pemerintah Republik Indonesia Until the end of 2024, the Indonesian Government owns 64.54%
memiliki 64.54% saham Garuda Indonesia dan menjadi of Garuda Indonesia’s shares and becomes the controlling/major
pemegang saham pengendali/utama Garuda Indonesia. Dengan shareholder. Therefore, the final owner of GMF is the Indonesian
demikian, entitas pemilik akhir GMF adalah Pemerintah Government.
Republik Indonesia.
KEPEMILIKAN SAHAM DEWAN THE BOARD OF COMMISSIONERS AND
KOMISARIS DAN DIREKSI DIRECTORS’ SHARE OWNERSHIP
31 Desember 2024 1 Januari 2024
December 31, 2024 January 1, 2024
Nama dan Posisi
Name and Position Kepemilikan Tidak Kepemilikan Tidak
Kepemilikan Langsung Kepemilikan Langsung
Langsung Langsung
Direct Ownership Direct Ownership
Indirect Ownership Indirect Ownership
DEWAN KOMISARIS
BOARD OF COMMISSIONERS
Dharmadi Nihil Nihil Nihil Nihil
Komisaris Utama None None None None
President Commissioner
Rahmat Hanafi Nihil Nihil Nihil Nihil
Komisaris None None None None
Commissioner
Ali Gunawan Nihil Nihil Nihil Nihil
Komisaris Independen None None None None
I n d e p e n d e n t
Commissioner
Abhan Nihil Nihil Nihil Nihil
Komisaris Independen None None None None
I n d e p e n d e n t
Commissioner
Agit Atriantio Nihil Nihil Nihil Nihil
Komisaris None None None None
Commissioner
DIREKSI
BOARD OF DIRECTORS
Andi Fahrurrozi 144,400 0,00051 144,400 0,00051
Direktur Utama
President Director
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
100 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 101
Profil Perusahaan
Company Profile
31 Desember 2024 1 Januari 2024
December 31, 2024 January 1, 2024
Nama dan Posisi
Name and Position Kepemilikan Tidak Kepemilikan Tidak
Kepemilikan Langsung Kepemilikan Langsung
Langsung Langsung
Direct Ownership Direct Ownership
Indirect Ownership Indirect Ownership
Irvan Pribadi 62,800 0,00022 62,800 0,00022
Direktur Base Operation
Director of Base
Operations
Pudjo Sarwoko 89,200 0,00032 89,200 0,00032
Direktur Human Capital
& Corporate Affairs
Director of Human
Capital & Corporate
Affairs
Salusra Satria Nihil Nihil Nihil Nihil
Direktur Keuangan None None None None
Director of Finance
Mukhtaris Nihil Nihil Nihil Nihil
Direktur Line Operation None None None None
Director of Line
Operation
Kepemilikan saham anggota Direksi (Manajemen) pada Share ownership over the Company by members of the Board of
tabel merupakan kepemilikan langsung yang didapat dari Directors (the Management) is categorized as direct ownership
program kepemilikan saham oleh karyawan melalui program through the Company’s Employee Stock Allocation (“ESA”) when
Employee Stock Allocation (“ESA”) yang diadakan Perseroan those Directors were still the Company’s employees and when
ketika Direktur yang bersangkutan masih berstatus sebagai the purchase was made personally on the secondary market.
pegawai Perseroan dan pada saat melakukan pembelian pribadi Members of the Board of Commissioners and Directors have
pada pasar sekunder. Anggota Dewan Komisaris dan Direksi no indirect ownership over the Company. Further information
tidak memiliki kepemilikan saham tidak langsung terhadap concerning Management’s share ownership is available in the
Perseroan. Keterangan lebih lanjut mengenai kepemilikan oleh MESOP program within the chapter of Management Analysis
Manajemen dapat dilihat pada program MESOP yang terdapat and Discussion.
di Bab Analisis dan Pembahasan Manajemen.
KELOMPOK PEMEGANG SAHAM GROUP OF SHAREHOLDERS
DENGAN KEPEMILIKAN <5% WITH <5% OWNERSHIP
1 Januari 2024 31 Desember 2024
January 1, 2024 December 31, 2024
Kelompok
Pemegang Saham Persentase Persentase
Jumlah Jumlah
Groups of Jumlah Lembar Kepemilikan Jumlah Lembar Kepemilikan
Pemilik Pemilik
Shareholders Saham Ownership Saham Ownership
Number of Number of
Number of Shares Percentage Number of Shares Percentage
Owners Owners
(%) (%)
DOMESTIK
DOMESTIC
Perorangan 9.450 1.008.628.860 3,57 9.259 1.016.966.160 3,60
Individual
Koperasi 2 14.850.100 0,05 2 14.850.100 0,05
Cooperation
Yayasan - - - - - -
Foundation
Dana Pensiun 6 767.378.300 2,71 6 767.244.900 2,71
Pension Fund
Asuransi 6 678.414.700 2,40 6 675.824.800 2,39
Insurance
Perseroan Terbatas 11 25.561.110.400 90,53 10 25.560.932.200 90,5
Limited Liability
Company
Lembaga Keuangan - - - - - -
Financial Institutions
101
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 102
1 Januari 2024 31 Desember 2024
January 1, 2024 December 31, 2024
Kelompok
Pemegang Saham Persentase Persentase
Jumlah Jumlah
Groups of Jumlah Lembar Kepemilikan Jumlah Lembar Kepemilikan
Pemilik Pemilik
Shareholders Saham Ownership Saham Ownership
Number of Number of
Number of Shares Percentage Number of Shares Percentage
Owners Owners
(%) (%)
Bank 1 161.050.000 0,57 1 161.050.000 0,57
Bank
Sub Jumlah 9.476 28.191.432.360 99,85 9.284 28.196.868.160 99,87
Sub Total
ASING
FOREIGN
Perorangan 32 12.159.400 0,04 29 6.406.900 0,02
Individual
Badan Usaha 13 29.919.300 0,10 11 32.236.000 0,10
Business Entity
Sub Jumlah 45 42.078.700 0,15 40 36.642.900 0,12
Sub Total
JUMLAH
9.623 28.233.511.060 100,00 9.324 28.233.511.060 100,00
TOTAL
Pergerakan Jumlah Pemegang Saham < 5% Sepanjang 2024
Movement of <5% Shareholders Throughout 2024
9.700
9.600 9.362
9.533
9.500 9.492
9.402 9.382
9.373 9.342
9.320 9.304 9.336
9.400 9.283 9.242
9.300
9.200
9.100
9.000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Shareholders
20 PEMEGANG SAHAM TERBESAR 20 LARGEST SHAREHOLDERS
Klasifikasi
Persentase
(L=Lokal/ Jumlah Lembar
Kepemilikan
Nama Investor Status A=Asing) Saham
No. Ownership
Investor Name Status Classification Number of
Percentage
(L=Local/ Shares
(%)
A=Foreign)
1. GARUDA INDONESIA (PERSERO) PERSEROAN TERBATAS L 25.156.058.796 89,1
TBK, PT LIMITED LIABILITY
COMPANY
2. PT. JASA RAHARJA (PERSERO) ASURANSI L 435.323.000 1,541
INSURANCE
3. PT TASPEN (ASURANSI) - AFS DANA PENSIUN L 425.000.000 1,505
PENSION FUND
4. AERO WISATA, PT PERSEROAN TERBATAS L 254.101.604 0,90
LIMITED LIABILITY
COMPANY
5. PT ASURANSI JIWA IFG ASURANSI L 184.972.600 0,655
INSURANCE
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
102 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 103
Profil Perusahaan
Company Profile
Klasifikasi
Persentase
(L=Lokal/ Jumlah Lembar
Kepemilikan
Nama Investor Status A=Asing) Saham
No. Ownership
Investor Name Status Classification Number of
Percentage
(L=Local/ Shares
(%)
A=Foreign)
6. PT ASABRI (PERSERO) - DAPEN TNI DANA PENSIUN L 175.000.000 0,619
PENSION FUND
7. PT ASABRI (PERSERO) - DAPEN DANA PENSIUN L 162.500.000 0,575
POLRI PENSION FUND
8. PERUM JAMKRINDO BANK L 161.050.000 0,570
BANK
9. PT YULIE SEKURITAS INDONESIA PERSEROAN TERBATAS L 142.778.500 0,505
TBK LIMITED LIABILITY
COMPANY
10. JOHAN GANI PERORANGAN INDONESIA L 47.691.400 0,168
LOCAL INDIVIDUAL
11. IR KOMARI SUBAKIR PERORANGAN INDONESIA L 30.012.800 0,106
LOCAL INDIVIDUAL
12. PT. ASKRINDO ASURANSI L 30.000.000 0,106
INSURANCE
13. LIE CHANDRA PERORANGAN INDONESIA L 26.550.000 0,094
LOCAL INDIVIDUAL
14. ROBERT DANIEL WALONI PERORANGAN INDONESIA L 20.771.800 0,073
LOCAL INDIVIDUAL
15. SUNYOTO PERORANGAN INDONESIA L 16.280.600 0,057
LOCAL INDIVIDUAL
16. IRWAN SOETIKNO PERORANGAN INDONESIA L 15.484.100 0,054
LOCAL INDIVIDUAL
17. FERRY DARMAWAN KOPERASI L 15.451.100 0,054
COOPERATION
18. SEAN JOVI PERORANGAN INDONESIA L 14.352.000 0,050
LOCAL INDIVIDUAL
19. KO P E R A S I S I M PA N P I N JA M PERORANGAN INDONESIA L 14.100.100 0,049
NUSANTARA SEJAHTERA MANDIRI LOCAL INDIVIDUAL
20. HENDRA GUNAWAN PERORANGAN INDONESIA L 13.801.300 0,048
LOCAL INDIVIDUAL
103
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 104
Daftar Entitas Anak, Entitas Asosiasi, Joint
Venture (JV), Special Purpose Vehicle (SPV)
List of Subsidiaries, Associates, Joint Venture (JV), Special
Purpose Vehicle (SPV)
Kepemilikan
Oleh Jumlah aset
Penyertaan Modal,
GMF (Rp Juta)
Bidang Pendirian, Operasi
Nama Alamat Ownership by Total Assets Status
Usaha Capital Investment,
Name Address GMF (Rp Million) Status
Business Line Establishment,
(%)
Operational
2024 2023 2024 2023
Entitas Anak
Subsidiaries
PT Garuda Jasa penyediaan tenaga Jalan H u s e i n 2019 91 91 108,682 90,047 Beroperasi
D a y a kerja dan jasa borongan Sastranegara Blok Operating
Pratama pekerjaan lainnya F Nomor 2, Rukun
Sejahtera Labor supply and other Tetangga 005, Rukun
wholesale services Warga 004, Kelurahan
Jurumudi, Kecamatan
Benda, Kota Tangerang,
Provinsi Banten 15124
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
104 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 105
Profil Perusahaan
Company Profile
Kronologi Penerbitan dan Pencatatan Saham
Chronology of Share Issuance and Listing
GMF mencatatkan sahamnya pertama kali di Bursa Efek GMF listed its shares for the first time on the Indonesia
Indonesia (BEI) pada tanggal 10 Oktober 2017. GMF Stock Exchange (IDX) on October 10, 2017. GMF offered
menawarkan 2.823.351.100 saham biasa atas nama atau 2,823,351,100 common, registered stock or 10% of the
10% dari modal ditempatkan dengan harga penawaran issued capital, offering Rp400 per share to the public. GMF
Rp400 per saham kepada masyarakat. Saat IPO terjadi over experienced an oversubscribed IPO by 2.6 times and gained a
subscribe sebanyak 2,6 kali dengan nilai proceed sebesar proceed value of Rp1,129,340,440,000.
Rp1.129.340.440.000.
Sejak mencatatkan sahamnya di BEI pada tanggal 10 Oktober Since registered its shares in IDX on October 10, 2017, until the
2017 hingga akhir tahun 2024, GMF tidak melakukan end of 2024, GMF had never conducted any of the following
pemecahan saham (stock split), penggabungan saham (reverse corporate actions that might add or deduce its capital, among
stock), mengeluarkan saham bonus, merubah nilai nominal others, stock split, reverse stock, however, GMF is in the process
saham, mengeluarkan efek konversi, namun pada tahun 2024, of implementing Capital Increase with Pre-Emptive Rights or
GMF dalam proses pelaksanaan Penambahan Modal Dengan Rights Issue.
Hak Memesan Efek Terlebih Dahulu (“PMHMETD”) atau Rights
Issue.
PMHMETD dilaksanakan sesuai dengan Keputusan Rapat PMHMETD is implemented in accordance with the Decision
Umum Pemegang Saham Luar Biasa yang diselenggarakan of General Meeting of Shareholders on October 28, 2024 and
pada tanggal 28 Oktober 2024 dan berdasarkan Keterbukaan based on Disclosure Information which published on September
Informasi yang telah dipublikasikan pada tanggal 9 September 9, 2024.
2024.
Jumlah Lembar Saham Sebelum IPO Jumlah Lembar Saham Setelah Penambahan Jumlah Lembar Saham Akumulasi
Share Numbers Before IPO Share Numbers After the Addition Accumulated Share Numbers
665.600 28.232.845.900 28.233.511.500
Kronologi Kepemilikan Saham GMF
GMF Share Ownership Chronology
Modal Ditempatkan Persentase
Jumlah Lembar dan Disetor Penuh Kepemilikan
Keterangan Pemegang Saham
Saham Issued and Fully Paid Ownership
Description Shareholders
Share Numbers Capital Percentage
(Rp) (%)
Pra IPO 10 Oktober 2017 (Nilai Nominal PT Garuda Indonesia 658.944 164.736.000.000 99,00
Saham = Rp250.000/lembar saham) (Persero) Tbk
Before IPO on October 10, 2017 (Share
Value = Rp250,000/share) PT Aero Wisata 6.656 1.664.000.000 1,00
Jumlah 665.600 166.400.000.000 100,00
Total
105
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 106
Kronologi Kepemilikan Saham GMF
GMF Share Ownership Chronology
Modal Ditempatkan Persentase
Jumlah Lembar dan Disetor Penuh Kepemilikan
Keterangan Pemegang Saham
Saham Issued and Fully Paid Ownership
Description Shareholders
Share Numbers Capital Percentage
(Rp) (%)
Pasca IPO per 31 Desember 2024 PT Garuda Indonesia 25.156.058.796 2.515.605.879.600 89,10
(Nilai Nominal Saham = Rp100/lembar (Persero) Tbk
saham)
After IPO as of December 31, 2024 PT Aero Wisata 254.101.604 25.410.160.400 0,90
(Share Value = Rp100/share)
Dewan Komisaris dan 296.400 29.640.000 0,00
Direksi
Board of Commissioners
and Directors
Masyarakat (masing- 2.823.054.700 282.305.470.000 10,00
masing kepemilikan < 5%)
Public (each with < 5%
ownership)
Jumlah 28.233.511.500 2.823.351.150.000 100
Total
Berikut adalah kronologis pelaksanaan PMHMETD yang telah The following is the chronology if PMHMETD issuance which
dilakukan sampai dengan 31 Desember 2024: has been done until December 31, 2024:
Tanggal Peristiwa
No.
Date Event
1. 9 September 2024 Keterbukaan Informasi
September 9, 2024 Information Disclosure
2. 14 Oktober 2024 dan 24 Oktober 2024 Perubahan dan/atau Tambahan Keterbukaan Informasi
October 14, 2024 and October 24, 2024 Amendment and/or Additional Disclosure Information
3. 28 Oktober 2024 Rapat Umum Pemegang Saham Luar Biasa
October 28, 2024 Extraordinary General Meeting of Shareholders
4. 30 Oktober 2024 Registrasi OJK
October 30, 2024 Registration to OJK
5. 12 Desember 2024 Surat Pernyataan Efektif dari OJK
December 12, 2024 Effective Letter from OJK
6. 16 Desember 2024 Penerbitan Prospektus
December 16, 2024 Prospectus Issuance
7. 30 Desember 2024 Penandatanganan Akta Inbreng
December 30, 2024 Signing the Deed
Catatan | Notes:
Proses PMHMETD baru efektif pada tanggal 15 Januari 2025.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
106 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 107
Profil Perusahaan
Company Profile
Informasi Kronologi Penerbitan
dan Pencatatan Efek Lainnya
Chronological Information on Other Securities Issuance
and Listing
Hingga akhir tahun 2024, GMF tidak mencatatkan efek di bursa By the end of 2024, GMF had not listed any securities on any
efek mana pun. Dengan demikian tidak ada informasi terkait stock exchange. Therefore, there was no information related
kronologis pencatatan, jenis tindakan korporasi, perubahan to chronological listings, types of corporate actions, changes
jumlah efek, nama bursa maupun peringkat efek. in the number of securities, the names of stock exchanges, or
securities rankings.
Lembaga dan Profesional Penunjang
Supporting Agencies and Professionals
Pencatatan Saham
Share Listing
Nama PT Bursa Efek Indonesia
Name Indonesia Stock Exchange Building 1st Tower
Jl. Jenderal Sudirman Kav. 52-53, Jakarta 12190
Telp: 021 5150 515
Email: listing@idx.co.id
www.idx.co.id
Jasa yang Diberikan Jasa pencatatan saham tahunan.
Services Annual stock listing services.
Periode Pemberian Jasa Oktober 2017-sekarang
Assignment Period October 2017-present
Jasa Penugasan Biaya jasa pencatatan saham tahunan sebesar Rp250,000,000.
Fees Annual Listing Fee as of Rp250,000,000.
107
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 108
Kustodian Sentral Efek
Sentral Custody Securities
Nama PT Kustodian Sentral Efek Indonesia
Name Gedung Bursa Efek Indonesia, Tower 1, Lt. 5
Jl. Jend. Sudirman kav. 52-53, Jakarta 12190 Indonesia
Telp: 021 5152 855
Email: helpdesk@ksei.co.id
Jasa yang Diberikan Jasa Kustodian Sentral Efek
Services Central Custody Services
Jasa penyelenggaraan RUPS Tahunan dan Luar Biasa
Holding of Annual and Extraordinary GMS services
Periode Pemberian Jasa Oktober 2017-sekarang
Assignment Period October 2017-present
Jasa Penugasan • Biaya jasa Kustodian Sentral Efek tahunan sebesar Rp11,100,000
Fees Annual fee of Central Custody Services Rp11,100,000 per year
• Biaya jasa penyelenggaraan RUPS Tahunan dan Luar Biasa Rp12,487,000
Holding of Annual and Extraordinary GMS services fee Rp12,487,000
Akuntan Publik
Public Accountant
Nama Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan
Name WTC 3, Jl. Jend. Sudirman Kav. 29-31, Jakarta 12920
+62 21 5212901
www.pwc.com
Jasa
Services • Audit Laporan Keuangan Konsolidasian Interim Q2 2024
Audited the Company’s Interim Consolidated Financial Statement for Q2 2024
• Audit Laporan Keuangan Perseroan Tahun Buku 2024
Audited the Company’s Financial Statement for 2024 Financial Year
Periode Penugasan 2024
Assignment Period
Jasa Penugasan
Fees • Biaya jasa sebesar Rp2,680,757,111 dengan capped out of pocket expense sebesar Rp51.000.000,-
untuk pekerjaan Audit Laporan Keuangan Konsolidasian Interim Q2 2024.
Service fee of Rp2,680,757,111 with capped out of expense as much as Rp51,000,000 for the audit of
the Company’ Interim Consolidated Financial Statement for Q2 2024.
• Biaya jasa sebesar Rp3,653,090,636 dengan capped out of pocket expense sebesar Rp51,000,000 untuk
pekerjaan Audit Laporan Keuangan pada tahun 2024.
Service fee of Rp3,653,090,636 with capped out of expense as much as Rp51,000,000 for audited the
Company’s Financial Statement in 2024.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
108 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 109
Profil Perusahaan
Company Profile
Biro Administrasi Efek
Share Registrar
Nama PT Datindo Entrycom
Name Jl Hayam Wuruk No.28 Kebon Kelapa, Gambir, Jakarta 10120
+62 21 3508077
www.datindo.com
Jasa • Administrasi saham pasar sekunder
Services Administration of share ownership on the secondary market
• Pelaksanaan RUPS Tahunan dan Luar BIasa
Annual and Extraordinary GMS holding
• Pengelolaan Pencatatan Saham pada Proses PMHMETD
Management of Registration in Rights Issue Process
Periode Penugasan Oktober 2017-sekarang
Assignment Period October 2017-present
Jasa Penugasan • Biaya jasa administrasi saham Pasar Sekunder sebesar Rp40,000,000 per tahun
Fees Secondary Market Share Administration fee Rp40,000,000 per year
• Biaya jasa pelaksanaan RUPS Tahunan dan Luar Biasa Rp22,200,000
Annual and Extraordinary General Meeting of Shareholders fee Rp22,200,000
• Biaya jasa pengelolaan Pencatatan Saham pada Proses PMHMETD Rp44,400,000
Management of Registration in Rights Issue Process fee Rp44,400,000
Notaris
Notary
Nama Shanti Indah Lestari, S.H., M.Kn.
Name Jl. Mahakam F 34/7 Pondok Indah, Kutabumi, Pasar Kemis, Tangerang 15560
+62 81808391586
Jasa Jasa Notaris RUPS Tahunan, RUPS Luar Biasa, dan proses PMHMETD
Services Notary Services for Annual GMS, Extraordinary GMS, and Rights Issue Process
Periode Penugasan 2024
Assignment Period
Jasa Penugasan Biaya jasa Notaris RUPS Tahunan, RUPS Luar Biasa, dan proses PMHMETD Rp4,174,438,008
Fees Notary Services for Annual GMS, Extraordinary GMS, and Rights Issue Process fee Rp4,174,438,008
Firma Hukum
Law Firm
Nama Tjajo and Partners Law Firm (TNP)
Name
Jasa • Jasa Firma Hukum dalam RUPS Luar Biasa
Services Law Firm Services for Extraordinary GMS
• Jasa Firma Hukum dalam PMHMETD.
Law Firm Services for Rights Issue Process
Periode Penugasan 2024
Assignment Period
Jasa Penugasan Biaya jasa Firma Hukum dalam RUPS Luar Biasa dan proses PMHMETD sebesar Rp675,000,000
Fees Law Firm for Extraordinary GMS and Rights Issue Process fee Rp675,000,000
109
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 110
Kerja Sama Dengan Mitra Lain
Cooperation with Other Partners
Pada tahun 2024, GMF terus mengelola kerja sama yang telah GMF maintains its ongoing cooperation through selection
berlangsung melalui aktivitas seleksi dan ekspansi, khususnya and expansion, which during 2023, focused on Supply Chain
untuk area Supply Chain Management, Sales & Marketing, Management, Sales & Marketing, Banking, and Human
Perbankan dan Sumber Daya Manusia (SDM). Kerja sama juga Resources (HR). The form of cooperation also covers Joint
dilakukan melalui pembentukan Joint Operation dalam rangka Operation to expand the market and increase revenues.
memperluas pasar dan meningkatkan pendapatan GMF.
Adapun bentuk kerja sama yang telah dilakukan GMF dengan The types of cooperation between GMF and other partners
mitra lain sepanjang tahun 2024 adalah sebagai berikut: throughout 2024 were as follows:
Mitra Domestik: Domesti Partners:
1. PT Garuda Indonesia (Persero) Tbk 1. PT Garuda Indonesia (Persero) Tbk
2. PT Citilink Indonesia 2. PT Citilink Indonesia
3. PT Pelita Air Service 3. PT Pelita Air Service
4. Kementerian Pertahanan Republik Indonesia 4. Kementerian Pertahanan Republik Indonesia
5. PT Indonesia AirAsia 5. PT Indonesia AirAsia
6. PT Kilang Pertamina Internasional 6. PT Kilang Pertamina Internasional
7. PT Pertamina Power Indonesia 7. PT Pertamina Power Indonesia
8. PT Pelayanan Listrik Nasional Batam 8. PT Pelayanan Listrik Nasional Batam
9. PT Pertamina Hulu Energi OSES 9. PT Pertamina Hulu Energi OSES
10. PT Airfast Indonesia 10. PT Airfast Indonesia
11. PT Pertamina EP 11. PT Pertamina EP
12. PT BBN Airlines Indonesia 12. PT BBN Airlines Indonesia
13. PT Kereta Api Indonesia (Persero) 13. PT Kereta Api Indonesia (Persero)
Mitra Internasional: International Partnes:
1. Cebu Air, Inc. 1. Cebu Air, Inc.
2. Avolon Aerospace Leasing Limited 2. Avolon Aerospace Leasing Limited
3. Korean Air Lines Co., Ltd. 3. Korean Air Lines Co., Ltd.
4. National Air Cargo Holdings, Inc. 4. National Air Cargo Holdings, Inc.
5. Fiji Airways 5. Fiji Airways
6. AirAsia X Berhad 6. AirAsia X Berhad
7. Aerotranscargo FZE 7. Aerotranscargo FZE
8. Asiana Airlines, Inc. 8. Asiana Airlines, Inc.
9. Vietjet Aviation Joint Stock Company 9. Vietjet Aviation Joint Stock Company
10. Oman Air S.A.O.C. 10. Oman Air S.A.O.C.
11. Max Air Ltd. 11. Max Air Ltd.
12. Thai AirAsia X Co., Ltd 12. Thai AirAsia X Co., Ltd
KERJA SAMA DENGAN INSTITUSI COOPERATION WITH LOCAL
DALAM NEGERI DAN LUAR NEGERI AND FOREIGN INSTITUTIONS
Kerja sama dengan institusi lokal dan asing menjadi salah satu Collaboration with local and foreign institutions is one of
faktor kunci untuk meningkatkan daya saing dan memperluas the key factors in enhancing competitiveness and expanding
jangkauan bisnis. Industri MRO sangat bergantung pada business reach. The MRO industry heavily relies on cutting-
teknologi mutakhir, regulasi penerbangan yang ketat, serta edge technology, stringent aviation regulations, and a deep
pemahaman mendalam terhadap kebutuhan pelanggan global. understanding of global customer needs. This drives GMF to
Hal ini mendorong GMF untuk menjalin kolaborasi dengan establish collaborations with various parties, both domestically
berbagai pihak, baik di dalam maupun luar negeri. and internationally.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
110 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 111
Profil Perusahaan
Company Profile
Berbagai bentuk kerja sama yang dilakukan GMF adalah The various forms of collaboration undertaken by GMF
menjalin hubungan dengan kedutaan besar serta institusi include establishing relationships with embassies and foreign
perdagangan asing, instansi pemerintah seperti Departemen trade institutions, government agencies such as the Ministry
Perindustrian, dan ikut serta dalam kegiatan networking dengan of Industry, and participating in networking activities with
para pengusaha global dalam beberapa pameran di dalam negeri global business players at several exhibitions both domestically
dan di luar negeri. Perseroan juga aktif menjalin kerja sama and abroad. The Company is also actively collaborating with
dengan universitas-universitas ternama di dalam negeri untuk leading universities in the country for human resource (HR)
pengembangan sumber daya manusia (SDM). development.
Adapun kerja sama yang terus berlangsung dengan mitra lain The ongoing collaborations with other partners throughout
sepanjang tahun 2024 adalah sebagai berikut: 2024 are as follows:
1. Kementerian Perhubungan Direktorat Jendral Perhubungan 1. Ministry of Transportation, Directorate General of Civil
Udara KUPBU Kelas I Aviation, Class I KUPBU
2. Politeknik Penerbangan Indonesia Curug 2. Indonesian Aviation Polytechnic Curug
3. Politeknik Negeri Malang 3. Malang State Polytechnic
4. Universitas Dirgantara Marsekal Suryadarma 4. Marsekal Suryadarma Aerospace University
5. Politeknik Negeri Sriwijaya 5. Sriwijaya State Polytechnic
6. Institut Teknologi Dirgantara Adisutjipto 6. Adisutjipto Institute of Aerospace Technology
7. Organisasi Riset Nanoteknologi dan Material Badan Riset 7. Research Organization for Nanotechnology and Materials,
dan Inovasi Nasional National Research and Innovation Agency
8. Yayasan Benih Baik Indonesia 8. Benih Baik Indonesia Foundation
9. Yayasan Wujud Inklusi Bersama 9. Wujud Inklusi Bersama Foundation
10. Pusat Pengembangan Sumber Daya Manusia Perhubungan 10. Center for Human Resources Development in Civil Aviation
Udara
111
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 112
Informasi Situs Web GMF
GMF Website
gmf-aeroasia.co.id
GMF telah memenuhi ketentuan umum atas informasi yang GMF has fulfilled the general requirements on Issuers’ or
diwajibkan oleh regulator sebagaimana yang tertuang dalam Public Companies’ website as stated in OJK Regulation No.
Peraturan OJK No. 8/POJK.04/2015 tentang Situs Web Emiten 8/POJK.04/2015.
atau Perusahaan Publik.
GMF memiliki situs web resmi www.gmf-aeroasia.co.id yang GMF has an official website at www.gmf-aeroasia.co.id in
tersedia dalam Bahasa Indonesia dan Bahasa Inggris. Situs web Indonesian and English. The GMF website displays Company
GMF menampilkan informasi Perseroan yang dapat diakses oleh information accessible by the stakeholders and the general
pemangku kepentingan maupun masyarakat umum. public.
Informasi Website GMF
No.
Information GMF Website
1. Informasi Perseroan
Company Information
2. Informasi Bagi Pemodal atau Investor
Information for Investors
3. Informasi Tata Kelola Perusahaan
Information on Corporate Governance
4. Informasi Tanggjung Jawab Sosial Perusahaan
Information on Corporate Social Responsibility
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
112 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 113
Profil Perusahaan
Company Profile
Informasi Menu Website GMF
Website Menu of GMF
Informasi Perusahaan Corporate Information
• Visi - Misi • Vision - Mission
• Sejarah Singkat GMF • History & Short Brief of GMF
• Dewan Komisaris & Direksi • BOC & BOD
• Pelanggan Kami • Our Customers
• Penghargaan & Pencapaian • Awards & Achievements
• Sertifikat • Certificate
• CSR • CSR
• Pendekatan Kemanusiaan & Keramahan Indonesia • Human Touch & Indonesian Hospitality
Layanan Kami Our Services
• Commercial Aircraft MRO • Commercial Aircraft MRO
• GMF Defense • GMF Defense
• Power Services • Power Services
• AOG Support • AOG Support
• Kunjungi Fasilitas Kami • Explore Our Facility
Fasilitas Facilities
• Sekilas Hanggar • Hanggar Overview
• Fasilitas Lain • Other Facilities
Hubungan Investor Investor Relations
• Laporan Tahunan • Annual Reports
• Laporan Keberlanjutan • Sustainability Reports
• Laporan RUPS • GMF Report
• Laporan Keuangan • Financial Report
• Harga Saham • Stock Price
• Keuntungan Berinvestasi di GMF • Why You Should Invest in GMF
• Laporan Bisnis Bulanan • Monthly Business Update
Anak Perusahaan Subsidiary
GDPS GDPS
Ruang Berita News Room
• Siaran Pers • Press Release
• Kegiatan & Konferensi • Event & Conference
Tata Kelola Perusahaan Corporate Governance
• Praktik GCG • GCG Practices
• Komite Audit • Audit Committee
• Pengadaan • Procurement
Hubungi Kami Contact Us
• Info Kontak Perusahaan • Corporate Contact Info
• Sales & Marketing • Sales & Marketing
Karir Career
Lowongan & Program Magang Jobs Vacancy & Internship
113
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 114
Page 115
ANALISIS DAN
PEMBAHASAN
MANAJEMEN
Management Discussion and
Analysis
Page 116
Tinjauan Perekonomian dan Industri
Industrial and Economic Review
EKONOMI GLOBAL TETAP TUMBUH GLOBAL ECONOMIC GROWTH
DI TENGAH KETIDAKPASTIAN AMIDST UNCERTAINTY
Proyeksi pertumbuhan ekonomi global pada tahun 2024 The global economic growth projection for 2024, according
menurut IMF World Economic Outlook Update (Jan- to the IMF World Economic Outlook Update (Jan-2025), is
2025) diperkirakan mencapai 3,2% (y-on-y). Menurun bila estimated to reach 3.2% (y-on-y), a decline compared to the
dibandingkan pertumbuhan tahun 2023 sebesar 3,3% (y-on-y). 3.3% (y-on-y) growth recorded in 2023. Amidst the projected
Di tengah proyeksi penurunan pertumbuhan ekonomi global, slowdown in global economic growth, global inflation for 2024
proyeksi inflasi global pada tahun 2024 diperkirakan mencapai is expected to reach 5.7% (y-on-y), compared to 6.7% (y-on-y)
5,7% (y-on-y) dibandingkan tahun 2023 sebesar 6,7% (y-on-y). in 2023. Inflation remains high but is moving lower.
Tingkat inflasi tetap tinggi, namun bergerak lebih rendah.
Pertumbuhan ekonomi negara mitra dagang utama Indonesia The economic growth of Indonesia’s main trading partner
cukup bervariasi pada tahun 2024. Tiongkok tercatat tumbuh countries varies in 2024. China recorded a growth of 5.0%
5,0% (c-to-c) dibandingkan 5,4% (c-to-c) pada tahun 2023. Amerika (c-to-c), compared to 5.4% (c-to-c) in 2023. The United States
Serikat tercatat tumbuh 2,8% (c-to-c) dibandingkan 2,9% (c-to-c) recorded a growth of 2.8% (c-to-c), compared to 2.9% (c-to-c) in
pada tahun 2023. Lain halnya dengan kedua negara tersebut, 2023. Unlike these two countries, ASEAN countries experienced
negara-negara ASEAN mengalami pertumbuhan. Singapura growth. Singapore recorded a growth of 4.0% (c-to-c), compared
tercatat tumbuh 4,0% (c-to-c) dibandingkan 1,0% (c-to-c) pada to 1.0% (c-to-c) in 2023, while Malaysia also experienced growth
tahun 2023 dan Malaysia juga mengalami pertumbuhan yaitu 4,0% of 4.0% (c-to-c), compared to 1.1% (c-to-c) in 2023.
(c-to-c) dibandingkan 1,1% (c-to-c) pada tahun 2023.
Ekonomi global tetap dapat bertumbuh dengan stabil di tengah The global economy remains capable of stable growth despite
situasi ketegangan geopolitik yang terus berlangsung. Dunia sudah ongoing geopolitical tensions. The world has increasingly
semakin beradaptasi dengan ketidakseimbangan pasokan dan adapted to supply imbalances and has begun seeking
mulai mencari alternatif untuk mengantisipasinya. Walaupun alternatives to mitigate them. However, supply chains remain
demikian, rantai pasok masih terganggu dan kebutuhan tidak disrupted, and demand cannot be fully met due to supply and
dapat sepenuhnya terpenuhi karena adanya ketidakseimbangan demand imbalances, forcing producers to seek new markets
penawaran dan permintaan yang memaksa produsen mencari abroad to ensure business profitability. This has prompted
pasar baru di luar negeri untuk memastikan profitabilitas usaha. countries to prioritize increasing domestic trade protection
Hal ini memicu negara-negara untuk lebih memilih meningkatkan policies by imposing high tariffs on imports. Central banks have
kebijakan proteksi perdagangan dalam negeri dengan memasang also been compelled to raise interest rates to combat inflation.
tarif tinggi untuk impor. Bank sentral juga terpacu meningkatkan
suku bunga bank demi melawan inflasi.
Situasi ekonomi global yang penuh tantangan juga The challenging global economic situation has also affected
mempengaruhi harga minyak mentah Indonesia (Indonesian Indonesia’s crude oil price (Indonesian Crude Price or “ICP”).
Crude Price atau “ICP”). Kementerian Energi dan Sumber Daya The Ministry of Energy and Mineral Resources (ESDM) set the
Mineral (ESDM) telah menetapkan ICP pada bulan Desember ICP at USD71.61 per barrel in December 2024, a decline from
2024 berada pada level USD71.61 yang menurun dibandingkan USD71.83 per barrel in November 2024. The decline in global
dengan Bulan November 2024 dengan nilai USD71.83 per crude oil prices was influenced by factors such as the weakening
barel. Terjadi penurunan harga minyak mentah di pasar Chinese economy, which led to slower growth in China’s crude
internasional yang dipengaruhi antara lain oleh melemahnya oil demand. Another contributing factor was the Organization
perekonomian Tiongkok yang menyebabkan perlambatan of the Petroleum Exporting Countries (OPEC) revising down
pertumbuhan permintaan minyak mentah China. Faktor the global oil demand forecast and the strengthening of the
lain yang mempengaruhi adalah revisi Organization of the US Dollar against major world currencies, reaching its highest
Petroleum Exporting Countries (OPEC) terhadap tingkat level in the past two years.
permintaan minyak dunia yang menurun dan penguatan nilai
tukar Dollar Amerika Serikat terhadap mata uang utama dunia
lain yang mencapai rekor tertinggi dalam dua tahun terakhir.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
116 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 117
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
EKONOMI NASIONAL RESILIEN DI RESILIENT NATIONAL ECONOMY
TENGAH KETIDAKPASTIAN GLOBAL AMIDST GLOBAL UNCERTAINTY
Dari sisi domestik, Indonesia terlihat mengalami pertumbuhan From a domestic perspective, Indonesia has experienced
ekonomi yang relatif stabil. Berdasarkan data yang dirilis relatively stable economic growth. According to data released by
oleh Badan Pusat Statistik (BPS), perekonomian nasional the Central Statistics Agency (BPS), the national economy grew
tercatat tumbuh sebesar 5.03% (c-to-c), mempertahankan by 5.03% (c-to-c), maintaining a growth trend above 5% since the
tren pertumbuhan di atas 5% sejak kuartal keempat tahun fourth quarter of 2021. This consistent growth demonstrates
2021. Konsistensi pertumbuhan ekonomi memperlihatkan Indonesia’s ability to recover from the pandemic crisis. The main
kemampuan Indonesia untuk bangkit dari krisis pandemi. drivers of this growth include the significant contribution from
Pendorong utama pertumbuhan ini adalah kontribusi yang Non-Profit Institutions Serving Households (PK-LNPRT), which
besar dari Lembaga Non-Profit yang Melayani Rumah Tangga grew by 12.48%, and the positive performance of the “Other
(PK-LNPRT), yang tumbuh 12.48%, dan kinerja positif sektor Services” sector, which increased by 9.80%.
"Jasa Lainnya" yang mengalami kenaikan sebesar 9.80%.
Tahun politik 2024 berperan penting dalam pertumbuhan The 2024 political year played an important role in economic
ekonomi yang mendorong pengeluaran politik yang signifikan, growth by driving substantial political spending, including
termasuk dalam bentuk bantuan sosial dan berbagai kegiatan social assistance and various campaign activities aimed at
kampanye untuk menarik simpati masyarakat. Sektor “Jasa gaining public support. The “Other Services” sector also made
Lainnya” juga berkontribusi signifikan terhadap pertumbuhan a significant contribution to economic growth, supported by
ekonomi, didorong oleh meningkatnya aktivitas rekreasi, increased recreational activities following a surge in both
seiring dengan lonjakan jumlah wisatawan domestik maupun domestic and international tourists.
mancanegara.
Indonesia juga berhasil menjaga stabilitas ekonomi dengan Indonesia has also successfully maintained economic stability
inflasi yang tetap terkendali. Hingga Desember 2024, with controlled inflation. As of December 2024, the national
tingkat inflasi nasional tercatat sebesar 1.57%, masih berada inflation rate stood at 1.57%, remaining within the national
dalam kisaran target nasional sebesar 2.5% ±1%. Angka ini target range of 2.5% ±1%. This figure represents a significant
menunjukkan penurunan yang signifikan dibandingkan 2.61% decline from 2.61% in December 2023, reflecting the success
pada Desember 2023, mencerminkan keberhasilan kebijakan of macroeconomic policies in maintaining price stability. Lower
makroekonomi dalam menjaga stabilitas harga. Inflasi yang inflation positively impacts people’s purchasing power and
lebih rendah memberikan dampak positif terhadap daya beli boosts business confidence.
masyarakat serta meningkatkan kepercayaan pelaku usaha.
Sementara itu, Indeks Manajer Pembelian (PMI) Manufaktur Meanwhile, the Manufacturing Purchasing Managers’ Index
kembali ke level ekspansif di angka 51.2 pada Desember 2024 (PMI) returned to an expansionary level of 51.2 in December
setelah sebelumnya mengalami kontraksi. Peningkatan ini 2024 after previously experiencing contraction. This increase
menunjukkan optimisme di sektor manufaktur, mencerminkan indicates optimism in the manufacturing sector, reflecting rising
peningkatan aktivitas produksi dan kepercayaan bisnis. PMI production activities and business confidence. A PMI above 50
yang berada di atas level 50 menandakan ekspansi ekonomi, signifies economic expansion, which is crucial for industries
yang penting bagi industri yang bergantung pada rantai pasok relying on domestic supply chains and production output.
domestik dan output produksi.
Selain itu, pertumbuhan investasi sebesar 4.61%, yang didorong Additionally, investment growth of 4.61%, driven by
oleh proyek infrastruktur serta pengeluaran kampanye politik, infrastructure projects and political campaign spending, has
semakin memperkuat momentum ekonomi dan menciptakan further strengthened economic momentum and created
peluang ekspansi bisnis yang lebih luas. broader business expansion opportunities.
117
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 118
MOBILITAS MASYARAKAT HIGHER MOBILITY
TERUS MENINGKAT
Mobilitas masyarakat terus meningkat pada tahun 2024 yang Public mobility continued to increase in 2024, in line with the
berbanding lurus dengan peningkatan aktivitas pariwisata growth of domestic and international tourism activities. This
nusantara dan mancanegera. Situasi ini membawa dampak positif situation has had a positive impact on the aviation industry,
bagi industri penerbangan yang erat kaitannya dengan aktivitas which is closely related to GMF’s business activities. The
usaha GMF. Situasi positif mobilitas masyarakat dan industri positive trend in public mobility and the tourism industry is
pariwisata diperkirakan akan terus berlanjut pada tahun 2025. expected to continue in 2025.
Peningkatan Jumlah Penumpang di Seluruh Moda Transportasi
Higher Passenger Level in Every Public Transport
17.81% 20.46% 5.70%
(c-to-c) (c-to-c) (c-to-c)
Angkutan Rel Angkutan Laut Angkutan Udara
Rail Transport Sea Transport Air Transport
Peningkatan Jumlah Perjalanan dan Kunjungan Wisatawan
Higher Tourist Visits and Trips
21.61% 19.05%
(c-to-c) (c-to-c)
Jumlah Perjalanan Wisatawan Nusantara Jumlah Kunjungan Wisatawan Mancanegara
Number of Domestic Tourist Trips Number of International Tourist Visits
BPS mencatat bahwa perjalanan wisata domestik pada tahun BPS recorded that domestic tourism trips in 2024 reached
2024 mencapai 1.02 miliar perjalanan dan merupakan angka 1.02 billion trips, marking the highest figure since 2019, or
tertinggi sejak tahun 2019 atau sebelum pandemi. Bahkan before the pandemic. This number is even significantly higher
sudah jauh lebih tinggi dibandingkan dengan sebelum pandemi, than the pre-pandemic level, where in 2019, there were only
di mana tahun 2019 hanya ada 722 juta perjalanan. 722 million trips.
Peningkatan jumlah perjalanan wisata domestik juga diikuti The increase in domestic tourism trips was also followed by a
oleh jumlah kunjungan wisatawan mancanegara (wisman) rise in the number of international tourist visits to Indonesia.
ke Indonesia. BPS mencatat akumulasi jumlah wisman BPS recorded a total of 12.66 million international tourist
sepanjang Januari hingga November 2024, sebanyak 12.66 visits from January to November 2024, an increase of 20.17%
juta kunjungan, naik 20.17% dibanding periode yang sama pada compared to the same period in the previous year, which saw
tahun sebelumnya, yang memperoleh 11.68 juta kunjungan. 11.68 million visits. This achievement marks a record high for
Perolehan ini menjadi catatan rekor jumlah kunjungan international tourist visits to Indonesia in the past five years,
wisman bagi pariwisata Indonesia sejak lima tahun terakhir, following the figures of 3.8 million visits in 2020 and the lowest
setelah sebelumnya pada tahun 2020 mencatatkan 3.8 juta record of 1.3 million visits in 2021.
kunjungan, disusul 2021 dengan perolehan terendah yakni
1.3 juta kunjungan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
118 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO
Integrated Report 2024
Page 119
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
INDUSTRI PENERBANGAN DAN MRO AVIATION AND MRO INDUSTRY
Indonesia National Air Career Association (INACA) mencatat The Indonesia National Air Carrier Association (INACA)
bahwa pada periode Januari hingga September 2024, data recorded that during the period from January to September
sementara jumlah penumpang pesawat maskapai berjadwal rute 2024, the provisional data on the number of scheduled domestic
domestik berjumlah 44,3 juta penumpang, lebih rendah 10% airline passengers reached 44.3 million passengers, which is
dari periode Januari hingga September 2023 yang berjumlah 10% lower than the 49.2 million passengers recorded in the
49,2 juta penumpang. same period in 2023.
Pada tahun 2024, biaya penerbangan masih tergolong tinggi In 2024, flight costs remained relatively high, mainly influenced
terutama dipengaruhi oleh penguatan nilai tukar Dolar AS (USD) by the strengthening of the US Dollar (USD) against the
terhadap Rupiah. Kurs rata-rata dolar pada tahun 2024 pada Indonesian Rupiah. The average exchange rate of the dollar in
Desember 2024 telah mencapai Rp15.840 per USD, naik 14% December 2024 had reached Rp15,840 per USD, an increase of
bila dibandingkan kondisi pada saat pandemi yaitu Rp13.901 14% compared to the pandemic period, which was Rp13,901 per
per USD. Naiknya kurs Dolar AS ini juga mempengaruhi USD. The rise in the US Dollar exchange rate also contributed
naiknya harga avtur, harga spareparts, sewa pesawat, dan to the increase in aviation fuel (avtur) prices, spare parts costs,
komponen lainnya yang menggunakan acuan mata uang USD, aircraft leasing fees, and other components that reference USD,
sehingga membuat naiknya biaya yang ditanggung maskapai leading to higher operational costs for airlines.
penerbangan.
Situasi ini juga tidak ideal bagi industri MRO. Sejumlah tantangan This situation is also not ideal for the MRO industry. Several
membuat pasokan spareparts pesawat mengalami masalah, challenges have caused supply issues for aircraft spare parts,
terutama mengenai bea masuk bagi sebagian besar spareparts particularly regarding import duties on most aircraft spare
pesawat. Dari 472 item HS Code spareparts pesawat, baru parts. Out of 472 HS Code items for aircraft spare parts, only
123 HS Code yang mendapat bea masuk 0% sehingga masih 123 HS Codes have a 0% import duty, leaving 349 HS Codes
ada 349 HS Code atau sekitar 74% dengan jumlah 22.349 part (approximately 74%) or around 22,349 part numbers still
number yang masih dikenakan bea masuk 2,5% hingga 22,5%. subject to import duties ranging from 2.5% to 22.5%.
Permasalahan bea masuk mengakibatkan adanya backlog The issue of import duties has resulted in aircraft and spare
pesawat dan spareparts tidak hanya di Indonesia, namun secara parts backlogs, not only in Indonesia but globally, as a prolonged
global sebagai dampak berkepanjangan dari pandemi. Situasi ini impact of the pandemic. This situation affects the performance
mempengaruhi kinerja industri MRO untuk mengoptimalkan of the MRO industry in optimizing the number of aircraft
jumlah pesawat yang tersedia dan siap untuk terbang available and ready for flight (airworthy).
(airworthy).
Di tengah berbagai tantangan, potensi pasar industri MRO Despite these challenges, the global MRO market still holds
secara global masih sangatlah besar. Presedence Research, enormous potential. Presedence Research, a leading provider of
penyedia informasi pasar strategis terkemuka, memperkirakan strategic market insights, estimates that the global air transport
pasar MRO transportasi udara global mencapai USD86,46 MRO market will reach USD86.46 billion in 2024, increase to
miliar pada tahun 2024, meningkat menjadi USD90,96 miliar USD90.96 billion in 2025, and is projected to hit approximately
pada tahun 2025, dan diprediksi mencapai sekitar USD 143,55 USD143.55 billion by 2034, with a compound annual growth
miliar pada tahun 2034, dengan tingkat pertumbuhan tahunan rate (CAGR) of 5.2% between 2024 and 2034.
gabungan (CAGR) sebesar 5,2% antara tahun 2024 dan 2034.
Potensi pasar MRO transportasi udara di Asia Pasifik tercatat The air transport MRO market in the Asia Pacific region holds
yang paling besar dengan pangsa pendapatan 32% pada tahun the largest potential, accounting for 32% of revenue in 2023.
2023. Pada tahun 2024, pasar Asia Pasifik tercatat memiliki In 2024, the Asia Pacific market is estimated to be valued at
potensi USD29,40 miliar dan diperkirakan akan tumbuh dengan USD29.40 billion and is expected to grow at the fastest CAGR
CAGR tercepat sebesar 5,4% selama periode perkiraan. of 5.4% during the forecast period.
Asia Pasifik mendominasi pasar MRO transportasi udara karena Asia Pacific dominates the air transport MRO market due to the
ekspansi industri penerbangan yang pesat, meningkatnya rapid expansion of the aviation industry, increasing demand for
permintaan perjalanan udara, dan bertambahnya jumlah armada air travel, and the growing number of aircraft fleets. Indonesia
pesawat. Indonesia termasuk salah satu negara di Asia Pasifik is among the countries in the Asia Pacific region experiencing
yang mengalami pertumbuhan ekonomi stabil dan resilien, stable and resilient economic growth, driving investments in
mendorong investasi dalam infrastruktur penerbangan dan aviation infrastructure and MRO services.
layanan MRO.
119
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 120
Pada tahun 2024, terdapat maskapai baru yaitu Blue Bird Nordic In 2024, a new airline, Blue Bird Nordic Airlines Indonesia, under
Airlines Indonesia dengan nama brand “BBN Airlines Indonesia” the brand name “BBN Airlines Indonesia,” was introduced as
yang merupakan bagian dari Avia Solutions Group asal Irlandia. part of the Ireland-based Avia Solutions Group. The entry of a
Kedatangan pemain baru dari luar negeri tentunya memberikan new international player presents a positive outlook, indicating
pandangan positif bahwa Indonesia dipandang sebagai pasar that Indonesia is perceived as a prospective market with its
prospektif dengan lokasinya yang strategis. Hal ini tentunya strategic location. This will be an opportunity for GMF to further
akan menarik bagi GMF untuk semakin memperkuat kapasitas strengthen its aircraft maintenance capacity to accommodate
maintenance pesawat untuk mengakomodasi kebutuhan MRO the growing MRO demand for expanding airline fleets.
armada yang terus berkembang.
Pasar Global MRO Sektor Transportasi Penerbangan 2023 hingga 2032 (USD Miliar)
Global Air Transport MRO Market Size 2023 to 2032 (USD Billion)
$100.67
$105.90
$111.41
$117.20
$123.29
$129.71
$136.45
$143.55
$82.19
$95.69
$86.46
$90.96
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Sumber | Source: www.precedenceresearch.com
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
120 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 121
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Kebijakan Strategis 2024
2024 Strategic Policy
Sesuai yang tercantum pada Rencana Kerja dan Anggaran As stated in the 2024 Company Work Plan and Budget, and in
Perusahaan tahun 2024, dan sejalan dengan pertumbuhan line with the growth of the aviation industry post-pandemic,
industri penerbangan pasca pandemi, Perseroan melakukan the Company is undertaking various initiatives to continue
berbagai inisiatif untuk terus meningkatkan kondisi keuangan improving its financial condition and maintaining operational
dan menjaga kondisi operasional. Hal ini dilakukan agar performance. These efforts are aimed at achieving sustainable
Perseroan dapat mewujudkan sustainable profitable growth and profitable growth, ensuring that profits are not only
untuk memastikan bahwa keuntungan yang diperoleh momentary but contribute to future business sustainability.
tidak hanya untuk keuntungan sesaat, tetapi juga untuk Based on the Company’s current condition and performance,
keberlangsungan bisnis di masa depan. Dengan melihat kondisi the programs set for 2024 were as follows:
dan performa Perseroan, maka program yang ditetapkan pada
tahun 2024 adalah sebagai berikut:
1. Peningkatan Profitabilitas 1. Increasing Profitability
Beberapa langkah yang dilakukan untuk dapat Several initiatives have been undertaken to improve
menumbuhkan tingkat profitabilitas yaitu: profitability, including
a. Operational excellence di seluruh segmen bisnis, a. Operational excellence across all business segments
melalui upaya-upaya peningkatan perencanaan through improved maintenance planning, enhanced
perawatan, peningkatan kualitas pekerjaan, optimalisasi work quality, cost optimization, supply chain
biaya, optimalisasi supply chain management, serta management efficiency, and human capital development.
pengembangan kompetensi SDM.
b. Pengembangan bisnis di area Power Services & b. Business development in the Power Services &
Government Government
Sebagai bentuk diversifikasi bisnis, Perseroan terus As a part of the Company’s diversification strategy to
mengembangkan kapabilitas dan pasar untuk segmen develop capabilities and expand market reach in this
Power Services & Government melalui sinergi pelanggan segment through customer synergies and collaboration
dan kerja sama dengan stakeholder terkait, sehingga with key stakeholders, thus contributing positively to the
diharapkan dapat memberikan kontribusi positif terhadap Company’s performance.
kinerja Perseroan.
2. Restrukturisasi Utang & Optimasi Arus Kas 2. Debt Restructuring & Cash Flow Optimization
Sebagai upaya pengelolaan arus kas dan menjaga likuiditas To manage cash flow and maintain business liquidity, the
usaha, program restrukturisasi utang dan optimasi arus Company is continuing its debt restructuring and cash flow
kas terus dilaksanakan Perseroan, melanjutkan program optimization programs initiated in the previous year.
di tahun sebelumnya.
Restrukturisasi utang dilakukan mencakup pinjaman Debt restructuring covers both long-term and short-term
jangka panjang maupun pendek dari perbankan. Selain itu, bank loans. The Company is also optimizing the settlement
Perseroan juga melakukan optimalisasi dalam penyelesaian of obligations to vendors.
kewajiban kepada vendor.
Dalam pengelolaan arus kas, Perseroan menyesuaikan In terms of cash flow management, the Company is
alokasi cash flow operasional, menerapkan self-project reallocating operational cash, implementing self-project
financing, serta memanfaatkan operating cash untuk financing, and utilizing operating cash to support both
mendukung kebutuhan bisnis dan investasi strategis. business operations and strategic investments.
121
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 122
3. Perbaikan Ekuitas 3. Equity Improvement
Pada 2024, Perseroan melaksanakan perbaikan ekuitas In 2024, the Company enhanced its equity through an asset
melalui skema asset swap to equity. Proses ini mencakup swap-to-equity scheme. This process involves inbreng from
inbreng aset dari PT Garuda Indonesia Tbk, selaku induk PT Garuda Indonesia Tbk, the Company’s parent entity, and
usaha Perseroan, dimana asset yang diinbreng-kan berupa the contributed assets are hangars, workshops, and other
Hangar, Workshop, dan fasilitas operasional MRO lainnya. MRO operational facilities. This process is executed through
Adapun proses ini dilakukan menggunakan skema right a rights issue scheme with Pre-emptive Rights (HMETD).
issue dengan Hak Memesan Efek Terlebih Dahulu (HMETD).
Selain tiga strategi utama tersebut, GMF juga terus In addition to these three main strategies, GMF continues
melanjutkan kemitraan dengan maskapai, MRO, dan OEM. to build partnerships with airlines, MROs, and OEMs. GMF
GMF telah mengembangkan bisnis Landing Gear melalui has expanded its Landing Gear business through strategic
kerja sama strategis dengan regional MRO. Selain itu, GMF collaborations with regional MROs. GMF is also actively
juga mengeksplorasi peluang di Engine Shop, Airframe, exploring opportunities in the Engine Shop, Airframe, and
serta diversifikasi ke sektor Government dan Industrial diversifying into the Government & Industrial Gas Turbine
Gas Turbine Engine. Engine sectors.
Strategi usaha juga mencakup aspek lainnya di luar bisnis, The Company’s business strategy also emphasizes non-
terutama melalui optimalisasi penerapan Good Corporate commercial aspects, particularly the optimization of
Governance (GCG) dan internal process, serta memastikan Good Corporate Governance (GCG) implementation and
aspek transparansi dalam pelaporan keuangan tetap terjaga. internal processes, while also committed to maintaining
Sehubungan dengan telah dicabutnya keberlakukan transparency in financial reporting. In light of the revocation
indikator implementasi GCG pada lingkungan BUMN dan of GCG implementation indicators within the SOE
mempertimbangkan bahwa pada tahun sebelumnya GCG environment and considering the prior independent GCG
Assessment telah dilakukan oleh asesor independen, maka assessment, the Company conducted a self-assessment
pada tahun 2024 Perseroan melakukan self assessment in 2024 using the evaluation method stipulated by the
implementasi GCG dengan menggunakan metode penilaian Financial Services Authority Regulation (POJK).
yang ditetapkan oleh Peraturan Otoritas Jasa Keuangan
(POJK).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
122 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 123
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Aspek Pemasaran
Marketing Aspect
PANGSA PASAR MARKET SHARE
GMF melayani konsumen bisnis menggunakan pendekatan GMF serves business consumers with a business-to-business
business to business (B2B) dan membagi pangsa pasarnya ke (B2B) approach, dividing its market share into several categories
dalam beberapa kategori yaitu grup afiliasi (GA) dan non-grup of affiliate group (GA) and non-affiliate group (NGA), as well as
afiliasi (NGA), serta pasar global dan domestik. global and domestic markets.
GMF terus memperkuat kehadirannya di pasar dengan GMF continues to strengthen its market presence by leveraging
memanfaatkan jaringan domestik yang luas serta posisinya its extensive domestic network and strategic position in
yang strategis di Indonesia. Sebagai penyedia layanan MRO Indonesia. As a leading MRO service provider, GMF serves
terkemuka, GMF melayani dua segmen pasar utama: (1) pasar two main market segments: (1) the domestic market, consisting
domestik, yang terdiri dari maskapai penerbangan Indonesia of Indonesian airlines and other companies requiring MRO
dan perusahaan lain yang membutuhkan layanan MRO di dalam services within the country, and (2) the global market, which
negeri, serta (2) pasar global, yang mencakup klien internasional includes international clients conducting business activities
yang memiliki aktivitas usaha di wilayah Indonesia. in Indonesia.
Dalam upaya memperluas pangsa pasar, GMF menjalankan To expand its market share, GMF implements various marketing
berbagai inisiatif pemasaran yang disesuaikan dengan masing- initiatives tailored to each segment. For the domestic market,
masing segmen. Khusus pasar domestik, GMF mengoptimalkan GMF optimizes its advantage through its extensive Outstation
keunggulannya melalui jaringan Outstation Line Maintenance Line Maintenance network, which is present at nearly all
yang tersebar di hampir seluruh bandara di Indonesia, airports across Indonesia. This ensures reliable and efficient
memastikan layanan yang andal dan efisien bagi mitra maskapai. services for airline partners, making it a key competitive edge
Jangkauan yang luas ini menjadi nilai tambah yang signifikan in attracting new clients and securing long-term contracts.
dalam menarik klien baru dan mengamankan kontrak jangka
panjang.
Meskipun GMF tidak memiliki jaringan operasional di luar Although GMF does not have operational networks abroad, its
negeri, strategi pemasaran tetap difokuskan untuk menjangkau marketing strategy remains focused on reaching international
klien internasional yang beroperasi di Indonesia. GMF secara clients operating in Indonesia. GMF actively promotes its
aktif mempromosikan kapabilitasnya melalui pendekatan capabilities through direct customer engagement, building
langsung kepada pelanggan, membangun kemitraan strategis, strategic partnerships, and participating in various aviation
serta berpartisipasi dalam berbagai pameran industri industry exhibitions and global business forums. Through these
penerbangan dan forum bisnis tingkat global. Dengan cara efforts, GMF can still tap into the international market and
ini, GMF tetap mampu menjangkau pasar internasional dan attract foreign airlines and aviation companies seeking MRO
menarik maskapai asing serta perusahaan penerbangan yang services in Indonesia.
membutuhkan layanan MRO di Indonesia.
Khusus untuk pangsa pasar GA, Perseroan melakukan transaksi For GA, the Company is transacting with related parties from
dengan pihak-pihak berelasi dari Group Garuda Indonesia Garuda Indonesia Group as defined in PSAK 7 (2015 revision)
sebagaimana didefinisikan dalam PSAK 7 (revisi 2015) of “Related Party Disclosures”.
“Pengungkapan Pihak-Pihak Berelasi".
123
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 124
Pangsa Pasar Group Afiliasi dan Non-Group Afiliasi
Market Share by Group Affiliation and Non-Group Affiliation
2024 2023
Uraian
Jumlah Komposisi Jumlah Komposisi
Description
Total Composition Total Composition
(USD) % (USD) %
GA 317,741,156 75.43% 217,679,801 75.96%
NGA 103,482,030 24.57% 68,879,333 24.04%
Segmen pasar GA mencakup Garuda Indonesia Group dan GA’s market segment includes the Garuda Indonesia Group,
Perseroan berperan untuk mendukung operasional Group and the Company’s role is to support the Group’s operations
sehingga dapat memberikan pelayanan yang unggul dan nilai to provide superior service and added value to its customers.
tambah kepada para pelanggannya.
Pasar NGA merupakan segmen pasar di luar Garuda Indonesia The NGA market refers to a market segment outside the
Group dari sektor BUMN, swasta, maupun luar negeri. Hingga Garuda Indonesia Group, vary from SOEs, private companies,
akhir tahun 2024, klien di segmen NGA adalah maskapai kargo and foreign customers. By the end of 2024, clients in the NGA
internasional, lessor, perusahaan pembangkit listrik, dan segment covered international cargo airlines, lessors, power
beberapa maskapai internasional lainnya. generation companies, and several other international airlines.
Pendapatan dari segmen GA masih mendominasi total Revenue from the GA segment still dominates the Company’s
pendapatan Perseroan pada tahun 2024 yaitu sebesar 75.5%. total revenue in 2024 at 75.5%. This portion of revenue has
Porsi pendapatan ini mengalami penurunan dibandingkan decreased compared to the previous year. Although the GA
tahun sebelumnya. Meski secara persentase pada segmen segment experienced a percentage decline, it still recorded a
GA tersebut mengalami penurunan, namun secara nominal nominal increase compared to the previous year. In addition,
tetap mengalami peningkatan dibandingkan tahun sebelumnya. NGA customers contributed 24.5% of the Company’s total
Selain itu, pelanggan NGA sendiri menyumbang 24.5% dari revenue in 2024.
total pendapatan Perseroan pada tahun 2024.
Hingga akhir tahun 2024, pelanggan-pelanggan Perseroan di As of the end of 2024, the Company’s customers in the
segmen NGA adalah maskapai internasional, maskapai kargo NGA segment included international airlines, international
internasional, lessor, perusahaan pembangkit listrik, perusahaan cargo airlines, lessors, power generation companies, railway
kereta api dan beberapa perusahaan lainnya. companies, and several other businesses.
Perseroan juga memiliki pangsa pasar berdasarkan pangsa The Company also has market shares based on global and
pasar global dan domestik. Pangsa pasar global yang dimiliki domestic market shares. The Company’s global market share
Perseroan mencakup negara-negara di wilayah Asia Tenggara, includes countries in Southeast Asia, East Asia, South Asia,
Asia Timur, Asia Selatan, Timur Tengah, Eropa, Oceania, Afrika. Middle East, Europe, Oceania, Africa. GMF currently has 69
GMF saat ini memiliki 69 kantor perwakilan domestik yang domestic representative offices spread across all major airports
tersebar di seluruh bandara besar di tanah air dari Sabang in the country from Sabang to Merauke.
sampai Merauke.
Pangsa Pasar Global
Global Market Share
2024 2023
Uraian
Jumlah Komposisi Jumlah Komposisi
Description
Total Composition Total Composition
(MUSD) % (MUSD) %
Jumlah Pendapatan Industri MRO
dari Pasar Global
110,692 100.0% 87,595 100.0%
Total MRO Industry Revenues
from Global Markets
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
124 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 125
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Pangsa Pasar Global
Global Market Share
2024 2023
Uraian
Jumlah Komposisi Jumlah Komposisi
Description
Total Composition Total Composition
(MUSD) % (MUSD) %
Pendapatan Kompetitor dari Pasar
Global
110,288 99.6% 87,222 99.6%
Competitor Income from the
Global Market
Pendapatan GMF
402 0.36% 354 0.32%
Revenue GMF
Pangsa pasar global GMF tahun 2024 diperkirakan sebesar GMF’s global market share in 2024 is estimated to be 0,36%,
0,36%, yang mengalami penurunan secara presentase apabila which has decreased in terms of percentage when compared to
dibandingkan dengan pangsa pasar global tahun 2023. its global market share in 2023. However, revenue in 2024 has
Meski demikian, pendapatan pada tahun 2024 mengalami increased compared to the previous year. The change occurred
kenaikan dibandingkan tahun sebelumnya. Perubahan tersebut due to the recovery of the aviation market after the pandemic.
disebabkan oleh pulihnya pasar aviasi pasca pandemi.
Pangsa Pasar Domestik
Domestic Market Share
2024 2023
Uraian
Jumlah Komposisi Jumlah Komposisi
Description
Total Composition Total Composition
(MUSD) % (MUSD) %
Jumlah Pendapatan Industri MRO
dari Pasar Domestic
1,768 100.00% 1,246 100.00%
Total MRO Industry Revenues
from Domestic Markets
Pendapatan Kompetitor dari Pasar
Domestic
1,365 77.2% 931 74.7%
Competitor Income from the
Global Market
Pendapatan GMF
399 22.57% 354 20.03%
Revenue GMF
Pangsa pasar domestik GMF tahun 2024 diperkirakan sebesar GMF’s domestic market share in 2024 is estimated to be 22.57%
22.57%, yang mengalami penurunan apabila dibandingkan which is lower than the global market coverage in 2023.
dengan pangsa pasar global tahun 2023.
STRATEGI PEMASARAN MARKETING STRATEGIES
GMF menjalankan strategi pemasaran yang berfokus pada GMF implements a marketing strategy focused on the GA
pasar GA, sesuai dengan porsi dari pangsa pemasarannya market, in line with its larger market share compared to
yang lebih besar dari pangsa NGA. Walaupun demikian, the NGA segment. However, to ensure business continuity,
untuk mempertahankan keberlangsungan usaha, GMF juga GMF also adopts an expansive marketing strategy, including
menjalankan strategi pemasaran yang ekspansif, mencakup diversification into potential industries that require high-quality
diversifikasi industri potensial dan membutuhkan kapabilitas MRO capabilities. The marketing strategy implemented in 2024
MRO berkualitas tinggi. Strategi pemasaran pada tahun 2024 was centered on:
yang telah dilakukan berpusat pada:
1. Melakukan pengembangan pasar ke commercial aircraft, 1. Conducted market expansion to commercial aircraft,
pasar business jet, dan lessor; business jet, and lessor markets;
2. Melakukan diversifikasi pasar di luar commercial aircraft, 2. Diversified the market beyond commercial aircraft to cover
yaitu industri militer dan power services secara agresif; military industry and power services aggressively;
125
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 126
3. Meningkatkan pendapatan segmen non-afiliasi melalui 3. Increased non-affiliated segment revenue through a win-
strategi win-back captive customer dan akuisisi pelanggan back captive customer strategy and acquired new customers
baru yang memiliki tingkat keuangan baik; with good financial levels;
4. Melakukan strategi retensi pelanggan demi peningkatan 4. Implemented customer retention strategies to increase
share of wallet pelanggan yang ada. current customer’s share of wallet
POSISI GMF DI PASAR MRO GMF POSITION IN MRO MARKET
Berdasarkan penjelasan mengenai pangsa pasar dan strategi Based on the explanation of market share and marketing
pemasaran yang dijalankan tahun 2024 bila dibandingkan strategies conducted in 2024, when compared to other MRO
dengan pemain MRO lainnya secara nasional, maka GMF players nationally, GMF occupies the first position, with a market
menempati posisi pertama, dengan pangsa pasar 22.57%. GMF share of 22.57%. GMF continues to maintain its position as the
terus mempertahankan posisinya sebagai pemain utama industri leading player in the national MRO industry by consistently
MRO nasional karena secara konsisten memimpin dalam hal excelling in maintenance quality, as well as technological and
kualitas maintenance, serta inovasi teknologi dan sumber daya human resource innovation, enabling GMF to safeguard client
manusia yang memungkinkan GMF untuk menjaga tingkat trust and expand into new markets.
kepercayaan klien dan berekspansi ke pasar baru.
Bila dibandingkan dengan pangsa pasar internasional, posisi When compared to international market share, GMF’s position
GMF dibandingkan pemain MRO lainnya secara global compared to other MRO players globally ranks 8, with a market
menempati posisi ke 8, dengan pangsa pasar 0.36% secara share of 0.36% internationally. GMF’s position and market share,
internasional. Posisi dan pangsa GMF bila dibandingkan dengan when compared to the global market, are still relatively small.
pasar global memang masih jauh dan terbilang kecil. Hal ini This aligns with GMF’s primary focus on serving the domestic
juga sesuai dengan fokus utama GMF untuk melayani pasar market, particularly for the GA market, while remaining the
domestik, terutama untuk pasar GA, namun dengan tetap top choice for international airlines operating in Indonesia.
menjadi pilihan utama bagi maskapai internasional yang
beroperasi di Indonesia.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
126 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 127
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Tinjauan Operasi Per Segmen Usaha
Operational Review by Business Segment
Penyusunan laporan keuangan Perseroan dilakukan The Company adopted PSAK 108 (2015 Adaptation) on
berdasarkan PSAK 108 (Penyesuaian 2015) tentang Segmen Operating Segment in preparing the financial statements.
Operasi. Perseroan melaporkan segmen-segmen berdasarkan The Company reports segments based on types of services,
jenis jasa yang diberikan yaitu pemeliharaan dan perbaikan maintenance and repair services for airframe, engine
pesawat airframe, engine dan component, jasa pemeliharaan and component, aircraft and line maintenance repair and
dan perbaikan pesawat line maintenance dan technical ground technical ground handling services, and other operations from
handling, serta operasi lain-lain yang didapatkan dari kegiatan subsidiaries. The Company does not report performance based
entitas anak. Perseroan tidak melaporkan informasi terkait on geographical area.
kinerja berdasarkan daerah geografis.
Berikut disampaikan struktur pendapatan Perseroan yang The following is the information on revenue structure that
menggambarkan skala bisnis dan kontribusi masing-masing describes the Company’s business scale and contribution of
segmen terhadap keseluruhan pendapatan GMF pada tahun each segment against the entire revenues of GMF in 2024.
2024.
Jumlah dan Kontribusi Segmen Primer Terhadap Pendapatan GMF
Number and Contribution of Primary Segments to GMF Revenues
Kenaikan (Penurunan)
2024 2023
Increase (Decrease)
Segmen Jumlah Kontribusi Jumlah Kontribusi Nominal Persentase
Segment Total Contribution Total Contribution Nominal Percentage
(USD) (%) (USD) (%) (USD) (%)
(1) (2) (3) (4) (5 = 1 - 3) (6 = 5/3)
Reparasi dan
Overhaul
314,331,256 75% 288,311,230 77% 26,020,026 9%
Reparations &
Overhaul
Perawatan
84,801,965 20% 65,275,499 17% 19,526,466 30%
Maintenance
Operasi lain-lain
22,089,965 5% 19,620,255 5% 2,469,710 13%
Other Operations
Jumlah Pendapatan
421,223,186 100% 373,206,984 100% 48,016,202 13%
Total Revenues
127
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 128
Komposisi Pendapatan Segmen
Revenue Composition by Segment
2024 2023
5% 5%
20% 17%
2024 75% 2023 77%
Reparasi dan overhaul Perawatan Operasi lain-lain Reparasi dan overhaul Perawatan Operasi lain-lain
Reparations & Overhaul Maintenance Other Operations Reparations & Overhaul Maintenance Other Operations
Komposisi pendapatan terbesar masih didominasi oleh jasa The largest revenue composition is still dominated by repair
reparasi dan overhaul sebesar 75% dengan besaran yang and overhaul services, accounting for 75%, with a proportion
relatif sama dengan tahun sebelumnya, yaitu di atas 70%. Porsi relatively similar to the previous year, remaining above 70%.
pendapatan jasa reparasi dan overhaul masih mendominasi The dominance of repair and overhaul service revenue aligns
karena sesuai dengan core business GMF yang dipengaruhi with GMF’s core business, which is influenced by the number
oleh jumlah pekerjaan reaktivasi pesawat dari Garuda Group of aircraft reactivation jobs from the Garuda Group in line with
seiring dengan peningkatan aktivitas penerbangan. the increase in flight activity.
Seiring dengan fokus pada core business, komposisi pendapatan In line with the focus on the core business, the revenue
dari segmen perawatan dan operasi lain-lain secara total composition from the maintenance and other operations
memiliki besaran komposisi yang relatif sama dengan tahun segments remains relatively the same as the previous year,
sebelumnya, yaitu di bawah 20%. staying below 20% in total.
SEGMEN REPARASI DAN OVERHAUL REPARATION AND OVERHAUL
Tiga Jenis Aktivitas Operasional
Three Types of Operational Activities
Airframe Engine Component
AIRFRAME MAINTENANCE AIRFRAME MAINTENANCE
Perseroan memiliki 3 (tiga) hangar untuk melakukan sejumlah The Company has 3 (three) hangars to perform several activities
aktivitas bisnis di Airframe Maintenance dengan kapasitas at Airframe Maintenance with a production capacity that can
produksi untuk menampung 5 pesawat berbadan lebar dan accommodate 5 wide-body aircraft and 15 small-body aircraft
15 pesawat berbadan kecil secara bersamaan. Terdapat 1 line simultaneously. There is a special line for painting aircraft and
khusus untuk pengecatan pesawat udara dan workshop. workshops.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
128 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 129
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
GMF memiliki teknisi berpengalaman dan terampil untuk memberikan solusi Airframe Maintenance yang
efektif dan efisien sebagai berikut:
GMF technicians are very experienced and excellent at what they do to provide the following Airframe
Maintenance solution effectively and efficiently:
Jenis Pelayanan • Heavy chek rutin | routine heavy check;
Types of Services • Modifikasi besar | major modification;
• Pengecatan eksterior pesawat hingga finishing dekoratif | aircraft exterior painting and decorative finishing;
• Renovasi kabin | Cabin refurbishment;
• Perbaikan struktur pesawat | large structure repairs;
• Perawatan dan overhaul pesawat | aircraft maintenance and overhaul.
GMF mampu menangani berbagai jenis pesawat yang telah mendapatkan sertifikasi dari Direktorat
Kelaikudaraan dan Pengoperasian Pesawat Udara (DKUPPU), Federal Aviation Administration (FAA),
European Aviation Safety Agency (EASA), dan otoritas penerbangan negara lain seperti:
GMF is also capable of handling many types of aircrafts as follows with certifications from Directorate of
Sertifikasi Pelayanan
Airworthiness and Aircraft Operation (DKUPPU), Federal Aviation Administration (FAA), European Aviation
Pesawat
Safety Agency (EASA), and the aviation authorities of other countries:
Certification of Aircraft
• A320s/A320NEO;
Services
• A330s /A330NEO;
• B737CL /B737NG;
• B747s;
• B777, CRJ1000, ATR72.
Jumlah Event Maintenance
Total Maintenance Events
Dalam Event
In Event
Pertumbuhan
Segmen Pasar Realisasi 2024 Target 2024 Realisasi 2023 Pencapaian 2024
2024:2023
Market Segment Realization 2024 Target 2024 Realization 2023 Achievement 2024
Growth 2024:2023
GA 135 24 73 85% 563%
NGA 135 186 99 36% 73%
Total 270 210 172 57% 129%
Jika dibandingkan dengan kinerja pada tahun sebelumnya, load Compared to the performance of the previous year, the
pekerjaan dari grup afiliasi (GA) meningkat sebesar 85% dan workload from the affiliate group (GA) increased by 85%, while
non-grup afiliasi (NGA) mengalami peningkatan sebesar 36%. the non-affiliate group (NGA) experienced an increase of 36%.
Kondisi ini terjadi karena peningkatan pekerjaan pesawat wide This condition occurred due to an increase in wide-body aircraft
body dan peningkatan jumlah customer untuk NGA. maintenance work and a growing number of customers for NGA.
ENGINE WORKSHOP ENGINE WORKSHOP
GMF memiliki fasilitas Engine Workshop, Engine and APU Test GMF owns various facilities of Engine Workshop, Engine and
Cell, dan Engine Services untuk melakukan perawatan mesin APU Test Cell, and Engine Services to maintain the aircraft
pesawat dan Auxilliary Power Unit (APU). GMF juga mampu engine and Auxilliary Power Unit (APU). GMF is also capable
melakukan perawatan mesin CFM56-5 untuk pesawat seri to perform maintenance on CFM56-5 engine for A320 series
A320 dan mesin PW100 untuk pesawat seri ATR. aircraft and PW100 engine for the ATR series aircraft.
Beberapa jenis pesawat yang ditangani GMF adalah: Other types of aircraft that GMF can handle are as follows:
• Mesin CFM56-7; • CFM56-7 engine type;
• APU GTCP85 yang terpasang di pesawat seri B737- • GTCP85 APU type installed in B737-300/400/500 series
300/400/500; aircraft;
• Mesin CFM56-5; • CFM56-5 engine type;
• APU GTCP131-9B yang terpasang di pesawat seri B737NG; • GTCP131-9B APU installed in B737NG series aircraft;
• APU GTCP131-9A yang terpasang di pesawat seri A320; • GTCP131-9A APU installed in A320 series aircraft;
• PU GTCP331-350 untuk pesawat seri A330. • GTCP331-350 APU for A330 series aircraft.
129
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 130
Jumlah Event Workshop
Total Workshop Events
Dalam Event
In Event
Pertumbuhan
Segmen Pasar Realisasi 2024 Target 2024 Realisasi 2023 Pencapaian 2024
2024:2023
Market Segment Realization 2024 Target 2024 Realization 2023 Achievement 2024
Growth 2024:2023
GA 26 30 33 (21%) 87%
NGA 17 20 10 70% 85%
Total 43 50 43 100% 86%
Jika dibandingkan dengan kinerja pada tahun sebelumnya, Compared to the performance of the previous year, the
load pekerjaan dari GA meningkat sebesar 21% yang terjadi workload from GA increased by 21% due to reactivation
karena program reaktivasi yang hanya sisa dari pekerjaan 2023. program which is just a remnant of the 2023 work.
Pekerjaan NGA mengalami peningkatan load pekerjaan sebesar The workload from NGA also increased by 70% because the
70% karena penetrasi pasar yang cukup baik pada tahun 2024. market penetration in 2024 was fairly good.
COMPONENT SERVICES ENGINE WORKSHOP
Segmen operasi Component Services yang dimiliki GMF telah The Component Services of GMF has obtained certifications
memperoleh sertifikasi dari DKUPPU, FAA, EASA, dan AS from DKUPPU, FAA, EASA, and AS 9100. This segment
9100. Segmen ini memiliki sejumlah fasilitas workshop penting has several workshop facilities that are important for the
untuk melakukan perawatan komponen pesawat berbagai seri. maintenance of various series of aircraft component. The
Workshop dan laboratorium GMF juga telah dilengkapi dengan workshop and laboratory of GMF have all been equipped
berbagai peralatan testing berteknologi tinggi untuk menjamin with advanced testing technology to guarantee the quality
kualitas pekerjaan. Perseroan juga telah menawarkan pelayanan of work. The Company also offers additional services so that
tambahan kepada pelanggan untuk menjaga ketersediaan customers are able to book for certain types of material through
pasokan material melalui component pooling. component pooling.
Sertifikasi Pelayanan
Kapabilitas Repair & Overhaul Peralatan Testing
Workshop Pesawat
Repair & Overhaul Capabilities Testing Equipment
Aircraft Services Certification
• ATEC (Automatic Test
• B737 Equipment Complex)
• Avionics
• B747 • Airplane instruments • IRIS (Integrated Radio
• Electro Mechanical and
• A320 • Electronic controls Instrument System)
Oxygen
• A330 • Radar and navigation • INS (Inertial Navigation
• Wheel Brake & Landing Gear
• B777 • Flight data recorders and gyros System)
• Calibration and Non
• CRJ1000 • Wheel Brake & Landing Gear • IDG (Integrated Drive
Destructive Test (NDT)
• ATR72 Generator)
• Universal Testing Equipments
Jumlah Event Services
Total Services Events
Dalam Event
In Event
Pertumbuhan
Segmen Pasar Realisasi 2024 Target 2024 Realisasi 2023 Pencapaian 2024
2024:2023
Market Segment Realization 2024 Target 2024 Realization 2023 Achievement 2024
Growth 2024:2023
GA 35,921 31,303 35,387 2% 115%
NGA 2,969 3,309 4,782 (38%) 90%
Total 38,890 34,612 40,169 (3%) 112
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
130 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 131
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Jika dibandingkan dengan kinerja pada tahun sebelumnya, load Compared to the performance of the previous year, the
pekerjaan dari GA meningkat sebesar 2% yang terjadi karena workload from GA increased by 2% because there was an
terdapat penambahan pekerjaan dari PMN (Penyertaan Modal additional work from PMN (Penyertaan Modal Negara or State
Negara) dari segmen airframe. Capital Injection) from the airframe segment.
Pekerjaan NGA mengalami penurunan load pekerjaan sebesar The workload from NGA decreased by 38% because the
38% karena reliability dari component yang masih cukup baik reliability of the components is still quite good and has not
dan belum masuk ke waktu maintenance. entered the maintenance period.
KINERJA KEUANGAN DAN PROFITABILITAS FINANCIAL PERFORMANCE AND PROFITABILITY
Kinerja Keuangan Segmen Reparasi dan Overhaul
Reparations and Overhaul Financial Performance
Kenaikan
Pencapaian Target
Realisasi 2024 Realisasi 2023 Target 2024 (Penurunan)
Keterangan 2024
Realization 2024 Realization 2023 Target 2024 Terhadap 2023
Description Target Achievement
(USD) (USD) (USD) Increase (Decrease)
2024
to 2023
Pendapatan
314,331,256 288,311,230 288,233,796 9% 109%
Revenues
(Rugi)/Laba
17,666,924 15,653,044 31,223,700 13% 57%
(Loss)/Profit
Aset Tetap
146,578,794 129,145,415 150,711,437 13% 97%
Fixed Assets
Penyusutan
18,170,164 18,886,371 15,527,920 (4%) 117%
Depreciation
Pendapatan dari segmen Repair & Overhaul pada tahun The Reparation & Overhaul segment gained a total revenue
2024 tercatat USD314.3 juta atau meningkat sebesar 9% of USD314.3 million in 2024 which was 9% higher than the
dibandingkan tahun sebelumnya. Pencapaian ini 109% dari previous year. In addition, the achievement is 109% of the 2024
target tahun 2024. Peningkatan terutama disebabkan oleh target. The increase was primarily driven by rising revenue
peningkatan pendapatan dan total event, khususnya dari bisnis and total events, particularly from the Component, Airframe,
Component, Airframe, Government. Government businesses.
Segmen Repair & Overhaul mencatatkan laba usaha sebesar The Repair & Overhaul segment gaied USD17.7 million, higher
USD17.7 juta, meningkat 13% dari laba usaha pada tahun than in the previous year. When compared to the target, the
sebelumnya. Laba usaha yang dialami segmen ini lebih achievement was USD13.6 million lower than the target.
rendah USD13.6 juta dari target. Peningkatan dipengaruhi The increase in gain was obviously due to increased revenue
oleh total pendapatan yang lebih tinggi dibandingkan dengan compare to the previous period, leading to higher profitability.
periode sebelumnya sehingga pencapaian laba menjadi lebih The depreciation dropped 4% compared to the previous year
tinggi. Penyusutan menurun sebesar 4% dibandingkan tahun due to a decrease in asset useful life.
sebelumnya karena penurunan masa pakai aset.
RENCANA PENGEMBANGAN DEVELOPMENT PLAN
Reparasi & Overhaul tetap menjadi penyumbang pendapatan Most of GMF’s revenues still came from the Reparation &
terbesar bagi GMF. Perseroan memandang bahwa segmen Overhaul. This segment is still going to be the main foothold
ini akan tetap menjadi tumpuan utama sehingga diperlukan and therefore the Company needs a special strategy to improve
strategi khusus untuk mengembangkan kapasitas bisnis dan its capacity and revenue.
kinerja pendapatannya.
Menghadapi tahun 2025, Perseroan berfokus pada usaha Going through 2025, the Company has prepared a plan to focus
untuk memperkuat dan memaksimalkan pengembangan yang on strengthening and maximizing the developments in 2024
telah dilakukan pada tahun 2024 dengan mengusung tema under the theme of “Strengthen Core and Drive Diversified
“Strengthen Core and Drive Diversified Growth”. Adapun Growth.” The key strategies to support this theme include
strategi-strategi utama yang akan dilakukan guna mendukung Operational Transformation (QCD & People), Cash Flow
tema tersebut meliputi Operational Transformation (QCD Optimization, Equity Improvement, Technology Advancement,
& People), Cash Flow Optimization, Equity Improvement, and Profitable Business Growth.
Technology Advancement, Profitable Business Growth.
131
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 132
SEGMEN PERAWATAN MAINTENANCE
GMF memberikan jasa Line Maintenance untuk penerbangan GMF provides Line Maintenance services for domestic and
domestik dan internasional melalui 69 line station di seluruh international flights through 69 line stations that the Company
Indonesia, terutama di Bandar Udara Soekarno Hatta, owns all over Indonesia, especially in Soekarno Hatta Airport,
Cengkareng, Banten. GMF juga melayani sejumlah area di Cengkareng, Banten. GMF also serves in a number of areas
seluruh dunia termasuk Jeddah, Medinah, Kuala Lumpur, abroad including Jeddah, Medinah, Kuala Lumpur, Singapore,
Singapura, dan Melbourne. and Melbourne.
Sertifikasi Pelayanan Pesawat
Jenis Perawatan Pesawat Fasilitas MCC (Maintenance Control Center)
Specifications of Aircraft
Types of Aircraft Services MCC (Maintenance Control Center) Facilities
Services
• Pre-Flight Check • B737
• Transit Check • B747
• Daily Check • B777 Memantau operasional perawatan pesawat udara
• A Check (perawatan sampai dengan 600 jam • B787 guna mengurangi perawatan yang tidak terjadwal
terbang | maintenance up to 600 flight hours) • A320 dan keterlambatan teknis.
• Transit semalam dan situasi darurat AOG • A330 Monitor the operation of aircraft maintenance to
(Pesawat di Darat atau Aircraft on Ground) | • A350 reduce unscheduled maintenance and technical delay.
Overnight transit and emergency AOG (Aircraft • CRJ1000
on Ground) • ATR72
Jumlah Event Services
Total Services Events
Dalam Event
In Event
Pertumbuhan
Segmen Pasar Realisasi 2024 Target 2024 Realisasi 2023 Pencapaian 2024
2024:2023
Market Segment Realization 2024 Target 2024 Realization 2023 Achievement 2024
Growth 2024:2023
GA 199,533 267,252 184,161 8% 75%
NGA 24,882 32,970 14,752 69% 75%
Total 224,415 300,222 198,913 13% 75%
Secara keseluruhan, kinerja segmen bisnis ini mengalami Overall, the performance of this business segment increased by
peningkatan sebesar 13% dibandingkan tahun sebelumnya 13% compared to the previous year which was more influenced
yang lebih dipengaruhi oleh kenaikan event NGA. by the increase in total event from NGA.
KINERJA KEUANGAN DAN PROFITABILITAS FINANCIAL PERFORMANCE AND PROFITABILITY
Kinerja Keuangan Segmen Perawatan
Maintenance Financial Performance
Kenaikan
Pencapaian Target
Realisasi 2024 Realisasi 2023 Target 2024 (Penurunan)
Keterangan 2024
Realization 2024 Realization 2023 Target 2024 Terhadap 2023
Description Target Achievement
(USD) (USD) (USD) Increase (Decrease)
2024
to 2023
Pendapatan
84,801,965 65,275,499 76,983,131 30% 110%
Revenues
(Rugi)/Laba
24,040,770 13,138,126 9,577,405 83% 251%
(Loss)/Profit
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
132 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 133
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Kinerja Keuangan Segmen Perawatan
Maintenance Financial Performance
Kenaikan
Pencapaian Target
Realisasi 2024 Realisasi 2023 Target 2024 (Penurunan)
Keterangan 2024
Realization 2024 Realization 2023 Target 2024 Terhadap 2023
Description Target Achievement
(USD) (USD) (USD) Increase (Decrease)
2024
to 2023
Aset Tetap
2,101,273 2,407,856 2,283,689 (13%) 92%
Fixed Assets
Penyusutan
439,921 1,426,991 2,852,951 (69%) 15%
Depreciation
Pendapatan dari segmen Perawatan pada tahun 2024 tercatat In 2024, the Maintenance segment generated total revenue
USD84.8 juta atau meningkat sebesar 30% dibandingkan of USD84.8 million and when compared to the previous year,
tahun sebelumnya. Pencapaian ini 110% dari target tahun it was 30% higher. The 2024 revenue achieved 110% of the
2024. Peningkatan terutama disebabkan karena meningkatnya target. The increase in revenue occurred due to the increase
pendapatan baik dari GA maupun NGA. in revenue from both GA and NGA.
Segmen ini mencatatkan peningkatan laba usaha menjadi This segment recorded operating gain of USD24 million
USD24 juta dibandingkan tahun sebelumnya yaitu USD13.1 compared to the previous year of USD13.1 million. When
juta. Dari sisi target, laba usaha yang dibukukan lebih tinggi compared to the target, the operating gain was higher than the
dari target, yaitu USD14.5 juta. Peningkatan laba dipengaruhi targeted USD 14.5 million. The increase in profit was affected
oleh kenaikan pendapatan seiring dengan pulihnya industri by an increase in the revenue due to the recovery of the aviation
penerbangan. industry.
RENCANA PENGEMBANGAN DEVELOPMENT PLAN
Pada tahun 2025, rencana yang telah dilakukan Perseroan akan In 2025, the Company has planned to focus on strengthening
berfokus pada usaha untuk memperkuat dan memaksimalkan and maximizing the developments achieved in 2024 under
atas pengembangan Perseroan yang telah dilakukan pada tahun the theme “Strengthen Core and Drive Diversified Growth.”
2024 dengan mengusung tema Strengthen Core and Drive The key strategies to support this theme include Operational
Diversified Growth. Adapun strategi-strategi utama yang akan Transformation (QCD & People), Cash Flow Optimization,
dilakukan guna mendukung tema tersebut meliputi Operational Equity Improvement, Technology Advancement, and Profitable
Transformation (QCD & People), Cash Flow Optimization, Business Growth.
Equity Improvement, Technology Advancement, dan Profitable
Business Growth.
SEGMEN OPERASI LAIN-LAIN OTHER OPERATION
Perseroan menjalankan segmen Operasi Lain-lain yang antara The Company has other segment called Other Operations
lain mencakup Manpower Supply serta Facility Management covering Manpower Supply and Facility Management which
melalui anak usahanya yaitu PT Garuda Daya Pratama Sejahtera done by its subsidiary, PT Garuda Daya Pratama Sejahtera
(selanjutnya disingkat “PT GDPS” atau “GDPS”). (refer to as “PT GDPS” or “GDPS”).
KINERJA KEUANGAN DAN PROFITABILITAS FINANCIAL PERFORMANCE AND PROFITABILITY
Kinerja Keuangan Segmen Operasi Lain-Lain
Other Segment Financial Performance
Kenaikan
Pencapaian Target
Realisasi 2024 Realisasi 2023 Target 2024 (Penurunan)
Keterangan 2024
Realization 2024 Realization 2023 Target 2024 Terhadap 2023
Description Target Achievement
(USD) (USD) (USD) Increase (Decrease)
2024
to 2023
Pendapatan
22,089,965 19,620,255 22,089,965 13% 100%
Revenues
(Rugi)/Laba
296,389 (1,089,770) 296,388 127% 100%
(Loss)/Profit
Aset Tetap
413,754 202,247 413,754 105% 100%
Fixed Assets
Penyusutan
84,684 59,391 131,609 43% 64%
Depreciation
133
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 134
Pendapatan dari segmen Operasi Lain-lain pada tahun 2024 The revenue from Other Operations in 2024 was USD22,08
tercatat USD22.08 juta atau tumbuh sebesar 13% dibandingkan million or 13% higher compared to the previous year. The
tahun sebelumnya. Pencapaian ini setara dengan 100% dari revenue figure was 100%% of the 2024 target. The growth
target tahun 2024. Pertumbuhan terutama disebabkan oleh was primarily driven by an increase in the industry’s demand
kenaikan kebutuhan industri akan layanan jasa outsourcing. for outsourcing services. The operating profit of this segment
Laba usaha segmen ini meningkat menjadi USD296,380 increased to USD296,380 compared to the previous year of
dibandingkan tahun sebelumnya yaitu USD(1,089,770). Dari USD(1,089,770). In terms of targets, this profit level successfully
sisi target, tingkat laba ini berhasil memenuhi target, dengan met the target, with an achievement of 100% of the target.
pencapaian sebesar 100% dari target. Peningkatan laba antara The increase in profit was influenced by total revenue and
lain dipengaruhi oleh total pendapatan dan perbaikan internal improvements in internal processes. Depreciation increased
proses. Penyusutan meningkat sebesar 43% dibandingkan by 43% compared to the previous year due to the addition of
tahun sebelumnya dikarenakan penambahan aset tetap untuk fixed assets for operational improvements.
peningkatan operasional.
RENCANA PENGEMBANGAN DEVELOPMENT PLAN
Pada tahun 2025, rencana yang telah dilakukan Perseroan akan In 2025, the Company has planned to focus on strengthening
berfokus pada usaha untuk memperkuat dan memaksimalkan and maximizing the developments achieved in 2024 under
atas pengembangan Perseroan yang telah dilakukan pada tahun the theme “Strengthen Core and Drive Diversified Growth.”
2024 dengan mengusung tema Strengthen Core and Drive The key strategies to support this theme include Operational
Diversified Growth. Adapun strategi-strategi utama yang akan Transformation (QCD & People), Cash Flow Optimization,
dilakukan guna mendukung tema tersebut meliputi Operational Equity Improvement, Technology Advancement, and Profitable
Transformation (QCD & People), Cash Flow Optimization, Business Growth.
Equity Improvement, Technology Advancement, dan Profitable
Business Growth.
PENINGKATAN YANG MATERIAL MATERIALS INCREASE RELATED TO
DIKAITKAN DENGAN JUMLAH BARANG SALES VOLUME/NEW PRODUCTS
YANG DIJUAL/BARANG BARU
Berdasarkan informasi kinerja per segmen operasi, dapat Based on information regarding the performance of each
disimpulkan bahwa terjadi peningkatan pendapatan dari business segment, it can be concluded that there has been an
banyaknya jasa yang diberikan Perseroan untuk seluruh segmen increase in revenue from the various services provided by the
yang dilayaninya: GA, NGA, domestik, dan internasional. Jasa Company across all segments it serves: GA, NGA, domestic,
MRO yang diberikan GMF untuk para kliennya merupakan jasa and international. The MRO services provided by GMF to its
yang tercakup dalam setiap segmen operasi seperti penjelasan clients are included in each operating segment, as previously
sebelumnya. Tidak terdapat layanan baru yang diberikan GMF explained. There were no new services provided by GMF in
pada tahun 2024 yang memiliki kontribusi material terhadap 2024 that would have a material contribution to the overall
pendapatan usaha secara keseluruhan. business revenue.
Secara garis besar segmen GA dan NGA mengalami peningkatan Overall, the both GA and NGA segment experienced a significant
cukup signifikan yaitu masing-masing sebesar 14% dan 8% pada increase, namely by 14% and 8% respectively in 2024 compared
tahun 2024 dibandingkan tahun sebelumnya sehingga mendorong to the previous year, thereby driving the revenue to increase
peningkatan pendapatan tahun 2024 mencapai USD421.22 juta. in 2024 and reach USD421.22 million.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
134 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 135
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Tinjauan Keuangan
Financial Review
Analisa dan pembahasan kinerja keuangan pada Laporan Analysis and discussion of financial performance in this
Terintegrasi ini mengacu pada Laporan Keuangan untuk tahun- Integrated Report refer to the Financial Statements for the
tahun yang berakhir pada 31 Desember 2024 dan 31 Desember years ended on December 31, 2024, and December 31, 2023,
2023 yang telah diaudit oleh Kantor Akuntan Publik Rintis, that have been audited by the Public Accounting Firm Rintis,
Jumadi, Rianto & Rekan. Pengungkapan laporan keuangan Jumadi, Rianto & Associates. The presentation and disclosure
konsolidasian Perseroan disusun dan disajikan sesuai Standar of the Company’s consolidated financial statements were
Akuntansi Keuangan di Indonesia, yaitu Pernyataan Standar prepared and presented in accordance with Indonesian
Akuntansi Keuangan (PSAK), yang diterbitkan oleh Ikatan Financial Accounting Standards, the Statement of Financial
Akuntan Indonesia (IAI). Accounting Standards (PSAK), issued by the Indonesian Institute
of Accountants (IAI).
LAPORAN POSISI KEUANGAN CONSOLIDATED FINANCIAL POSITION
KONSOLIDASIAN
Kenaikan (Penurunan)
Increase (Decrease)
Posisi Keuangan 2024 2023
Financial Position (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Aset
Assets
Aset Lancar
206,103,485 246,615,548 (40,512,063) (16.43%)
Current Assets
Aset Tidak Lancar
218,526,718 203,405,555 15,121,163 7.43%
Non Current Assets
Jumlah Aset
424,630,203 450,021,103 (25,390,900) (5.64%)
Total Assets
Liabilitas dan Ekuitas
Liability & Equity
Liabilitas Jangka Pendek
237,508,591 279,717,345 (42,208,754) (15.09%)
Current Liabilities
Liabilitas Jangka Panjang
445,022,915 481,465,660 (36,442,745) (7.57%)
Non-Current Liability
Jumlah Liabilitas
682,531,506 761,183,005 (78,651,499) (10.33%)
Total Liabilities
Jumlah Ekuitas
(257,901,303) (311,161,902) 53,260,599 17.12%
Total Equity
Jumlah Liabilitas dan Ekuitas
424,630,203 450,021,103 (25,390,900) (5.64%)
Total Liability and Equity
Jumlah aset pada tahun 2024 tercatat sebesar USD424.63 Total assets in 2024 were recorded at USD 424.63 million, lower
juta, turun 5.64% dibandingkan pencapaian tahun 2023 yang by 5.64% compared to the achievement in 2023 which mainly
utamanya terjadi karena penurunan pada aset lancar. occurred due to a decrease in current assets.
135
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 136
Jumlah liabilitas pada tahun 2024 tercatat sebesar USD682.53 Total liabilities in 2024 were recorded at USD682.53 million,
juta, turun 10.33% dibandingkan pencapaian tahun 2023 yang lower by 10.33% compared to the achievement in 2023 which
utamanya terjadi karena komitmen pembayaran vendor selama was mainly due to vendor payment commitment during the year.
tahun berjalan.
Ekuitas Perseroan pada tahun 2024 tercatat sebesar negatif The Company’s equity in 2023 was recorded at negative
USD257.90 juta, turun 17.12% dibandingkan pencapaian USD257.90 million, lower by 17.12% compared to the
tahun 2023. Peningkatan ini sejalan dengan keuntungan achievement in 2023. This increase is in line with the net profit
bersih yang dicatatkan oleh Perseroan pada tahun berjalan in the current year as well as additional non-cash capital from PT
serta penambahan modal non-tunai dari PT Garuda Indonesia Garuda Indonesia (Persero) Tbk as the controlling shareholder
(Persero) Tbk sebagai pemegang saham pengendali berupa in the form of Hangar, Workshop and other MRO operational
penyertaan Hangar, Workshop dan fasilitas operasional MRO facilities realized through a rights issue mechanism with Pre-
lainnya yang direalisasikan melalui mekanisme rights issue emptive Rights (HMETD), and accompanied by additional capital
dengan Hak Memesan Efek Terlebih Dahulu (HMETD), dan by other shareholders.
disertai oleh penambahan modal oleh pemegang saham lainnya.
ASET – ASET LANCAR ASSETS – CURRENT ASSETS
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD)
Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Kas dan Setara Kas
12,623,481 21,051,033 (8,427,552) (40.03%)
Cash and Cash Equivalents
Kas dan Setara Kas yang Dibatasi Penggunaannya
902,880 358,975 543,905 151.52%
Restricted Cash and Cash Equivalents
Investasi Jangka Pendek 133,203 58,840 74,363 126.38%
Short-Term Investment
Piutang Usaha
49,862,841 56,997,238 (7,134,397) (12.52%)
Accounts Receivable
Aset Kontrak
41,420,649 50,704,629 (9,283,980) (18.31%)
Contract Assets
Piutang Lain-Lain
1,718,233 - 1,718,233 100%
Other Receivables
Persediaan
61,415,306 74,018,579 (12,603,273) (17.03%)
Inventory
Uang Muka dan Biaya Dibayar Dimuka
31,569,882 40,704,250 (9,134,368) (22.44%)
Advances and Prepaid Expenses
Pajak Dibayar Dimuka
6,457,010 2,722,004 3,735,006 137.22%
Prepaid Taxes
Jumlah Aset Lancar
206,103,485 246,615,548 (40,512,063) (16.43%)
Total Current Assets
Jumlah aset lancar pada tahun 2024 adalah sebesar USD206.10 The total current assets in 2024 amounted to USD206.10
juta, turun 16.43% dibandingkan jumlah pada tahun sebelumnya million, which was 16.43% lower compared to the previous
yang utamanya disebabkan oleh adanya pemulihan nilai piutang year’s achievement mainly due to the recovery of trade
usaha kepada pelanggan dan persediaan. receivables to customers and inventories.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
136 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 137
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS
Kas dan setara kas mencakup kas, kas di bank, dan deposito The cash and cash equivalents consist of cash, cash in banks,
berjangka dengan jangka waktu jatuh tempo tiga bulan atau and time deposits with maturities of three months or less. The
kurang. Jumlah kas dan setara kas tahun 2024 tercatat amount of cash and cash equivalents in 2024 amounted to
sebesar USD12.62 juta, menurun 40.03% dibandingkan tahun USD12,62 million, which was 40.03% lower compared to the
sebelumnya terutama karena pembayaran kas kepada pemasok. previous year mainly due to cash payment for suppliers.
KAS DAN SETARA KAS YANG DIBATASI RESTRICTED CASH AND CASH EQUIVALENTS
PENGGUNAANNYA
Kas dan setara kas yang dibatasi penggunaannya adalah kas Restricted Cash and Cash Equivalents is the cash and cash
dan setara kas yang telah ditentukan penggunaannya atau equivalents that have been determined for a certain transaction
yang tidak dpat digunakan secara bebas. Jumlah kas dibatasi or are unavailable to be used freely. The amount of restricted
penggunaannya tahun 2024 adalah sebesar USD902.88 ribu, cash in 2024 was USD902.88 thousand, which was 151.52%
naik 151.52% atau dibandingkan tahun sebelumnya yang higher compared to the previous year due to performance
disebabkan oleh adanya jaminan pelaksanaan proyek IGTE. guarantee for IGTE project.
PIUTANG USAHA ACCOUNTS RECEIVABLE
Piutang usaha merupakan jumlah yang terutang dari pelanggan The accounts receivable came from the normal service that the
atas jasa dalam kegiatan usaha normal. Jumlah piutang usaha Company gave to the customers. The accounts receivable in
tahun 2024 mencapai USD49.86 juta, menurun 12.52% 2024 reached to USD49.86 million, which was 12.52 % lower
dibandingkan tahun sebelumnya terutama karena penerimaan compared to the previous year mainly due to cash receipts
kas dari pelanggan. from customers.
ASET KONTRAK CONTRACT ASSETS
Aset kontrak dari pelanggan merupakan biaya jasa pemeliharaan Contract assets from customers consist of aircraft maintenance
dan perbaikan pesawat, dan jasa engineering lainnya yang and repair, and other engineering services that had happened.
terjadi. Jumlah tagihan bruto dari pelanggan tahun 2024 The gross receivables from customers in 2024 reached
mencapai USD41.42 juta, menurun 18.31% dibandingkan tahun USD41.42 million, lower by 18.31% compared to the previous
sebelumnya terutama karena adanya penyelesaian proyek year mainly due to finalization of aircraft projects reactivation
reaktivasi pesawat sepanjang tahun 2024. during 2024.
PERSEDIAAN INVENTORY
Persediaan adalah suku cadang yang dimiliki oleh Perseroan untuk Inventory is the spare parts that the Company owns to support
mendukung aktivitas pemeliharaan dan perbaikan pesawat, dan the maintenance and repair of aircraft, and other engineering
jasa engineering lainnya kepada pelanggan. Persediaan dinyatakan services to the customers. Inventories are stated at cost or
berdasarkan nilai yang paling rendah antara biaya perolehan atau net realizable value, whichever is lower. Costs are determined
nilai realisasi bersih. Biaya ditentukan berdasarkan metode rata- using the weighted average method. Net realizable value is the
rata tertimbang. Nilai realisasi bersih merupakan taksiran harga estimated selling price of the inventory less the estimated costs
jual persediaan dikurangi taksiran biaya penyelesaian dan biaya of completion and the costs required to sell.
yang diperlukan untuk menjual.
Jumlah persediaan - bersih tahun 2024 mencapai USD61.41 The net inventory in 2024 reached USD61.41 million, decreased
juta, menurun 17.03% dibandingkan tahun sebelumnya karena by 17.03% compared to the previous year which occurred due to
dilakukannya perbaikan atas manajemen persediaan Perseroan improvements to the Company’s inventory management which
yang menghasilkan penurunan nilai perolehan persediaan atas resulted in a decrease in the acquisition value of inventory due
pemakaian persediaan lama pada tahun berjalan. to the use of old inventory in the current year.
UANG MUKA DAN BIAYA DIBAYAR DIMUKA ADVANCES AND PREPAID EXPENSES
Uang muka dan biaya dibayar dimuka adalah uang dan biaya Advances and prepaid expenses are paid in cash and costs of
yang sudah dibayarkan dengan manfaatnya yang akan dinikmati unearned benefits that will be enjoyed in the future within
di waktu mendatang dalam jangka waktu yang sudah ditentukan. a specified period. Advances and prepaid expenses include
Uang muka dan biaya dibayar dimuka mencakup uang muka advances for purchases, advances for business trips, and other
pembelian, uang muka perjalanan dinas, dan uang muka lainnya. advances.
Jumlah uang muka dan biaya dibayar di muka tahun 2024 The advances and prepaid expenses in 2024 reached USD31.56
tercatat sebesar USD31.56 juta, menurun 22.44% dibandingkan million, which were 22.44% higher compared to the previous
tahun sebelumnya karena penyelesaian proyek perawatan year mainly due to finalization of aircraft maintenance projects
pesawat sepanjang tahun 2024. during 2024.
137
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 138
PAJAK DIBAYAR DIMUKA PREPAID TAXES
Pajak dibayar dimuka terdiri atas pajak pertambahan nilai (PPN) Prepaid taxes consist of value-added tax (VAT) and corporate
dan pajak penghasilan badan. Jumlah pajak dibayar dimuka income tax. In 2024, the prepaid tax reached USD6.45 million,
tahun 2024 mencapai USD6.45 juta, meningkat 137.22% which was 137.22% compared the previous year which mainly
dibandingkan tahun sebelumnya yang terutama terjadi karena due to part of VAT values which has to be classified as non-
sebagian nilai dari PPN ada yang diklasifikasikan sebagai aset current assets.
tidak lancar.
ASET – ASET TIDAK LANCAR ASSETS – NON-CURRENT ASSETS
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Piutang Usaha Pihak Berelasi,
Bagian Tidak Lancar
14,651,879 15,049,694 (397,815) (2.64%)
Trade Receivables Related
Parties, Non-Current Portion
Piutang lain-lain
953,040 3,163,691 (2,210,651) (69.88%)
Other Receivables
Uang Muka dan Biaya Dibayar
di Muka, Bagian Tidak Lancar
Advances And Prepaid 891,637 413,668 477,969 115.54%
Expenses, Non-Current
Portion
Aset Tetap
149,093,821 131,755,518 17,338,303 13.16%
Fixed Assets
Aset Hak Guna
28,184,035 34,732,996 (6,548,961) (18.86%)
Right-of-use Assets
Pajak Penghasilan Dibayar
Dimuka
15,330,889 10,858,192 4,472,697 41.19%
Prepaid Corporate Income
Taxes
Aset Pajak Tangguhan
9,407,308 7,417,592 1,989,716 26.82%
Deferred Tax Assets
Aset Tidak Lancar Lain-lain
14,109 14,204 (95) (0.67%)
Other Non-Current Assets
Jumlah Aset Tidak Lancar
218,526,718 203,405,555 15,121,163 7.43%
Total Non-Current Assets
PIUTANG USAHA PIHAK BERELASI, BAGIAN TIDAK TRADE RECEIVABLES RELATED PARTIES, NON-
LANCAR CURRENT PORTION
Pada tahun 2024, jumlah akun ini mencapai USD14.65 juta, In 2024, the Company recorded USD14.65 million in this
menurun 2.64% dibandingkan tahun sebelumnya yang terutama account, which was 2.64% lower compared to the previous
terjadi karena adanya pembayaran dari Citilink. year mainly due to payment from Citilink.
ASET TETAP FIXED ASSETS
Aset tetap adalah bangunan dan prasarana yang dimiliki Perseroan. Fixed assets are buildings and infrastructure that are owned
Aset tetap ini digunakan untuk melakukan aktivitas produksi atau for the production or supply of goods and services, or for
penyediaan barang dan jasa. Demi tujuan administratif, aset tetap administrative purposes, which are presented at fair value,
disajikan sebesar nilai wajar, dikurangi penyusutan, berdasarkan minus depreciation, based on an evaluation conducted by
penilaian yang dilakukan oleh penilai independen terdaftar di OJK. an external independent appraiser that has been registered
Penilaian atas aset dilakukan secara berkala untuk memastikan with OJK. The assets are evaluated periodically to ensure that
bahwa nilai wajar aset yang direvaluasi tidak berbeda secara the fair value of the revalued assets does not have material
material dengan jumlah tercatatnya. differentiation from its carrying amount.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
138 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 139
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Jumlah aset tetap tahun 2024 mencapai USD149.09 juta, The fixed assets in 2024 reached USD149.09 million and it was
meningkat 13.16% dibandingkan tahun sebelumnya yang 13.16% higher compared to the previous year mainly due to
terutama terjadi karena transaksi inbreng atas kepemilikan inbreng transaction transferring ownership of a Hangar and
Hangar dan bangunan Annex dari Garuda. the Annex building from Garuda.
ASET HAK GUNA RIGHT-OF-USE ASSETS
Perseroan mengakui aset hak guna dan liabilitas sewa The Company recognized the right-of-use assets and lease
sehubungan dengan sewa yang sebelumnya diklasifikasikan liabilities related to the lease which was previously categorized
sebagai ‘sewa operasi’. Jumlah aset hak guna pada tahun 2024 as ‘operating lease’. The Company’s right-of-use assets in 2024
sebesar USD28,19 juta, menurun 18.86% dibandingkan tahun amounted to USD28.19 million, 18.86% lower compared to the
sebelumnya terutama karena transaksi inbreng atas kepemilikan previous year mainly due to inbreng transaction transferring
Hangar dan bangunan Annex dari Garuda. ownership of a Hangar and the Annex building from Garuda.
ASET PAJAK TANGGUHAN DEFERRED TAX ASSETS
Aset pajak tangguhan adalah saldo yang timbul akibat Deferred tax assets are balances arising from temporary
perbedaan temporer antara aset dan liabilitas. Perbedaan ini differences between assets and liabilities on a tax basis with
dapat terjadi akibat adanya perbedaan antara nilai dasar pajak the carrying values of assets and liabilities in the consolidated
dengan nilai aset dan liabilitas yang tercatat dalam laporan financial statements.
keuangan konsolidasian.
Jumlah aset pajak tangguhan tahun 2024 sebesar USD9.40 Deferred tax assets in 2024 reached USD9.40 million, which was
juta, meningkat 26.82% dibandingkan tahun sebelumnya 26.82% higher compared to the previous year mainly due to the
yang terutama karena adanya potensi pemulihan aktiva pajak potential for recovery of deferred tax assets for accumulated
tangguhan atas akumulasi kerugian fiskal di masa yang akan fiscal losses in the future.
datang.
LIABILITAS – LIABILITAS JANGKA PENDEK LIABILITIES – CURRENT LIABILITIES
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Pinjaman Jangka Pendek
- 194,603 (194,603) (100.00%)
Short-Term Loans
Utang Usaha
64,719,936 77,520,352 (12,800,416) (16.51%)
Trade Payables
Utang Lain-Lain
4,220,301 6,143,838 (1,923,537) (31.31%)
Other Payables
Utang Pajak Lain-Lain
9,743,940 6,489,143 3,254,797 50.16%
Taxes Payable
Akrual
51,081,455 55,408,500 (4,327,045) (7.81%)
Accrual
Liabilitas Kontrak
77,107,585 110,994,585 (33,887,000) (30.53%)
Contract Liabilities
Liabilitas Jangka Panjang yang Jatuh Tempo dalam Waktu Satu Tahun
Current Liabilities of Long-Term Liabilities
Pinjaman Jangka Panjang
20,004,877 9,913,139 10,091,738 101.80%
Long-Term Loans
Liabilitas Imbalan Pasca Kerja
4,006,066 3,274,853 731,213 22.33%
Liabilities for Employees - Benefits
Liabilitas Sewa - Bagian Jangka Pendek
6,624,431 9,778,332 (3,153,901) (32.25%)
Lease Liabilities - Current Maturities
Jumlah Liabilitas Jangka Pendek
237,508,591 279,717,345 (42,208,754) (15.09%)
Total Short-Term Liabilities
139
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 140
PINJAMAN JANGKA PENDEK SHORT-TERM LOANS
Pinjaman jangka pendek adalah fasilitas pinjaman dengan jangka Short-term loans are loan facilities with less than one year
waktu kurang dari satu tahun yang digunakan Perseroan. Tidak period that the Company used. There was no short-term loan
ada pinjaman jangka pendek pada tahun 2024, menurun 100% in 2024 because it has decreased by 100% compared to the
dibandingkan tahun sebelumnya terutama disebabkan oleh previous year mainly due to debt settlement to Panin.
pembayaran utang pinjaman ke Panin.
UTANG USAHA TRADE PAYABLES
Utang usaha adalah kewajiban membayar barang atau Trade payable is an obligation to pay for goods or services
jasa yang telah diterima dalam kegiatan usaha normal dari received from suppliers during the normal course of business.
pemasok. Jumlah utang usaha tahun 2024 sebesar USD64.71 The Company recorded USD64.71 million of trade payables
juta, menurun 16.51% dibandingkan tahun sebelumnya yang in 2024, increased by 16.51% compared to the previous year
terutama terjadi karena pembayaran utang dan restrukturisasi which mainly due to debt payment and the restructuring of
pembayaran utang usaha. trade payables payment terms.
UTANG LAIN-LAIN OTHER PAYABLES
Utang lain-lain adalah akun yang mencatat transaksi dengan Other payables record transaction activities with related
pihak berelasi berupa dana pelanggan, utang bunga, dan parties and it is comprised of customer funds, interest debt,
dividen. Jumlah utang lain-lain tahun 2024 mencapai USD4.22 and dividends. Total other payables in 2024 reached USD4.22
juta, menurun 31.31% dibandingkan tahun sebelumnya yang million, decreased by 31.31% compared to the previous year
terutama terjadi karena pembayaran atas manfaat pegawai. which was mainly due to payment of employee benefits.
UTANG PAJAK LAIN-LAIN OTHER TAXES PAYABLE
Utang pajak lain-lain merupakan pajak yang masih harus dibayar, Other taxes payable are categorized as accrued tax including
termasuk di dalamnya kenaikan yang tercantum dalam surat the increase stated in the tax assessment or similar letter based
ketetapan pajak atau surat sejenisnya berdasarkan peraturan on tax legislation. The amount of taxes payable in 2024 reached
perundang-undangan perpajakan. Jumlah utang pajak tahun USD9.74 million, increased by 50.16% compared to the previous
2024 mencapai USD9.74 juta, meningkat 50.16% dibandingkan year which was mainly due to income tax payable for 2024.
tahun sebelumnya yang terutama terjadi karena utang PPh 21
tahun 2024.
AKRUAL ACCRUAL
Akrual GMF terdiri dari bonus dan tantiem, sewa, kurir The accrual expense consists of bonuses. Lease, courier and
dan pengiriman, outsourcing, telepon, listrik dan air, suku delivery, outsourcing, phone, electricity and water, spare
cadang, garansi pemeliharaan, pelatihan, jasa profesional, parts, maintenance warranty, training, professional services,
asuransi dan lain sebagainya. Jumlah akrual pada tahun 2024 insurance, and others. The accrual in 2024 reached USD51.08
mencapai USD51.08 juta, menurun 7.81% dibandingkan tahun million, decreased by 7.81% compared to the previous year
sebelumnya yang terutama terjadi karena penyelesaian proyek which was mainly due to the finalization of projects in the
pada tahun berjalan. current year.
LIABILITAS KONTRAK CONTRACT LIABILITIES
Liabilitas kontrak adalah imbalan yang dibayarkan oleh The liability of the contract is the payment from the customers
pelanggan lebih dari saldo kewajiban pelaksanaan yang for routine maintenance, with the amount more than the
telah dipenuhi, yaitu atas pekerjaan perawatan rutin required figure, since the collection refers to the realization
yang penagihannya mengacu kepada realisasi flight hours of flight hours based on Power by the Hour (PBTH).
berdasarkan kontrak Power by the Hour (PBTH).
Pada tahun 2024, liabilitas kontrak mencapai USD77.10 In 2024, the contract liabilities reached USD77.10 million,
juta, menurun 30.53% dibandingkan tahun sebelumnya yang decreased by 30.53% compared to the previous year which was
terutama terjadi karena penyelesaian proyek reaktivasi Garuda mainly due to finalization of Garuda and Citilink reactivation
dan Citilink. projects.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
140 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 141
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
PINJAMAN JANGKA PANJANG JATUH TEMPO CURRENT MATURITIES OF LONG-TERM LOANS
DALAM SATU TAHUN
Pinjaman ini merupakan fasilitas pinjaman yang digunakan This is a loan with a maturity of over one year but will be due
Perseroan dengan jangka waktu lebih dari satu tahun, namun next year. In 2024, the Company recorded USD20,00 million of
akan jatuh tempo pada satu tahun ke depan. Pada tahun 2024, this loan, which was 101.80% higher compared to the previous
pinjaman ini mencapai USD20.00 juta, meningkat 101.80% year mainly due to the portion of long-term debt maturing
dibandingkan tahun sebelumnya yang terutama terjadi karena within one year.
bagian utang jangka panjang yang jatuh tempo dalam satu tahun.
LIABILITAS IMBALAN KERJA JATUH TEMPO DALAM CURRENT MATURITIES OF LIABILITIES FOR
SATU TAHUN EMPLOYEES BENEFIT
Liabilitas ini merupakan kewajiban Perseroan kepada karyawan
atas imbalan pasca-kerja berupa program iuran pasti dan The Company is obligated to pay post-employment benefits to
manfaat pasti. Liabilitas ini juga mencakup imbalan kerja jangka employees in the form of a defined contribution plan and defined
panjang lain untuk karyawan yang memenuhi persyaratan benefit. The liability also covers other long-term benefits for
program. Liabilitas yang masuk ke dalam liabilitas jangka pendek eligible employees. The liability categorized as short-term
merupakan kewajiban kepada pegawai yang akan memasuki liability is the obligation for employees who are about to retire
masa pensiun maksimal satu tahun setelah tanggal pelaporan. not more than a year after the reporting date.
Pada tahun 2024, liabilitas ini mencapai USD4.00 juta, In 2024, the Company recorded a total of USD4.00 million in
meningkat 22.33% dibandingkan tahun sebelumnya yang this liability, which was 22.33% higher compared to the previous
terutama terjadi karena peningkatan ini sejalan dengan year mainly due to increase that was in line with the Company’s
demografi pegawai Perseroan saat ini. current employee demographics.
LIABILITAS SEWA JATUH TEMPO DALAM SATU TAHUN CURRENT MATURITIES OF LEASE LIABILITIES
Pada saat penerapan PSAK 73, Perseroan mengakui aset During the implementation of PSAK 73, the Company recognizes
hak-guna dan liabilitas sewa sehubungan dengan sewa yang the rights-of-use assets and lease liabilities in accordance
sebelumnya diklasifikasikan sebagai ‘sewa operasi’ berdasarkan with the lease whch previously classified as `operating lease’
prinsip-prinsip dalam PSAK 30, “Sewa”. Liabilitas sewa diukur according to the principles of PSAK 30, “Lease”. Lease liability
pada nilai kini dari sisa pembayaran sewa, yang didiskontokan is measured based on present value, discounted using the
dengan menggunakan suku bunga pinjaman inkremental incremental interest rate of the Company on January 1, 2020. In
Perseroan pada tanggal 1 Januari 2020. Pada tahun 2024, 2024, the Company recorded USD6.62 million in this account.
Perseroan mencatat nilai akun ini mencapai USD6.62 juta.
LIABILITAS – LIABILITAS JANGKA PANJANG LIABILITIES – NON-CURRENT LIABILITIES
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Liabilitas Jangka Panjang - Setelah Dikurangi Bagian yang Jatuh Tempo Dalam dalam Satu Tahun
Long-Term Liabilities - Net of Current Maturities
Utang Usaha Pihak Berelasi
2,635,490 9,755,745 (7,120,255) (72.99%)
Trade Payables Related Parties
Utang Usaha Pihak Ketiga
8,743,176 14,340,693 (5,597,517) (39.03%)
Trade Payables Third Parties
Pinjaman Jangka Panjang
371,217,848 390,562,375 (19,344,527) (4.95%)
Long-Term Loans
Liabilitas Imbalan Kerja
23,779,983 24,453,563 (673,580) (2.75%)
Liabilities for Employee Benefits
Liabilitas Sewa
38,646,418 42,353,284 (3,706,866) (8.75%)
Lease Liabilities
Jumlah Liabilitas Jangka Panjang
445,022,915 481,465,660 (36,442,745) (7.57%)
Total Non-Current Liabilities
141
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 142
UTANG USAHA PIHAK KETIGA TRADE PAYABLES THIRD PARTIES
Sebagai usaha Perseroan dalam menjaga keberlangsungan As part of the Company’s efforts to maintain its business, the
bisnis, Perseroan melakukan negosiasi terhadap sejumlah Company has negotiated with suppliers to restructure its short-
pemasok dengan skema merestrukturisasi utang jangka pendek term debt into long-term debt. In 2024, the Company paid its
menjadi utang jangka panjang. Pada tahun 2024, Perseroan debt to vendors in accordance with the debt restructuring
berhasil melakukan pelunasan utang vendor sesuai dengan agreement.
kesepakatan restrukturisasi utang.
PINJAMAN JANGKA PANJANG LONG-TERM LOANS
Pinjaman ini merupakan fasilitas dengan jangka waktu lebih dari The loan is a facility with more than one year term after
satu tahun setelah dikurangi dengan porsi pinjaman yang akan deducted from the portion that will be due next year. The
jatuh tempo dalam satu tahun ke depan. Penurunan pinjaman decrease of 4.95% in 2024 to reach USD 371.21 million was
jenis ini sebesar 4.95% pada tahun 2024 mencapai USD371.21 in line with the payment schedule of the Company’s debt.
juta sejalan dengan jadwal pembayaran utang Perseroan.
LIABILITAS IMBALAN KERJA LIABILITIES FOR EMPLOYEE BENEFITS
Liabilitas imbalan kerja yang dikategorikan sebagai liabilitas The liabilities for employee benefits which are categorized
jangka panjang merupakan kewajiban Perseroan kepada as long-term liabilities are the Company’s responsibility to
pegawai yang akan pensiun di tahun-tahun berikutnya. Pada employees who are about to retire in the following years. In
tahun 2024, liabilitas imbalan kerja tercatat sebesar USD23.77 2024, the Company recorded USD23.77 million in this liability,
juta, menurun 2.75% dibandingkan tahun sebelumnya yang which was 2.75% lower compared to the previous year which
terutama terjadi karena menyesuaikan dengan perhitungan occurred mainly due to aligning with the recalculation of
kembali atas kewajiban imbalan kerja. liabilities for employee benefits.
LIABILITAS SEWA LEASE LIABILITIES
Pada saat penerapan PSAK 73, Perseroan mengakui aset During the implementation of PSAK 73, the Company recognizes
hak-guna dan liabilitas sewa sehubungan dengan sewa yang the rights-of-use assets and lease liabilities in accordance with
sebelumnya diklasifikasikan sebagai ‘sewa operasi’ berdasarkan the lease which was previously classified as ‘operating lease’
prinsip-prinsip dalam PSAK 30, “Sewa”. Liabilitas sewa diukur according to the principles of PSAK 30, “Lease”. The lease
pada nilai kini dari sisa pembayaran sewa, yang didiskontokan liability is measured based on present value, discounted using
dengan menggunakan suku bunga pinjaman inkremental the incremental interest rate of the Company on January 1,
Perseroan pada tanggal 1 Januari 2020. Pada tahun 2024, 2020. In 2024, the Company recorded USD38.64 million in this
Perseroan mencatat nilai liabilitas sewa sebesar USD38.64 liability, which was 8.75% lower compared to the previous year
juta, menurun 8.75% dibandingkan tahun sebelumnya yang which occurred mainly due to inbreng transaction transferring
terutama terjadi karena transaksi inbreng atas kepemilikan ownership of a Hangar and the Annex building from Garuda.
Hangar dan bangunan Annex dari Garuda.
EKUITAS EQUITY
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Modal Saham
219,015,655 219,015,655 0 0
Share Capital
Tambahan Modal disetor
62,417,236 62,417,236 0 0
Additional Paid-In Capital
Rugi Komprehensif Lain
(15,900,891) (16,353,693) 452,802 2.77%
Other comprehensive loss
Saldo Laba/(Amulasi Kerugian)
Retained Earnings/(Accomuldated Loss)
Dicadangkan
7,492,540 7,492,540 0 0
Appropriated
Belum Dicadangkan
(557,002,037) (583,893,153) 26,891,116 4.61%
Unappropriated
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
142 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 143
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Jumlah Ekuitas yang Dapat Diatribusikan
Kepada Entitas Induk (258,067,606) (311,321,415) 53,253,809 17.11%
Equity Attributable to Owners of the Parent
Kepentingan Nonpengendali
166,303 159,513 6,790 4.26%
Non-Controlling Interest
Jumlah Ekuitas
(257,901,303) (311,161,902) 53,260,599 17.12%
Total Equity
MODAL SAHAM DAN TAMBAHAN MODAL DISETOR SHARE AND ADDITIONAL PAID-IN CAPITAL
Modal saham Perseroan mengalami perubahan pada tahun The Company’s share capital experienced a change in 2024. At
2024. Pada RUPS Luar Biasa tanggal 28 Oktober 2024, the Extraordinary GMS on October 28, 2024, the shareholders
pemegang saham telah menyetujui pelaksanaan Rights Issue approved the implementation of the Rights Issue (PMHMETD),
(PMHMETD) yang akan dilaksanakan sepenuhnya pada tanggal which will be effective on January 15, 2025. Accordingly, in the
15 Januari 2025. Dengan demikian, pada Laporan Keuangan Financial Statements for the year ending December 31, 2024,
untuk tahun yang berakhir pada 31 Desember 2024, terdapat an additional account, “advance for share capital,” amounting
penambahan akun “uang muka setoran atas modal saham” to USD25.91 million, was recorded.
sebesar USD25.91 juta.
RUGI KOMPREHENSIF LAIN OTHER COMPREHENSIVE LOSS
Rugi komprehensif lain merupakan akumulasi penghasilan Other comprehensive loss is an accumulation of other income
lain-lain di luar kegiatan operasional Perseroan. Penghasilan ini outside the Company’s operational activities. The income
mencakup keuntungan revaluasi aset tetap setelah dikurangi consist of gain on revaluation of fixed assets, revaluation of
penyusutan, pengukuran kembali liabilitas imbalan pasca post employment benefit liability, exchange differences due
kerja, selisih kurs karena penjabaran laporan keuangan, dan to financial statement translation, and others.
sebagainya.
Pada tahun 2024, rugi komprehensif lain tercatat sebesar In 2024, the Company recorded USD15.90 million of other
USD15.90 juta, menurun 2.77% dibandingkan tahun sebelumnya comprehensive loss, which was 2.77% lower compared to the
yang terjadi terutama karena dampak pengukuran kembali previous year mainly due to remeasurement of liabilities for
imbalan pasca kerja. employee benefits.
SALDO LABA/(DEFISIT) RETAINED EARNINGS/(DEFICIT)
Saldo defisit adalah sebagian atau keseluruhan laba/(rugi) Retained earning is part of entire earning /(deficit) that is not
Perseroan yang tidak didistribusikan sebagai dividen kepada distributed as dividend to shareholders. Part of this retained
pemegang saham. Sebagian saldo laba/(rugi) ini dicadangkan earning/(loss) is reserved as working capital to purchase fixed
sebagai modal kerja untuk membeli aset tetap maupun assets or even allocated to settle debts. The retained earning/
dialokasikan untuk melunasi kewajiban. Saldo laba/(rugi) (deficit) consist of reserved retained earnings and unreserved
terdiri dari saldo laba dicadangkan serta saldo laba yang belum retained earnings.
dicadangkan.
Pada tahun 2024, saldo defisit tercatat sebesar USD549.50 juta, In 2024, the deficit balance was USD549.50 million, decreased
menurun 4.67% dibandingkan tahun sebelumnya yang terjadi by 4.67% compared to the previous year due to the Company’s
terutama karena kinerja positif Perseroan pada tahun berjalan. positive performance during the year.
143
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 144
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS
KOMPREHENSIF LAIN KONSOLIDASIAN OF PROFIT OR LOSS AND OTHER
COMPREHENSIVE INCOME
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Pendapatan Usaha
421,223,186 373,206,984 48,016,202 12.87%
Revenue
Beban Usaha
379,219,103 345,505,584 33,713,519 9.76%
Operating Expenses
Laba Usaha
42,004,083 27,701,400 14,302,683 51.63%
Operating Income
Penghasilan Keuangan
337,803 238,867 98,936 41.42%
Finance Income
Beban Keuangan
(20,166,464) (23,619,058) 3,452,594 14.62%
Finance Costs
Pendapatan Lain-Lain,
Bersih 2,064,576 1,820,801 243,775 13.39%
Other Income, Net
Laba/(Rugi) Sebelum Pajak
Penghasilan
24,744,115 19,730,024 5,014,091 25.41%
Profit/(Loss) Before Income
Tax
Manfaat Pajak Penghasilan
2,155,930 438,665 1,717,265 391.48%
Income Tax Benefit
Laba/(Rugi) Tahun Berjalan
26,900,045 20,168,689 6,731,356 33.38%
Profit/(Loss) for the Year
Penghasilan Komprehensif
Lain Tahun Berjalan
474,433 (301,340) 775,773 257.44%
Other Comprehensive
Income for the Year
Jumlah Penghasilan
Komprehensif Lain
452,802 (235,166) 687,968 292.55%
Total Other Comprehensive
Income
Jumlah Laba/(Rugi)
K o m p r e h e n s i f Ta h u n
Berjalan 27,352,847 19,933,523 7,419,324 37.22%
To t a l C o m p r e h e n s i ve
Income/(Loss) for the Year
Laba/(Rugi) Tahun Berjalan yang Dapat Diatribusikan Kepada
Profit/(Loss) for the Year Attributable to
Pemilik Entitas Induk
26,891,116 20,276,463 6,614,653 32.62%
Owner of Parent Entity
Kepentingan Nonpengendali
8,929 (107,774) 116,703 108.28%
Non-Controlling interests
Laba/(Rugi) Tahun Berjalan
26,900,045 20,168,689 6,731,356 33.38%
Profit/(Loss for the Year
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
144 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 145
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Laba/(Rugi) Komprehensif yang Dapat Diatribusikan Kepada:
Comprehensive Income/(Loss) Attributable to:
Pemilik Entitas Induk
27,343,918 20,041,297 7,302,621 36.44%
Owner of Parent Entity
Kepentingan Nonpengendali
8,929 (107,774) 116,703 108.28%
Non-Controlling interests
Laba/(Rugi) Komprehensif
Tahun Berjalan
27,352,847 19,933,523 7,419,324 37.22%
Comprehensive Income/
(Loss) for the Year
Laba/(Rugi) per Saham
Dasar/Dilusian
0.0010 0.0007 0.0003 32.62%
Basic/Diluted Earnings
(Loss) per Share
PENDAPATAN USAHA REVENUE
Pendapatan usaha tahun 2024 tercatat sebesar USD421.22 The revenue in 2024 reached USD421.22 million, higher by
juta, yang meningkat 12.87% dibandingkan tahun sebelumnya 12.87% compared to the previous year due to reactivation of
karena aktivitas pekerjaan reaktivasi pesawat Garuda dan Garuda and Citilink aircrafts.
Citilink.
BEBAN USAHA OPERATING EXPENSES
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD)
Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Beban Pegawai
116,569,103 101,486,732 15,082,371 14.86%
Employee Expenses
Beban Material
117,177,864 97,791,734 19,386,130 19.82%
Material Expenses
Beban Subkontrak
100,390,977 105,611,422 (5,220,445) (4.94%)
Subcontract Expenses
Beban Penyusutan
18,694,769 20,372,753 (1,677,984) (8.24%)
Depreciation Expense
Beban Operasional Lainnya
20,441,906 22,284,253 (1,842,347) (8.27%)
Other Operating Expenses
BEBAN PEGAWAI EMPLOYEE EXPENSES
Beban pegawai mencakup biaya gaji dan tunjangan pegawai, Employee expenses include salaries and employee benefits,
insentif, biaya kontribusi dana pensiun, imbalan kerja, dan biaya incentives, pension fund contribution costs, employee rewards,
pegawai lainnya. Pada tahun 2024, beban pegawai mencapai and other employee costs. In 2024, employee expenses reached
USD116.56 juta, yang meningkat 14.86% dibandingkan tahun USD116.56 million, higher by 14.86% compared to the previous
sebelumnya karena kenaikan gaji pokok dan tunjangan pada year due to increased basic salaries and allowances in the
tahun berjalan. current year.
145
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 146
BEBAN MATERIAL MATERIAL EXPENSES
Beban material mencakup biaya pembelian suku cadang Material expenses include the expense of purchasing
habis pakai (expendable), suku cadang yang dapat diperbaiki consumable parts (expandable), repairable parts, courier
(repairable), biaya kurir dan pengiriman, biaya bahan and shipping, fuel, and others. In 2024, the Company spent
bakar, dan biaya material lainnya. Pada tahun 2024, beban USD117.17 million on material expenses, 19.82% higher
material mencapai USD117.17 juta, yang meningkat 19.82% compared to the previous year due to the Garuda and Citilink
dibandingkan tahun sebelumnya karena pekerjaan proyek aircraft reactivation projects.
reaktivasi pesawat Garuda dan Citilink.
BEBAN SUBKONTRAK SUBCONTRACTING EXPENSES
Beban subkontrak mencakup biaya komponen subkontrak Subcontracting expenses include the expenses for
dan biaya jasa teknis dan penunjang penerbangan. Jumlah subcontracting components and other expenses covering
beban subkontrak tahun 2024 mencapai USD100.39 juta, technical services and airline support. The total subcontracting
yang menurun 4.94% dibandingkan tahun sebelumnya karena expenses in 2024 reached USD100.39 million, 4.94% lower
program efiensi Perseroan melalui restrukturisasi kontrak compared to the previous year because the Company
berjalan. restructured its current contract as part of efficiency program.
BEBAN PENYUSUTAN DEPRECIATION EXPENSES
Beban penyusutan mencakup beban penyusutan aset tetap, Depreciation expenses consist of depreciation expenses of
beban amortisasi dan beban penurunan aset. Jumlah beban fixed assets, amortization expenses, and impairment of assets.
penyusutan tahun 2024 mencapai USD18.69 juta, yang The depreciation expenses in 2024 reached USD18.69 million,
menurun 8.24% dibandingkan tahun sebelumnya karena sejalan 8.24% lower compared to the previous year due to aligns with
dengan banyaknya aset yang sudah tersusutkan penuh pada a significant number of assets reaching full depreciation in the
tahun sebelumnya dan rendahnya akuisisi aset pada tahun previous year and fewer asset acquisitions in the current year.
berjalan.
BEBAN KEUANGAN FINANCE COSTS
Beban keuangan mencakup beban bunga atas fasilitas keuangan, Finance costs consist of interest charges for financial facilities,
biaya transaksi, dan biaya lain-lain yang dibebankan atas transaction fees, and other expenses for using the facility. In
fasilitas. Pada tahun 2024, beban keuangan mencapai USD20.16 2024, the finance costs amounted to USD20.16 lower by
juta, menurun 14.62% dibandingkan tahun sebelumnya karena 14.62% compared to the previous year due to decrease interest
penurunan beban bunga pinjaman ke bank pada tahun berjalan. expenses on bank loans in the current year.
PENDAPATAN LAIN-LAIN, BERSIH OTHER INCOME, NET
Pendapatan lain-lain pada tahun 2024 mencapai USD2.06 juta, Other income in 2024 reached USD2.06 higher by 13.39%
meningkat 13.39% dibandingkan tahun sebelumnya karena compared to the previous year due to the restructuring of
adanya restrukturisasi utang vendor dan restrukturisasi jangka vendor debt and renegotiation of bank loan repayment terms.
waktu pembayaran pinjaman bank.
MANFAAT PAJAK PENGHASILAN INCOME TAX BENEFIT
Manfaat pajak penghasilan pada tahun 2024 mencapai USD2.15 Income tax benefit in 2024 reached USD2.15 million, higher by
juta, meningkat 391.48% dibandingkan tahun sebelumnya 391.48% compared to the previous year due to the calculation
karena perhitungan laba fiskal tahun 2024 lebih besar of fiscal profit in 2024 is greater than commercial profit.
dibandingkan laba komersial.
LABA/(RUGI) TAHUN BERJALAN PROFIT/(LOSS) FOR THE YEAR
Laba/(rugi) tahun berjalan pada tahun 2024 mencapai USD26.90 Profit/(loss) for the year in 2024 reached USD26.90 million,
juta, meningkat 33.38% dibandingkan tahun sebelumnya karena higher by 33.38% compared to the previous year due to the
kinerja positif Perseroan pada tahun berjalan. Company’s positive performance during the year.
LABA/(RUGI) KOMPREHENSIF TAHUN BERJALAN COMPREHENSIVE INCOME/(LOSS) FOR THE YEAR
Laba/(rugi) komprehensif tahun berjalan pada tahun 2024 Comprehensive income/(loss) for the year in 2024 reached
mencapai USD27.35 juta, meningkat 37.22% dibandingkan USD27.35 million, higher by 37.22% compared to the previous
tahun sebelumnya karena dampak pengukuran kembali imbalan year due to remeasurement of liabilities for employee benefits.
pasca kerja.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
146 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 147
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS
OF CASH FLOWS
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Arus Kas Bersih yang Diperoleh dari Aktivitas
Operasi
14,196,532 30,681,202 (16,484,670) (53.73%)
Net Cash Flows Generated from Operating
Activities
Arus Kas Bersih yang Digunakan untuk Aktivitas
Investasi (3,660,239) (639,036) 3,021,203 472.78%
Net Cash Flows Used in Investing Activities
Arus Kas Bersih yang Digunakan untuk Aktivitas
Pendanaan (18,528,862) (14,218,123) 4,310,739 30.32%
Net Cash Flows Used in Financing Activities
(Penurunan)/Kenaikan Bersih Kas dan Setara Kas
(7,992,569) 15,824,043 (23,816,612) (150.51%)
(Decrease)/Increase in Cash and Cash Equivalents
Kas dan Setara Kas Awal Tahun
21,051,033 5,103,013 15,948,020 312.52%
Cash and Cash Equivalents at Beginning of Year
Efek Perubahan Kurs Mata Uang Asing
(434,983) 123,977 (558,960) (450.86%)
Effects of Changes in Foreign Exchange Rates
Kas dan Setara Kas Akhir Tahun
12,623,481 21,051,033 (8,427,552) (40.03%)
Cash and Cash Equivalents at End of Year
ARUS KAS DARI AKTIVITAS OPERASI CASH FLOWS FROM OPERATING ACTIVITIES
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Penerimaan Kas dari Pelanggan
397,785,529 420,776,424 (22,990,895) (5.46%)
Cash Receipts from Customers
Pembayaran Kas kepada Pemasok dan Lainnya
(258,200,426) (284,067,644) (25,867,218) (9.11%)
Cash Paid to Suppliers and others
Pembayaran Kas kepada Karyawan
(106,599,995) (92,669,186) 13,930,809 15.03%
Cash Paid to Employees
Kas Diperoleh dari Operasi
32,985,108 44,039,594 (11,054,486) (25.10%)
Cash Generated from Operations
Pembayaran Beban Keuangan
(14,820,923) (15,141,970) (321,047) (2.12%)
Finance Costs Paid
Pengembalian Pajak
- 1,977,067 (1,977,067) (100.00%)
Tax Refund
Pembayaran Pajak Penghasilan
(1,703,336) (193,489) 1,509,847 780.33%
Income Taxes Paid
Pembayaran Pajak lain – lain
(1,720,412) - 1,720,412 100%
Other Taxes Paid
(Pembayaran) Kas dan Setara Kas yang Dibatasi
Penggunaannya (543,905) - 543,905 100%
(Payments) in Restricted Cash and Cash Equivalents
147
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 148
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Arus Kas Bersih yang Diperoleh dari Aktivitas
Operasi 14,196,532 30,681,202 (16,484,670) (53.73%)
Net Cash Flows Generated from Operating Activities
Kas bersih dari aktivitas operasi pada tahun 2024 tercatat Net cash flows from operating activities in 2024 amounted to
sebesar USD14.19 juta, menurun 53.73% dibandingkan tahun USD14.19 million, which was 53.73% lower compared to the
sebelumnya terutama karena komitmen Perseroan dalam previous year mainly due to the Company’s commitment in
pembayaran utang vendor. paying its debt to vendor.
ARUS KAS DARI AKTIVITAS INVESTASI CASH FLOWS FROM INVESTING ACTIVITIES
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
(Pembayaran)/Penerimaan Kas dan Setara Kas yang Dibatasi
Penggunaannya 0 (7,191) (7,191) (100%)
(Payments)/Proceeds in Restricted Cash and Cash Equivalents
Penerimaan Pendapatan Keuangan
337,803 269,641 68,162 25.28%
Finance Income Received
Pembayaran Untuk Perolehan Aset Tetap dan Uang Muka
(3,998,042) (901,486) 3,096,556 343.49%
Payments for Acquisition of Fixed Assets and Advance
Arus Kas Bersih yang Digunakan untuk Aktivitas Investasi
(3,660,239) (639,036) 3,021,203 472.78%
Net Cash Flows Used in Investing Activities
Kas bersih dari aktivitas investasi pada tahun 2024 tercatat Net cash flows from investing activities in 2024 amounted to
sebesar USD3.66 juta, meningkat 472.78% dibandingkan tahun USD3.66 million, which was 472.78% higher compared to the
sebelumnya terutama karena peningkatan ini seiring dengan previous year mainly due to the increase that was in line with
penambahan perolehan aset tetap Perseroan. additional fixed assets the Company acquired.
ARUS KAS DARI AKTIVITAS PENDANAAN CASH FLOWS FROM FINANCING ACTIVITIES
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Penerimaan Pinjaman Jangka Pendek
0) 0 0 0
Proceeds from Short-Term Loans
Pembayaran Pinjaman Jangka Pendek
(181,587) 0 181,587 100%
Payment of Short-Term Loans
Penerimaan Pinjaman Jangka Panjang
0 0 0 0
Proceeds from Long-Term Loans
Pembayaran Pinjaman Jangka Panjang
(10,874,438) (8,332,558) 2,541,880 30.51%
Payment of Long-Term Loans
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
148 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 149
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Pembayaran Liabilitas Sewa
Payment of Lease Liabilities
(7,472,837) (5,885,565) 1,587,272 26.97%
Acceptance of Factoring Liabilities
Arus Kas Bersih yang Digunakan untuk
Aktivitas Pendanaan
(18,528,862) (14,218,123) 4,310,739 30.32%
Net Cash Flows Used in Financing
Activities
Kas bersih dari aktivitas pendanaan pada tahun 2024 tercatat Net cash flows from financing activities in 2024 amounted to
sebesar USD18.52 juta, meningkat 30.32% dibandingkan tahun USD18.52 million, which was 30.32% higher compared to the
sebelumnya terutama karena komitmen Perseroan dalam previous year mainly due to the Company’s commitment in
membayar utang bank. paying its bank debt.
KENAIKAN (PENURUNAN) BERSIH INCREASE (DECREASE) OF CASH AND CASH
KAS DAN SETARA KAS SERTA KAS EQUIVALENT AND AT END OF YEAR BALANCE
DAN SETARA KAS AKHIR TAHUN
Dengan akumulasi pada arus kas dari aktivitas operasi, arus kas The accumulation of cash flow on operating, investment, and
dari aktivitas investasi, serta arus kas dari aktivitas pendanaan, funding activities, along with the effect of foreign exchange
serta efek perubahan kurs mata uang asing, kas dan setara kas rate charges, the cash and cash equivalents throughout 2024
sepanjang tahun 2024 mengalami penurunan sebesar USD8.42 decreased by USD8.42 million. Therefore, the Company
juta. Dengan demikian, kas dan setara kas pada akhir tahun recorded USD12.62 million in its cash and cash equivalents
2024 tercatat sebesar USD12.62 juta. by the end of 2024.
KEMAMPUAN MEMBAYAR UTANG DAN ABILITY TO PAY DEBT AND
TINGKAT KOLEKTIBILITAS PIUTANG RECEIVABLES COLLECTIBILITY
Kemampuan Perseroan dalam membayar utang diukur The Company’s ability to pay the debt is calculated using
menggunakan rasio solvabilitas dan rasio likuiditas. Rasio the solvability ratio and liquidity ratio. The solvability ratio
solvabilitas merupakan rasio yang mengukur kemampuan calculates the Company’s ability to pay its short and long-term
Perseroan membayar seluruh utang jangka pendek dan jangka loans. Meanwhile, the liquidity ratio is calculated to determine
panjang. Sedangkan rasio likuiditas diukur untuk menentukan the Company’s ability to pay its short-term loan.
kemampuan Perseroan dalam membayar utang jangka pendek.
RASIO LIKUIDITAS LIQUIDITY RATIO
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (kali | times) (kali | times) Persentase
Nilai Nominal
Percentage
Nominal Value
(%)
Cash Ratio 0.05 0.08 (0.03) (38.00)
Acid Test Ratio 0.61 0.62 (0.01) (1.27)
Current Ratio 0.87 0.88 (0.01) (1.58)
Pada tahun 2024, tingkat cash ratio Perseroan tercatat sebesar In 2024, the Company’s cash ratio was recorded at 0.05 times,
0.05 kali dibandingkan tahun 2023 sebesar 0.08 kali. Dengan compared to 0.08 times in 2023. This represents a decrease of
demikian terjadi penurunan 38.00%. Penurunan ini sejalan 38.00%. This decrease is in line with the net cash flow gained
dengan arus kas bersih yang diperoleh dari aktivitas operasi. from operating activities.
149
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 150
Nilai acid test ratio dan current ratio menunjukkan kemampuan The values of the acid test ratio and current ratio indicate the
Perseroan membayar kewajiban jangka pendeknya dengan Company’s ability to meet its short-term obligations using its
menggunakan kas dan aset lancar yang dimiliki. Pada tahun cash and liquid assets. In 2024, the acid test ratio performance
2024, kinerja acid test ratio tercatat 0.61 kali dan current ratio was recorded at 0.61 times, while the Company’s current
Perseroan rasio tercatat 0.87 kali. Hal ini menunjukkan bahwa ratio was recorded at 0.87 times. This indicates that that the
adanya penurunan kemampuan dalam membayar kewajiban Company’s ability to pay current liabilities has decreased.
jangka pendek.
RASIO SOLVABILITAS SOLVENCY RATIO
Rasio solvabilitas digunakan untuk menilai kemampuan Solvency is used to assess the Company’s ability to settle all of
Perseroan melunasi seluruh utang yang dimilikinya secara its debt in the long term, by using the Company’s entire assets
jangka panjang, dengan menggunakan seluruh aset atau modal or capital. Solvency is calculated using Debt to Equity Ratio
Perseroan. Pengukuran solvabilitas menggunakan Debt to (DER) and Debt to Assets Ratio (DAR).
Equity Ratio (DER) dan Debt to Assets Ratio (DAR).
Kenaikan (Penurunan)
Uraian 2024 2023 Increase (Decrease)
Description (kali | times) (kali | times) Nilai Nominal Persentase
Nominal Value Percentage
Debt to Equity Ratio (DER) (2.65) (2.45) 0.20 8.18
Debt to Assets Ratio (DAR) 1.61 1.69 (0.08) (4.73)
Pada tahun 2024, nilai DER Perseroan tercatat sebesar (2.65) In 2024, the Company’s DER Ratio was recorded at (2.65) times,
kali, dibandingkan (2.45) kali pada tahun 2023. Nilai DAR compared to (2.45) times in 2023. The Company’s DAR in 2024
Perseroan pada tahun 2024 tercatat 1.61 kali, menurun 4.73% was recorded at 1.61 times, decreasing by 4.73% compared
dibandingkan 1.69 kali pada tahun 2023. Hal ini sejalan dengan to 1.69 times in 2023. This is in line with the decrease in total
penurunan jumlah liabilitas dan jumlah aset. liabilities and total assets.
KOLEKTIBILITAS PIUTANG COLLECTION RATIO
Guna memastikan kelancaran operasional dan menghindari To ensure smooth operations and avoid bad debts, it is important
piutang macet, penting bagi Perseroan untuk menilai for the Company to assess its ability to collect receivables,
kemampuannya dalam mengumpulkan piutang, yang dapat which can be measured through the calculation of the Average
diukur melalui perhitungan Average Collection Period (ACP). Collection Period (ACP). Based on the Company’s receivables
Berdasarkan tingkat piutang dan pendapatan Perseroan pada and revenue levels in 2024, the ACP value at 46 days. This
tahun 2024, nilai ACP Perseroan 46 hari. Hal ini menunjukkan indicates that the Company continues to strengthen its
bahwa Perseroan senantiasa memperkuat komitmennya commitment to maintain effectiveness in collecting receivables
untuk mempertahankan efektivitas dalam menagih piutang by using persuasive approach to clients and preparing work
dengan menggunakan pendekatan persuasif kepada klien dan contracts that can protect the Company.
mempersiapkan kontrak kerja yang dapat melindungi Perseroan.
STRUKTUR MODAL CAPITAL STRUCTURE
Struktur modal yang sehat merupakan faktor krusial dalam menjaga A sound capital structure is a crucial factor in maintaining the
stabilitas dan pertumbuhan jangka panjang Perseroan. Dengan company’s stability and long-term growth. Through proper
pengelolaan modal yang tepat, Perseroan dapat mengoptimalkan capital management, the company can optimize returns for
hasil bagi pemegang saham sekaligus memastikan keberlanjutan shareholders while ensuring business sustainability. Capital
bisnis. Perencanaan modal dilakukan dengan memperhitungkan planning is carried out by considering future investment needs,
kebutuhan investasi di masa depan, keseimbangan antara sumber balancing sources and uses of funds, and business expansion
dan penggunaan dana, serta strategi ekspansi usaha. Selain itu, strategies. Additionally, current profitability and future
profitabilitas saat ini dan proyeksi di masa mendatang menjadi projections are key considerations in determining financial
pertimbangan utama dalam menentukan strategi keuangan, strategies, including managing operational cash flow, capital
termasuk pengelolaan arus kas operasional, belanja modal, serta expenditures, and leveraging investment opportunities that
pemanfaatan peluang investasi yang dapat memberikan nilai can add value for stakeholders.
tambah bagi pemangku kepentingan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
150 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 151
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2024 2023
Description (USD) (USD) Nilai Nominal Persentase
Nominal Value Percentage
(USD) (%)
Pinjaman
391,222,725 400,670,117 (9,447,392) (2.36)
Loan
Kas dan setara kas
12,623,481 21,051,033 (8,427,552) (40.03)
Cash and cash equivalents
Pinjaman - bersih
378,599,244 379,619,084 (1,019,840) (0.27)
Loans - net
Ekuitas yang dapat diatribusikan kepada pemilik
induk (258,067,606) (311,321,415) 53,253,809 17.11
Equity attributable to owners of the parent entity
Rasio pinjaman bersih terhadap ekuitas
(146.71) (121.94) (24.77%) 20.31%
Net loan to equity ratio
KEBIJAKAN MANAJEMEN ATAS STRUKTUR MODAL MANAGEMENT POLICY ON CAPITAL STRUCTURE
Tujuan utama Manajemen dalam mengelola struktur permodalan The Management’s primary objective in managing the capital
adalah untuk memastikan bahwa Perseroan memiliki dasar structure is to ensure that the Company has a strong financial
keuangan yang kuat guna mendukung pertumbuhan bisnis yang foundation to support sustainable business growth and provide
berkelanjutan serta memberikan nilai tambah bagi pemegang added value to shareholders. Capital management is carried out
saham. Pengelolaan modal dilakukan secara strategis dengan strategically by considering economic conditions and industry
mempertimbangkan kondisi ekonomi dan dinamika industri, dynamics, enabling the Company to adapt to changes.
sehingga Perseroan dapat beradaptasi dengan perubahan yang
terjadi.
Direksi secara berkala mengevaluasi dan menyesuaikan The Board of Directors regularly evaluates and adjusts capital
kebijakan permodalan dengan mempertimbangkan biaya modal policies by taking into account capital costs and the associated
serta risiko yang mengiringinya, guna mencapai keseimbangan risks, in order to achieve an optimal balance between financial
optimal antara stabilitas keuangan dan peluang ekspansi bisnis. stability and business expansion opportunities.
Melihat struktur modal tahun 2024, Direksi beranggapan bahwa Looking at the capital structure in 2024, the Board of Directors
struktur modal Perseroan mengalami peningkatan sebesar considers that the Company’s capital structure is increasing on
USD53.26 juta bila dibandingkan tahun 2023 karena transaksi equity by USD53.26 million when compared to 2023 due to the
inbreng atas kepemilikan Hangar dan bangunan Annex Garuda because inbreng transaction on the ownership of the Hangar
dan kinerja positif Perseroan pada tahun berjalan. and Garuda’s Annex buildings and the Company’s positive
performance during the year.
INVESTASI BARANG MODAL CAPITAL GOODS INVESTMENT
Perseroan melakukan investasi barang modal yang digunakan The Company made capital investments in the form of which
untuk berbagai keperluan untuk mendukung operasional bisnis used for various purposes to support business operations
sepanjang tahun 2024. Investasi tersebut tergolong investasi throughout 2024. These investments are categorized as
rutin yang selalu dilakukan setiap tahunnya sebagai bagian dari routine investments that are carried out annually as part
aktivitas bisnis Perseroan di bidang RMO untuk meningkatkan of the Company’s business activities in the RMO sector to
kapabilitas fasilitas dan mesin. Rincian investasi barang modal enhance facility and machinery capabilities. The details of capital
tahun 2024 adalah sebagai berikut: investments in 2024 are as follows:
Nilai
Investasi Barang Modal Tujuan
Value
Capital Investment Purpose
(USD)
Pembangunan Door Hangar 1 Pemenuhan regulasi EASA
1.841.437
Hangar 1 Door Construcrtion Fufillment of EASA regulation
Renovasi Hangar Painting Pemenuhan regulasi EASA
392.308
Hangar Panting Renovation Fufillment of EASA regulation
151
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 152
Nilai
Investasi Barang Modal Tujuan
Value
Capital Investment Purpose
(USD)
Pengadaan Tools Set Landing Gear
Change A320 Peningkatan kapabilitas
223.138
Tools Set Landing Gear Change A320 Capability improvement
Procurement
Pengadaan Repair Clean Room, Spray
room & Sanding Room Pemenuhan regulasi EASA
281.152
Repair Clean Room, Spray room & Fufillment of EASA regulation
Sanding Room Procurement
Penggantian tools, penggantian/perbaikan fasilitas,
Lainnya dan lainnya
949.467
Others Replacement of tools, replacement/repairment of
facilities and others
Jumlah
3.687.502
Total
IKATAN MATERIAL UNTUK MATERIAL COMMITMENT FOR
INVESTASI BARANG MODAL CAPITAL GOODS INVESTMENT
Investasi barang modal pada tahun 2024 yang dilakukan The capital investments in 2024, denominated in USD, cannot
Perseroan dalam USD tidak dapat dikategorikan sebagai be classified as investments with material commitments. The
investasi yang memiliki ikatan material. Investasi pada tahun total investment in 2024 was recorded at USD3.68 million
2024 total tercatat sebesar USD3.68 juta sedangkan pada whereas in 2023, it was recorded at USD2.65 million. There
tahun 2023 tercatat sebesar USD2.65 juta. Terjadi peningkatan was an increase of 39% in investment, which occurred due
investasi sebesar 39% yang terjadi karena pemenuhan to fulfillment EASA regulation. Despite the difference, this
kebutuhan EASA Walaupun terjadi perbedaan, investasi ini investment is a routine expenditure made by the Company for
merupakan investasi rutin yang dikeluarkan Perseroan untuk operational purposes and, therefore, does not require approval
keperluan operasional sehingga tidak memerlukan keputusan from shareholders.
dari pemegang saham.
Sumber dana untuk investasi sebagian besar berasal dari The majority of the investment funds came from the Company’s
internal Perseroan. Sumber dana yang berasal dari kesepakatan internal sources. Funding obtained through agreements with
dengan pihak eksternal tergolong tidak material dalam hal external parties is considered immaterial in terms of either the
jumlah nilai nominal ataupun tujuannya. nominal value or its intended purpose.
PENCAPAIAN TARGET DAN ACHIEVEMENT OF 2024
KPI TAHUN 2024 [OJK F.2] TARGET AND KPI [OJK F.2]
Pencapaian Target Tahun 2024
2024 Target Achievement
Uraian
(dalam USD juta, kecuali
Realisasi 2024 Target 2024 Realisasi Terhadap Target
dinyatakan lain)
Realization 2024 Target 2024 Realization to Target
Description
(%)
(in USD million, unless
otherwise stated )
Operasi dan Bisnis
Operation and Business
Revenue 421,223,186 389,146,240 108%
Net Profit 26,900,045 17,373,324 155%
Free Cash Flow* 109.7% 100% 109.7%
Customer Satisfaction Index 4.0 4.0 100%
Customer SLA Fulfilment 99.4% 100% 99.4%
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
152 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 153
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Pencapaian Target Tahun 2024
2024 Target Achievement
Uraian
(dalam USD juta, kecuali
Realisasi 2024 Target 2024 Realisasi Terhadap Target
dinyatakan lain)
Realization 2024 Target 2024 Realization to Target
Description
(%)
(in USD million, unless
otherwise stated )
Governance Risk & Compliance 100% 100% 100%
Human Capital Readiness 100% 95% 105.3%
Pemasaran
Marketing
Revenue Group Affiliation 317,741,156 255,660,902 125%
Revenue Non-Group Affiliation 103,482,030 133,485,338 77.5%
Customer Satisfaction Index 4.0 4.0 100%
Customer Portfolio Index 70% 80% 87,50%
Laba (Rugi) dan Penghasilan Komprehensif Lain
Profit (Loss) and Other Comprehensive Income
Pendapatan Usaha
421,223,186 389,146,240 108%
Revenue
Beban Usaha
379,219,103 347,255,729 109%
Operating Expenses
Laba Usaha
42,004,083 41,890,511 100%
Operating Profit
Pendapatan (Beban) Lain-lain
(17,259,969) (17,990,146) 96%
Other Revenue (Expenses)
Laba/(Rugi) Konsolidasian
Sebelum Pajak Penghasilan
24,744,115 23.900.365 104%
Consolidated Profit/ (Loss)
Before Income Tax
(Beban)/Manfaat Pajak
2,155,930 (6.527.041) 133%
Tax Expenses
Laba/(Rugi) Tahun Berjalan
26,900,045 17,373,324 155%
Profit/ (Loss) for the Year
Posisi Keuangan
Financial Position
Aset
Assets
Aset Lancar
206,103,485 291,944,094 71%
Current Assets
Aset Tidak Lancar
218,526,718 150,265,493 145%
Non Current Assets
Jumlah Aset
424,630,203 442,209,587 96%
Total Assets
Liabilitas dan Ekuitas
Liability & Equity
Liabilitas Jangka Pendek
237,508,591 290,795,279 82%
Current Liability
Liabilitas Jangka Panjang
445,022,915 449,957,518 99%
Non-Current Liability
153
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 154
Pencapaian Target Tahun 2024
2024 Target Achievement
Uraian
(dalam USD juta, kecuali
Realisasi 2024 Target 2024 Realisasi Terhadap Target
dinyatakan lain)
Realization 2024 Target 2024 Realization to Target
Description
(%)
(in USD million, unless
otherwise stated )
Jumlah Liabilitas
682,531,506 740,752,797 92%
Total Liability
Jumlah Ekuitas
(257,901,303) (298,543,211) 86%
Total Equity
Jumlah Liabilitas dan Ekuitas
424,630,203 442,209,586 96%
Total Liability & Equity
*Adapun untuk KPI Free Cash Flow mengukur pergerakan cash flow Perusahaan (setelah aktivitas operating, investing, dan financing) di tahun 2024 dengan
menggunakan laporan unaudited Perusahaan.
*As for the Free Cash Flow KPI, it measures the Company’s cash flow movement (after operating, investing, and financing activities) in 2024 using the
Company’s unaudited report.
Pencapaian Key Performance Indicators (KPI) Tahun 2024
2024 Key Performance Indicators (KPI) Achievement
Aspek KPI Target 2024 Realisasi 2024
KPI Aspects Target 2024 Realization 2024
Nilai Ekonomi dan Sosial untuk Indonesia
Economic and Social Values for Indonesia
Revenue (MUSD) 389,146,240 421,223,186
Net Profit (MUSD) 17,373,324 26,900,045
Free Cash Flow* 100% 109.7%
Customer SLA Fulfillment 100% 99.4%
Inovasi Model Bisnis
Business Model Innovation
Customer Satisfaction Index 4,00 4,00
Equity Improvement Program 1,00 1,00
Kepemimpinan Teknologi
Technological Leadership
Information Capital Readiness 95% 99.6%
Continuous Improvement 57 69
Peningkatan Investasi
Higher Investment
Asset Management 100% 100%
Governance, Risk and Compliance (GRC), GCG,
100% 100%
Risk Maturity, FCAR, QSC
Pengembangan Talenta
Talent Development
Human Capital Readiness 95% 100%
Organization Capital Readiness 90% 97.1%
*Adapun untuk KPI Free Cash Flow mengukur pergerakan cash flow Perusahaan (setelah aktivitas operating, investing, dan financing) di tahun 2024 dengan
menggunakan laporan unaudited Perusahaan.
*As for the Free Cash Flow KPI, it measures the Company’s cash flow movement (after operating, investing, and financing activities) in 2024 using the
Company’s unaudited report.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
154 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 155
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Secara umum, kinerja operasi dan bisnis mayoritas sudah sesuai In general, the majority of operational and business performance
dengan target. Perseroan berhasil membukukan pendapatan aligned with the targets. The Company successfully recorded
senilai USD421.2 juta, didukung pula oleh diversifikasi bisnis a revenue of USD421.2 million, supported by the continuous
Perseroan yang terus meningkat. growth of its business diversification.
Kinerja operasi dan bisnis yang positif mendukung pencapaian Positive operational and business performance boosted the
kinerja pemasaran karena secara rata-rata segmen GA dan NGA achievements in marketing performance, as both the GA and
mengalami peningkatan kinerja. NGA segments experienced an increase in performance on
average.
Pada akhirnya, kinerja keuangan yang terdiri dari kinerja laba Ultimately, financial performance, consisting of profit and
dan posisi keuangan juga mengalami pertumbuhan yang positif. financial position, also showed positive growth. The Company
Perseroan berhasil membukukan keuntungan bersih di atas managed to record a net profit above the target, amounting to
target yaitu senilai USD26.9 juta. Secara garis besar juga dapat USD26.9 million. Overall, it is evident that financial performance
dilihat bahwa kinerja pencapaian keuangan dibandingkan target achievement surpassed the target by more than 100%.
mencapai lebih dari 100%.
Pencapaian KPI juga menunjukkan hasil positif, Hampir semua KPI achievement also demonstrated positive results, with
target tercapai 100% dengan tingkat pencapaian paling nearly all targets achieved at 100%, and the lowest achievement
rendah berada di nilai 99.4%. Pencapaian KPI menjadi bukti level recorded at 99.4%. The KPI performance serves as proof
komitmen GMF sebagai anak usaha BUMN Penerbangan, untuk of GMF’s commitment as a subsidiary of SOE Aviation to
berkontribusi bagi pembangunan negeri. contribute to the nation’s development.
PROSPEK USAHA DAN BUSINESS PROSPECT AND
TARGET TAHUN 2025 TARGET FOR 2025
Bank Dunia dalam World Bank East Asia and The Pacific The World Bank, in its World Bank East Asia and The Pacific
Economic Update yang dirilis 8 Oktober 2024 memperkirakan Economic Update released on October 8, 2024, projected
ekonomi Indonesia tumbuh sebesar 5,1% pada 2025. Proyeksi Indonesia’s economy to grow by 5.1% in 2025. This projection is
ini tidak jauh berbeda dengan target pertumbuhan ekonomi not far from the economic growth target set in the 2025 State
dalam APBN 2025 sebesar 5,2%. Budget (APBN) of 5.2%.
Proyeksi pertumbuhan ekonomi Indonesia memang cukup Indonesia’s economic growth outlook remains promising,
menjanjikan karena terdapat optimisme untuk dapat tumbuh with optimism that it can consistently grow above 5%. This
secara konsisten di atas 5%. Optimisme ini akan berdampak optimism is expected to have a positive impact on industry
positif bagi pertumbuhan industri dan aktivitas usaha, termasuk growth and business activities, including the aviation industry,
indsutri penerbangan yang erat kaitannya dengan aktivitas which is closely linked to the MRO operations carried out by
MRO yang dilakukan Perseroan. the Company.
Walaupun terdapat optimisme pertumbuhan ekonomi, Despite the optimism in economic growth, the aviation industry
industri penerbangan masih menghadapi berbagai tantangan. continues to face various challenges. The decline in passenger
Penurunan jumlah penumpang per data September 2024 yang numbers, as of September 2024 data presented in the Industrial
telah disampaikan pada Tinjauan Perekonomian dan Industri, and Economic Review, is expected to persist unless government
diperkirakan akan masih berlanjut jika tidak terdapat intervensi interventions are introduced to support the aviation sector.
dari pemerintah untuk mendukung industri penerbangan.
Indonesia National Air Carrier Association (INACA) The Indonesia National Air Carrier Association (INACA)
memperkirakan industri penerbangan Indonesia tahun 2025 forecasts that Indonesia’s aviation industry in 2025 will face
akan menghadapi sejumlah tantangan, beberapa di antaranya several challenges, including: high operating costs due to the
adalah masih tingginya biaya penerbangan karena naiknya kurs rising USD exchange rate, high prices of aviation fuel (avtur) and
dolar Amerika, tingginya harga avtur dan suku cadang pesawat, aircraft spare parts, unrevised upper and lower ticket fare limits.
serta masih belum direvisinya aturan batas tarif atas dan bawah In addition, there is a relatively high import duties on aircraft
tiket pesawat. Selain itu, bea masuk untuk impor suku cadang spare parts, not to mention the backlog of aircraft and spare
pesawat masih relatif tinggi, ditambah lagi dengan adanya backlog parts, along with the declining of consumer purchasing power.
pesawat dan suku cadang, serta turunnya daya beli masyarakat.
155
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 156
Pesawat terbang menjadi pilihan tepat bagi mereka yang ingin Air travel remains the most viable option for those wanting to
menjelajahi Indonesia yang terdiri dari ribuan pulau. Akan tetapi, explore Indonesia’s vast archipelago. However, high operating
tingginya biaya operasional penerbangan juga berdampak pada costs have led to expensive airline ticket prices, which prevent
tingginya tarif tiket pesawat sehingga berdampak pada belum air travel from becoming the primary transportation choice for
dipilihnya jasa penerbangan sebagai opsi utama transportasi intercity and inter-island travel. This situation contrasts with
antar kota maupun antara pulau di Indonesia oleh masyarakat. the growth of the tourism industry, which has seen an increase
Kondisi industri penerbangan sedikit bertolak belakang dengan in domestic and international tourist travel.
pertumbuhan industri pariwisata yang mengalami peningkatan
dari perjalanan turis dalam negeri dan kedatangan turis luar negeri.
Industri MRO secara global masih memiliki potensi besar yang The global MRO industry still holds significant potential,
besar dan GMF memiliki posisi strategis sebagai pelaku usaha and GMF is strategically positioned as Indonesia’s leading
MRO nasional terdepan dalam negeri dengan reputasi global. national MRO company with a global reputation. To capitalize
Sebagai upaya untuk memanfaatkan peluang usaha pada tahun on business opportunities in 2025, the Company will focus on
2025, Perseroan akan berfokus pada usaha untuk memperkuat strengthening and maximizing the developments achieved in
dan memaksimalkan atas pengembangan Perseroan yang 2024 under the theme “Strengthen Core and Drive Diversified
telah dilakukan pada tahun 2024 dengan mengusung tema Growth”. The following key strategies will be implemented to
“Strengthen Core and Drive Diversified Growth”. Adapun support this focus:
strategi-strategi utama yang akan dilakukan guna mendukung
ketercapaian fokus tersebut adalah sebagai berikut:
• Operational Transformation (QCD & People) • Operational Transformation (QCD & People)
• Cash Flow Optimization, Equity Improvement • Cash Flow Optimization, Equity Improvement
• Technology Advancement • Technology Advancement
• Profitable Business Growth • Profitable Business Growth
Strategi-strategi utama yang ditetapkan akan dijalankan untuk These key strategies will be implemented to achieve the targets
mendukung pencapaian proyeksi kinerja yang tertuang dalam outlined in the 2025 RKAP, which has been formulated on
penetapan RKAP pada tahun 2025 yang disusun berdasarkan January 18, 2025. The following is an overview of the Company’s
Dokumen RKAP 2025 yang disahkan pada tanggal 18 Januari 2025 projections:
2025. Berikut merupakan gambaran secara garis besar mengenai
proyeksi 2025 yang telah dipersiapkan oleh Perseroan:
Proyeksi 2025
Projection for 2025
Uraian Target Nominal (USD)
Description Nominal Target (USD)
Pendapatan
416,928,621
Revenues
Laba Usaha
53,494,969
Operating Income
Laba Bersih
27,126,239
Net Profit
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
156 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 157
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Informasi dan Fakta Material Setelah
Pelaporan Akuntan
Information and Material Facts Subsequent to the
Accountant’s Report
Setelah Rapat Umum Pemegang Saham Luar Biasa yang Following the Extraordinary General Meeting of Shareholders
diadakan pada tanggal 28 Oktober 2024, para pemegang saham held on October 28, 2024, the shareholders approved the
menyetujui penerbitan saham baru oleh Perseroan dengan nilai issuance of new shares by the Company with a nominal value
nominal Rp25.00 (jumlah penuh) per saham melalui mekanisme of Rp25.00 (full amount) per share through a PMHMETD
PMHMETD. PMHMETD telah menerima pernyataan efektif mechanism. The PMHMETD received an effective statement
dari OJK pada tanggal 12 Desember 2024. from the OJK on December 12, 2024.
Sesuai dengan Akta Notaris No. 11 oleh Notaris Shanti Indah In accordance with Notarial Deed No. 11 by Notary Shanti
Lestari, S.H., M.Kn., tertanggal 30 Desember 2024, Garuda Indah Lestari, S.H., M.Kn., dated December 30, 2024, Garuda
mengakuisisi 9.093.245.600 saham dengan melaksanakan acquired 9,093,245,600 shares by conducting a non-cash asset
transaksi penyetoran aset non-tunai, memindahkan kepemilikan injection transaction, transferring ownership of the Hangar and
Hanggar dan bangunan Annex kepada Perusahaan. Annex building to the Company.
Pada laporan keuangan per 31 Desember 2024, transaksi ini In the financial statements as of December 31, 2024, this
dicatatkan pada “Uang muka atas modal saham” sebagai bagian transaction is recorded under “Advance for share capital” as
ekuitas laporan keuangan. part of the equity section in the financial statements.
Perubahan Anggaran Dasar mengenai peningkatan modal The amendment to the Articles of Association regarding
yang ditempatkan dan disetor penuh, setelah pelaksanaan the increase in issued and fully paid capital, following the
PMHMETD sejumlah 9.332.467.476 lembar saham, telah dimuat implementation of the PMHMETD amounting to 9,332,467,476
dalam Akta Notaris No. 2 oleh Notaris Shanti Indah Lestari, shares, was stated in Notarial Deed No. 2 by Notary Shanti Indah
S.H., M.Kn., pada tanggal 15 Januari 2025. Pemberitahuan Lestari, S.H., M.Kn., dated January 15, 2025. The notification
perubahan ini telah resmi diterima dan dicatat oleh Menteri of this amendment has been officially accepted and recorded
Hukum dan Hak Asasi Manusia Republik Indonesia, sesuai by the Minister of Law and Human Rights of the Republic of
dengan Keputusan No. AHU-AH.01.03-0008303, tertanggal Indonesia, pursuant to Decree No. AHU-AH.01.03-0008303,
16 Januari 2025. dated January 16, 2025.
157
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 158
Informasi Dampak Nilai Tukar Mata Uang
Asing
Information on the Impact of Foreign Currency Exchange Rate
Perseroan menerapkan kebijakan lindung nilai untuk mengelola The Company implements a hedging policy to manage the risk of
risiko fluktuasi nilai tukar mata uang non-fungsional terhadap exchange rate fluctuations between non-functional currencies
mata uang fungsional. Risiko ini terutama timbul dari transaksi and the functional currency. This risk primarily arises from
komersial di masa depan serta aset dan liabilitas yang diakui future commercial transactions as well as recognized assets and
dalam valuta asing, khususnya terhadap Rupiah. liabilities in foreign currencies, particularly against the Rupiah.
Sebagai langkah mitigasi, Perseroan menjalankan strategi As a mitigation measure, the Company performs a hedging
lindung nilai dengan menggunakan instrumen keuangan strategy using financial instruments in the form of options. This
berupa option. Kebijakan ini menetapkan bahwa Perseroan policy stipulates that the Company will hedge at least 25% of the
akan melakukan lindung nilai minimal 25% dari selisih antara difference between liabilities and assets in foreign currencies.
kewajiban dan aset dalam valuta asing. Dengan penerapan By implementing this strategy, the Company can minimize the
strategi ini, Perseroan dapat meminimalkan dampak volatilitas impact of exchange rate volatility on financial and operational
nilai tukar terhadap stabilitas keuangan dan operasional, stability, thereby supporting long-term business sustainability.
sehingga mendukung keberlanjutan bisnis dalam jangka panjang.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
158 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 159
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Kebijakan Dividen dan Pembagiannya
Dividend Policy and Disbursement
KEBIJAKAN DIVIDEN DIVIDEND POLICY
Perseroan menentukan rasio pembayaran maksimum sebesar The Company determines the payment ratio to be at the
30% dari laba tahun berjalan dengan memperhitungkan laba maximum of 30% from the profit of the year with consideration
bersih, ketersediaan dana cadangan, persyaratan belanja modal, on net profit, general reserves, capital expenditure requirements,
hasil usaha, dan kas. Tentunya besaran dividen yang ditentukan operating results, and cash. The amount of distributed dividend
harus tetap memperhatikan tingkat kesehatan Perseroan dan should consider the Company’s soundness level and does not
tidak mengurangi hak dari Rapat Umum Pemegang Saham diminish the authorities of the General Meeting of Shareholders
(RUPS) untuk menentukan lain sesuai dengan Anggaran Dasar. (GMS) to determine otherwise according to the Articles of
Association.
PEMBAGIAN DIVIDEN DIVIDEND DISBURSEMENT
Berdasarkan RUPS Tahunan yang diselenggarakan pada 28 Based on the Annual GMS organized on June 28, 2024, the
Juni 2024, RUPS menyetujui untuk menetapkan Laba Bersih GMS has agreed to use the Company’s Net Profit based on
Perseroan yang diperoleh berdasarkan Laporan Keuangan the Financial Statements for 2023 Financial Year as Retained
Tahunan Tahun Buku 2023 sebagai Laba Ditahan atau Retained Earning to reduce the accumulated loss of the company.
Earning untuk mengurangi akumulasi kerugian Perseroan.
Kronologis pembagian dan pembayaran dividen tahun dari The chronology of dividend payment and distribution from
tahun 2022 ke 2024 adalah sebagai berikut: 2023 until 2024 is as follows:
Rasio
Dividen Kas Dividen Pembagian
Tahun Tanggal
Tahun Dividen Tanggal yang Dibagikan (USD/lembar Dividen
Pembagian Pengumuman
Dividend Year Pembayaran Cash Dividend saham) Dividend
Distribution Announcement
Payment Date Distributed Dividend Distribution
Year Date
(USD) (USD/share) Ratio
(%)
2024* - - - - - -
2023* - - - - - -
2022* - - - - - -
Keterangan | Notes:
*Berdasarkan RUPS Tahunan yang diselenggarakan, tidak terdapat keputusan mengenai pembagian dividen untuk tahun buku terkait. | Based on the Annual GMS
organized, there was no decision concerning dividend distribution for the fiscal year.
159
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 160
Kontribusi Kepada Negara
Contribution to the State
Sebagai bagian dari komitmen terhadap pembangunan nasional, As part of its commitment to national development, GMF
GMF berkontribusi kepada negara melalui pembayaran pajak contributes to the country through tax and customs payments.
dan bea cukai. Kontribusi ini mencakup pajak penghasilan badan, This contribution includes corporate income tax, withholding
pajak pemotongan (withholding tax), pajak pertambahan nilai tax, value-added tax (VAT), and various other taxes related to
(PPN), serta berbagai pajak lain yang berkaitan dengan aktivitas the Company’s operational activities. In 2024, GMF’s total tax
operasional Perseroan. Pada tahun 2024, total kontribusi pajak and customs contribution was recorded at Rp234,514,251,102.
dan bea cukai GMF tercatat sebesar Rp234,514,251,102.
Sebagai anak usaha Garuda Indonesia dan bagian dari BUMN, As a subsidiary of Garuda Indonesia and part of a State-Owned
GMF senantiasa memenuhi kewajiban perpajakannya dengan Enterprise (SOEs), GMF consistently fulfills its tax obligations
mengacu pada peraturan perundang-undangan yang berlaku. in accordance with applicable laws and regulations. By ensuring
Dengan memastikan pembayaran pajak yang tepat waktu timely and compliant tax payments, GMF not only upholds good
dan sesuai regulasi, GMF tidak hanya menjalankan tata kelola corporate governance but also plays a role in supporting the
perusahaan yang baik, tetapi juga berperan dalam mendukung government’s efforts to drive economic growth, infrastructure
upaya pemerintah dalam mendorong pertumbuhan ekonomi, development, and the improvement of public welfare.
pembangunan infrastruktur, serta peningkatan kesejahteraan
masyarakat.
Program Kepemilikan Saham Oleh Karyawan
Dan/Atau Manajemen (ESOP/MSOP)
Share Ownership Program for Employees and/or Management
(ESOP/MSOP)
Selama tahun 2024, GMF tidak memiliki program pemberian Throughout 2024, GMF did not have a stock option program for
opsi saham kepada Direksi, Dewan Komisaris, maupun the Board of Directors, Board of Commissioners, or employees.
karyawan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
160 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 161
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Realisasi Penggunaan Dana Hasil Penawaran
Umum
Realization of Proceeds from Public Offering
Pada tahun 2024, GMF tidak melakukan penawaran umum In 2024, GMF did not conduct a public offering in the form of
dalam bentuk penerbitan saham baru. new share issuance.
Realisasi Penggunaan Dana Hasil Penawaran
Umum Obligasi
Realization of Proceeds from Bond Offering
Hingga tanggal 31 Desember 2024, GMF tidak menerbitkan As of December 31, 2024, GMF has never issued bonds/sharia
obligasi/sukuk/obligasi konversi di bursa efek mana pun. bonds/convertible bonds on any stock exchange.
Informasi Material Mengenai Investasi,
Ekspansi, Divestasi, Penggabungan Usaha,
Akuisisi, Dan/Atau Restrukturisasi Utang/
Modal
Material Information Regarding Investment, Expansion,
Divestment, Business Combination, Acquisition, and/or Debt/
Capital Restructuring
Pada tahun 2024, Perseroan telah melakukan restrukturisasi In 2024, the Company has conducted capital restructuring. This
modal. Hal tersebut telah diungkapkan dalam Laporan Keuangan has been disclosed in the Consolidated Financial Statements for
Konsolidasian Tahun Buku 2024 Perseroan pada Catatan Atas the 2024 Financial Year of the Company in Notes to Financial
Laporan Keuangan (“CALK”) No. 39 terkait peristiwa setelah Statements (“CALK”) No. 39 related to events after reporting
periode pelaporan. period.
161
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 162
Informasi Transaksi Material yang
Mengandung Benturan Kepentingan dan/
atau Transaksi Dengan Pihak Afiliasi/Pihak
Berelasi
Information on Material Transactions Containing Conflicts of
Interest and/or Transactions with Affiliated/Related Parties
Perseroan memiliki transaksi dengan pihak-pihak berelasi The Company is transacting with related parties of individuals
yang merupakan individu atau entitas berelasi dengan GMF. or entities related to GMF. This transaction made the Company
Transaksi ini membuat Perseroan mengaplikasikan pernyataan applied PSAK No. 7 regarding “Disclosure of Related Parties”
standar Akuntansi Keuangan (PSAK) 7 “Pengungkapan within the Financial Statements in 2024 which has been
Pihak-Pihak Berelasi” dalam Laporan Keuangan tahun audited by the Public Accounting Firm Rintis, Jumadi, Rianto &
2024 yang telah diaudit oleh Kantor Akuntan Publik Rintis, Associates. All transactions with related parties were performed
Jumadi, Rianto & Rekan. Semua transaksi dengan pihak yang based on the requirements, price level, and normal condition
berelasi, dilakukan dengan persyaratan, tingkat harga, dan the same with third parties and have been disclosed in the
kondisi normal sebagaimana yang dilakukan dengan pihak financial statements. There were no differences of price policy
ketiga dan telah diungkapkan dalam laporan keuangan. Tidak or transaction terms between related and third parties. The
ada perbedaan kebijakan harga dan syarat transaksi antara review and compliance with rules and provision were based
pihak-pihak berelasi dan pihak ketiga. Mekanisme review dan on the Financial Accounting Standard (SAK) in Indonesia on
juga pemenuhan peraturan dan ketentuan terkait semuanya PSAK 7 concerning “Disclosure of Related Parties”.
dilakukan berdasarkan Standar Akuntansi Keuangan (SAK) di
Indonesia pada PSAK 7 tentang “Pengungkapan Pihak-Pihak
Berelasi”.
Pihak-pihak berelasi di lingkup Perseroan adalah sebagai Related parties within the Company’s coverage are as follows:
berikut:
• Garuda adalah entitas induk Perseroan. • Garuda is the Company’s parent entity.
• Seluruh entitas yang dikendalikan oleh Garuda serta entitas • All entities controlled by Garuda or where Garuda has
dimana Garuda memiliki pengaruh signifikan. significant influence are presented as related parties.
• Pemerintah Republik Indonesia melalui Kementerian • The Government of the Republic of Indonesia represented by
Keuangan adalah pemegang saham utama Perseroan. the Ministry of Finance is the majority stockholder of Garuda.
• Seluruh entitas yang dimiliki dan dikendalikan oleh • All entities that are owned and controlled by the Government
Kementerian Keuangan Pemerintah Republik Indonesia of the Republic of Indonesia including entities where the
serta entitas dimana Kementerian Keuangan Pemerintah Government of the Republic of Indonesia have significant
Republik Indonesia memiliki pengaruh signifikan. influence are presented as government - related entities.
• Dewan Komisaris dan Direksi merupakan manajemen kunci. • Commissioners and Directors are considered key
management personnel.
Transaksi yang dilakukan oleh Perseroan dengan pihak berelasi Transactions conducted by the Company with related parties
merupakan transaksi yang umum dilakukan oleh Perseroan are typically conducted for daily business operational purposes.
untuk keperluan operasional bisnis sehari-hari. Transaksi- These transactions are not considered as Transactions
transaksi tersebut tidak termasuk dalam Transaksi yang Containing Conflicts of Interest as referred to in Chapter III
Mengandung Benturan kepentingan sebagaimana dimaksud POJK No. 42/POJK.04/2020 concerning Affiliate Transactions
dalam Bab III POJK No. 42/POJK.04/2020 Tentang Transaksi and Conflict of Interest Transactions.
Afiliasi dan Transaksi Benturan Kepentingan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
162 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 163
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Pihak yang Berelasi Sifat Hubungan Sifat Transaksi
Related Parties Nature of Relationship Nature of Transaction
Piutang usaha, aset kontrak, utang usaha, akrual, liabilitas
Entitas induk kontrak, beban usaha
Garuda Indonesia
Parent entity Accounts receivable, contract assets, accounts payable,
accrual, contract liabilities, operating expenses
Piutang usaha, aset kontrak, utang usaha, liabilitas kontrak
Entitas yang dikendalikan oleh Garuda Indonesia
Citilink Accounts receivable, contract assets, accounts payable,
Entity under common control of Garuda Indonesia
contract liabilities
Entitas yang dikendalikan oleh Garuda Indonesia Utang usaha, akrual, beban usaha
PT Aero Systems Indonesia
Entity under common control of Garuda Indonesia Accounts receivable, accrual, operating expenses
Entitas yang dikendalikan oleh Garuda Indonesia Utang usaha, akrual, beban usaha
PT Aerotrans Services Indonesia
Entity under common control of Garuda Indonesia Accounts payable, accrual, operating expenses
Entitas dimana Garuda Indonesia memiliki
pengaruh yang signifikan Aset kontrak, utang usaha, beban usaha
PT Gapura Angkasa
Entity under significant influence of Garuda Contract assets, accounts payable, operating expenses
Indonesia
Entitas yang dimiliki dan dikendalikan oleh
Beban usaha, utang usaha, akrual, liabilitas sewa
Pemerintah Republik Indonesia
PT Angkasa Pura Indonesia Operating expenses, accounts payable, accrual, lease
Entity owned and controlled by the Indonesian
liabilities
Government
Entitas yang dimiliki dan dikendalikan oleh
PT Asuransi Jiwa Inhealth Pemerintah Republik Indonesia Beban usaha
Indonesia Entity owned and controlled by the Indonesian Operating expenses
Government
Entitas yang dimiliki dan dikendalikan oleh
Pemerintah Republik Indonesia Beban usaha
BPJS Kesehatan
Entity owned and controlled by the Indonesian Operating expenses
Government
Entitas yang dimiliki dan dikendalikan oleh
Pemerintah Republik Indonesia Beban usaha
PT PLN (Persero)
Entity owned and controlled by the Indonesian Operating expenses
Government
Entitas yang dimiliki dan dikendalikan oleh
PT Telekomunikasi Indonesia Pemerintah Republik Indonesia Beban usaha
(Persero) Tbk Entity owned and controlled by the Indonesian Operating expenses
Government
Entitas yang dimiliki dan dikendalikan oleh
Pemerintah Republik Indonesia Penempatan kas dan setara kas serta pinjaman
Bank Negara Indonesia
Entity owned and controlled by the Indonesian Placement of cash and cash equivalents and loans
Government
Entitas yang dimiliki dan dikendalikan oleh
Pemerintah Republik Indonesia Penempatan kas dan setara kas serta pinjaman
Bank Rakyat Indonesia
Entity owned and controlled by the Indonesian Placement of cash and cash equivalents and loans
Government
Entitas yang dimiliki dan dikendalikan oleh
PT Bank Mandiri (Persero) Tbk Pemerintah Republik Indonesia Penempatan kas dan setara kas
(“Mandiri”) Entity owned and controlled by the Indonesian Placement of cash and cash equivalents
Government
163
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 164
Pihak yang Berelasi Sifat Hubungan Sifat Transaksi
Related Parties Nature of Relationship Nature of Transaction
Entitas yang dimiliki dan dikendalikan oleh
Pemerintah Republik Indonesia Penempatan kas dan setara kas
PT Bank Syariah Indonesia
Entity owned and controlled by the Indonesian Placement of cash and cash equivalents
Government
Entitas yang dimiliki dan dikendalikan oleh
PT Bank Tabungan Negara Pemerintah Republik Indonesia Penempatan kas dan setara kas
(Persero) Tbk Entity owned and controlled by the Indonesian Placement of cash and cash equivalents
Government
Entitas yang dimiliki dan dikendalikan oleh
PT Bank Pembangunan Daerah Pemerintah Republik Indonesia Penempatan kas dan setara kas
Jawa Barat dan Banten Tbk Entity owned and controlled by the Indonesian Placement of cash and cash equivalents
Government
REALISASI SALDO DAN TRANSAKSI REALIZATION OF BALANCES AND
PIHAK-PIHAK BERELASI TRANSACTIONS OF RELATED PARTIES
Persentase dari jumlah aset (liabilitas)
Uraian Percentage of total assets (liabilities)
2024 2023
Description
(USD) (USD)
2024 2023
(%) (%)
Saldo Pihak Berelasi Dalam Aset
Related Party Balances in Assets
Kas dan Setara Kas
9,873,217 17,551,419 2.33% 3.90%
Cash and Cash Equivalents
Kas Dibatasi Pengunaannya
902,880 358,975 0.21% 0.08%
Restricted Cash
Piutang Usaha
60,468,808 61,352,101 14.24% 13.63%
Accounts Receivable
Aset Kontrak
27,455,934 39,738,525 6.47% 8.83%
Contract Assets
Saldo Pihak Berelasi Dalam Liabilitas
Related Party Balances in Liabilities
Utang Usaha
4,865,365 10.391,617 0.71% 1.37%
Operating Debt
Akrual
6,810,739 3,412,094 1.00% 0.45%
Accruals
Liabilitas Sewa
43,610,438 50,210,105 6.39% 6.60%
Lease Liabilities
Pinjaman Jangka Panjang
314,973,149 330,918,257 46.15% 43.47%
Long-Term Loans
Liabilitas Kontrak
61,599,326 89,556,217 9.03% 11.77%
Contract Liabilities
Saldo Pihak Berelasi dalam Beban Usaha
Related Party Balances in Operating Expenses
Beban Usaha
23,077,977 21,459,594 5.88% 6.21%
Operating Expenses
Saldo Pihak Berelasi Dalam Beban Keuangan
Related Party Balances in Financial Expenses
Beban Keuangan
10,744,373 12,515,242 65,09% 52.99%
Operating Expenses
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
164 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 165
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
PERNYATAAN DIREKSI DAN STATEMENT FROM THE BOARD
DEWAN KOMISARIS OF DIRECTORS AND THE BOARD
OF COMMISSIONERS
Direksi Perseroan, baik secara individu maupun kolektif, The Company’s Board of Directors, both individually
bertanggung jawab penuh atas kebenaran informasi dan and collectively, takes full responsibility for the accuracy
transparansi terkait seluruh transaksi afiliasi yang dilakukan of information and transparency regarding all affiliated
sepanjang tahun 2024. Dalam menjalankan tanggung jawabnya, transactions carried out throughout 2024. In fulfilling their
Dewan Komisaris bersama dengan Komite Audit juga telah duties, the Board of Commissioners, together with the Audit
melaksanakan fungsi pengawasan yang menyeluruh terhadap Committee, has also exercised comprehensive oversight of each
setiap transaksi afiliasi yang terjadi selama tahun berjalan. affiliated transaction that took place during the year.
Direksi dan Dewan Komisaris telah melakukan analisis secara The Board of Directors and the Board of Commissioners have
cermat dan memastikan bahwa seluruh transaksi afiliasi telah conducted a thorough analysis and ensured that all affiliated
mengikuti prosedur yang memadai, sesuai dengan ketentuan transactions have followed proper procedures, complied
peraturan perundang-undangan yang berlaku, serta selaras with applicable laws and regulations, and aligned with sound
dengan praktik bisnis yang sehat. Dengan demikian, setiap business practices. As a result, all transactions have been carried
transaksi dilakukan secara independen tanpa adanya benturan out independently, without any conflicts of interest, and in
kepentingan, serta mengutamakan prinsip tata kelola accordance with the principles of good corporate governance
perusahaan yang baik (GCG). (GCG).
Informasi Keuangan yang
Mengandung Kejadian yang Bersifat
Luar Biasa dan Jarang Terjadi
Financial Information that Contains
Extraordinary and Rare Events
Pada tahun 2024, tidak terdapat informasi ataupun transaksi In 2024, there were no financial information or transactions
keuangan yang mengandung kejadian yang bersifat luar biasa involving extraordinary and rare events, other than those
dan jarang terjadi selain dari keseluruhan informasi yang telah disclosed in the Financial Statements.
disampaikan pada Laporan Keuangan.
165
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 166
Perubahan Peraturan Perundang-Undangan
yang Berpengaruh Signifikan Terhadap
Perseroan
Changes in Law and Regulations that Had Significant Affect to
the Company
Nama Peraturan Isi Peraturan Dampak Penyesuaian
No.
Regulation Content Impact Adjustment
Peraturan Otoritas Jasa
Keuangan Republik Indonesia Perseroan dalam
Menggantikan Peraturan Otoritas
Nomor 4 Tahun 2024 Tentang memenuhi kewajiban-
Jasa Keuangan Republik Indonesia
Laporan Kepemilikan atau Setiap kewajiban di bidang
Nomor 11/POJK.04/2017 tentang
Perubahan Kepemilikan Saham Pasar Modal khususnya
Laporan Kepemilikan atau Setiap
Perusahaan Terbuka dan Laporan pada Kepemilikan Saham, Pemenuhan kewajiban di bidang
Perubahan Kepemilikan Saham
Aktivtas Menjaminkan Saham Perubahan Kepemilikan Pasar Modal terkait laporan-
Perusahaan Terbuka
Perusahaan Terbuka Saham, serta Penjaminan laporan kepemilikan saham
Amendment of the Financial
1. Regulation of the Financial Saham Fulfillment of obligations in the
Services Authority of the
Services Authority of the Republic The Company in fulfilling Capital Market sector related to
Republic of Indonesia Number
of Indonesia Number 4 of 2024 its obligations in the share ownership reports
11/POJK.04/2017 concerning
Concerning Reports of Ownership Capital Market sector,
Ownership Reports or Any
or Any Changes in Ownership of especially in Share
Changes in Share Ownership of
Shares of Public Companies and Ownership, Changes in
Public Companies
Reports of Activities of Pledge of Share Ownership, and
Shares of Public Companies Share Guarantees
Peraturan Otoritas Jasa Perseroan dalam
Peraturan ini diterbitkan untuk
Keuangan Republik Indonesia memenuhi kewajiban di
pelaporan-pelaporan pada bidang Pemenuhan kewajiban di bidang
Nomor 45 Tahun 2024 Tentang pada bidang Pasar Modal
pasar modal khususnya dalam Pasar Modal terkait laporan
Pengembangan dan Penguatan khusus pada laporan
hal laporan informasi dan fakta informasi dan fakta material
Emiten dan Perusahaan Publik informasi dan fakta
material Fulfillment of obligations in the
Regulation of the Financial material
2. This regulation was issued for Capital Market sector related to
Services Authority of the Republic T he Company fulfills
reporting in the capital market reporting material information
of Indonesia Number 45 of 2024 its obligations in the
sector, especially regarding and facts
concerning the Development Capital Markets sector,
material information and fact
and Strengthening of Issuers and specifically in reporting
reports.
Public Companies material information and
facts.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
166 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 167
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Perubahan Kebijakan Akuntansi dan
Dampaknya Terhadap Perseroan
Changes in Accounting Policies and Its Impact on the Company
Penerapan dari standar, interpretasi baru/revisi standar berikut The implementation of the new/revised interpretations of
yang berlaku efektif mulai 1 Januari 2024, tidak menimbulkan standards effective starting January 1, 2024, does not cause
perubahan substansial terhadap kebijakan akuntansi Perseroan substantial changes to the Company’s accounting policies and
dan pengaruh yang material atas jumlah yang dilaporkan atas does not have a material impact on the amounts reported for
tahun berjalan atau tahun sebelumnya. the current or previous year.
167
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 168
Informasi Kelangsungan Usaha
Business Continuity Information
Sejalan dengan pertumbuhan industri penerbangan pasca In line with the growth of the aviation industry post-pandemic,
pandemi, Perseroan melakukan berbagai inisiatif untuk the Company has undertaken various initiatives to continuously
terus meningkatkan kinerja keuangan dan menjaga kondisi improve financial performance and maintain operational
operasional. Perseroan membukukan keuntungan sebesar stability. The Company recorded a profit of USD26.90 million in
USD26,90 juta pada tahun 2024 (2023: laba USD20,16 2024 (2023: USD20.16 million profit), but with negative working
juta), tapi modal kerja negatif sebesar USD31,41 juta (2023: capital of USD31.41 million (2023: USD33.10 million) and
USD33,10 juta), dan ekuitas negatif sebesar USD257.90 juta negative equity of USD257.90 million as of December 31, 2024
pada 31 Desember 2024 (2023: USD311.16 juta). Selama 2024 (2023: USD311.16 million). Throughout 2024 and continuing
dan berlanjut pada 2025, Perseroan melakukan upaya perbaikan into 2025, the Company implemented financial improvement
kinerja keuangan melalui program peningkatan profitabilitas, measures through profitability enhancement programs, debt
restrukturisasi utang, serta perbaikan ekuitas restructuring, and equity improvement initiatives.
PENINGKATAN PROFITABILITAS PROFITABILITY ENHANCEMENT
1. Operational Excellence di Seluruh Segmen Bisnis 1. Operational Excellence Across All Business Segments
Hingga YTD Desember 2024, kondisi keuangan Perseroan As of YTD December 2024, the Company’s financial
mengalami perbaikan dibandingkan tahun sebelumnya. condition improved compared to the previous year. Based
Berdasarkan laporan keuangan audited, seluruh parameter on the audited financial statements, all financial metrics
keuangan menunjukkan pertumbuhan dibandingkan dengan showed growth compared to 2023. Revenue increased
tahun 2023. Peningkatan pendapatan terjadi di seluruh across all business segments, with the highest growth in the
segmen bisnis, dengan pertumbuhan revenue terbesar di Line Maintenance segment. The Operating Profit Margin
segmen Line Maintenance. Operating Profit Margin (OPM) (OPM) rose to 10% in 2024 compared to 7.4% in 2023.
meningkat menjadi 10% pada 2024 dibandingkan 7.4%
pada 2023.
2. Pengembangan Bisnis di Power Services & Government 2. Business Development in Power Services & Government
Perseroan terus melakukan diversifikasi bisnis melalui The Company continues to diversify its business by
penguatan sektor Power Services & Government: strengthening the Power Services & Government sectors:
a. Power Services: Market penetration dilakukan melalui a. Power Services: Market penetration was achieved through
kerja sama dengan Sales & Marketing, skema back-to- collaboration with Sales & Marketing, a back-to-back
back payment vendor, serta percepatan proses billing. vendor payment scheme, and accelerated billing processes.
Pendapatan Power Services mencapai USD4.59 juta, Revenue from Power Services reached USD4.59 million,
meningkat 54% dibandingkan USD2.98 juta pada 2023. a 54% increase from USD2.98 million in 2023.
b. Government: Customer visit dilakukan secara rutin b. Government: Weekly customer visits were conducted,
setiap minggu, serta sinergi dengan pelanggan and synergies maintained through a knowledge transfer
dijaga melalui program transfer knowledge bersama program with Depohar 10 of the TNI AU under the SIP
Depohar 10 TNI AU dalam SIP (Structural Integrity (Structural Integrity Program). Strategic partnerships
Program). Strategic partnership dengan authorized with authorized spare parts distributors continued to
distributor suku cadang terus berkembang. Pendapatan grow. Government revenue rose 130% to USD17.44
Government meningkat 130% menjadi USD17,44 juta million from USD7.58 million in 2023.
dibandingkan USD7,58 juta pada 2023.
3. Secure New Long-Term Captive Customer 3. Securing New Long-Term Captive Customers
Inisiatif untuk meningkatkan pendapatan dari pelanggan Initiatives were made to increase revenue from non-
non-afiliasi seperti Korean Air, Jin Air, Asiana Airlines, Tway affiliated customers such as Korean Air, Jin Air, Asiana
Airlines, Jeju Air, Vietjet, dan Vietnam Airlines. Sepanjang Airlines, Tway Airlines, Jeju Air, Vietjet, and Vietnam
2024, Perseroan berhasil mengamankan kontrak baru dari Airlines. Throughout 2024, the Company secured new
pelanggan eksisting maupun pelanggan baru dengan total contracts from both existing and new customers, totaling
nilai proyek sebesar USD11.16 juta. USD11.16 million.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
168 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 169
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
4. Zero COPQ (Cost of Poor Quality) 4. Zero COPQ (Cost of Poor Quality)
Menjaga kualitas layanan melalui program quality Service quality was maintained through quality
improvement untuk mencegah biaya rework. Inisiatif yang improvement programs to prevent rework costs. Initiatives
dilakukan meliputi: included:
a. Program surveillance harian dan mingguan, quality a. Daily and weekly surveillance programs, quality
supervision, serta penguatan back to basic training supervision, and enhancement of back-to-basic training
program. programs.
b. Active Quality Leadership Program untuk meningkatkan b. Active Quality Leadership Program to improve safety
safety dan compliance di setiap unit. and compliance in each unit.
c. Peningkatan nilai Data Quality Integrity (DQI) sebagai c. Improvement of Data Quality Integrity (DQI) scores
KPI di setiap Direktorat, mencakup aspek Closing as a KPI in each Directorate, covering aspects such
Revision, Open Order, Missing Sector vs Techlog, as Closing Revision, Open Order, Missing Sector vs
Remove Install, Robbing, dan lainnya. Techlog, Remove Install, Robbing, and others.
5. Pengembangan SDM 5. HRDevelopment
a. Productivity Program dengan pemantauan produktivitas a. A Productivity Program monitored manpower
manpower melalui perbandingan manhours consume productivity by comparing manhours consumed with
dan manhours available. manhours available.
b. Pelaksanaan Annual Training Program YTD Desember b. The Annual Training Program as of YTD December
2024 mencakup 3x Orientation Training, 106x Basic 2024 included 3x Orientation Trainings, 106x Basic
Competencies Training, 34x Job Competencies Training, Competencies Trainings, 34x Job Competencies
121x Continuing Competencies Training, dan 90x Task Trainings, 121x Continuing Competencies Trainings,
Competencies Training. and 90x Task Competencies Trainings.
c. Pengembangan lisensi engineer melalui mentoring dan c. Engineer license development through mentoring and
Instructor Development Program. the Instructor Development Program.
d. Leadership Development Program melalui pelatihan d. Leadership Development Program through MRO
MRO Management dan MRO Finance bagi pemimpin Management and MRO Finance training for leaders
dan talent. and talents.
6. Optimalisasi Supply Chain Management 6. Supply Chain Management Optimization
Monitoring perbaikan pengelolaan material, subcont, dan Efforts to improve management of materials, subcontracts,
inventory untuk menghindari kerugian. Beberapa program and inventory were made to prevent losses. Programs
yang dijalankan: included:
a. Consignment Program dengan Jadec, Arif Surya, SATAIR, a. Consignment Programs with Jadec, Arif Surya, SATAIR,
Victor, dan PDQ senilai USD5,6 juta. Monitoring program Victor, and PDQ worth USD5.6 million, monitored via
dilakukan dengan ERP System dan dashboard internal. ERP System and internal dashboard.
b. Just in Time Program untuk pemenuhan material sesuai b. Just in Time Program to meet material needs precisely
kebutuhan dengan McGean-Rohco. with McGean-Rohco.
c. Negosiasi credit limit dengan forwarder Alliance21 c. Successful negotiation of increased credit limits with
berhasil meningkatkan batas kredit dari USD300 ribu forwarder Alliance21 from USD300 thousand to
menjadi USD500 ribu. Negosiasi dengan Schenker USD500 thousand. Negotiations with Schenker are
masih berlangsung dengan target limit Rp1 miliar. ongoing, targeting a limit of Rp1 billion.
d. Penjualan inventory untuk mengurangi surplus material d. Inventory sales to reduce surplus material and optimize
dan optimalisasi aset. assets.
7. MRO Standard QCDS Program 7. MRO Standard QCDS Program
Untuk menjaga konsistensi Quality, Cost, Delivery, Services To maintain consistency in Quality, Cost, Delivery, and
(QCDS), dilakukan Post Project Review (PPR) setelah proyek Services (QCDS), Post Project Reviews (PPR) are conducted
selesai. Evaluasi dari PPR digunakan sebagai masukan after project completion. Insights from PPR are used for
dalam perencanaan proyek berikutnya, termasuk aspek planning future projects, including resource planning and
perencanaan resources dan profitabilitas. profitability considerations.
169
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 170
RESTRUKTURISASI & DEBT RESTRUCTURING & CASH
OPTIMALISASI CASH FLOW FLOW OPTIMIZATION
1. Restrukturisasi Utang Bank 1. Bank Debt Restructuring
Pada 29 Desember 2023, perjanjian restrukturisasi utang On December 29, 2023, a debt restructuring agreement
kepada Bank BRI telah ditandatangani, dengan pengikatan with Bank BRI was signed, including collateral arrangements
agunan yang disetujui dalam RUPS pada 28 Juni 2024. approved in the General Meeting of Shareholders on June
28, 2024.
2. Restrukturisasi Utang Vendor 2. Vendor Debt Restructuring
Hingga Desember 2024, telah dilakukan restrukturisasi As of December 2024, vendor debt restructuring was
utang vendor dengan total haircut sebesar USD 2,25 juta. carried out with a total haircut of USD2.25 million.
3. Optimasi Cashflow 3. Cash Flow Optimization
a. Penyesuaian alokasi cash out atas material dan a. Adjustments to cash outflows for materials and
manhours berdasarkan cash in untuk memenuhi manhours were made based on incoming cash to
kebutuhan operasional. YTD Desember 2024, free support operations. YTD December 2024, free cash
cash flow tercatat sebesar USD2.86 juta. flow was recorded at USD2.86 million.
b. Self-project financing diterapkan dengan mekanisme uang b. Self-project financing was implemented using advance
muka guna menghindari kekurangan dana. Proyek IGTE payments to avoid funding shortages. The IGTE project
masih menggunakan metode project partnership dengan continues to use a project partnership model with back-
pola back-to-back sesuai penerimaan dari pelanggan. to-back payments aligned with customer receipts.
c. Pemenuhan CAPEX 2024 (hangar door, tools, safety c. CAPEX fulfillment in 2024 (hangar doors, tools, safety
compliance) dilakukan dengan operating cash. compliance) was financed through operating cash.
PERBAIKAN EKUITAS EQUITY IMPROVEMENT
1. Asset Swap to Equity 1. Asset Swap to Equity
Pada 2024, program asset swap to equity dilaksanakan In 2024, the asset swap to equity program was carried out
melalui skema inbreng aset Garuda Indonesia (GA) yang via asset inbreng from Garuda Indonesia (GA) involving
berhubungan dengan operasional GMF (Hangar 1, 2, 3, operational assets of GMF (Hangars 1, 2, 3, and supporting
dan fasilitas pendukung). facilities).
a. Persetujuan transaksi diberikan dalam RUPS ke-2 GA a. The transaction was approved in GA’s second GMS on
pada 12 Juni 2024. June 12, 2024.
b. Penilaian aset sebesar Rp418,29 miliar dilakukan oleh b. The asset valuation amounted to Rp418.29 billion,
KJPP, dan sebagai kompensasi, GA menerima 9,09 miliar as appraised by a public appraisal firm (KJPP), and in
saham seri B. return, GA received 9.09 billion series B shares.
c. Akta peningkatan modal ditandatangani pada 15 c. The capital increase deed was signed on January 15,
Januari 2025, meningkatkan jumlah saham GMF dari 2025, raising the total GMF shares from 28.23 billion
28,23 miliar saham menjadi 37,57 miliar saham. to 37.57 billion shares.
Selain itu, GMF menjajaki program asset swap to equity terkait In addition, GMF is exploring an asset swap to equity program
kepemilikan lahan (Inbreng Lahan). involving land ownership (Land Inbreng).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
170 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 171
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Teknologi Informasi
Information Technology
IT Master Plan GMF 2022-2026
2022-2026 IT Master Plan of GMF
2022 2023 2024 2025-2026
Digital Asset Digital Operation
Core IT Function Massive Digitalization Digital Transportation
Optimization Enhancement
IT Maturity
SMI Implementation
Enhancement
Enterprise Architecture
IT Governance IT Security
and Security SMKI Implementation
Enhancement
IT Development
Efficiency
Measured & Optimized
Manage DevOps Defined DevOps
IT Development DevOps
and Operation Initial DevOps
Optimizing IT SAP Upgrade
IT Infrastructure and EUC Upgrade
Infrastructure Implementation
IT Infrastructure and
Service Management Integration Platform Optimization
Roadmap Pengelolaan IT GMF telah dirancang dan ditetapkan The IT Management Roadmap of GMF has been regularly
secara periodik dalam bentuk IT Master Plan, sebuah perumusan designed and determined into the IT Master Plan, a formulation
kebijakan dan standarisasi dalam rencana kerja beberapa of policy and standardization of several year work plans
tahun oleh Fungsi Pengelola Teknologi Informasi. Rumusan ini by the Information Technology Management Function.
disusun sebagai fondasi strategi dan konsep arsitektur layanan This formulation is prepared as a strategic foundation and
berdasarkan Rencana Jangka Panjang Perusahaan (RJPP) untuk architecture concept based on the Company’s Long Term Plan
pengelolaan dan pengembangan layanan teknologi informasi. (RJPP) for the management and development of information
technology.
IT Master Plan GMF telah ditetapkan untuk periode jangka GMF has established its IT Master Plan for a long-term
panjang 2022 hingga 2026 dan GMF secara konsisten period from 2022 to 2026, and the Company is consistently
menjalankan rencana untuk mencapai tujuan dengan hasil implementing the plan to achieve its goals with optimal results.
yang optimal. IT Masterplan GMF 2022-2026 mencakup: GMF’s IT Masterplan 2022-2026 includes: Digital Asset
Digital Asset Optimization (2022), Digital Operation Optimisation (2022), Digital Operation Enhancement (2023),
Enhancement (2023), Massive Digitalization (2024), dan Digital Massive Digitalisation (2024), and Digital Transformation
Transformation (2025-2026). (2025-2026).
STRUKTUR PENGELOLA IT IT MANAGEMENT STRUCTURE
Struktur organisasi IT terdapat pada dua bidang yang The IT organizational structure is set forth under two
bernaung di bawah Departemen Corporate Strategy & Digital Department of the Corporate Strategy & Digital Transformation
Transformation. Kedua bidang tersebut adalah Innovation & Office. The two are Innovation & Digital Transformation and
Digital Transformation dan ERP System & IT Service Delivery. ERP System & IT Service Delivery.
171
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 172
PROGRAM 2024 2024 PROGRAM
IMPLEMENTASI SISTEM TEKNOLOGI INFORMASI IMPLEMENTATION OF INFORMATION
TECHNOLOGY SYSTEM
Sesuai dengan IT Masterplan 2022-2026, implementasi In accordance with the IT Masterplan 2022-2026, the
teknologi informasi difokuskan pada strategic goals yaitu implementation of information technology is focused on the
Maintain Airworthy and Reliability , Escalate Customer strategic goals of Maintain Airworthy and Reliability, Escalate
Intemacy, Digitalizing Operation, dan Employee Empowerment. Customer Intemacy, Digitalising Operations, and Employee
Empowerment.
• Maintain Airworthy & Reliability. • Maintain Airworthy & Reliability.
Merupakan sasaran strategis teknologi informasi dalam It is a strategic goal of information technology to support
mendukung misi perusahaan untuk menjamin keselamatan the company’s mission in ensuring flight safety. Throughout
penerbangan. Sepanjang tahun 2024 telah dikembangkan 2024, the Aircraft Health Index application, ASDCS and
Aplikasi Aircraft Health Index, Aplikasi ASDCS dan HIL, HIL application, and Tools Management System (IMTE)
dan Aplikasi Tools Management System (IMTE). application were developed.
• Escalate Customers Intemacy. • Escalate Customers Intemacy.
Merupakan sasaran strategis teknologi informasi pada It is a strategic goal of information technology to enhance
peningkatan kualitas interaksi perusahaan dengan the quality of the company’s interaction with customers
customer melalui digitalisasi proses dan channel digital through process digitization and digital channels to meet
untuk memenuhi kebutuhan customer dan meningkatkan customer needs and increase profitability. Throughout
profitabilitas. Sepanjang tahun 2024 telah dikembangkan 2024, the GSMART - PA Aircraft application was developed.
Aplikasi GSMART - PA Aircraft.
• Employees Empowerment • Employees Empowerment
Merupakan sasaran strategis teknologi informasi untuk It is a strategic goal of information technology to optimize
optimasi manajemen sumber daya manusia melalui human resource management through the digitization
digitalisasi proses pengelolalaan dan layanan SDM sehingga of HR processes and services, enhancing productivity
meningkatkan produktivitas dan efisiensi bagi setiap and efficiency for every employee. To achieve this goal,
individu karyawan. Untuk mencapai tujuan ini dilakukan the MyHC - Performance Management, Compensation
pengembangan Aplikasi MyHC - Performance Management, Management, and Succession Management applications,
Compensation Management, Succession Management, along with the Dashboard Assessment Center application
Aplikasi Dashboard Assessment Center, dan Aplikasi and Knowledge Management (NEX) application, were
Knowledge Management (NEX). developed.
• Digitalizing Operation • Digitalizing Operation
Merupakan sasaran strategis teknologi informasi dalam It is a strategic goal of information technology to digitalize
digitalisasi pengelolaan sektor operasional Perseroan baik the management of the company’s operational sectors,
pada area financial, produksi, maupun supporting agar including finance, production, and support areas, to
dapat berjalan dengan lebih efektif dan efisien. Pada tahun ensure more effective and efficient operations. In 2024,
2024 telah dikembangkan Aplikasi Dashboard Realisasi the following applications were developed: Budget
Anggaran (OCX) fase 1, Aplikasi Audit Internal (Advis), Realization Dashboard (OCX) Phase 1, Internal Audit
Aplikasi Pusat Logistik Berikat CEISA, Aplikasi Material Application (Advis), CEISA Bonded Logistics Center
Movement, Aplikasi XPREAM Capacity Planning (XOPS Application, Material Movement Application, XPREAM
Mobile), Aplikasi IT Project Management (PRISMA), dan Capacity Planning (XOPS Mobile), IT Project Management
Aplikasi Application Life Cycle Management (LIMAS). (PRISMA), and Life Cycle Management Application (LIMAS).
IMPLEMENTASI INFRASTRUKTUR IMPLEMENTATION OF INFORMATION
TEKNOLOGI INFORMASI TECHNOLOGY INFRASTRUCTURE
Selain pembangunan sistem teknologi informasi, beberapa In addition to the development of information technology
pengembangan infrastruktur teknologi informasi juga systems, several information technology infrastructure
difokuskan untuk diimplementasikan pada beberapa aspek, developments are also focused on being implemented in several
yakni:
aspects, such as:
• Enterprise Resource Planning (ERP) System Development • Enterprise Resource Planning (ERP) System Development
& Operation & Operation
Merupakan sasaran strategis teknologi informasi pada It is a strategic goal of information technology to enhance
peningkatan kolaborasi area development program dengan collaboration between the development program and
operation dari fase plan, delivery, hingga operational operations from the planning and delivery phases to execution,
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
172 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 173
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
sehingga berjalan secara efektif dan efisien. Perseroan ensuring effectiveness and efficiency. The company has
telah melakukan ERP business process enhancement yang undertaken ERP business process enhancements, including
mencakup integrasi aplikasi CEISA ke GMF SAP SWIFT, integrating the CEISA application with GMF SAP SWIFT,
enhancement apps VMS di SAP, serta pengembangan mobile enhancing the VMS application in SAP, and developing a mobile
ERP untuk aplikasi material movement. Selain itu, dilakukan ERP for material movement. Additionally, an ERP assessment
ERP assessment, termasuk evaluasi risiko SAP ECC dan was conducted, evaluating SAP ECC risks and recommending
rekomendasi migrasi ke SAP HANA atau solusi non-SAP. migration to SAP HANA or alternative non-SAP solutions.
Alignment dengan Garuda Group juga dilakukan dalam Alignment with the Garuda Group was also carried out for
rangka pengadaan license SAP RISE Phase 1. Sebagai upaya the procurement of SAP RISE Phase 1 licenses. As part of
efisiensi, dilakukan pengoptimalkan penggunaan internal efficiency efforts, internal resource utilization for development
resource pada development & operation. and operations was optimized.
• IT Infrastructure • IT Infrastructure
Infrastruktur Teknologi Informasi (TI) merupakan salah Information Technology (IT) infrastructure is a strategic goal
satu sasaran strategis dalam rangka peningkatan pelayanan aimed at enhancing service quality and the effectiveness
dan efektivitas dari keseluruhan proses TI melalui strategi of overall IT processes through the selection, utilization,
pemilihan, penggunaan, dan pemeliharaan infrastruktur and maintenance of the right infrastructure. Throughout
yang tepat. Sepanjang tahun 2024, Perseroan telah 2024, the company has implemented several infrastructure
melakukan sejumlah peningkatan infrastruktur, antara improvements, including the deployment of Secure Service
lain implementasi Secure Service Gateway, End Point Gateway, End Point Protection, and the procurement of End
Protection, serta pengadaan End User Computing (EUC) User Computing (EUC) devices such as laptops and PCs
seperti laptop dan PC yang dilengkapi dengan mobile device equipped with mobile device management (Scale Fusion).
management (Scale Fusion). Selain itu, Perseroan juga telah Additionally, a Next Generation Firewall was implemented
mengimplementasikan Next Generation Firewall untuk to optimize internet bandwidth management.
pengelolaan bandwidth internet yang lebih efektif.
Di samping itu, Perseroan telah melakukan assessment The company also conducted an assessment for upgrading
untuk upgrade Active Directory serta Wireless Network Active Directory and a Wireless Network Assessment in
Assessment bekerja sama dengan PT Aero System Indonesia. collaboration with PT Aero System Indonesia. In service
Dalam aspek layanan, dilakukan tinjauan bulanan terhadap management, monthly reviews were carried out for IT
IT Operation Managed Service, layanan internet korporasi, Operation Managed Service, corporate internet services,
serta keberlanjutan pengelolaan IT Asset Management, and the continuous management of IT Asset Management,
yang mencakup pengadaan perangkat EUC dan solusi covering EUC procurement and IT spare parts & peripheral
konsinyasi IT sparepart & peripheral untuk mempercepat consignment solutions to accelerate employee device
penanganan perangkat kerja bagi pegawai. maintenance.
• IT Security • IT Security
Merupakan sasaran strategis teknologi informasi dalam It is a strategic goal of information technology to enhance
meningkatkan keamanan (security) informasi sebagai aset information security as a corporate asset, ensuring
perusahaan sehingga dapat memenuhi sasaran strategis alignment with strategic objectives and good corporate
dan sesuai dengan tata kelola perusahaan yang baik dengan governance through the establishment of a new Information
membuat organisasi yang baru yaitu Information security. Security organization. Additionally, GMF has collaborated
Selain itu GMF melakukan kerja sama dengan BSSN dalam with BSSN for cyber incident handling by forming a Cyber
hal penanganan incident cyber, dengan membentuk CSIRT Security Incident Response Team (CSIRT).
(Cyber Security Incident Response Team).
Kemudian sepanjang tahun 2024, telah dilakukan berbagai Throughout 2024, various IT security enhancement initiatives
inisiatif peningkatan keamanan IT, yaitu End Point Protection were undertaken, including an End Point Protection upgrade
upgrade, pengadaan Security Operation Center terintegrasi and the establishment of a Security Operation Center
dengan Garuda Indonesia Group. Perseroan juga melakukan integrated with Garuda Indonesia Group. The company also
reviu bulanan atas layanan Secure Socket Layer/Transport conducted monthly reviews of Secure Socket Layer/Transport
Layer Security (SSL/TLS) dan domain korporasi. Aktivitas Layer Security (SSL/TLS) services and corporate domains.
terkait pengelolaan IT beserta performansinya selalu IT management activities and performance are regularly
dilaporkan secara reguler kepada Direksi. reported to the Board of Directors.
173
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 174
RENCANA PENGEMBANGAN 2025 2025 DEVELOPMENT PLAN
Dengan mempertimbangkan IT Master Plan 2022-2026 dan By considering the IT Master Plan 2022-2026 and considering
memperhatikan pulihnya kembali bisnis aviasi setelah pandemi, the recovery of the aviation business after the pandemic,
maka pada tahun 2025 Perseroan akan terus melanjutkan in 2025 the company will focus on synergising business
untuk fokus mensinergikan strategi bisnis dan strategi IT. Untuk strategy and IT strategy. To that end, the Company focuses
itu, dalam rangka melanjutkan program digitalisasi yang telah on digitalisation programmes that support its strategic goals,
berjalan pada tahun 2024, Perseroan akan terus berfokus pada namely Maintain Airworthy and Reliability, Escalate Customer
program-program digitalisasi yang mendukung strategic goals, Intemacy, Digitalising Operation, and Employee Empowerment.
yaitu Maintain Airworthy and Reliability, Escalate Customer
Intemacy, Digitalizing Operation, dan Employee Empowerment.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
174 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 175
Analisis dan Pembahasan Manajeme
Management Discussion and Analysis
Halaman ini sengaja dikosongkan
The page intentionally left blank
175
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 176
Page 177
TATA KELOLA PERUSAHAAN Corporate Governance
Page 178
Komitmen Kuat Penerapan Tata Kelola
Perusahaan yang Baik
Strong Commitment on Implementing Good Corporate
Governance
Tata Kelola Perusahaan yang Baik atau Good Corporate Good Corporate Governance (GCG) comprises principles that
Governance (GCG) merupakan prinsip-prinsip yang mendasari govern company management based on statutory provisions
suatu pengelolaan perusahaan berlandaskan ketentuan and business ethics. Recognizing the strategic benefits, GMF
perundang-undangan dan etika usaha. GMF memahami arti prioritizes the implementation of GCG principles. Operational
penting dan manfaat strategis dari penerapan prinsip-prinsip management aligned with GCG principles ensures business
GCG. Pengelolaan operasional yang sesuai prinsip-prinsip sustainability, fostering positive performance, enhancing trust,
GCG tercermin dari keberlangsungan usaha yang mampu and delivering added value for shareholders and stakeholders.
meraih kinerja positif dan memperkuat kepercayaan serta
memberikan nilai tambah bagi pemegang saham dan para
pemangku kepentingan.
GMF menerapkan GCG melebihi ketentuan regulator/ GMF goes beyond the provisions of applicable regulations,
peraturan perundang-undangan yang berlaku karena GMF acknowledging that the implementation and continual
menyadari bahwa implementasi dan perbaikan berkelanjutan enhancement of GCG are crucial for improving performance and
dari GCG menjadi kunci penting untuk meningkatkan kinerja maintaining client’s trust. Over time, GMF consistently makes
dan menjaga kepercayaan para klien. Dari waktu ke waktu, improvements, adjusts operational policies and procedures
GMF melakukan perbaikan, menyesuaikan kebijakan dan to comply with regulations, adopts industry best practices,
prosedur operasional untuk mematuhi peraturan yang berlaku develops systems, and enhances awareness among all GMF
dan mengadopsi praktik terbaik industri, mengembangkan Personnel about the importance of GCG implementation.
sistem serta meningkatkan kesadaran seluruh Insan GMF akan
pentingnya penerapan GCG.
PEDOMAN TATA KELOLA PERUSAHAAN GUIDELINES FOR CORPORATE
GOVERNANCE
Sebagai salah satu bentuk komitmen GMF terhadap penerapan As part of GMF's commitment to implementing GCG, the
GCG, telah dibentuk Pedoman Tata Kelola Perusahaan pada Corporate Governance Guidelines were established on June
tanggal 29 Desember 2022 dengan revisi terakhir pada tanggal 23, 2006, with the latest revision on December 29, 2022. The
31 Desember 2024. Revisi terakhir telah ditandangani oleh latest revision was endorsed by all members of the Board of
seluruh anggota Dewan Komisaris dan Direksi yang menjabat Commissioners and Directors who were serving at that time
pada saat itu dan pedoman ini masih digunakan hingga saat ini. through their signature, and these guidelines remain in effect
to date.
Pedoman Tata Kelola Perusahaan telah diunggah di website resmi GMF dan dapat diakses oleh publik
The Corporate Governance Guidelines have been uploaded to the official website of GMF and accessible for the public
CLICK HERE
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
178 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 179
Tata Kelola Perusahaan
Corporate Governance
TUJUAN PENERAPAN GCG OBJECTIVES OF GCG IMPLEMENTATION
Melalui penerapan GCG di lingkungan usahanya, GMF memiliki GMF aims to achieve several objectives by applying GCG in its
sejumlah tujuan yang ingin dicapai yaitu: business environment, such as:
1. Mengarahkan perilaku seluruh insan GMF dalam bertindak 1. Encouraging all personnel to act according to the corporate
sesuai dengan koridor nilai dan budaya Perusahaan yang values and culture to make the Company's management
telah ditetapkan guna menjamin efektivitas proses process goes more effective and make the decision-making
pengelolaan Perseroan serta keadilan dan transparansi process goes fairly and transparently;
proses pengambilan keputusan;
2. Menunjang terciptanya keseimbangan hubungan antara 2. Creating a balanced relationship between GMF
GMF dengan pemangku kepentingan, yang meliputi and stakeholders, including Shareholders, Board of
Pemegang Saham, Dewan Komisaris, Direksi, karyawan, Commissioners, Board of Directors, employees, customers,
pelanggan, pemasok, dan pihak eksternal sehingga tercipta suppliers, and external parties to clarify their functions and
kejelasan fungsi dan peran masing-masing dan menjamin roles and ensure accountable business;
keberlangsungan usaha yang akuntabel;
3. Membangun terwujudnya citra positif GMF serta 3. Building a positive image of GMF and increasing public
meningkatkan kepercayaan publik sebagai entitas bisnis image on GMF as an ethical and responsible business entity
yang beretika dan bertanggung jawab (good corporate (good corporate citizenship);
citizenship);
4. Mendorong peningkatan nilai dan daya saing GMF di tingkat 4. Increasing the level of values and competitiveness of GMF
nasional maupun internasional; at the national and international levels;
5. Membangun dan mengokohkan landasan kelangsungan 5. Building and strengthening the foundation of GMF to
usaha GMF dalam jangka panjang. generate a long-term business continuity.
PRINSIP DAN DASAR HUKUM BASIC PRINCIPLES AND LEGAL
PENERAPAN GCG BASIS OF GCG IMPLEMENTATION
PRINSIP DASAR DAN PERKEMBANGANNYA BASIC PRINCIPLES
Perseroan mengacu pada lima prinsip dasar penerapan GCG The Company refers to five basic principles of GCG
yaitu: transparansi, akuntabilitas, responsibilitas, independensi, implementation, namely: transparency, accountability,
dan kesetaraan serta kewajaran (TARIF), sebagaimana telah responsibility, independence, as well as equity and fairness
dirilis dalam Pedoman Umum Good Corporate Governance (TARIF), which outlined in the General Guidelines for Good
yang dikeluarkan oleh Peraturan Menteri BUMN Nomor PER-2/ Corporate Governance issued by the National Governance
MBU/03/2023, Komite Nasional Kebijakan Governance (KNKG) Policy Committee (KNKG) and the GCG Roadmap by OJK.
serta Roadmap GCG oleh OJK.
179
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 180
Prinsip Penerapan GCG – TARIF
Principles of GCG Implementation – TARIF
Kesetaraan dan
Transparansi Akuntabilitas Pertanggungjawaban Kemandirian Kewajaran
Transparency Accountability Responsibility Independency
Equity and Fairness
• GMF menyediakan • GMF memiliki • GMF menerapkan • GMF mengambil • GMF menjamin
informasi yang struktur organ kehati-hatian dan keputusan bisnis perlakuan yang adil dan
relevan, akurat, GCG yang memiliki patuh terhadap tanpa intervensi setara dalam memenuhi
dan tepat waktu kejelasan fungsi perundang- dari pihak manapun hak pemegang saham
kepada pemegang dan berperan undangan sebagai untuk menghindari dan seluruh pemangku
saham dan dalam menjamin bentuk tanggung b e n t u r a n kepentingan sesuai
seluruh pemangku efektivitas kinerja jawab terhadap kepentingan dengan dengan peraturan
kepentingan. Perseroan. keberlangsungan lingkup organ perundang-undangan
• GMF provides the • GMF has a clear usaha. Perseroan. dan Kode Etik
information that is function of GCG • GMF acts prudently • GMF takes Perseroan.
relevant, accurate, bodies that play and complies with decision without • GMF guarantees fair
and punctual to a role in assuring the regulations the intervention and equal treatment
shareholders and the effectiveness as a form of of any party to to fulfill the authorities
all stakeholders. of the Company’s responsibility avoid conflict of of shareholders and all
performance. on business interest among the stakeholders according
sustainability. Company’s bodies. to the legislations and
Code of Conduct.
Dalam perkembangannya, GMF berupaya meningkatkan In its evolution, GMF strives to enhance the implementation
penerapan GCG dengan mengadopsi ketentuan terbaru. Komite of Good Corporate Governance (GCG) by embracing the latest
Nasional Kebijakan Tata Kelola Perusahaan (KNKG) pada provisions. In 2021, the National Committee for Corporate
tahun 2021 telah merilis istilah baru dari tata kelola menjadi Governance Policy (KNKG) introduced a new term of corporate
governansi korporat untuk memperluas penerapannya sehingga governance aiming to broaden its application to cover a wider
mencakup pemangku kepentingan yang lebih luas. Informasi ini array of stakeholders. This update was incorporated into the
telah dimuat dalam buku Pedoman Umum Governansi Korporat 2021 General Guidelines for Indonesian Corporate Governance
Indonesia (PUGKI) 2021. (PUGKI).
Prinsip-prinsip dalam PUGKI, beserta rekomendasi dan panduan The principles in PUGKI, along with the recommendations
di dalamnya dijiwai oleh empat pilar governansi korporat yaitu: and guidelines are inspired by the four pillars of corporate
perilaku beretika, akuntabilitas, transparansi, dan keberlanjutan. governance, namely ethical conduct, accountability,
Tercerminnya empat pilar dalam prinsip-prinsip governansi transparency and sustainability. These four pillars are reflected
korporat Indonesia akan mendorong terciptanya nilai korporasi in Indonesia's corporate governance principles will serve for
dalam jangka panjang. Keempat pilar governansi korporat the creation of long-term corporate value. The four pillars
merupakan pengembangan dari nilai dasar sebelumnya, yaitu of corporate governance are a continuation of the previous
TARIF, yang terakhir digunakan pada PUGKI 2021. principles of TARIF which lastly used in the 2019 edition of
PUGKI.
Prinsip Penerapan GCG – PUGKI
Principles of GCG Implementation – PUGKI
Perilaku Beretika 1. GMF senantiasa mengedepankan kejujuran, memperlakukan semua pihak dengan hormat (respect), memenuhi
Ethical Conduct komitmen, membangun serta menjaga nilai-nilai moral dan kepercayaan secara konsisten.
2. GMF memperhatikan kepentingan pemegang saham dan pemangku kepentingan lainnya berdasarkan asas
kewajaran dan kesetaraan (fairness) dan dikelola secara independen sehingga masing-masing organ Perseroan
tidak saling mendominasi dan tidak dapat diintervensi oleh pihak lain.
1. In its operations, GMF consistently prioritizes honesty, treats all parties with respect, fulfills commitments,
and upholds moral values and trust consistently.
2. GMF also emphasizes shareholder and stakeholder interests, adhering to principles of fairness and equality,
independently managed to ensure that no corporate organ dominates over others and remains free from
external intervention.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
180 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 181
Tata Kelola Perusahaan
Corporate Governance
Prinsip Penerapan GCG – PUGKI
Principles of GCG Implementation – PUGKI
Akuntabilitas 1. GMF dapat mempertanggungjawabkan kinerjanya secara transparan dan wajar dengan mengelola Perseroan
Accountability secara benar, terukur dan sesuai dengan kepentingan korporat dengan tetap memperhitungkan kepentingan
pemegang saham dan pemangku kepentingan.
2. GMF menjadikan prinsip akuntabilitas sebagai prasyarat yang diperlukan untuk mencapai kinerja yang
berkelanjutan.
1. GMF is being transparent and fair in being accountable for its performance, thus committed in managing
the Company correctly, measurably, and in alignment with corporate interests, while also considering the
interests of shareholders and stakeholders.
2. GMF treats accountability as a necessary requirement for achieving sustainable performance.
Transparansi 1. GMF menjaga objektivitas dalam menjalankan bisnis dengan menyediakan informasi yang material, relevan,
Transparency serta mudah diakses dan dipahami oleh pemangku kepentingan.
2. GMF mengambil inisiatif untuk mengungkapkan tidak hanya masalah yang disyaratkan oleh peraturan
perundang-undangan, tetapi juga hal yang penting untuk pengambilan keputusan oleh pemegang saham,
kreditur dan pemangku kepentingan lainnya.
1. GMF maintains objectivity in business operations, ensuring the provision of material and relevant information
in a manner that is easily accessible and comprehensible to stakeholders.
2. GMF takes the initiative to disclose not only the issues required by statutory regulations but also matters
crucial for decision-making by shareholders, creditors, and other stakeholders.
Keberlanjutan GMF mematuhi peraturan perundang-undangan serta berkomitmen melaksanakan tanggung jawab terhadap
Sustainability masyarakat dan lingkungan agar berkontribusi pada pembangunan berkelanjutan melalui kerja sama dengan
semua pemangku kepentingan terkait untuk meningkatkan kehidupan mereka dengan cara yang selaras dengan
kepentingan bisnis dan agenda pembangunan berkelanjutan.
GMF complies with statutory regulations and is committed to fulfilling its responsibilities towards society and
the environment to contribute to sustainable development by collaborating with all relevant stakeholders to
enhance their well-being in a manner aligned with both business interests and the sustainable development agenda.
Dasar Hukum Penerapan GCG Legal Basis of GCG Implementation
Wujud penerapan GCG senantiasa didasari oleh dasar hukum The implementation of GCG is always based on a strong and
yang berlaku, antara lain sebagai berikut: structured legal basis, among others as follows:
1. Undang-Undang No. 40 Tahun 2007 tentang Perseroan 1. Law No. 40 of 2007 concerning Limited Liability Companies;
Terbatas;
2. Undang-Undang No. 8 Tahun 1995 tentang Pasar Modal; 2. Law No. 8 of 1995 concerning Capital Markets;
3. Peraturan Menteri Negara Badan Usaha Milik (BUMN) 3. Regulation of the Minister of State-Owned Enterprises
Negara No. PER-02/MBU/03/2023 tentang Pedoman tata (SOEs) No. PER-02/MBU/03/2023 on Guidelines for
Kelola dan Kegiatan Korporasi Signifikan Badan Usaha Governance and Significant Corporate Activities of State-
Milik Negara; Owned Enterprises;
4. Peraturan Menteri Negeri BUMN No. PER-12/MBU/2012 4. Regulation of the Minister of State-Owned Enterprises No.
tentang Organ Pendukung Dewan Komisaris/Dewan PER-12/MBU/2012 on Supporting Organs of the Board of
Pengawas BUMN; Commissioners/Supervisory Board of SOEs;
5. Peraturan Menteri Negeri BUMN No. PER-03/MBU/2012 5. SOE Ministerial Regulation No. PER-03/MBU/2012 on
tentang Pedoman Pengangkatan Anggota Direksi dan Guidelines for the Appointment of Members of the Board
Anggota Dewan Komisaris Anak Perusahaan BUMN; of Directors and Members of the Board of Commissioners
of SOE Subsidiaries;
6. Peraturan Otoritas Jasa Keuangan No. 21/POJK.04/2015 6. Financial Services Authority Regulation No. 21/
tentang Penerapan Pedoman Tata Kelola Perusahaan POJK.04/2015 on the Implementation of Public Company
Terbuka; Governance Guidelines;
7. Surat Edaran Otoritas Jasa Keuangan No.32/ 7. Circular Letter of Financial Services Authority No.32/
SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan SEOJK.04/2015 on Guidelines for Public Company
Terbuka; Governance;
8. Pedoman Tata Kelola Perusahaan yang Baik oleh Komite 8. Guidelines for Good Corporate Governance by the National
Nasional Kebijakan Governance (KNKG) Tahun 2021; Committee on Governance Policy (KNKG) 2006;
9. ASEAN Corporate Governance Scorecard (ACGS) oleh 9. ASEAN Corporate Governance Scorecard (ACGS) oleh
ASEAN Capital Market Forum; ASEAN Capital Market Forum;
10. Anggaran Dasar Perseroan sesuai Akta Pendirian No. 93 10. Articles of Association of the Company pursuant to Deed
tanggal 26 April 2002, yang terakhir kali diubah dengan of Establishment No. 93 dated 26 April 2002, which was
Akta Pernyataan Keputusan rapat No. 5 tanggal 28 Oktober last amended by Deed of Meeting Resolution No. 5 dated
2024. October 28, 2024.
181
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 182
MANFAAT PENERAPAN GCG BENEFITS OF IMPLEMENTING GCG
Penerapan GCG Mendukung Kinerja Positif dan Operasional Usaha Bebas dari Permasalahan
GCG Implementation Supports Positive Business Achievement and Ensures Clean Operations Free from Any Issues
Jumlah Pendapatan Usaha Laba Bersih Tahun Berjalan Total Ekuitas
Total Operating Revenues Profit for the Year Total Equity
USD USD USD
421.22
juta | million
26.9
juta | million
-257.9
juta | million
Jumlah Pengaduan Whistleblowing dan
Terselesaikan Tidak ada Kasus Perkara Hukum Jumlah Laporan Gratifikasi
Number of Incoming Whistleblowing Repot Number of Legal Cases Number of Gratification Report
and Settled
5 4
FOKUS PERKEMBANGAN GCG TAHUN 2024 FOCUS OF GCG DEVELOPMENT IN 2024
Sepanjang tahun 2024, Perseroan telah melakukan berbagai Throughout 2024, the Company carried out various initiatives to
kegiatan untuk menginternalisasi dan mengembangkan praktik internalize and enhance the implementation of GCG practices.
GCG. Upaya ini mencakup pengembangan berkala yang berguna These efforts included regular development activities aimed
untuk memperbarui kapasitas internal untuk menyesuaikan at updating internal capacity in line with the latest regulatory
dengan perkembangan regulasi terkini. developments.
Perseroan melaksanakan berbagai aktivitas rutin secara tahunan The Company also conducted a range of annual routine activities,
mencakup assessment GCG, melakukan sosialisasi implementasi including GCG assessments, dissemination of GCG implementation
GCG bagi pegawai baru, sosialisasi larangan penerimaan gratifikasi, to new employees, awareness campaigns on the prohibition of
dan menggalakkan praktik WBS melalui WBS Campaign. receiving gratuities, and promotion through WBS Campaigns.
Pada tahun 2024, Perseroan juga melakukan analisa terhadap In 2024, the Company also conducted an analysis of new
peraturan baru yang mempengaruhi pedoman serta kebijakan regulations that affect the Company’s internal guidelines and
internal Perseroan. policies.
SOSIALISASI DAN PENGUATAN SOCIALIZATION AND ENHANCEMENT
IMPLEMENTASI GCG OF GCG IMPLEMENTATION
Perseroan senantiasa melakukan sosialisasi dan peningkatan The Company consistently promotes and raises awareness of
kesadaran prinsip-prinsip GCG secara berkelanjutan kepada GCG principles on an ongoing basis to all internal and external
seluruh Pemangku Kepentingan internal dan eksternal. Aktivitas stakeholders. These efforts include introducing GCG principles
yang dilakukan salah satunya melalui pengenalan prinsip GCG during Orientation Training for new employees, disseminating
pada Orientation Training untuk pegawai baru, penyebaran GCG information through posters and pamphlets displayed
informasi GCG melalui poster, pamphlet, yang dipasang di within the Company’s premises, sending emails to all employees,
lingkungan Perseroan, pengiriman e-mail kepada seluruh producing WBS & Gratification videos uploaded to GMF’s
karyawan Perseroan, serta pembuatan video WBS & Gratifikasi social media, and playing WBS videos in GMF’s work areas.
yang diunggah pada media sosial GMF, pemutaran video WBS The Company also publishes articles and news related to the
pada area kerja GMF. Perseroan juga mencantumkan artikel implementation of GCG principles through its official media,
dan berita mengenai penerapan prinsip GCG pada media resmi such as the Company magazine and website.
Perseroan, seperti majalah dan website Perseroan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
182 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 183
Tata Kelola Perusahaan
Corporate Governance
Struktur Tata Kelola Perseroan
The Company’s Governance Structure
Penerapan prinsip-prinsip GCG di GMF terdiri dari dua aspek The application of GCG principles at GMF consists of two main
utama, yaitu Struktur Tata Kelola atau Governance Structure, aspects: the Governance Structure and the Governance Process.
serta Proses Tata Kelola atau Governance Process. Kedua aspek These two aspects influence each other to provide governance
ini saling mempengaruhi satu sama lain untuk memberikan Hasil outcomes according to the Company’s expectations and all
Tata Kelola atau Governance Outcome sesuai dengan harapan stakeholders.
Perseroan dan seluruh pemangku kepentingan.
GMF memiliki 3 (tiga) organ utama yaitu Rapat Umum Pemegang GMF has 3 (three) main organs: the General Meeting of
Saham (RUPS) yang mengakomodasi kepentingan pemegang Shareholders (GMS), which accommodates the interests
saham, Direksi yang mengelola Perseroan, dan Dewan Komisaris of shareholders; the Board of Directors, which manages
yang melakukan pengawasan terhadap pengelolaan Perseroan. the Company; and the Board of Commissioners, which
Dewan Komisaris dan Direksi memiliki tanggung jawab untuk supervises the Company’s management activities. The Board
memelihara kesinambungan usaha dalam jangka panjang of Commissioners and the Board of Directors are responsible
sehingga penting bagi kedua organ tersebut untuk memiliki for maintaining long-term business continuity; therefore, the
kesamaan persepsi terhadap visi, misi, dan nilai-nilai GMF. two bodies need to have the same perception of GMF’s vision,
mission, and values.
Perseroan telah menunjuk Direktur Utama sebagai penanggung The Company has appointed the President Director as
jawab dalam penerapan GCG yang dalam pelaksanaannya the person in charge of GCG implementation, which in its
dijalankan oleh Divisi Corporate Secretary & Legal yang implementation is carried out by the Corporate Secretary
secara struktur organisasi berada di bawah Direktur Utama & Legal Division, which is structurally under the President
sebagaimana ditetapkan dalam Surat Keputusan Direktur Director as stipulated in the CEO Decree No.DT/SKEP-5015/24
Utama No.DT/SKEP-5015/24 tentang Organisasi Induk PT concerning Parent Organisation of PT Garuda Maintenance
Garuda Maintenance Facility Aero Asia Tbk. Facility Aero Asia Tbk.
Struktur Tata Kelola Perusahaan
Corporate Governance Structure
RUPS | GMS
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Sekretaris Dewan Komisaris
Secretary of the Board of Sekretaris Perusahaan Unit Internal Audit
Commissioners Corporate Secretary Internal Audit Unit
Komite Audit dan Kebijakan Unit Financial & Unit Lain Organ Perseroan
Corporate Governance Management Accounting Other Units of
Audit Governance and Corporate The CompanyOrgans
Governance Policy
Komite Pengembangan Usaha dan
Pemantauan Risiko
Business Development and Risk
Monitoring Committee
Komite Nominasi dan Remunerasi
Nomination and Remuneration
Committee
183
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 184
Perseroan memiliki berbagai kebijakan atau soft structure The Company has various GCG policies or soft structures as
GCG sebagai berikut. Kebijakan-kebijakan ini telah diterbitkan follows. These policies are available on the Company's website
dalam situs website Perseroan yaitu www.gmf-Aero Asia.co.id. at www.gmf-Aero Asia.co.id.
1. Anggaran Dasar Perusahaan; 1. Articles of Association;
2. Pedoman Tata Kelola Perusahaan (GCG Code); 2. Corporate Governance Guidelines (GCG Code);
3. Pedoman Perilaku (Code of Conduct); 3. Code of Conduct;
4. Pedoman Direksi dan Dewan Komisaris; 4. Guidelines for the Board of Directors and the Board of
Commissioners;
5. Piagam Komite (Committee Charter); 5. Committee Charter;
6. Piagam Audit Internal (Internal Audit Charter); 6. Internal Audit Charter;
7. Kebijakan Internal Audit; 7. Internal Audit Policy;
8. Kebijakan Manajemen Risiko; 8. Risk Management Policy;
9. Kebijakan Pengendalian Internal; 9. Internal Control Policy;
10. Pengendalian Gratifikasi; 10. Gratification Control;
11. Kebijakan Whistleblowing System; 11. Whistleblowing System Policy;
12. Kebijakan Pengadaan Barang dan Jasa. 12. Procurement Policy.
STRUKTUR TATA KELOLA SUSTAINABILITY GOVERNANCE
KEBERLANJUTAN [OJK E.1, GRI 2-9] STRUCTURE [OJK E.1, GRI 2-9]
Direksi bertanggung jawab terhadap pengelolaan dan The Board of Directors is responsible for managing and
pemantauan isu-isu terkait ekonomi, lingkungan hidup, dan monitoring material economic, environmental, and social
sosial yang material. Sampai dengan akhir periode pelaporan, issues. Until the end of the reporting period, the Company
Perseroan tidak menunjuk pejabat khusus ataupun membentuk did not appoint special officials or form special committees
komite khusus yang bertanggung jawab terhadap keberlanjutan. responsible for sustainability. Sustainability management was
Pengelolaan keberlanjutan dilakukan bersama-sama seluruh carried out jointly with all Directors and supporting work units,
Direktur dan unit kerja pendukung, sesuai tugas dan tanggung in accordance with their respective duties and responsibilities.
jawab masing-masing.
GMF telah membentuk Unit Corporate Communication & CSR di GMF has formed a Corporate Communication & CSR Unit
dalam struktur Corporate Secretary & Legal yang bertanggung within the Corporate Secretary & Legal structure, which is
jawab secara khusus untuk menangani pelaksanaan kegiatan specifically responsible for handling the implementation of TJSL
TJSL di Perseroan. Unit ini dipimpin oleh seorang Senior (or “CSR”) activities in the Company. This unit is led by a Senior
Manager yang bertanggung jawab kepada VP Corporate Manager who reports to the VP Corporate Secretary & Legal.
Secretary & Legal. Perseroan juga memiliki unit lain untuk The Company also has another unit with specific task to manage
mengelola kegiatan sosial secara khusus yang mencakup bidang social activities covering the environmental and health sectors,
lingkungan dan kesehatan yaitu unit Quality, Health, Safety and namely the Quality, Health, Safety, and Environment (QHSE)
Environment (QHSE), yang berada di bawah Dinas Corporate unit, which falls under the Corporate Affairs & HSE Service.
Affairs & HSE.
KEBIJAKAN PEMISAHAN CHAIRMAN SEPARATION POLICY OF CHAIRMAN
OF THE BOARD DAN CEO [ESG G-03] OF THE BOARD AND CEO [ESG G-03]
Perseroan menerapkan sistem tata kelola dua badan (two- The Company implements a two-tier governance system that
tier) yang memisahkan peran pengawasan untuk badan non- separates the oversight role for the non-executive body and the
eksekutif dan peran pengelolaan untuk badan eksekutif. Badan management role for the executive body. The non-executive
non-eksekutif yaitu Dewan Komisaris, dipimpin oleh Komisaris body, the Board of Commissioners, is led by the President
Utama, dan badan eksekutif adalah Direksi, dipimpin oleh Commissioner, while the executive body, the Board of Directors,
Direktur Utama (berperan sebagai CEO). Ketentuan ini telah is led by the President Director (who acts as the CEO). This
ditetapkan dalam Pedoman Tata Kelola dan Anggaran Dasar policy has been established in Corporate Governance Guideline
Perseroan. and Articles of Association.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
184 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 185
Tata Kelola Perusahaan
Corporate Governance
Hasil Tata Kelola: Evaluasi,
Pemantauan, dan Peningkatan
Governance Results: Evaluation, Monitoring, and Improvement
Perseroan memiliki mekanisme assessment atau penilaian The Company has a periodic assessment mechanism for its GCG
penerapan GCG yang dilakukan secara berkala melalui metode implementation through the following methods:
berikut:
1. Penilaian Penerapan GCG berlandaskan Pedoman Umum 1. Assessment of GCG Implementation based on General
Governansi Korporat Indonesia 2021 (“PUGKI 2021”); Guideline Corporate Governance 2021 (“PUGKI 2021”);
2. Penilaian Penerapan GCG Berdasarkan Parameter POJK 2. Assessment of GCG Implementation Based on POJK
No.21/POJK.04/2015 tentang Penerapan Pedoman Parameters No. 21/POJK.04/2015 concerning
Tata Kelola Perusahaan Terbuka dan SEOJK No.32/ Implementation of Public Company Governance Guidelines
SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan and SEOJK No. 32/SEOJK.04/2015 concerning Public
Terbuka; Company Governance Guidelines;
3. Penilaian Penerapan GCG berlandaskan ASEAN Corporate 3. Assessment of GCG Implementation based on ASEAN
Governance Scorecard (“ACGS”). Corporate Governance Scorecard (“ACGS”).
GMF tidak melakukan penilaian penerapan GCG berdasarkan GMF did not conduct a GCG implementation assessment based
pendekatan BUMN pada tahun buku 2024 sehubungan dengan on the SOE approach for the 2024 fiscal year, in connection with
telah dicabutnya Keputusan Sekretaris Kementerian Badan the revocation of the Decree of the Secretary of the Ministry of
Usaha Milik Negara Republik Indonesia Nomor SK-16/S. State-Owned Enterprises of the Republic of Indonesia Number
MBU/2012 tentang Indikator/Parameter Penilaian dan Evaluasi SK-16/S.MBU/2012 concerning Indicators/Parameters for the
Atas Penerapan Tata Kelola Perusahaan yang Baik pada Badan Assessment and Evaluation of Good Corporate Governance
Usaha Milik Negara dan hingga saat ini belum terdapat indikator Implementation in State-Owned Enterprises and currently,
baru sebagai dasar kriteria penilaian penerapan GCG tahun no new indicators have been issued as the basis for GCG
buku 2024. implementation assessment criteria for the 2024 fiscal year.
PENILAIAN PENERAPAN GCG ASSESSMENT OF GCG IMPLEMENTATION
BERLANDASKAN ASEAN CORPORATE BY ASEAN CORPORATE
GOVERNANCE SCORECARD GOVERNANCE SCORECARD
Perseroan menggunakan kriteria ASEAN Corporate Governance The Company adopts the ASEAN Corporate Governance
Scorecard sebagai parameter penilaian penerapan GCG untuk Scorecard criteria as the parameter for assessing GCG
memperkokoh akuntabilitas GMF sebagai entitas usaha bertaraf implementation, in order to strengthen GMF’s accountability
global. as a globally recognized business entity.
185
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 186
Aspek Pengujian 2023
2024
Assessment Aspect
Prinsip A: Hak-hak dan Perlakuan yang Adil terhadap 16,80 Assessment tahun 2023 tidak
Para Pemegang Saham menggunakan parameter ASEAN
Principle A: Rights and Equitable Treatment of Corporate Governance Scorecard
Shareholders
The Assessment in 2023 did not use the
Prinsip B: Keberlanjutan dan Ketahanan 13.64
parameter of ASEAN Corporate Governance
Principle B: Sustainability and Resilience
Scorecard
Prinsip C: Pengungkapan dan Transparansi 22.73
Principle C: Disclosure and Transparency
Prinsip D: Tanggung Jawab Dewan 39,32
Principle D: Responsibilities of the Board
Bonus 12.06
Bonus
Penalti -
Penalty
Skor Keseluruhan 104,54
Overall Score
Kualifikasi Kualitas Penerapan GCG Pemimpin dalam Tata Kelola Perusahaan
Qualification of GCG Implementation Quality Leadership in Corporate Governance
Kriteria Status Penjelasan (per 31 Desember 2024)
No. Criteria Status Explanation (as of December 31 2024)
A. Hak-hak dan Perlakuan yang Adil terhadap Para Pemegang Saham
Rights and Equitable Treatment of Shareholders
A.1 Hak-hak Dasar Para Pemegang Saham ✓
Basic shareholders rights
A.2 Hak untuk berpartisipasi secara efektif X Memastikan Perusahaan untuk mempublikasikan hasil keputusan RUPS
dan memberikan suara dalam Rapat Umum Tahunan dan RUPS Luar Biasa dalam 1 (satu) hari kerja dari tanggal
Pemegang Saham dan harus diberitahukan pelaksanaan RUPS tahunan tersebut.
terlebih dahulu tentang peraturan, termasuk Ensuring the Company publishes the resolutions of the Annual AGMS
prosedur pemungutan suara, yang mengatur and Extraordinary GMS within one (1) working day from the date of the
Rapat Umum Pemegang Saham. respective AGMS.
Right to participate effectively in and vote in
general shareholders meetings and should
be informed of the rules, including voting
procedures, that govern general
Shareholder meetings.
A.3 Pasar untuk pengendalian Perusahaan harus ✓
diizinkan untuk berfungsi dengan cara yang
efisien dan transparan
Markets for corporate control should be
allowed to function in an efficient and
transparent manner
A.4 Pelaksanaan hak kepemilikan oleh seluruh ✓
pemegang saham, termasuk investor institusi,
harus difasilitasi
The exercise of ownership rights by all
shareholders, including institutional investors,
should be facilitated
A.5 Saham dan hak suara ✓
Share and voting rights
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
186 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 187
Tata Kelola Perusahaan
Corporate Governance
Kriteria Status Penjelasan (per 31 Desember 2024)
No. Criteria Status Explanation (as of December 31 2024)
A.6 Pemberitahuan RUPS X • Mencantumkan dalam Pemanggilan RUPS mengenai profil/Curriculum
Notice of AGM Vitae calon anggota Direksi dan Dewan Komisaris yang akan diangkat
kembali (bila ada).
• Mencantumkan dalam Pemanggilan RUPS secara rinci mengenai
penunjukan dan/atau penunjukan kembali KAP, dengan menyebutkan
nama KAP, nama auditor, serta alasan penunjukan kembali.
• Included in the GMS Invitation the profile/Curriculum Vitae of
candidates for the Board of Directors and Board of Commissioners
who will be reappointed (if any).
• Included in the GMS Invitation regarding the appointment and/or
reappointment of the Public Accounting Firm (KAP), including the
name of the KAP, the name of the auditor, and the reason for the
reappointment.
A.7 Transaksi orang dalam dan penyalahgunaan X Melengkapi Pedoman Dewan Komisaris dengan ketentuan terkait dengan
perdagangan sendiri harus dilarang kewajiban Dewan Komisaris melaporkan transaksi saham Perseroan dalam
Insider trading and abusive self-dealing should waktu 3 (tiga) hari kerja.
be prohibited Completing the Board of Commissioners Charter with provisions related
to the obligation of the Board of Commissioners to report the Company’s
share transactions within 3 (three) working days.
A.8 Transaksi Pihak Terkait oleh Direktur dan ✓
Eksekutif Kunci.
Related-party transactions by Directors and
key executives
A.9 Melindungi Pemegang Saham Minoritas dari ✓
tindakan-tindakan yang menyimpang
Protecting minority shareholders from abusive
actions
B. Keberlanjutan dan Ketahanan
Sustainability and Resilience
B.1 Pengungkapan yang berkaitan dengan X • Mengungkapkan target keberlanjutan secara kuantitatif dalam Laporan
keberlanjutan harus konsisten, dapat Tahunan.
dibandingkan, dan andal serta mencakup • Mengungkapkan kemajuan kinerja yang berkaitan dengan
informasi material yang retrospektif dan keberlanjutan terkait dengan target yang telah ditetapkan sebelumnya
prospektif yang dianggap penting oleh investor dalam Laporan Tahunan.
yang wajar dalam pengambilan keputusan • Disclosing sustainability targets quantitatively in the Annual Report.
investasi atau pemungutan suara • Disclosing performance progress related to sustainability in connection
Sustainability-related disclosure should be with previously established targets in the Annual Report.
consistent, comparable and reliable, and include
retrospective and forward-looking material
information that a reasonable investor would
consider important in making an investment
or voting decision
B.2 Kerangka kerja tata kelola Perusahaan ✓
seharusnya memungkinkan dialog antara
Perusahaan, para pemegang saham, dan
pemangku kepentingan untuk bertukar
pandangan mengenai masalah keberlanjutan
Corporate governance frameworks should
allow for dialogue between a company, its
shareholders and stakeholders to exchange
views on sustainability matters
187
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 188
Kriteria Status Penjelasan (per 31 Desember 2024)
No. Criteria Status Explanation (as of December 31 2024)
B.3 Kerangka kerja tata kelola Perusahaan harus ✓
memastikan bahwa Dewan mempertimbangkan
dengan memadai risiko dan peluang
keberlanjutan yang material saat
menjalankan fungsi utama mereka dalam
meninjau, memantau, dan membimbing
praktik tata kelola, pengungkapan, strategi,
manajemen risiko, dan sistem pengendalian
internal, termasuk dalam hal risiko fisik dan
transisi terkait iklim
The corporate governance framework should
ensure that boards adequately consider
material sustainability risks and opportunities
when fulfilling their key functions in reviewing,
monitoring and guiding governance practices,
disclosure, strategy, risk management and
internal control systems, including with respect
to climate-related physical and transition risks
B.4 Kerangka kerja tata kelola Perusahaan harus ✓
mengakui hak-hak pemangku kepentingan
yang ditetapkan oleh hukum atau melalui
kesepakatan bersama dan mendorong kerja
sama aktif antara Perusahaan dan pemangku
kepentingan dalam menciptakan kekayaan,
lapangan kerja, dan keberlanjutan Perusahaan
yang sehat secara finansial
The corporate governance framework should
recognise the rights of stakeholders established
by law or through mutual agreements and
encourage active cooperation between
corporations and stakeholders in creating
wealth, jobs, and the sustainability of financially
sound enterprises
B.5 Di mana kepentingan pemangku kepentingan ✓
dilindungi oleh hukum, pemangku kepentingan
harus memiliki kesempatan untuk mendapatkan
ganti rugi yang efektif atas pelanggaran hak-
hak mereka
Where stakeholder interests are protected by
law, stakeholders should have the opportunity
to obtain effective redress for violation of their
rights
B.6 Mekanisme partisipasi karyawan harus ✓
diizinkan untuk dikembangkan
Mechanisms for employee participation should
be permitted to develop
B.7 Pihak-pihak yang terlibat termasuk karyawan ✓
individu dan badan perwakilan mereka,
harus dapat secara bebas menyampaikan
kekhawatiran mereka tentang praktik ilegal
atau tidak etis kepada Direksi dan hak-hak
mereka tidak boleh dikorbankan untuk
melakukan hal ini
Stakeholders including individual employee and
their representative bodies, should be able to
freely communicate their concerns about illegal
or unethical practices to the Board and their
rights should not be compromised for doing this
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
188 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 189
Tata Kelola Perusahaan
Corporate Governance
Kriteria Status Penjelasan (per 31 Desember 2024)
No. Criteria Status Explanation (as of December 31 2024)
C. Pengungkapan dan Transparansi
Disclosure and Transparency
C.1 Transparansi Struktur kepemilikan ✓ -
Transparent ownership structure
C.2 Kualitas Laporan Tahunan ✓ -
Quality of Annual Report
C.3 Remunerasi Anggota Dewan Komisaris dan ✓
Direksi
Remuneration of Members of the Board and
Key Executives
C.4 Pengungkapan Transaksi Pihak Berelasi ✓
Disclosure of Related-Party Transactions (RPT)
C.5 Direktur dan Komisaris yang melakukan X Mengungkapkan perdagangan saham Perusahaan yang dilakukan oleh
transaksi dengan saham Perusahaan Orang Dalam di dalam Laporan Tahunan (jika ada) atau menegaskan bila
Directors and Commissioners dealings in shares memang tidak terdapat transaksi yang dimaksud.
of the Company Disclosing the Company's share transactions conducted by insiders in the
Annual Report (if any) or confirming that no such transactions occurred.
C.6 Auditor Eksternal dan Laporan Auditor ✓
External Auditor and Auditor Report
C.7 Media Komunikasi ✓
Medium of communications
C.8 Pengarsipan/rilis laporan tahunan/keuangan X Menerbitkan Laporan Tahunan Perusahaan dalam jangka waktu 120 hari
tepat waktu sejak akhir tahun buku.
Timely filling/release of annual/financial reports Issuing the Company’s Annual Report within 120 days from the end of
the fiscal year.
C.9 Situs Web Perusahaan X Memublikasikan materi yang diberikan dalam briefing (pengarahan) kepada
Company Website analis dan media pada situs web Perusahaan.
Publishing the materials presented in briefings to analysts and the media
on the Company’s website.
C.10 Hubungan Investor ✓
Investor Relations
D. Tanggung Jawab Dewan
Responsibilities of the Board
D.1 Tugas dan Tanggung Jawab Dewan ✓
Board Duties and Responsibilities
D.2 Struktur Dewan X Menyesuaikan komposisi Komite Audit agar terdiri dari Komisaris secara
Board Structure menyeluruh dan mayoritas adalah Komisaris Independen.
Adjusting the composition of the Audit Committee to consist entirely of
Commissioners, with the majority being Independent Commissioners.
D.3 Proses-Proses Dewan ✓
Board Processes
D.4 Posisi Dewan ✓
People on the Board
D.5 Kinerja Dewan ✓
Board Performance
189
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 190
PENERAPAN ATAS PEDOMAN COMPLIANCE WITH GUIDELINE
TATA KELOLA PERUSAHAAN OF GOVERNANCE FOR PUBLIC
TERBUKA: KESESUAIAN TERHADAP COMPANIES: COMPLIANCE WITH
SEOJK NO. 32/SEOJK.04/2015 SEOJK NO. 32/SEOJK.04/2015
GMF, sebagai perusahaan terbuka, telah melaksanakan seluruh GMF, as a public company, has implemented all regulations
peraturan yang dikeluarkan OJK dan akan terus berupaya issued by OJK and will continue to strive for improvement
melakukan perbaikan untuk menciptakan nilai tambah bagi to create added value for shareholders and stakeholders. In
pemegang saham dan pemangku kepentingan. Khususnya particular, the guidelines for Public Company Governance are
terkait pedoman Tata Kelola Perusahaan Terbuka yang diatur regulated under OJK Regulation No. 21/POJK.04/2015 dated
berdasarkan Peraturan OJK No. 21/POJK.04/2015 tanggal 16 November 2015 on the Implementation of Public Company
16 November 2015 tentang Penerapan Pedoman Tata Kelola Governance Guidelines, which is elaborated in OJK Circular
Perusahaan Terbuka, yang dijabarkan dalam Surat Edaran OJK No. Letter No. 32/SEOJK.04/2015 dated 17 November 2015
32/SEOJK.04/2015 tanggal 17 November 2015 tentang Pedoman on Public Company Governance Guidelines. The guidelines,
Tata Kelola Perusahaan Terbuka. Pedoman tersebut, yang memuat which contain aspects, principles and recommendations of
aspek, prinsip dan rekomendasi tata kelola perusahaan yang good corporate governance, are useful to encourage the
baik, berguna untuk mendorong penerapan praktik GCG sesuai implementation of GCG practices in accordance with exemplary
dengan praktik internasional yang patut diteladani perusahaan international practices for listed companies. The Company is
terbuka. Perseroan wajib menerapkan pedoman tersebut, dan obliged to implement the guideline, and if it has not implemented
jika belum menerapkannya, Perseroan wajib menjelaskan alasan it, the Company is obliged to explain the reasons for not
tidak diterapkannya pedoman tersebut. Pengungkapan penerapan implementing the guideline. Disclosure of the implementation
atas rekomendasi dalam pedoman tersebut disampaikan dalam of the recommendations in the guidelines is submitted in the
laporan tahunan perusahaan terbuka. annual report of the public company.
Berdasarkan Surat Edaran OJK No. 32/SEOJK.04/2015 Based on OJK Circular Letter No. 32/SEOJK.04/2015 as a
sebagai standar penerapan GCG yang mencakup 5 (lima) standard of GCG implementation which includes 5 (five) aspects,
aspek, 8 (delapan) prinsip dan 25 (dua puluh lima) rekomendasi 8 (eight) principles and 25 (twenty-five) recommendations
penerapan aspek dan prinsip GCG. Perseroan telah memenuhi for implementing GCG aspects and principles. The Company
24 (dua puluh empat) rekomendasi. Rekomendasi ini merupakan has fulfilled 24 (twenty four) recommendations. These
standar penerapan aspek dan prinsip GCG yang harus diterapkan recommendations are the standards for the implementation
Perseroan. Adapun rekomendasi yang belum memenuhi dan of GCG aspects and principles that must be implemented by the
penerapannya di lingkup Perseroan adalah sebagai berikut: Company. The recommendations that have not been fulfilled
and their implementation within the scope of the Company
are as follows:
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
I. Hubungan Perusahaan Terbuka dengan Pemegang Saham dalam Menjamin Hak-Hak Pemegang Saham
Public Company’s relations with its Shareholders in ensuring their Rights
Prinsip 1 | Principle 1
Meningkatkan Nilai Penyelenggaraan RUPS
Increasing the Value of GMS
1.1 Perusahaan Terbuka memiliki cara atau prosedur teknis - -
pengumpulan suara (voting) baik secara terbuka maupun
tertutup yang mengedepankan independensi dan
kepentingan Pemegang Saham.
The Public Company establishes clear open or closed voting
methods or procedures that uphold the independence aspect
and prioritize the interests of shareholders.
1.2 Seluruh anggota Direksi dan anggota Dewan Komisaris - -
Perusahaan Terbuka hadir dalam Rapat Umum Pemegang
Saham (RUPS) Tahunan.
All members of the Board of Directors and the Board of
Commissioners of the Public Company attend the Annual
General Meeting of Shareholders (Annual GMS).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
190 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 191
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.3 Ringkasan berita acara RUPS tersedia dalam situs web - -
Perusahaan Terbuka paling sedikit selama 1 (satu) tahun.
Minutes of GMS is made available on the Public Company’s
website for at least one (1) year.
Prinsip 2 | Principle 2
Meningkatkan Kualitas Komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor.
Improving the Quality of Public Company’s Communications with Shareholders or investors.
2.1 Perusahaan Terbuka harus memiliki suatu kebijakan - -
komunikasi terbuka dengan Pemegang Saham atau investor.
The Public Company establishes an open communication
policy with shareholders or investors.
2.2 Perusahaan Terbuka mengungkapkan kebijakan komunikasi - -
Perusahaan Terbuka dengan Pemegang Saham atau investor
dalam situs web.
The Public Company discloses its web-based communication
policy with shareholders or investors.
II. Fungsi dan Peran Dewan Komisaris
Functions and Roles of the Board of Commissioners
Prinsip 3 | Principle 3
Memperkuat Keanggotaan dan Komposisi Dewan Komisaris
Strengthening the membership and composition of the Board of Commissioners
3.1 Penentuan jumlah anggota Dewan Komisaris - -
mempertimbangkan kondisi Perusahaan Terbuka.
Total members of the Board of Commissioners is determined
based on the Public Company’s condition.
3.2 Penentuan komposisi anggota Dewan Komisaris - -
memperhatikan keberagaman latar belakang berdasarkan
keahlian, pengetahuan, dan pengalaman yang dibutuhkan.
The composition of the Board of Commissioners takes into
consideration the diverse backgrounds of its members
while ensuring that they possess the necessary knowledge,
expertise and experience to effectively discharge their
duties.
Prinsip 4 | Principle 4
Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris
Improving the Quality of the Board of Commissioners’ Execution of Duties and Responsibilities
4.1 Dewan Komisaris mempunyai kebijakan penilaian sendiri - -
(self-assessment) untuk menilai kinerja Dewan Komisaris.
The Board of Commissioners has their Self-Assessment
policy to evaluate their performance.
4.2 Kebijakan penilaian sendiri (self-assessment) untuk menilai - -
kinerja Dewan Komisaris diungkapkan melalui Laporan
Tahunan Perusahaan Terbuka.
The Board of Commissioners’ Self-Assessment Policy is
disclosed in the Public Company’s Annual Report.
4.3 Dewan Komisaris mempunyai kebijakan terkait pengunduran - -
diri anggota Dewan Komisaris apabila terlibat dalam
kejahatan keuangan.
The Board of Commissioners has a policy requiring them to
step down from their position(s) upon any evidence of their
involvement in financial crimes.
191
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 192
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
4.4 Dewan Komisaris atau Komite yang menjalankan fungsi Menyusun kriteria Fungsi Nominasi dan Remunerasi dijalankan
nominasi dan remunerasi harus menyusun kebijakan suksesi yang dibutuhkan dalam oleh Komite Nominasi dan Remunerasi. Salah
dalam proses nominasi anggota Direksi. proses nominasi calon satu tugas Komite Nominasi dan Remunerasi
The Board of Commissioners or the Committee in charge Anggota Direksi oleh yang tercantum dalam Piagam Komite
of nomination and remuneration functions establishes a Komite Nominasi Nominasi dan Remunerasi yang ditetapkan
succession policy to nominate members of the Board of & Remunerasi, dan tanggal 2 Agustus 2023.
Directors. menyampaikannya
kepada Dewan Dalam Piagam Komite Nominasi dan
Komisaris sebagai bahan Remunerasi Angka 5 Huruf b terkait fungsi
pertimbangan RUPS nominasi huruf I, menyatakan tugas dan
untuk mengangkat fungsi Komite Nominasi dan Remunerasi
Anggota Direksi. yaitu memberikan rekomendasi kepada Dewan
Developing the Komisaris mengenai komposisi jabatan anggota
criteria required in the Direksi dan/atau anggota Dewan Komisaris,
nomination process kebijakan dan kriteria yang dibutuhkan dalam
for candidates for the proses nominasi dan kebijakan evaluasi kinerja
Board of Directors bagi anggota Direksi dan/atau anggota Dewan
by the Nomination Komisaris.
& Remuneration
Committee, and Komite Nominasi dan Remunerasi belum
presenting it to the memiliki kriteria yang dibutuhkan dalam proses
Board of Commissioners nominasi calon anggota Direksi sesuai dengan
as consideration for the tugasnya yang tercantum dalam Piagam Komite
AGMS to appoint Board Nominasi dan Remunerasi.
of Directors members. The Nomination and Remuneration
function is carried out by the Nomination
and Remuneration Committee. One of the
tasks of the Nomination and Remuneration
Committee is outlined in the Nomination and
Remuneration Committee Charter established
on August 2, 2023.
In the Nomination and Remuneration
Committee Charter, Section 5, Letter b,
regarding the nomination function, Letter
I, it states that the task and function of the
Nomination and Remuneration Committee
is to provide recommendations to the Board
of Commissioners regarding the composition
of positions for members of the Board of
Directors and/or Board of Commissioners,
policies and criteria required in the nomination
process, and performance evaluation policies
for members of the Board of Directors and/or
Board of Commissioners.
The Nomination and Remuneration Committee
has yet to establish the criteria required in
the nomination process for candidates for
the Board of Directors, as stated in its duties
outlined in the Nomination and Remuneration
Committee Charter.
III. Fungsi dan Peran Direksi
Board of Directors’ Functions and Roles
Prinsip 5 | Principle 5
Memperkuat Keanggotaan dan Komposisi Direksi
Strengthening the membership and composition of the Board of Directors
5.1 Penentuan jumlah anggota Direksi ditetapkan setelah - -
mempertimbangkan kondisi Perusahaan Terbuka serta
efektivitas dalam pengambilan keputusan.
Total members of the Board of Directors is determined after
duly considering their effectiveness in decision-making as
well as the Public Company’s condition.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
192 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 193
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
5.2 Penentuan komposisi anggota Direksi memperhatikan, - -
keberagaman latar belakang yang berdasarkan keahlian,
pengetahuan, dan pengalaman yang dibutuhkan dalam
tugasnya.
The composition of the Board of Directors takes into
consideration diverse backgrounds of its members while
ensuring that they possess the necessary knowledge,
expertise and experience to effectively discharge their
duties.
5.3 Anggota Direksi yang membawahi bidang akuntansi atau - -
keuangan harus memiliki keahlian dan/atau pengetahuan
di bidang akuntansi.
The members of the Board of Directors overseeing
accounting or finance have the expertise and knowledge
in the field of accounting.
Prinsip 6 | Principle 6
Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Direksi
Improving the Quality of the Board of Directors’ Execution of Duties and Responsibilities
6.1 Direksi mempunyai kebijakan penilaian sendiri (self- - -
assessment) untuk menilai kinerja Direksi.
The Board of Directors has their self-assessment policy to
evaluate their performance.
6.2 Kebijakan penilaian sendiri (self-assessment) untuk menilai - -
kinerja Direksi dan diungkapkan melalui laporan tahunan
Perusahaan Terbuka.
The evaluation of the Board of Directors’ performance
based on their Self-Assessment Policy is made a policy and
disclosed in the Public Company’s Annual Report.
6.3 Direksi harus mempunyai kebijakan terkait pengunduran diri - -
anggota Direksi apabila terlibat dalam kejahatan keuangan.
The Board of Directors has a policy requiring them to step
down from their position(s) upon any evidence of their
involvement in financial crimes.
IV. Keterlibatan Pemangku Kepentingan
Stakeholder Engagement
Prinsip 7 | Principle 7
Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan
Strengthening the Corporate Governance Aspects through Stakeholder Participation
7.1 Perusahaan Terbuka memiliki kebijakan untuk mencegah - -
terjadinya insider trading.
The Public Company has a policy to prevent insider trading.
7.2 Perusahaan Terbuka memiliki kebijakan anti korupsi dan - -
anti fraud.
The Public Company has an anti-corruption and anti-fraud
policy.
7.3 Perusahaan Terbuka harus sudah menetapkan kebijakan - -
tentang pemilahan pemasok atau vendor untuk peningkatan
kemampuan Perseroan.
The Public Company has established a policy for the selection
of suppliers or vendors to improve the Company’s sourcing
capabilities.
7.4 Perusahaan Publik harus memiliki ketentuan tentang - -
pemenuhan hak-hak kreditur.
Public Company has a provision on the fulfillment of
creditor’s rights.
7.5 Perusahaan Terbuka memiliki kebijakan sistem - -
whistleblowing.
The Public Company has a whistleblowing system policy.
193
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 194
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
7.6 Perusahaan Terbuka memiliki kebijakan pemberian insentif - -
jangka panjang kepada Direksi dan karyawan.
The Public Company has a policy on long-term incentives
for the Board of Directors and the employees.
V. Keterbukaan Informasi
Disclosure of Information
Prinsip 8 | Principle 8
Meningkatkan Pelaksanaan Keterbukaan Informasi
Improving Information Disclosure
8.1 Perusahaan Terbuka memanfaatkan penggunaan teknologi - -
informasi secara lebih luas selain situs web sebagai media
keterbukaan informasi.
The Public Company, other than on its website, makes
a broader use of information technology to disclose
information.
8.2 Laporan Tahunan Perusahaan Terbuka mengungkapkan - -
pemilik manfaat akhir dalam kepemilikan saham Perusahaan
Terbuka paling sedikit 5% (lima persen), selain pengungkapan
pemilik manfaat akhir dalam kepemilikan saham Perusahaan
Terbuka melalui Pemegang Saham utama dan pengendali.
The Public Company’s Annual Report contains disclosures
on shareholders holding at least 5% (five percent) ownership
in the Company in addition to its main or controlling
shareholder.
PENERAPAN ATAS PEDOMAN COMPLIANCE WITH GUIDELINE
GOVERNANSI KORPORAT OF CORPORATE GOVERNANCE
Komite Nasional Kebijakan Governansi (KNKG) telah The National Committee for Governance Policy (KNKG) has
memutakhirkan Pedoman Umum Governansi Korporat updated the General Guidelines for Indonesian Corporate
Indonesia (PUGKI). Selaras dengan komitmen GMF untuk Governance (PUGKI). In line with GMF's commitment to
mewujudkan 4 (empat) pilar governansi korporat yaitu perilaku realizing the 4 (four) pillars of corporate governance, namely
beretika, akuntabilitas, transparansi, dan keberlanjutan, maka ethical behavior, accountability, transparency, and sustainability,
GMF juga berupaya menjalankan 8 (delapan) prinsip governansi GMF also strives to implement the 8 (eight) principles of
korporat, antara lain sebagai berikut: corporate governance, including the following:
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
194 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 195
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
I Peran dan Tanggung Jawab Direksi dan Dewan Komisaris
Roles and Responsibilities of the Board of Directors and Commissioners
I.I Peran dan Tanggung Jawab Direksi
Roles and Responsibilities of the Board of Directors
1.1.1 Untuk mencapai penciptaan nilai yang - -
berkelanjutan, Direksi menjalankan peran
kepemimpinannya dan berupaya mencapai
hasil governansi sebagai berikut: berdaya
saing dan berfokus ke kinerja jangka
panjang;
beretika dan bertanggung jawab dalam
menjalankan bisnis;
berkontribusi positif terhadap masyarakat
dan lingkungan; serta
berkemampuan dalam bertahan dan
bertumbuh (corporate resilience).
To achieve sustainable value creation, the
Board of Directors carries out its leadership
role and seeks to achieve the following
governance outcomes:
to be competitive and focused on long-term
performance;
to be ethical and responsible in conducting
business;
to have positive contributions to the
community and the environment; as well as
to be able to survive and grow (corporate
resilience)
1.1.2 Direksi harus memastikan bahwa misi, - -
visi, tujuan, sasaran, strategi, dan rencana
tahunan dan jangka menengah korporasi
konsisten dengan tujuan jangka panjang,
dengan memanfaatkan inovasi dan
teknologi secara efektif.
The Board of Directors must ensure that the
corporate mission, vision, goals, objectives,
strategies, as well as annual and mid-term
plans are consistent with long-term goals,
by effectively utilizing innovation and
technology.
1.1.3 Direksi memastikan bahwa korporasi - -
menerapkan manajemen risiko dan
sistem pengendalian internal yang tepat
dan efektif yang selaras dengan visi, misi,
tujuan, sasaran, dan strategi korporasi serta
mematuhi peraturan perundang-undangan
dan standar yang berlaku.
The Board of Directors ensures that the
corporation implements an appropriate
and effective risk management and internal
control system that is aligned with the
corporate vision, mission, goals, objectives
and strategies, as well as complying with
applicable laws and regulations and
standards.
1.1.4 Direksi memastikan integritas akuntansi - -
dan sistem pelaporan keuangan korporasi
dan pengungkapan yang tepat waktu dan
akurat atas semua informasi material
mengenai korporasi.
The Board of Directors ensures that the
integrity of the corporate accounting and
financial reporting system and the timely
and accurate disclosure of all material
information about the corporation.
195
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 196
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.1.5 Direksi memastikan pelaporan - -
keberlanjutan telah disusun sebagaimana
mestinya.
The Board of Directors ensures that
sustainability reporting has been prepared
properly.
1.1.6 Direksi membangun kerangka kerja - -
untuk governansi teknologi informasi (TI)
korporasi yang selaras dengan kebutuhan
dan prioritas bisnis korporasi, mendorong
peluang dan kinerja bisnis, memperkuat
manajemen risiko, serta mendukung tujuan
dan strategi korporasi.
The Board of Directors builds a framework
for corporate information technology (IT)
governance that is aligned with corporate
business needs and priorities, encourages
business opportunities and performance,
strengthens risk management, and supports
corporate goals and strategies.
1.1.7 Bagi korporasi yang menjalankan kegiatan - -
usaha berdasarkan prinsip Syariah, Direksi
perlu memastikan kewenangan dan
ketersediaan perangkat pendukung yang
memadai agar Dewan Pengawas Syariah
dapat menjalankan perannya dengan efektif.
For corporations that carry out business
activities based on Sharia principles, the
Board of Directors needs to ensure the
authority and availability of adequate
supporting equipment so that the Sharia
Supervisory Board can carry out its role
effectively.
1.1.8 Piagam Direksi secara periodik ditinjau. - -
Piagam mencakup antara lain pembagian
peran Direktur secara individual dapat
diatur di Piagam Direksi atau dengan surat
keputusan Direksi.
The Board of Directors' Charter is
periodically reviewed. The Charter includes,
among other things, the division of roles of
individual Directors which can be regulated
in the Directors' Charter or by a Directors'
Decree.
1.1.9 Direksi mempunyai kebijakan terkait - -
pengunduran diri anggota Direksi apabila
terlibat dalam kejahatan keuangan dan
terbukti melakukan kesalahan.
The Board of Directors has a policy
regarding the resignation of members of
the Board of Directors if they are involved
in financial crimes and are proven to have
made a mistake.
1.2 Penilaian Kinerja – Direksi dan Anggotanya
Performance Assessment – Board of Directors and its Members
1.2.1 Dewan Komisaris melakukan evaluasi - -
formal tahunan secara obyektif dan
independen untuk menentukan efektivitas
Direksi dan setiap individu direktur.
The Board of Commissioners conducts
annual formal evaluations objectively
and independently to determine the
effectiveness of the Board of Directors
and each individual director.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
196 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 197
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.2.2 Dewan Komisaris dengan pertimbangan Menyampaikan hasil telaah Komite Belum terdapat penyampaian hasil telaah
Komite Nominasi dan Remunerasi, Nominasi & Remunerasi (KNR) atas tersebut kepada Direktur Utama. Hasil
bertanggung jawab menentukan kriteria pencapaian kinerja Direksi kepada evaluasi secara umum disampaikan kepada
evaluasi kinerja dan menilai kinerja Direktur Direktur Utama. Direksi dalam Annual Report dan paparan
Utama dan anggota Direksi lainnya. Submitting the results of the Nomination Dewan Komisaris pada saat RUPS Tahunan.
The Board of Commissioners, with the & Remuneration Committee (NRC) Evaluasi kinerja
consideration of the Nomination and review of the Board of Directors' yang disusun KNR disampaikan kepada
Remuneration Committee, is responsible performance to the President Director. Pemegang Saham Mayoritas sebagai bahan
for determining performance evaluation evaluasi.
criteria and assessing the performance of
the President Director and other members Untuk evaluasi atas pencapaian hasil KPI
of the Board of Directors. Direksi Tahunan Tahun 2024 masih dalam
proses.
Evaluasi pencapaian kinerja Direksi juga
dilakukan oleh Dewan Komisaris melalui Rapat
Dewan Komisaris dan Direksi salah satunya
Rapat Dewan Komisaris dan Direksi tanggal
19 Agustus 2024 dengan agenda Kinerja
GMF YTD Juni 2024. Dalam rapat tersebut,
Dewan Komisaris memberikan arahan agar
pengembangan kapabilitas untuk mendukung
pesawat-pesawat baru dikaji dan harus jadi
perhatian. Selain itu Direksi agar berfokus
pada ekselerasi pengembangan manpower
untuk menggantikan manpower yang pensiun
atau resign. Untuk evaluasi kinerja Direksi
tahunan baik secara kolegial maupun individual
dilakukan oleh Pemegang Saham melalui RUPS
Tahunan Tahun Buku 2023 yang dilaksanakan
pada tanggal 28 Juni 2024.
The results of the review have not yet been
communicated to the President Director. The
general evaluation results are presented to
the Board of Directors in the Annual Report
and during the Board of Commissioners'
presentation at the Annual AGMS. The
performance evaluation prepared by the
Nomination & Remuneration Committee (NRC)
is submitted to the Majority Shareholders as
part of the evaluation material.
The evaluation of the Board of Directors'
Annual KPI achievements for 2024 is still in
progress.
The Board of Commissioners also conducts
a performance evaluation of the Board of
Directors through meetings between the
Board of Commissioners and the Board of
Directors, including the meeting on August 19,
2024, with the agenda of GMF's performance
YTD June 2024. In this meeting, the Board
of Commissioners provided guidance for
evaluating the development of capabilities
to support new aircraft, which should be
considered a priority. Additionally, the Board
of Directors is advised to focus on accelerating
the development of manpower to replace those
retiring or resigning. The annual performance
evaluation of the Board of Directors, both
collectively and individually, is conducted by
the Shareholders through the Annual GMS for
the 2023 Fiscal Year, held on June 28, 2024.
197
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 198
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.3 Peran dan Tanggung Jawab Dewan Komisaris
Roles and Responsibilities of the Board of Commissioners
1.3.1 Dewan Komisaris mereviu strategi korporasi - -
paling tidak setiap tahun dan menyetujui misi,
visi dan strategi korporasi yang dirumuskan
oleh Direksi. Dewan Komisaris juga mereviu,
memberikan saran dan menyetujui rencana
bisnis dan rencana keuangan jangka panjang
dan rencana keuangan jangka pendek
korporasi. Dewan Komisaris memberikan
advis dan melakukan pemantauan kepada
Direksi atas pengelolaan implementasinya.
Direksi dan Dewan Komisaris terlibat
dalam keputusan yang sangat penting bagi
korporasi, diatur dalam anggaran dasar
korporasi.
The Board of Commissioners reviews the
corporate strategy at least annually and
approves the mission, vision and corporate
strategy formulated by the Board of
Directors. The Board of Commissioners
also reviews, provides advice and approves
business plans and long-term financial
plans and short-term financial plans of the
corporation. The Board of Commissioners
provides advice and monitors the Board
of Directors regarding implementation
management. The Board of Directors and
Board of Commissioners are involved in very
important decisions for the corporation,
regulated in the corporation's articles of
association.
1.3.2 Jenis keputusan yang memerlukan - -
persetujuan Dewan Komisaris harus
diungkapkan dalam laporan tahunan.
The types of decisions that require approval
from the Board of Commissioners must be
disclosed in the annual report.
1.3.3 Dengan memperhatikan rekomendasi - -
Komite Nominasi dan Remunerasi, Dewan
Komisaris mengusulkan kepada, dan untuk
diputuskan oleh, RUPS pengangkatan
d a n /a t a u p e m b e r h e n t i a n a n g g o t a
Direksi dan anggota Dewan Komisaris.
Dalam mengusulkan hal di atas, Dewan
Komisaris memperhatikan keberagaman,
unsur nondiskriminatif dan memberikan
kesempatan yang sama tanpa membedakan
suku, agama, ras, antar golongan dan jender.
Dewan Komisaris memastikan proses
pencalonan dan pemilihan anggota Direksi
dan anggota Dewan Komisaris adalah formal
dan transparan.
By taking into account the recommendations
of the Nomination and Remuneration
Committee, the Board of Commissioners
proposes to, and is decided by, the GMS the
appointment and/or dismissal of members
of the Board of Directors and members of
the Board of Commissioners. In proposing
the above, the Board of Commissioners pays
attention to diversity, non-discriminatory
elements and provides equal opportunities
without distinction between ethnicity,
religion, race, group and gender. The Board of
Commissioners ensures that the nomination
and election process for members of the
Board of Directors and members of the Board
of Commissioners is formal and transparent.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
198 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 199
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.3.4 Dewan Komisaris atau Komite yang Menyusun kriteria yang dibutuhkan Dewan Komisaris telah membentuk
menjalankan fungsi nominasi menyusun dalam proses nominasi calon Anggota Komite Nominasi dan Remunerasi yang
kebijakan suksesi dalam proses nominasi Direksi oleh Komite Nominasi & menjalankan fungsi nominasi. Salah satu
anggota Direksi. Setiap tahun Dewan Remunerasi, dan menyampaikannya tugas Komite Nominasi dan Remunerasi yang
Komisaris meninjau pelaporan pelaksanaan kepada Dewan Komisaris sebagai bahan tercantum dalam Piagam Komite Nominasi
rencana pengembangan dan suksesi yang pertimbangan RUPS untuk mengangkat dan Remunerasi yang ditetapkan tanggal 2
disampaikan Direktur Utama. Anggota Direksi. Agustus 2023 Angka 5 huruf b tugas dan
The Board of Commissioners or the Developing the criteria required in tanggung jawab poin 1.a Fungsi Nominasi
Committee that carries out the nomination the nomination process for candidates yaitu memberikan rekomendasi kepada Dewan
function prepares a succession policy in for the Board of Directors by the Komisaris mengenai komposisi jabatan anggota
the nomination process for members of Nomination & Remuneration Committee, Direksi dan/atau anggota Dewan Komisaris,
the Board of Directors. Every year the and submitting them to the Board of kebijakan dan kriteria yang dibutuhkan dalam
Board of Commissioners reviews reports Commissioners as consideration for the proses nominasi dan kebijakan evaluasi kinerja
on the implementation of development and AGMS in appointing members of the bagi anggota Direksi dan/atau anggota Dewan
succession plans submitted by the President Board of Directors. Komisaris
Director.
Namun Komite Nominasi dan Remunerasi
belum memiliki kriteria yang dibutuhkan
dalam proses nominasi calon anggota Direksi
sesuai dengan tugasnya yang tercantum dalam
Piagam Komite Nominasi dan Remunerasi
Pada tahun 2024, tidak terdapat pengangkatan
anggota Direksi baru.
The Board of Commissioners has established a
Nomination and Remuneration Committee that
carries out the nomination function. One of the
duties of the Nomination and Remuneration
Committee, as stated in the Nomination and
Remuneration Committee Charter dated
August 2, 2023, Section 5, Letter b, Duties
and Responsibilities, point 1.a Nomination
Function, is to provide recommendations
to the Board of Commissioners regarding
the composition of positions of members of
the Board of Directors and/or the Board of
Commissioners, policies and criteria required
in the nomination process, and performance
evaluation policies for members of the Board of
Directors and/or the Board of Commissioners.
However, the Nomination and Remuneration
Committee has not yet established the
criteria required in the nomination process
for candidates for the Board of Directors in
accordance with its duties as outlined in the
Nomination and Remuneration Committee
Charter.
In 2024, there were no new appointments to
the Board of Directors.
199
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 200
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.3.5 Dewan Komisaris a). mengajukan kepada - -
RUPS, yang dapat didahului oleh usulan
dari Komite yang menjalankan fungsi
remunerasi, besaran remunerasi anggota
Direksi dan anggota Dewan Komisaris yang
selaras dengan pengembangan korporasi
yang berkelanjutan dan kepentingan jangka
panjang korporasi dan pemegang saham; b).
secara berkala mereviu sistem remunerasi
Direksi dan Dewan Komisaris.
Board of Commissioners a). submit to
the GMS, which may be preceded by a
proposal from the Committee carrying out
the remuneration function, the amount of
remuneration for members of the Board
of Directors and members of the Board
of Commissioners that is in line with
sustainable corporate development and
the long-term interests of the corporation
and shareholders; b). periodically review
the remuneration system for the Board of
Directors and Board of Commissioners.
1.3.6 Dewan Komisaris mengawasi efektivitas - -
kebijakan governansi korporat dan
implementasinya serta mengusulkan
perubahan jika diperlukan.
The Board of Commissioners monitors
the effectiveness of corporate governance
policies and their implementation and
proposes changes if necessary.
1.3.7 Dewan Komisaris memantau dan - -
mengarahkan agar korporasi menerapkan
manajemen risiko dan sistem pengendalian
internal yang tepat dan efektif yang selaras
dengan tujuan, sasaran, dan strategi
korporasi serta mematuhi peraturan
perundang-undangan, kode perilaku dan
standar yang berlaku.
The Board of Commissioners monitors
and directs the corporation to implement
appropriate and effective risk management
and internal control systems that are in
line with corporate goals, objectives and
strategies and comply with applicable
laws and regulations, codes of conduct
and standards.
1.3.8 Dewan Komisaris mengawasi dan - -
mengarahkan agar tercapai integritas
akuntansi dan sistem pelaporan keuangan
korporat, serta independensi fungsi audit
internal dan eksternal.
The Board of Commissioners supervises
and directs the achievement of the
integrity of the corporate accounting and
financial reporting system, as well as the
independence of the internal and external
audit functions.
1.3.9 Dewan Komisaris memantau, mereviu dan - -
menyetujui laporan tahunan dan laporan
keberlanjutan Korporasi serta memastikan
integritasnya, serta mengawasi proses
pengungkapan dan pengkomunikasian
korporasi.
The Board of Commissioners monitors,
reviews and approves the Corporation's
annual reports and sustainability reports
and ensures their integrity, as well as
oversees the corporate disclosure and
communication process.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
200 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 201
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.3.10 Piagam Dewan Komisaris secara periodik Menyelaraskan pengaturan jangka Melakukan pemutakhiran Pedoman Dewan
ditinjau. waktu penyampaian bahan rapat yang Komisaris.
The Board of Commissioners Charter is tercantum dalam Pedoman Dewan
periodically reviewed. Komisaris
1.3.11 Dewan Komisaris mempunyai kebijakan - -
terkait pengunduran diri anggota Dewan
Komisaris apabila terlibat dalam kejahatan
keuangan dan terbukti melakukan
kesalahan.
The Board of Commissioners has a policy
regarding the resignation of members of the
Board of Commissioners if they are involved
in financial crimes and are proven to have
made a mistake.
1.3.12 Komisaris independen sangat diharapkan - -
untuk dapat berkontribusi dalam diskusi
yang jujur, obyektif, aktif dan konstruktif
pada rapat Dewan Komisaris.
Independent commissioners are highly
expected to be able to contribute to
honest, objective, active and constructive
discussions at Board of Commissioners
meetings.
1.3.13 Komisaris Utama berperan sebagai - -
koordinator Dewan Komisaris dan
memastikan efektivitasnya. Komisaris
Utama mendorong budaya keterbukaan
dan dialog konstruktif yang memungkinkan
berbagai pandangan diungkapkan, termasuk
mengkoordinasi penetapan agenda rapat
dewan yang tepat dan memastikan waktu
yang cukup tersedia untuk mendiskusikan
semua agenda. Selain itu, juga harus ada
kesempatan bagi Dewan Komisaris untuk
bertemu dengan jajaran Direksi dan
manajemen senior.
The President Commissioner acts as
coordinator of the Board of Commissioners
and ensures its effectiveness. The President
Commissioner encourages a culture of
openness and constructive dialogue that
allows a variety of views to be expressed,
including coordinating the setting of
appropriate board meeting agendas and
ensuring sufficient time is available to
discuss all agenda items. Apart from that,
there must also be an opportunity for the
Board of Commissioners to meet with the
Board of Directors and senior management.
1.4 Pembentukan Komite
Committee Establishment
1.4.1 Korporasi memiliki komite-komite di - -
bawah Dewan Komisaris sekurang-
kurangnya terdiri dari: Komite Audit,
Komite Nominasi dan Remunerasi dan
Komite Pemantau Manajemen Risiko.The
Corporation has committees under the
Board of Commissioners consisting of
at least: Audit Committee, Nomination
and Remuneration Committee and Risk
Management Monitoring Committee.
201
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 202
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.4.2 Dewan Komisaris memastikan bahwa - -
anggota Komite Audit seluruhnya
independen dan komite lain yang dibentuk
Dewan Komisaris adalah mayoritas dari
pihak independen, serta semua anggota
komite memiliki kompetensi, berkomitmen,
serta memiliki wewenang yang memadai
untuk menjalankan perannya secara efektif
dan independen.
The Board of Commissioners ensures
that all members of the Audit Committee
are independent and that the majority of
other committees formed by the Board of
Commissioners are independent, and that
all committee members are competent,
committed and have sufficient authority
to carry out their roles effectively and
independently.
1.4.3 Untuk memastikan pemantauan atas - -
pelaksanaan tugas Komite Audit berjalan
obyektif dan independen, Komisaris Utama
tidak boleh menjadi ketua Komite Audit,
kecuali dalam keadaan luar biasa yang harus
dijelaskan dalam laporan tahunan.
To ensure that monitoring of the
implementation of the Audit Committee's
duties is objective and independent, the
President Commissioner may not be
chairman of the Audit Committee, except
in extraordinary circumstances which must
be explained in the annual report.
1.5 Penilaian Kinerja – Dewan Komisaris dan Anggotanya
Performance Assessment – Board of Commissioners and its Members
1.5.1 Dewan Komisaris melakukan evaluasi • Menyusun kebijakan penilaian Dewan Komisaris belum memiliki kebijakan
formal tahunan secara obyektif untuk sendiri didasarkan pada tolak ukur penilaian lainnya didasarkan pada tolak ukur
menentukan efektivitas Dewan, komitenya, atau kriteria penilaian yang spesifik, atau kriteria penilaian yang spesifik, terukur,
dan setiap individu komisaris. terukur, dapat dicapai, dan relevan dapat dicapai, dan relevan serta sesuai dengan
The Board of Commissioners conducts serta sesuai dengan yang ditetapkan yang ditetapkan Dewan Komisaris.
an annual formal evaluation objectively Dewan Komisaris.
to determine the effectiveness of the • M e m p e r t i m b a n g k a n u n t u k Perpanjangan masa jabatan komisaris didasarkan
Board, its committees and each individual menggunakan konsultan eksternal pada hasil evaluasi kinerja yang memuaskan
commissioner. secara berkala paling tidak sekali dalam atas kontribusi setiap anggota Dewan Komisaris
masa jabatan, untuk memfasilitasi yang telah tercantum dalam Annual Report dan
evaluasi kinerja Dewan Komisaris dipaparkan dalam RUPS Tahunan.
yang objektif dan jujur.
• Formulating a self-assessment Dewan Komisaris belum melibatkan konsultan
policy based on specific, measurable, eksternal independen untuk memfasilitasi evaluasi
achievable, and relevant benchmarks kinerja Dewan Komisaris yang objektif dan jujur.
or evaluation criteria in accordance The Board of Commissioners has not yet
with those established by the Board established an evaluation policy based on
of Commissioners. specific, measurable, achievable, and relevant
• Considering the use of an external benchmarks or criteria in accordance with
consultant periodically, at least those set by the Board of Commissioners.
once during the term of office, to
facilitate an objective and honest The extension of the commissioners’ term of
performance evaluation of the Board office is based on a satisfactory performance
of Commissioners. evaluation of each member’s contribution, as
stated in the Annual Report and presented at
the Annual GMS.
The Board of Commissioners has not yet
engaged an independent external consultant to
facilitate an objective and honest performance
evaluation of the Board of Commissioners.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
202 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 203
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.6 Benturan Kepentingan
Conflift of Interest
1.6.1 Anggota Direksi yang mempunyai - -
rangkap jabatan di luar korporasi, harus
mendapatkan persetujuan dari Dewan
Komisaris. Seorang Komisaris memberi
tahu Dewan Komisaris dan ketua komite
yang menjalankan fungsi nominasi, sebelum
menerima penunjukan baru sebagai
direktur atau komisaris dari korporasi
terbuka, jabatan direktur lainnya atau
posisi lain dengan komitmen waktu yang
signifikan.
Members of the Board of Directors who
hold concurrent positions outside the
corporation must obtain approval from the
Board of Commissioners. A Commissioner
notifies the Board of Commissioners and
the chair of the committee performing the
nominating function, before accepting a new
appointment as director or commissioner
of a publicly traded corporation, other
directorship or other position with a
significant time commitment.
1.6.2 Dewan Komisaris memantau dan - -
mengelola potensi benturan kepentingan
manajemen, anggota Direksi, Dewan
Komisaris dan pemegang saham, termasuk
penyalahgunaan aset korporasi dan
penyalahgunaan dalam transaksi pihak
berelasi. Komisaris yang memiliki benturan
kepentingan tidak turut serta dalam
pemantauan dan pengambilan keputusan
atas potensi benturan kepentingan yang
melibatkan Komisaris atau afiliasi Komisaris
yang bersangkutan.
The Board of Commissioners monitors and
manages potential conflicts of interest of
management, members of the Board
of Directors, Board of Commissioners
and shareholders, including misuse of
corporate assets and misuse in related party
transactions. Commissioners who have a
conflict of interest do not participate in
monitoring and making decisions regarding
potential conflicts of interest involving
the Commissioner or affiliates of the
Commissioner concerned.
203
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 204
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
1.7 Peningkatan Kompetensi Anggota Direksi dan Dewan Komisaris
Competency Improvement of Members of the Board of Directors and Board of Commissioners
1.7.1 Dewan Komisaris memastikan bahwa - -
anggota Direksi dan Dewan Komisaris
memahami peran dan tanggung jawab
mereka, karakteristik dan operasi korporasi,
peraturan perundang-undangan dan
standar yang relevan serta kewajiban
lain yang berlaku. Direksi melalui
sekretaris korporasi mendukung semua
anggota Direksi dan Dewan Komisaris
dalam memperbarui dan menyegarkan
keterampilan dan pengetahuan mereka
yang diperlukan untuk menjalankan peran
mereka di Dewan.
The Board of Commissioners ensures that
members of the Board of Directors and
Board of Commissioners understand their
roles and responsibilities, characteristics
and operations of the corporation, relevant
laws and regulations and standards as well
as other applicable obligations. The Board of
Directors through the corporate secretary
supports all members of the Board of
Directors and Board of Commissioners
in updating and refreshing their skills and
knowledge necessary to carry out their
roles on the Board.
II Komposisi dan Remunerasi Direksi dan Dewan Komisaris
Composition and Remuneration of the Board of Directors and Board of Commissioners
2.1 Komposisi Direksi
Composition of the Board of Directors
2.1.1 Dalam menentukan kandidat calon - -
direktur, Dewan Komisaris melalui Komite
Nominasi dan Remunerasi tidak hanya
mengandalkan rekomendasi dari Dewan
Komisaris, manajemen atau pemegang
saham mayoritas. Dewan Komisaris melalui
Komite Nominasi dan Remunerasi dapat
menggunakan sumber independen untuk
menentukan kandidat yang memenuhi
syarat.
In determining prospective director
candidates, the Board of Commissioners
through the Nomination and Remuneration
Committee does not only rely on
recommendations from the Board of
Commissioners, management or majority
shareholders. The Board of Commissioners
through the Nomination and Remuneration
Committee can use independent sources
to determine candidates who meet the
requirements.
2.1.2 Dewan Komisaris memastikan bahwa Memastikan anggota Direksi yang Mendaftarkan Anggota Direksi yang
kriteria dalam menyeleksi anggota Direksi membawahi bidang akuntansi atau membawahi bidang akuntansi atau keuangan
mencakup paling tidak pengetahuan, keuangan memiliki sertifikasi profesi untuk mengikuti sertifikasi keahlian di bidang
kemampuan, dan keahlian yang dibutuhkan dalam bidang akuntansi dan menjadi akuntansi.
untuk memenuhi secara tepat peran Direksi anggota Ikatan Akuntan Indonesia. Registering the member of the Board of
serta memperhatikan terpenuhinya Ensuring that members of the Board Directors responsible for accounting or finance
keberagaman Direksi. of Directors overseeing accounting or to participate in a professional certification
The Board of Commissioners ensures that finance hold professional certification program in the field of accounting.
the criteria for selecting members of the in accounting and are members of the
Board of Directors include at least the Indonesian Institute of Accountants.
knowledge, abilities and skills required to
appropriately fulfill the role of the Board
of Directors and pay attention to the
fulfillment of the diversity of the Board of
Directors.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
204 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 205
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
2.1.3 Kebijakan korporasi tentang keberagaman - -
pada, Direksi dan Dewan Komisaris
diungkapkan dalam Laporan Tahunan.
Corporate policies regarding diversity
among the Board of Directors and Board
of Commissioners are disclosed in the
Annual Report.
2.1.4 Dewan Komisaris memastikan bahwa 1. Mempertimbangkan untuk 1. Memastikan bahwa kebijakan dan
kebijakan dan prosedur untuk seleksi mengungkapkan informasi tentang prosedur untuk seleksi dan nominasi
dan nominasi Komisaris adalah jelas dan calon anggota Dewan Komisaris Komisaris adalah jelas dan transparan
transparan sehingga dapat menghasilkan dalam proses pemilihan/pemilihan sehingga dapat menghasilkan komposisi
komposisi Dewan yang diinginkan. kembali yang wajib tersedia Dewan yang diinginkan.
Dewan Komisaris menggunakan sumber s e j a k t a n g g a l d i l a k u k a n ny a 2. Melakukan evaluasi mengenai
independen untuk menentukan kandidat pemanggilan RUPS sampai dengan pengangkatan kembali anggota Dewan
yang memenuhi syarat.
penyelenggaraan RUPS serta Komisaris.
The Board of Commissioners ensures that
dapat diunduh melalui situs web 1. Ensuring that the policies and procedures
the policies and procedures for the selection
and nomination of Commissioners are Perusahaan dan/atau e-RUPS. for the selection and nomination of
clear and transparent so as to produce the 2. Memastikan melakukan evaluasi Commissioners are clear and transparent,
desired Board composition. The Board of terhadap anggota Dewan Komisaris in order to achieve the desired composition
Commissioners uses independent sources yang diangkat kembali. of the Board.
to determine qualified candidates. 1. Considering the disclosure of 2. Conducting an evaluation regarding the
information regarding candidates for reappointment of members of the Board
the Board of Commissioners during of Commissioners.
the election/re-election process,
which must be available from the
date of the GMS notice until the GMS
is held, and accessible for download
via the Company's website and/or
e-GMS platform.
2. Ensuring that an evaluation is
conducted for members of the
Board of Commissioners being
reappointed.
2.1.5 Dewan Komisaris/Komite yang Komite Nominasi dan Remunerasi Menetapkan prosedur dan kriteria nominasi
menjalankan fungsi nominasi menetapkan menyusun dan menetapkan prosedur yang
prosedur dan kriteria nominasi yang dan kriteria nominasi berkaitan dengan konsisten dengan matriks keahlian Dewan
konsisten dengan matriks keahlian Dewan keahlian Dewan Komisaris. Komisaris yang telah disetujui Dewan
Komisaris yang telah disetujui Dewan The Nomination and Remuneration Komisaris dan memastikan bahwa profil
Komisaris dan memastikan bahwa profil Committee develops and establishes kandidat memenuhi persyaratan yang
kandidat memenuhi persyaratan yang procedures and nomination criteria ditetapkan dalam matriks keahlian dan kriteria
ditetapkan dalam matriks keahlian dan related to the expertise of the Board of nominasi.
kriteria nominasi. Commissioners. Establishing nomination procedures and
The Board of Commissioners/Committee criteria that are consistent with the expertise
which carries out the nomination function matrix of the Board of Commissioners,
determines nomination procedures which has been approved by the Board
and criteria that are consistent with the of Commissioners, and ensuring that the
Board of Commissioners' skills matrix candidate profiles meet the requirements set
which has been approved by the Board in the expertise matrix and nomination criteria.
of Commissioners and ensures that the
candidate profile meets the requirements
set out in the skills matrix and nomination
criteria.
2.1.6 Komposisi Dewan Komisaris harus - -
dibentuk sedemikian rupa sehingga
anggota -anggotanya secara kelompok
mencerminkan keberagaman dalam hal
kemampuan, keahlian, pengetahuan,
pengalaman, usia, latar belakang budaya,
dan gender yang dibutuhkan untuk
memenuhi secara tepat peran Dewan
Komisaris.
The composition of the Board of
Commissioners must be formed in such a
way that its members as a group reflect
the diversity in terms of abilities, skills,
knowledge, experience, age, cultural
background and gender required to
appropriately fulfill the role of the Board
of Commissioners.
205
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 206
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
2.1.7 Untuk memampukan Dewan Komisaris - -
dalam memberikan advis dan supervisi
secara independen kepada Direksi dan
untuk peran-peran yang terdapat potensi
benturan kepentingan, Dewan Komisaris
terdiri dari Komisaris Independen yang
cukup jumlahnya, dengan masa jabatan yang
dibatasi dan terdapat pengungkapan Jangka
waktu keanggotaan Dewan Komisaris serta
independensi mereka dari sudut pandang
korporasi.
To enable the Board of Commissioners
to provide independent advice and
supervision to the Board of Directors and
for roles where there is a potential conflict
of interest, the Board of Commissioners
consists of a sufficient number of
Independent Commissioners, with limited
terms of office and disclosure of the term of
membership of the Board of Commissioners
and their independence. from a corporate
perspective.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
206 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 207
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
2.1.8 Untuk memfasilitasi fungsi Direksi dan 1. M e l e n g k a p i P i a g a m Ko m i t e • Memastikan bahwa terdapat proses
Dewan Komisaris yang efektif dan guna Nominasi & Remunerasi mengenai: yang formal, ketat dan transparan untuk
meningkatkan kepercayaan investor a. uraian spesifikasi pekerjaan penunjukan dan pengangkatan anggota
dan pemangku kepentingan, Komite Komisaris Utama, termasuk Direksi dan Dewan Komisaris.
Nominasi dan Remunerasi memastikan persyaratan komitmen waktu • Melakukan pemutakhiran Piagam Komite
bahwa terdapat proses yang formal, ketat yang juga mempertimbangkan Nominasi dan Remunerasi.
dan transparan untuk penunjukan dan kebutuhan komitmen waktu • Menyusun surat pernyataan kesanggupan
pengangkatan anggota Direksi dan Dewan pada saat krisis. Dewan Komisaris.
Komisaris. b. s y a r a t d a n k e t e n t u a n • Ensuring that there is a formal, strict, and
To facilitate the effective functioning penunjukan anggota Dewan transparent process for the appointment
of the Board of Directors and Board Komisaris termasuk memiliki and election of members of the Board of
of Commissioners and to increase waktu yang cukup untuk Directors and the Board of Commissioners.
investor and stakeholder confidence, the memenuhi komitmen waktu • Updating the Nomination and Remuneration
Nomination and Remuneration Committee yang diharapkan, yang Committee Charter.
ensures that there is a formal, strict and dicantumkan dalam Surat • Preparing a statement of willingness for the
transparent process for the appointment Pengangkatan anggota Dewan Board of Commissioners.
and appointment of members of the Board Komisaris.
of Directors and Board of Commissioners. 2. Memastikan Dewan Komisaris
Menandatangani Surat Pernyataan
Kesanggupan Melaksanakan
Tugas Dewan Komisaris setelah
pengangkatan.
3. Memastikan Komite Nominasi
dan Remunerasi Menandatangani
Surat Pernyataan Akan Bertindak
Independen Dalam Pengawasan
Operasional pada awal tahun 2024
dan Pernyataan Telah Bertindak
Independen Dalam Pengawasan
Operasional pada akhir tahun 2024.
1. Completeness of the Nomination &
Remuneration Committee Charter
regarding:
a. a description of the job
specifications for the President
Commissioner, including the
time commitment requirements,
which also consider the time
commitment needed during a
crisis.
b. the terms and conditions for
the appointment of members
of the Board of Commissioners,
including having enough time
to fulfill the expected time
commitments, as stated in
the Appointment Letter for
members of the Board of
Commissioners.
2. Ensuring that the Board of
Commissioners signs a Statement
of Willingness to Perform Board
of Commissioners Duties after
appointment.
3. Ensuring that the Nomination and
Remuneration Committee signs
a Statement of Independence
in Operational Oversight at the
beginning of 2024 and a Statement
of Having Acted Independently in
Operational Oversight at the end
of 2024.
207
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 208
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
2.2 Remunerasi Direksi dan Dewan Komisaris
Remuneration of the Board of Directors and Board of Commissioners
2.2.1 Kebijakan remunerasi anggota Direksi Melengkapi kebijakan existing atau Melengkapi kebijakan existing atau menyusun
terdiri atas struktur remunerasi yang menyusun kebijakan tersendiri terkait kebijakan remunerasi (Insentif Jangka Panjang).
berorientasi pada pengembangan korporasi dengan ketentuanr remunerasi yang Complementing existing policies or formulating
yang berkelanjutan dan mendorong mengacu pada Peraturan Menteri BUMN a remuneration policy (Long-Term Incentives).
pencapaian tujuan jangka panjang. Nomor: PER-3/MBU/03/2023 tanggal 24
Remunerasi Direksi harus diusulkan, Maret 2023 tentang Organ dan Sumber
dapat dengan melalui Komite Nominasi dan Daya Manusia BUMN Pasal 109 tentang
Remunerasi, oleh Dewan Komisaris untuk Insentif Jangka Panjang ( Long Term
diputuskan oleh RUPS. Jumlah remunerasi Incentive).
yang diusulkan kepada RUPS tersebut Complementing existing policies or
ditetapkan dengan mempertimbangkan preparing separate policies related to
peran setiap anggota Direksi dan situasi remuneration provisions referring to the
ekonomi serta kinerja korporasi. Ministry of State-Owned Enterprises
The remuneration policy for members Regulation No. PER-3/MBU/03/2023
of the Board of Directors consists dated March 24, 2023, regarding BUMN
of a remuneration structure that is Bodies and Human Resources, Article
oriented towards sustainable corporate 109 on Long-Term Incentives.
development and encourages the
achievement of long-term goals. Directors'
remuneration must be proposed, possibly
through the Nomination and Remuneration
Committee, by the Board of Commissioners
to be decided by the GMS. The amount
of remuneration proposed to the GMS
is determined by considering the role of
each member of the Board of Directors
and the economic situation and corporate
performance.
2.2.2 Kebijakan remunerasi anggota Dewan - -
Komisaris terdiri atas struktur remunerasi
yang berorientasi pada pengembangan
korporasi yang berkelanjutan dan
mendorong pencapaian tujuan jangka
panjang. Jumlah remunerasi yang diusulkan
Dewan Komisaris kepada RUPS tersebut
ditetapkan dengan mempertimbangkan
peran setiap anggota Dewan Komisaris dan
situasi ekonomi serta kinerja korporasi. Di
samping itu juga harus dipertimbangkan
posisinya sebagai Komisaris Utama dan
ketua serta keanggotaannya dalam komite-
komite.
The remuneration policy for members of
the Board of Commissioners consists of
a remuneration structure that is oriented
towards sustainable corporate development
and encourages the achievement of long-
term goals. The amount of remuneration
proposed by the Board of Commissioners
to the GMS is determined by considering
the role of each member of the Board of
Commissioners and the economic situation
and corporate performance. Apart from
that, consideration must also be given to
his position as President Commissioner
and chairman as well as his membership
in committees.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
208 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 209
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
2.2.3 Untuk memastikan bahwa paket remunerasi - -
ditentukan berdasarkan prestasi, kualifikasi
dan kompetensi direktur dan komisaris
dengan memperhatikan kinerja operasi
korporasi, kinerja individu dan kondisi
pasar, Komite Nominasi dan Remunerasi
memastikan bahwa terdapat prosedur yang
adil dan transparan untuk menetapkan
kebijakan remunerasi anggota Direksi dan
Dewan Komisaris.
To ensure that remuneration packages are
determined based on the achievements,
qualifications and competencies of
directors and commissioners by taking
into account corporate operational
performance, individual performance and
market conditions, the Nomination and
Remuneration Committee ensures that
there are fair and transparent procedures
for determining remuneration policies for
members of the Board of Directors and
Board of Commissioners.
III Hubungan Kerja antara Direksi dengan Dewan Komisaris
Work Relationship between the Board of Directors and Board of Commissioners
3.1 Sifat Hubungan Kerja
Nature of Relationship
3.1.1 Terdapat diskusi yang terbuka antara Menyelaraskan ketentuan pelaksanaan Melakukan pemutakhiran Pedoman Dewan
Direksi dengan Dewan Komisaris serta Rapat Internal Dewan Komisaris dalam Komisaris.
di antara para anggota Direksi dan para Anggaran Dasar Perusahaan dan Updating the Board of Commissioners'
anggota Dewan Komisaris. Namun, tetap Pedoman Dewan Komisaris. Guidelines.
penting menjaga kerahasiaan informasi agar Aligning the provisions for the Internal
tidak terjadi kebocoran informasi rahasia. Board of Commissioners meetings in the
There are open discussions between Company's Articles of Association and
the Board of Directors and the Board the Board of Commissioners' Guidelines.
of Commissioners as well as between
members of the Board of Directors and
members of the Board of Commissioners.
However, it is still important to maintain the
confidentiality of information to prevent
leaks of confidential information.
3.1.2 Sesuai dengan tugas dan perannya masing- - -
masing, Direksi bekerjasama dengan Dewan
Komisaris dalam merumuskan misi, visi
dan strategi korporasi dan secara reguler
membahas pengimplementasiannya.
In accordance with their respective
duties and roles, the Board of Directors
c o l l a b o ra t e s w i t h t h e B o a r d o f
Commissioners in formulating the
corporate mission, vision and strategy and
regularly discusses their implementation.
3.1.3 Sekretaris Korporasi memiliki peran Memastikan terdapat risalah rapat untuk Mencatat semua Risalah Rapat Internal Direksi
penting dalam mendukung efektivitas semua rapat yang dilaksanakan. yaitu pada Rapat Internal Direksi tanggal 17
hubungan kerja antara Direksi dengan Ensuring that meeting minutes are September 2024 dan 23 September 2024.
Dewan komisaris, mendorong implementasi available for all meetings held. Recording all minutes of the Board of Directors'
praktek governansi korporat yang internal meetings, including the meetings on
baik, termasuk komunikasi yang efektif September 17, 2024, and September 23, 2024.
dengan pemegang saham dan pemangku
kepentingan lainnya.
The Corporate Secretary has an important
role in supporting the effectiveness of the
working relationship between the Board of
Directors and the Board of Commissioners,
encouraging the implementation of good
corporate governance practices, including
effective communication with shareholders
and other stakeholders.
209
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 210
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
3.2 Akses informasi Dewan Komisaris
Access to Information for the Board of Commissioners
3.2.1 Direksi bertanggung jawab untuk - -
memastikan Dewan Komisaris
mendapatkan akses informasi yang akurat,
relevan dan tepat waktu. Dewan Komisaris
sendiri memastikan bahwa ia memperoleh
informasi yang memadai. Direksi
menyediakan informasi kepada Dewan
Komisaris secara teratur, tanpa penundaan
dan secara komprehensif tentang semua
masalah yang relevan dengan korporasi.
Dewan Komisaris sewaktu-waktu dapat
meminta Direksi untuk memberikan
informasi tambahan.
The Board of Directors is responsible for
ensuring that the Board of Commissioners
has access to accurate, relevant and timely
information. The Board of Commissioners
itself ensures that it obtains adequate
information. The Board of Directors
provides information to the Board
of Commissioners regularly, without
delay and comprehensively on all issues
relevant to the corporation. The Board of
Commissioners may at any time ask the
Board of Directors to provide additional
information.
3.3 Tanggung jawab Direksi dan Dewan Komisaris atas Dampak Struktur Kepemilikan terhadap Korporasi
Responsibilities of the Board of Directors and Board of Commissioners on Impacts of the Structure
3.3.1 Dampak struktur kepemilikan terhadap - -
korporasi.
Direksi dan Dewan Komisaris
mempertimbangkan tanggung jawabnya
dalam konteks struktur kepemilikan
saham dan hubungan antar-pemegang
saham korporasi yang mungkin berdampak
terhadap pengelolaan dan operasi
korporasi.
The impact of ownership structure on
corporations.
The Board of Directors and Board
of Commissioners consider their
responsibilities in the context of the share
ownership structure and relationships
between corporate shareholders that may
have an impact on the management and
operations of the corporation.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
210 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 211
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
IV Perilaku Etis dan Bertanggung Jawab
Ethical and Responsible Conduct
4.1 Pedoman Etika dan Perilaku
Code of Conduct
4.1.1 Pernyataan ini dituangkan dalam Pedoman
Perilaku dan Etika Usaha yang harus secara
jelas mengungkapkan harapan korporasi
bahwa setiap anggota Direksi dan Dewan
Komisaris serta karyawan akan:
• Bertindak untuk kepentingan terbaik
korporasi;
• Bertindak dengan jujur dan dengan
integritas berstandar tinggi;
• Bersikap independen dan bertindak
berdasarkan informasi yang lengkap,
dengan itikad baik, dengan uji tuntas
dan kehati-hatian.
• Mematuhi peraturan perundang-
undangan yang berlaku bagi korporasi
dan operasinya;
• Menghindari tindakan yang melanggar
peraturan perundang-undangan atau
tindakan yang tidak etis berdasarkan
pedoman etika korporasi;
• Tidak terlibat atau berpartisipasi
dalam kegiatan apapun yang akan
menimbulkan benturan kepentingan
dengan kepentingan terbaik korporasi
atau yang akan berdampak negatif
terhadap reputasi korporasi;
• Tidak mengambil manfaat atas
properti atau informasi yang dimiliki
korporasi, kepemilikan aset lainnya atau
pelanggannya untuk kepentingan pribadi
atau yang menyebabkan kerugian bagi
korporasi dan pelanggannya;
• Tidak memanfaatkan jabatannya atau
peluang yang dihasilkan oleh jabatannya
untuk kepentingan pribadi;
• Menghindari perbuatan meminta atau
menerima dari pihak ketiga pembayaran,
gratifikasi atau keuntungan lain untuk
dirinya sendiri atau untuk orang lain yang
menimbulkan benturan kepentingan/
memberikan keuntungan kepada pihak
ketiga secara melanggar peraturan
perundang-undangan;
• Menghormati perbedaan pendapat dan
hak-hak setiap anggota Direksi, Dewan
Komisaris, dan karyawan;
• Memastikan pengungkapan yang
lengkap, adil, akurat, tepat waktu, dan
dapat dipahami dalam laporan dan
dokumen yang disampaikan korporasi
kepada regulator dan dalam komunikasi
publik lainnya.
211
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 212
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
This statement is outlined in the Code - -
of Business Conduct and Ethics which
must clearly express the corporation's
expectations that each member of the Board
of Directors and Board of Commissioners
as well as employees will:
• Acting in the best interests of the
corporation;
• Act honestly and with high standards of
integrity;
• Be independent and act on complete
information, in good faith, with due
diligence and care.
• Comply with the laws and regulations
that apply to the corporation and its
operations;
• Avoid actions that violate laws and
regulations or unethical actions based
on corporate ethical guidelines;
• Not be involved or participate in any
activities that will create a conflict of
interest with the best interests of the
corporation or that will have a negative
impact on the corporation's reputation;
• Do not take advantage of property or
information owned by the corporation,
ownership of other assets or its
customers for personal gain or which
causes losses to the corporation and its
customers;
• Not taking advantage of his position
or the opportunities generated by his
position for personal gain;
• Avoid acts of requesting or receiving
from third parties payments, gratuities
or other benefits for oneself or for
other people which creates a conflict
of interest/providing benefits to
third parties in violation of statutory
regulations;
• Respect differences of opinion and the
rights of every member of the Board of
Directors, Board of Commissioners and
employees;
• Ensure complete, fair, accurate, timely
and understandable disclosure in
reports and documents submitted by the
corporation to regulators and in other
public communications.
4.1.2 Direksi menetapkan kebijakan dan praktik Memastikan Perusahaan menerapkan Menyusun kebijakan SMAP berdasarkan ISO
anti pencucian uang dan pendanaan kebijakan tersendiri terkait Sistem 37001.
terorisme, anti suap, antikorupsi, Manajemen Anti Penyuapan (SMAP) Formulating the ABMS policy based on ISO
antikecurangan (antifraud), keterlibatan dan melakukan sertifikasi. 37001.
dalam politik dengan mengacu pada standar Ensuring that the Company implements
nasional atau internasional mengenai anti its own policy regarding the Anti-Bribery
pencucian uang, anti suap, antikorupsi, Management System (ABMS) and obtains
antikecurangan atau standar terkait lainnya. certification.
The Board of Directors determines policies
and practices for anti-money laundering
and terrorism financing, anti-bribery,
anti-corruption, anti-fraud, involvement
in politics by referring to national or
international standards regarding anti-
money laundering, anti-bribery, anti-
corruption, anti-fraud or other related
standards.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
212 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 213
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
4.2 Nilai-Nilai dan Budaya Organisasi
Corporate Values and Culture
4.2.1 Korporasi mengartikulasikan, - -
menumbuhkan dan mengungkapkan
budaya dan nilainilai korporasi
Corporations articulate, cultivate and
express corporate culture and values
4.3 Komunikasi dan Penegakan Pedoman Etika, Nilai-nilai dan Budaya
Enforcement and Communication of the Code of Ethics, Values, and Culture
4.3.1 Pedoman perilaku dan kode etik korporasi - -
dikomunikasikan secara efektif kepada
Direksi, Dewan Komisaris, serta seluruh
karyawan, diintegrasikan ke dalam strategi
dan operasi korporasi termasuk sistem
manajemen risiko dan struktur remunerasi,
serta ditegakkan.
The corporate code of conduct and ethics
are communicated effectively to the Board
of Directors, Board of Commissioners and
all employees, integrated into corporate
strategy and operations including the risk
management system and remuneration
structure, and enforced.
V Manajemen Risiko, Pengendalian Internal dan Kepatuhan
Risk Management, Internal Contorl and Compliance
5.1 Pengendalian Internal dan Kepatuhan
Internal Control and Compliance
5.1.1 Direksi melakukan reviu secara berkala Melakukan audit atas kepatuhan Perusahaan telah melakukan Pengendalian
atas ketepatan desain dan efektivitas Perusahaan terhadap peraturan Internal berdasarkan Surat Kantor Akuntan
operasional sistem governansi, pengelolaan perundang-undangan yang berlaku. Publik Rintis, Jumadi, Rianto & Rekan (PWC)
risiko, pengendalian internal dan kepatuhan Conducting an audit of the Company's tanggal 11 Oktober 2024 tentang Laporan
korporasi dan melaporkan pelaksanaan dan compliance with applicable laws and Atas Pengendalian Internal, secara garis
hasil reviu kepada para pemegang saham regulations. besar laporan tersebut mengaudit laporan
melalui laporan tahunan Korporasi. keuangan interim PT Garuda Maintenance
The Board of Directors carries out regular Facility Aero Asia Tbk dan entitas anak untuk
reviews of the accuracy of the design and periode yang berakhir pada tanggal 30 Juni
operational effectiveness of the governance 2024 dan juga penelaahan beberapa aspek
system, risk management, internal control sistem pengendalian internal dan prosedur
and corporate compliance and reports the akuntansi Perusahaan, termasuk pengendalian
implementation and results of the review dalam teknologi informasi yang digunakan.
to shareholders through the Corporation's The Company has conducted an internal
annual report. control based on the letter from the Public
Accounting Firm Rintis, Jumadi, Rianto & Rekan
(PWC) dated October 11, 2024, regarding
the Internal Control Report, which broadly
audits the interim financial statements of PT
Garuda Maintenance Facility Aero Asia Tbk
and its subsidiaries for the period ending June
30, 2024, and also reviews several aspects of
the Company's internal control system and
accounting procedures, including controls in
the information technology used.
213
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 214
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
5.2 Manajemen Risiko
Risk Maangement
5.2.1 Strategi dan risiko merupakan satu - -
kesatuan, diungkapkan secara transparan,
masuk ke dalam pelaksanaan tugas dan
tanggung jawab Direksi dan Dewan
Komisaris, serta dalam diskusi di rapat
Dewan Komisaris dan Direksi.
S t ra t e g y a n d r i s k a r e o n e u n i t ,
disclosed transparently, included in
the implementation of the duties and
responsibilities of the Board of Directors
and Board of Commissioners, as well as
in discussions at meetings of the Board of
Commissioners and Board of Directors.
5.2.2 Komite Pemantau Manajemen Risiko - -
membantu pelaksanaan tugas Dewan
Komisaris dengan menciptakan mekanisme
yang transparan, fokus, dan independen
dalam pengawasan manajemen risiko
korporasi.
The Risk Management Monitoring
Committee assists the implementation of
the duties of the Board of Commissioners
by creating a transparent, focused and
independent mechanism for supervising
corporate risk management.
5.3 Integrasi Governansi, Manajemen Risiko dan Kepatuhan
Integration of Governance, Risk Management, and Compliance
5.3.1 Direksi membangun sistem governansi, - -
manajemen risiko, dan kepatuhan (GRC)
yang terintegrasi, dengan menangani
berbagai ketidakpastian secara terpadu
dan dengan integritas yang tinggi, untuk
meyakinkan bahwa korporasi dapat
mencapai tujuannya.
The Board of Directors has built an
integrated governance, risk management
and compliance (GRC) system, by handling
various uncertainties in an integrated
manner and with high integrity, to ensure
that the corporation can achieve its goals.
5.3.2 Direksi memastikan bahwa bagian yang - -
membawahi fungsi kepatuhan tidak
merangkap melaksanakan fungsi yang
berpotensi menimbulkan benturan
kepentingan.
The Board of Directors ensures that the
department in charge of the compliance
function does not concurrently carry out
functions that have the potential to cause
a conflict of interest.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
214 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 215
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
5.4 Audit Internal
Internal Audit
5.4.1 Dewan Komisaris melalui Komite Audit - -
memantau dan memastikan bahwa fungsi
audit internal membantu korporasi untuk
mencapai tujuannya dengan membawa
pendekatan yang objektif dan disiplin untuk
mengevaluasi dan meningkatkan efektivitas
manajemen risiko, pengendalian internal,
dan governansi korporat.
The Board of Commissioners, through the
Audit Committee, monitors and ensures
that the internal audit function helps the
corporation to achieve its goals by bringing
an objective and disciplined approach to
evaluating and improving the effectiveness
of risk management, internal control and
corporate governance.
VI Pengungkapan dan Transparansi
Disclosure and Transparency
6.2 Kebijakan Pengungkapan
Disclosure Policy
6.1.1 Korporasi memiliki kebijakan dan prosedur - -
pengungkapan dan transparansi yang
memastikan pengungkapan informasi
material dan menjaga informasi sensitif
serta rahasia korporasi.
The corporation has disclosure and
transparency policies and procedures that
ensure disclosure of material information
and safeguard sensitive information and
corporate secrets.
6.1.2 Hak pemegang saham untuk memperoleh - -
secara teratur dan tepat waktu informasi
material yang relevan tentang korporasi
harus dipenuhi.
Shareholders' rights to obtain regularly
and in a timely manner relevant material
information about the corporation must
be fulfilled.
6.2 Laporan Keuangan dan Keberlanjutan
Financial Statements and Sustainability Report
6.2.1 Korporasi mengungkapkan sistem dan - -
prosedur untuk memastikan bahwa
laporan keuangan interim yang tidak
diaudit atau direviu oleh auditor eksternal
secara material adalah akurat, lengkap,
dan memberikan investor informasi yang
tepat untuk membuat keputusan investasi
yang tepat.
The Corporation discloses systems and
procedures to ensure that interim financial
reports that have not been audited or
reviewed by an external auditor are
materially accurate, complete, and provide
investors with appropriate information to
make informed investment decisions.
215
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 216
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
6.2.2 Komite Audit memastikan kualitas audit - -
laporan keuangan yang dilaksanakan
oleh auditor eksternal. Kegiatan ini
termasuk merekomendasikan penunjukan,
penunjukan kembali dan, jika perlu,
pemberhentian dan remunerasi auditor
eksternal.
The Audit Committee ensures the quality
of financial report audits carried out
by external auditors. These activities
include recommending the appointment,
reappointment and, if necessary, dismissal
and remuneration of external auditors.
6.2.3 Laporan keberlanjutan harus disiapkan dan - -
diungkapkan dengan akurat dan disusun
sesuai kerangka pelaporan keberlanjutan
nasional atau internasional.
Sustainability reports must be prepared
and disclosed accurately and prepared in
accordance with national or international
sustainability reporting frameworks.
6.2.4 Korporasi menerbitkan laporan tahunan - -
secara terintegrasi yang menempatkan
kinerja historis ke dalam konteks dan
menggambarkan risiko, peluang, dan
prospek korporasi di masa depan, sehingga
membantu pemegang saham dan pemangku
kepentingan memahami tujuan strategis
korporasi dan kemajuannya dalam
menciptakan nilai yang berkelanjutan.
Corporations publish integrated annual
reports that put historical performance into
context and describe the corporation's risks,
opportunities and future prospects, thereby
helping shareholders and stakeholders
understand the corporation's strategic
objectives and its progress in creating
sustainable value.
6.3 Diseminasi Informasi
Information Dissemination
6.3.1 Saluran penyebaran informasi harus Mengadakan pertemuan secara berkala Fungsi IR belum melaksanakan pertemuan
menyediakan akses yang setara, tepat dengan analis keuangan. dengan analis dan investor maupun komunitas
waktu, dan relatif murah untuk informasi Holding regular meetings with financial pasar modal lainnya.
yang relevan bagi pengguna. analysts. The IR function has not yet held meetings with
Information dissemination channels analysts, investors, or other capital market
should provide equal, timely and relatively communities.
inexpensive access to relevant information
for users.
6.3.2 Korporasi memastikan bahwa pernyataan - -
tahunan terhadap penerapan Pedoman
Umum Governansi Korporat Indonesia,
termasuk penjelasan atas penerapan atas
masing-masing Rekomendasi dan Panduan
tersedia di situs web selama jangka waktu
minimal lima tahun.
The Corporation ensures that an annual
statement regarding the implementation
of the General Guidelines for Indonesian
Corporate Governance, including an
explanation of the implementation of each
Recommendation and Guide is available
on the website for a minimum period of
five years.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
216 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 217
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
6.3.3 Untuk korporasi yang terdaftar di pasar - -
modal di yurisdiksi selain yurisdiksi asal,
peraturan perundang-undangan atas
governansi korporat yang berlaku harus
diungkapkan dengan jelas. Dalam hal cross
listing, kriteria dan prosedur cross listing,
kriteria dan prosedur untuk mengakui
persyaratan listing untuk listing utama
harus transparan dan didokumentasikan.
For corporations listed on the capital
market in jurisdictions other than the
home jurisdiction, the applicable corporate
governance laws and regulations must be
clearly disclosed. In the case of cross listing,
cross listing criteria and procedures, criteria
and procedures for recognizing listing
requirements for the main listing must be
transparent and documented.
VII Perlindungan terhadap Hak-Hak Pemegang Saham
Protection of the Rights of Shareholders
7.1 Hak Pemegang Saham
Rights o Shareholders
7.1.1 Korporasi memiliki suatu kebijakan Menyediakan informasi harga saham Perusahaan telah mengatur mengenai
komunikasi yang memfasilitasi dan terkini di website Perusahaan, pada menu pengungkapan informasi kepada publik dalam
mendorong partisipasi pemegang saham Hubungan Investor sub menu Harga Kebijakan Komunikasi Perusahaan Nomor:
atau investor Saham, serta melakukan pembaruan KB-06-003 tanggal 8 Januari 2019 pada angka
The corporation has a communications informasi harga saham secara berkala 3 tentang Ketentuan Umum Komunikasi, yang
policy that facilitates and encourages untuk mendukung keterbukaan informasi meliputi: Komunikasi Internal, Komunikasi
shareholder or investor participation dan prinsip Tata Kelola Perusahaan yang Eksternal, dan Corporate Identity, dan
Baik. Komunikasi Krisis. Adapun dalam website
Providing the latest stock price telah mengungkapkan keterbukaan informasi
information on the Company's website, yang tersedia bagi analis keuangan dan pihak
under the Investor Relations menu, sub- lainnya yang serupa antara lain pada menu
menu Stock Price, and regularly updating Hubungan Investor sub menu Laporan RUPS,
the stock price information to support Laporan Keuangan, Harga Saham. Selain itu
transparency and the principles of Good pengungkapan juga dilakukan dalam website
Corporate Governance. Bursa Efek Indonesia www.idx.co.id.
The Company has regulated public information
disclosure in the Corporate Communication
Policy No. KB-06-003 dated January 8, 2019,
in section 3 on General Communication
Provisions, which includes: Internal
Communication, External Communication,
Corporate Identity, and Crisis Communication.
The website has disclosed available information
for financial analysts and other similar parties,
including in the Investor Relations menu,
sub-menu Annual General Meeting Reports,
Financial Reports, Stock Price. Additionally,
disclosures are also made on the Indonesia
Stock Exchange website at www.idx.co.id.
7.1.2 Korporasi yang merupakan entitas induk - -
memastikan bahwa kebijakan governansi
korporatnya berlaku bagi entitas anak dan
entitas sepengendali yang di dalamnya
investasi korporasi adalah signifikan.
The corporation, which is the parent entity,
ensures that its corporate governance
policies apply to subsidiaries and entities
under common control in which the
corporation's investment is significant.
217
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 218
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
7.1.3 Korporasi memiliki aturan dan prosedur Melengkapi Kebijakan Pengembangan Perusahaan telah memiliki aturan dan prosedur
yang mengatur akuisisi, pengambilalihan, Kerja Sama Strategis dengan ketentuan yang mengatur akuisisi, pengambilalihan,
dan transaksi luar biasa seperti merger dan terkait taktik yang mencegah dan transaksi luar biasa seperti merger dan
penjualan aset korporasi yang substansial pengambilalihan yang tidak boleh penjualan aset Perusahaan yang substansial,
untuk memastikan transaksi terjadi secara dilakukan dalam rangka untuk melindungi sebagaimana tercantum dalam Kebijakan
transparan dan dalam kondisi yang wajar manajemen dan Dewan Komisaris dari Pengembangan Kerja Sama Strategis PT
dan melindungi hak-hak semua pemegang akuntabilitas. Garuda Maintenance Facility Aero Asia Tbk
saham sesuai dengan kelasnya. Complete the Strategic Partnership Nomor: KB-01-004 Edisi D Revisi: 0 tanggal
Corporations have rules and procedures Development Policy with provisions 7 Desember 2020.
governing acquisitions, takeovers and related to tactics that prevent takeovers
extraordinary transactions such as mergers that should not be carried out in order to Namun saat ini, belum terdapat ketentuan yang
and sales of substantial corporate assets to protect the management and the Board mengatur mengenai taktik yang mencegah
ensure transactions occur transparently of Commissioners from accountability. pengambilalihan (anti take over devices) yang
and under fair conditions and protect the tidak boleh digunakan dalam rangka untuk
rights of all shareholders according to their melindungi manajemen dan Dewan Komisaris
class. dari akuntabilitas.
The company has rules and procedures
that govern acquisitions, takeovers, and
extraordinary transactions such as mergers
and the sale of substantial company assets,
as outlined in PT Garuda Maintenance
Facility Aero Asia Tbk's Strategic Partnership
Development Policy No: KB-01-004 Edition D
Revision: 0 dated December 7, 2020.
However, currently, there are no provisions
governing tactics that prevent takeovers (anti-
takeover devices) that should not be used in
order to protect the management and the
Board of Commissioners from accountability.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
218 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 219
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
7.2 Perlakuan Adil Terhadap Pemegang Saham
Fair Treatment to all Shareholders
7.2.1 Korporasi memiliki aturan dan prosedur Menyusun, menetapkan dan Perusahaan memiliki kebijakan terkait
yang memastikan a). semua pemegang mengimplementasikan mekanisme/ Pemegang Saham yang tercantum dalam
saham dari seri yang sama dalam prosedur yang memungkinkan pemegang Pedoman Tata Kelola Perusahaan PT Garuda
satu kelas saham harus diperlakukan saham memiliki kesempatan untuk Maintenance Facility Aero Asia Tbk Edisi A
setara, b).pengungkapan aturan dan mendapatkan ganti rugi yang efektif Revisi 2 tanggal 29 Desember 2022 pada angka
prosedur tersebut serta pengungkapan atas pelanggaran hak-hak mereka sesuai 3 Organ Perseroan poin 3.2 tentang Rapat
struktur modal dan pengaturan yang dengan Umum Pemegang Saham (RUPS) butir 3.2.3
memungkinkan pemegang saham tertentu peraturan perundangan yang berlaku tentang Kesetaraan Terhadap Para Pemegang
memeroleh pengaruh atau kendali yang dengan biaya yang wajar dan tanpa Saham, yang menjelaskan bahwa “Perseroan
tidak proporsional dengan kepemilikan penundaan yang berlebihan. menjamin perlakuan yang setara (equitability)
sahamnya. To formulate, establish, and implement terhadap setiap Pemegang Saham yang
Corporations have rules and procedures mechanisms/procedures that allow memiliki saham dengan klasifikasi yang sama
that ensure all shareholders of the same shareholders the opportunity to obtain (Equal Treatment). Setiap Pemegang Saham
series in one class of shares must be treated effective compensation for violations of berhak mengeluarkan suara sesuai dengan
equally, b). disclosure of such rules and their rights in accordance with applicable klasifikasi dan jumlah yang dimiliki.
procedures as well as disclosure of capital laws and regulations, at a reasonable cost
structures and arrangements that allow and without excessive delay. Perusahaan menentukan rasio pembayaran
certain shareholders to obtain influence maksimum sebesar 30% dari laba tahun berjalan
or control that is disproportionate to their dengan memperhitungkan laba bersih, ketersediaan
share ownership. dana cadangan, persyaratan belanja modal,
hasil usaha, dan kas. Perusahaan juga telah
mengungkapkan informasi mengenai hak Pemegang
Saham.
The Company has a policy regarding
shareholders as outlined in the Corporate
Governance Guidelines of PT Garuda
Maintenance Facility Aero Asia Tbk, Edition
A, Revision 2, dated December 29, 2022, in
section 3, Corporate Bodies, point 3.2 on
General Meetings of Shareholders (GMS), item
3.2.3 on Equality Among Shareholders, which
states that "The Company guarantees equal
treatment (equity) for each shareholder who
holds shares of the same classification (Equal
Treatment). Each shareholder is entitled to cast
votes in accordance with the classification and
quantity of shares they hold.
The Company has determined a maximum
payout ratio of 30% of the current year's profit,
taking into account net profit, reserve fund
availability, capital expenditure requirements,
operating results, and cash. The company
has also disclosed information regarding
shareholders' rights.
219
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 220
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
7.2.2 Korporasi memiliki aturan dan prosedur Menyusun, menetapkan dan Pengungkapan Informasi Transaksi Material
yang memastikan transaksi pihak berelasi mengimplementasikan secara konsisten yang Mengandung Benturan Kepentingan dan/
disetujui dan dilaksanakan sedemikian rupa kebijakan yang mengatur terkait atau Transaksi dengan Pihak
yang dapat meyakinkan bahwa benturan pelarangan Afiliasi/Pihak Berelasi telah diungkapkan
kepentingan telah dikelola dengan tepat, transaksi yang sudah pasti merugikan dalam Laporan Tahunan Tahun Buku 2023
dan melindungi kepentingan korporasi dan pemegang saham publik/minoritas. pada halaman 147-150. Dalam
pemegang saham. To formulate, establish, and consistently penjelasan tersebut telah memuat penjelasan
Corporation has rules and procedures implement a policy that governs the mengenai Pernyataan Direksi dan Dewan
that ensure related party transactions are prohibition of transactions that are Komisaris sebagai berikut “Direksi Perusahaan,
approved and implemented in a manner clearly detrimental to public/minority baik secara sendiri-sendiri maupun bersama-
that ensures that conflicts of interest shareholders. sama bertanggung jawab sepenuhnya atas
are managed appropriately, and protects kebenaran dan informasi mengenai serangkaian
the interests of the corporation and transaksi afiliasi yang dilakukan Perseroan pada
shareholders. tahun 2023. Dewan Komisaris, bersama-sama
dengan Komite Audit, juga telah melakukan
pengawasan yang memadai terhadap setiap
transaksi afiliasi yang dilakukan di sepanjang
tahun 2023. Direksi dan Dewan Komisaris
telah melakukan analisa secara seksama dan
menegaskan
bahwa transaksi afiliasi telah melalui prosedur
yang memadai dan dilaksanakan sesuai dengan
praktik bisnis yang berlaku
umum.”
The disclosure of material transactions
involving conflicts of interest and/or
transactions with affiliated parties/related
parties has been disclosed in the 2023 Annual
Report on pages 147-150. The explanation
includes a statement from the Board of
Directors and Board of Commissioners
as follows: "The Board of Directors, both
individually and collectively, is fully responsible
for the accuracy and information regarding
the series of affiliate transactions conducted
by the Company in 2023. The Board of
Commissioners, together with the Audit
Committee, has also provided adequate
oversight of each affiliate transaction carried
out throughout 2023. The Board of Directors
and the Board of Commissioners have
conducted a thorough analysis and affirmed
that the affiliate transactions have followed
proper procedures and were carried out in
accordance with generally accepted business
practices."
7.2.3 Korporasi memiliki dan mengungkapkan - -
kebijakan untuk mencegah terjadinya
insider trading. Korporasi memiliki aturan
yang jelas mengenai perdagangan apa pun
dalam saham korporasi yang dilakukan oleh
direktur, komisaris dan orang dalam untuk
memastikan bahwa siapapun tidak boleh
mendapatkan keuntungan secara langsung
atau tidak langsung dari informasi yang
tidak/belum tersedia di pasar.
Corporations have and disclose policies
to prevent insider trading. Corporations
have clear rules regarding any trading in
corporate shares carried out by directors,
commissioners and insiders to ensure that
anyone cannot profit directly or indirectly
from information that is not/not yet
available on the market.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
220 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 221
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
7.3 Rapat Umum Pemegang Saham
General Meeting of Shareholders
7.3.1 Korporasi melakukan panggilan RUPS Melakukan pemanggilan RUPS paling Perusahaan telah melakukan pemberitahuan
dengan agenda dan materi RUPS selengkap lambat 28 (dua puluh delapan) hari rencana penyelenggaraan RUPS Tahunan dan
dan sedini mungkin (paling lambat 28 hari sebelum pelaksanaan RUPS sesuai penyelenggaraan RUPS Luar Biasa pada tanggal
sebelum RUPS) untuk memberikan waktu ketentuan parameter penilaian PUG-KI. 28 Juni 2024 dengan dirilisnya Pemanggilan
dan materi yang cukup bagi pemegang To convene the GMS no later than 28 RUPS Tahunan dan RUPS Luar Biasa tanggal
saham untuk mempelajari dengan baik (twenty-eight) days before the GMS is 28 Juni 2024 yang dipublikasikan pada situs
agenda rapat. Undangan rapat dan seluruh held, in accordance with the PUG-KI web Perusahaan www.gmf-Aero Asia.co.id,
informasi RUPS diungkapkan melalui assessment criteria. dimana kesemuanya terbit pada tanggal 6 Juni
sarana elektronik seperti melalui situs 2024. Pemanggilan RUPS tersebut adalah 22
web korporasi. (dua puluh dua) hari sebelum tanggal RUPS.
The corporation calls for a GMS with the The Company has notified the plan for the
GMS agenda and materials as complete and Annual GMS and Extraordinary GMS on June
as early as possible (no later than 28 days 28, 2024, with the release of the GMS Notice
before the GMS) to provide sufficient time on June 28, 2024, published on the company's
and materials for shareholders to properly website www.gmf-Aero Asia.co.id, all of which
study the meeting agenda. Meeting were issued on June 6, 2024. The GMS notice
invitations and all GMS information are was issued 22 (twenty-two) days before the
disclosed via electronic means such as GMS date.
through the corporate website.
7.3.2 Korporasi memiliki dan mengungkapkan - -
aturan dan prosedur yang memfasilitasi
pemegang saham dalam berpartisipasi dan
memberikan suara secara efektif di RUPS.
The corporation has and discloses rules and
procedures that facilitate shareholders in
participating and voting effectively at the
GMS.
7.3.3 Pemegang saham berpartisipasi efektif - -
dalam menetapkan penunjukan anggota
Direksi dan Dewan Komisaris
Shareholders participate effectively in
determining the appointment of members
of the Board of Directors and Board of
Commissioners
7.3.4 Korporasi memastikan transparansi dan Mencantumkan dalam Pemanggilan Dalam Pemanggilan RUPS Tahunan Tahun
akuntabilitas auditor eksternal di RUPS. RUPS secara rinci mengenai penunjukan Buku 2023 tanggal 28 Juni 2024 pada Mata
The corporation ensures transparency and dan/atau penunjukan kembali KAP, Acara Rapat Keempat yaitu Penunjukan Kantor
accountability of external auditors at the dengan menyebutkan nama KAP, nama Akuntan Publik untuk Mengaudit Laporan
GMS. auditor, serta alasan penunjukan kembali. Keuangan Perseroan Tahun Buku 2024.
Include in the GMS Notice detailed Pemanggilan RUPS tersebut tidak menjelaskan
information regarding the appointment secara rinci mengenai Kantor Akuntan Publik
and/or reappointment of the Public (KAP) yang ditunjuk. Penunjukan KAP dalam
Accounting Firm (KAP), specifying the RUPS Tahunan Tahun Buku 2023 tanggal 28
name of the KAP, the name of the auditor, Juni 2024 merupakan penunjukan kembali,
and the reasons for the reappointment. karena KAP yang sama masih terikat kontrak
kerja sama audit untuk tahun berjalan.
In the Notice of the Annual GMS for the Fiscal
Year 2023, dated June 28, 2024, under the
fourth agenda item, which is the Appointment
of the Public Accounting Firm to Audit the
Company's Financial Statements for the Fiscal
Year 2024, the notice does not provide detailed
information regarding the appointed Public
Accounting Firm (KAP). The appointment of
the KAP in the Annual General Meeting of
Shareholders for the Fiscal Year 2023, dated
June 28, 2024, is a reappointment, as the same
KAP is still under contract for the current year.
221
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 222
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
7.3.5 Penyampaian hasil pemungutan suara dan Menyajikan informasi mengenai Informasi mengenai RUPS yang dipublikasikan
ringkasan risalah RUPS secara lengkap penyelenggaraan RUPS dan seluruh dalam situs web Perusahaan hanya mencakup
diumumkan ke publik pada hari kerja materi rapat mencakup hasil pemungutan untuk informasi mengenai penyelenggaraan
berikutnya. suara, agenda rapat, pemanggilan rapat RUPS selama 6 (enam) tahun yaitu mulai dari
Submission of voting results and a complete dalam situs web Perusahaan paling tidak tahun 2019 sampai dengan penyelenggaraan
summary of the minutes of the GMS will be selama 10 (sepuluh) tahun. RUPS terakhir yaitu RUPS Luar Biasa tanggal
announced to the public on the following Present information regarding the GMS 28 Oktober 2024.
working day. and all meeting materials, including the The information regarding the GMS published
results of the voting, meeting agenda, on the Company's website only covers
and meeting notice, on the Company's information about the GMS held for 6 (six)
website for at least 10 (ten) years. years, from 2019 to the most recent GMS,
which is the Extraordinary General Meeting
of Shareholders on October 28, 2024.
VIII Pemangku Kepentingan Lainnya
Other Stakeholders
8.1 Keterlibatan Pemangku Kepentingan Kunci (stakeholder engagement)
Stakeholder Engagement
8.1.1 Korporasi melalui Sekretaris Korporasi - -
melaksanakan komunikasi yang regular,
transparan dan efektif dengan pemangku
kepentingan kunci serta melibatkan mereka
untuk memahami harapan dan keluhan
mereka serta dampak korporasi terhadap
mereka.
The Corporation, through the Corporate
Secretary, carries out regular, transparent
and effective communication with key
stakeholders and involves them to
understand their hopes and complaints as
well as the impact of the corporation on
them.
8.2 Integrasi Keberlanjutan dalam Model Bisnis
Sustainability Integration into Business Model
8.2.1 Dewan Komisaris bersama-sama dengan 1. Memastikan Direksi dan Dewan Dewan Komisaris bersama-sama dengan
Direksi bertanggung jawab, akuntabel dan Komisaris senantiasa mengikuti Direksi bertanggung jawab, akuntabel dan
transparan atas governansi keberlanjutan, dan memahami masalah yang transparan atas governansi keberlanjutan,
termasuk menetapkan strategi, prioritas, relevan bagi Perseroan serta termasuk menetapkan strategi, prioritas, dan
dan target keberlanjutan korporasi. Direksi membahasnya dalam Rapat Direksi target keberlanjutan Perusahaan. Hal tersebut
dan Dewan Komisaris memasukkan dan Rapat Dewan Komisaris maupun tercermin pada:
pertimbangan keberlanjutan ketika Rapat Gabungan Direksi dan Dewan 1. RJPP Tahun 2020-2024
menjalankan perannya, termasuk antara 2. Risalah Rapat Dewan Komisaris yang
Komisaris.
lain dalam pengembangan dan implementasi mengundang Direksi tanggal 14 Oktober
2. Mengevaluasi penunjukkan dalam
strategi korporasi, rencana bisnis, rencana 2020
aksi utama dan manajemen risiko. manajemen untuk mengelola secara
strategik keberlanjutan oleh Direksi. 3. Laporan Keberlanjutan
The Board of Commissioners together The Board of Commissioners, together with the
with the Board of Directors are 1. Ensuring that the Board of Directors
Board of Directors, is responsible, accountable,
responsible, accountable and transparent and the Board of Commissioners
and transparent for sustainability governance,
for sustainability governance, including consistently stay informed about
including setting the company's sustainability
determining corporate sustainability and understand issues relevant to strategy, priorities, and targets. This is reflected
strategies, priorities and targets. The Board the Company, and discuss them in in:
of Directors and Board of Commissioners Board of Directors Meetings, Board 1. RJPP of 2020-2024
include sustainability considerations of Commissioners Meetings, as 2. Minutes of the Board of Commissioners
when carrying out their roles, including, well as Joint Meetings between the meeting with the Board of Directors on
among others, in the development and Board of Directors and the Board of
implementation of corporate strategy, October 14, 2020
Commissioners. 3. Sustainability Report
business plans, main action plans and risk 2. Evaluating the appointment of
management.
management by the Board of
Directors to strategically manage
sustainability.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
222 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 223
Tata Kelola Perusahaan
Corporate Governance
Penjelasan Penerapan di Perseroan
Kriteria Rekomendasi
No. Explanation of Implementation within the
Criteria Recommendation
Company
8.3 Perlindungan terhadap Pemangku Kepentingan
Protection to Stakeholders
8.3.1 Direksi memastikan dan mengungkapkan Menjalankan kebijakan tanggung jawab Melengkapi kebijakan yang sudah ada atau
bahwa operasi korporasi mencerminkan sosial dengan pelaksanaan program membuat kebijakan tersendiri mengenai
penerapan standar etika, tanggung jawab tanggung jawab sosial Perseroan dengan tanggung jawab sosial dengan pelaksanaan
sosial dan lingkungan yang tinggi di seluruh mencegah, mengurangi, dan mengelola program tanggung jawab sosial Perseroan
korporasi dan memastikan bahwa kebijakan hal-hal berdampak negatif terhadap dengan mencegah, mengurangi, dan mengelola
dan prosedur yang tepat diterapkan untuk lingkungan dari semua aspek operasi hal-hal berdampak negatif terhadap lingkungan
menghormati serta mematuhi hak-hak Perseroan. dari semua aspek operasi Perseroan.
pemangku kepentingan.
Implementing the social responsibility Complementing existing policies or establishing
The Board of Directors ensures and
policy through the Company’s social a standalone policy on social responsibility
discloses that corporate operations reflect
the implementation of high standards responsibility programs by preventing, by implementing the Company’s social
of ethics, social and environmental reducing, and managing negative responsibility programs that aim to prevent,
responsibility throughout the corporation environmental impacts from all aspects reduce, and manage negative environmental
and ensure that appropriate policies and of the Company’s operations. impacts from all aspects of the Company’s
procedures are implemented to respect and operations.
comply with stakeholder rights.
8.3.2 Direksi mendorong karyawan bekerja untuk - -
kepentingan jangka panjang korporasi dan
mengedepankan keberlanjutan.
The Board of Directors encourages
employees to work for the long-term
interests of the corporation and prioritizes
sustainability.
223
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 224
Rapat Umum Pemegang Saham (RUPS)
General Meeting of Shareholders (GMS)
Rapat Umum Pemegang Saham (RUPS) adalah organ Perseroan The General Meeting of Shareholders (GMS) is the Company’s
yang memiliki wewenang yang tidak diberikan kepada Direksi body with exclusive authority not delegated to the Board of
atau Dewan Komisaris. RUPS menjadi wadah bagi Pemegang Directors or the Board of Commissioners. The GMS becomes a
Saham untuk mengambil berbagai keputusan penting terkait forum for Shareholders to make important decisions concerning
Perseroan, terutama yang berkaitan dengan modal dan the Company, especially on capital and business continuity.
kelangsungan usaha. Keputusan yang diambil dalam RUPS harus Decisions at the GMS must consider the long-term and short-
didasarkan pada kepentingan Perseroan dalam jangka panjang term interests of the Company. The GMS cannot intervene with
maupun jangka pendek. RUPS tidak dapat melakukan intervensi the duties and authorities of the Board of Commissioners and
terhadap tugas dan wewenang Dewan Komisaris dan Direksi. the Board of Directors. The rights and authorities belonging to
Semua hak dan wewenang RUPS disesuaikan dengan ketentuan GMS are adjusted to the provisions in the Law and the Articles
dalam Undang-Undang dan Anggaran Dasar Perusahaan. of Association.
Pemegang Saham Perseroan
Company Shareholders
10,00%
0,00%
0,90% 89,10%
PT Garuda Indonesia (Persero) Tbk
Kode Saham PT Aero Wisata
Ticker Code Public (ownership<5%)
GMFI
Masyarakat (masing-masing kepemilikan di bawah 5%
Public (ownership less than 5%)
JENIS-JENIS RUPS GMS TYPES
Perseroan memiliki mekanisme RUPS yang terdiri dari: The mechanism of GMS at the Company is as follows:
1. RUPS Tahunan (RUPST) untuk menyetujui Laporan Tahunan, 1. Annual GMS (AGMS) to approve the Annual Report, ratify
mengesahkan perhitungan tahunan serta mengesahkan the annual calculations and ratify other agenda items which
mata acara lainnya yang berdasarkan peraturan perundang- based on statutory regulations must be ratified through
undangan wajib disahkan melalui RUPST. the AGMS.
2. RUPS Lainnya (atau juga dikenal sebagai RUPS Luar Biasa 2. Other GMS (known as Extraordinary GMS/EGMS) which
/RUPSLB) yaitu RUPS yang diadakan sewaktu-waktu held from time to time if needed and for the Company’s
berdasarkan kebutuhan dan untuk kepentingan Perseroan. interests.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
224 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 225
Tata Kelola Perusahaan
Corporate Governance
Tahapan Penyelenggaraan RUPS
GMS Procedures
1 2 3
Pengumuman penyelenggaraan
Pemanggilan penyelenggaraan RUPS
Pemberitahuan rencana penyelenggaraan RUPS melalui media massa paling
melalui media massa paling lambat 21
RUPS kepada Regulator paling lambat 5 hari lambat 14 hari sebelum pemanggilan
hari sebelum pelaksanaan RUPS, tanpa
kerja sebelum pengumuman penyelenggaraan penyelenggaraan RUPS, tanpa
memperhitungkan tanggal RUPS dan
RUPS. memperhitungkan tanggal pemanggilan
tanggal pemanggilan.
Notification of GMS implementation plan dan pengumuman.
Summons for organizing GMS through mass
to Regulators no later than 5 working days Announcement of GMS implementation
media no later than 21 days before the GMS,
before the announcement of the holding of through mass media no later than 14
without calculating the date of the GMS dan
the GMS. days before the notice of GMS, without
the date of the summons.
regard to the date of summons and
announcement.
4 5 6
Pengumuman ringkasan Risalah RUPS
Penyampaian Risalah RUPS kepada
melalui media massa paling lambat 2 hari
Regulator paling lambat 30 hari setelah
Pelaksanaan RUPS. kerja setelah pelaksanaan RUPS.
pelaksanaan RUPS.
Implementation of the GMS. Announcement of the Summary of GMS
Submission of GMS Minutes to Regulators
Minutes through Mass Media At the
no later than 30 days after the GMS.
latest 2 working days after the RUPS.
PENYELENGGARAAN RUPS PADA THE HOLDING OF GMS IN 2024
TAHUN 2024
Di sepanjang tahun 2024, Perseroan menyelenggarakan 3 (tiga) Throughout 2024, the Company has held 3 (three) times GMS,
kali RUPS, yaitu RUPS Tahunan pada tanggal 28 Juni 2024, which was the Annual GMS, and EGMS on June 28th, 2024, and
RUPS Luar Biasa pada tanggal 28 Juni 2024, dan RUPS Luar EGMS on October 28th 2024.
Biasa pada tanggal 28 Oktober 2024.
RUPS Tahunan
Annual GMS
Hari/Tanggal Jum’at, 28 Juni 2024
Day/Date Friday, June 28, 2024
Waktu 14.21 s/d 15.59 WIB
Time
Tempat Ruang Auditorium, Gedung Manajemen Garuda, Lantai Dasar, Garuda City, Area Perkantoran
Venue Bandar Udara International Soekarno-Hatta, Tangerang
Tahapan Pelaksanaan RUPS Tahunan
Process in Orgazining the Annual GMS
Pemberitahuan Penyelenggaraan RUPS Mengirimkan surat Pemberitahuan Penyelenggaraan RUPS Tahunan Tahun Buku 2023 ke OJK
Kepada OJK pada tanggal 13 Mei 2024 melalui surat Direktur Utama Perseroan No. GMF/DT/SPE-2003/24.
Notification to Hold GMS to OJK Sending the Notice of Annual General Meeting of Shareholders for Financial Year 2023 to OJK on
May 13th, 2024 through the Company's CEO letter No. DT/SPE-2003/24.
Pengumuman Pemasangan Pengumuman RUPS Tahunan Tahun Buku 2023 pada situs web PT Bursa Efek Indonesia,
Announcement situs web Perseroan serta platform eASY.KSEI dalam Bahasa Indonesia dan bahasa Inggris yang
dipublikasikan pada tanggal 22 Mei 2024.
Posting of the Announcement of the Annual General Meeting of Shareholders for the Financial
Year 2023 on the website of the Indonesia Stock Exchange, the Company's website and the eASY.
KSEI platform in Bahasa Indonesia and English published on May 22nd , 2024.
225
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 226
Pemanggilan Pemanggilan RUPS Tahunan Tahun Buku 2023 dilakukan melalui situs web Bursa Efek Indonesia,
Invitation situs web Perseroan, serta platform eASY.KSEI dalam Bahasa Indonesia dan bahasa Inggris, yang
dipublikasikan pada tanggal 6 Juni 2024.
The Invitation to the Annual General Meeting of Shareholders for Financial Year 2023 was made
through the Indonesia Stock Exchange website, the Company's website, as well as the eASY.KSEI
platform in Indonesian and English, which published on June 6th, 2024.
Penyelenggaraan RUPS RUPS Tahunan Tahun Buku 2023 diselenggarakan pada 28 Juni 2024.
GMS Holding The Annual General Meeting of Shareholders for Financial Year 2023 will be held on June 28th, 2024.
Pengumuman Ringkasan Risalah RUPS Ringkasan Risalah RUPS Tahunan Tahun Buku 2023 telah dirilis pada tanggal 2 Juli 2024 yang
Announcement of GMS Minutes Summary diumumkan melalui situs web Perseroan dan situs web Bursa Efek Indonesia.
The Summary of Minutes of the Annual GMS for Financial Year 2023 was released on July 2nd, 2024
which was announced through the Company's website and the Indonesia Stock Exchange website.
Penyampaian Risalah RUPS Kepada OJK Penyampaian Risalah RUPS Tahun Buku 2023 kepada OJK pada tanggal 26 Juli 2024 melalui surat
Submission of GMS Minutes to OJK Corporate Secretary & Legal No. GMF/TS/SPE-2011/24.
Submission of the Minutes of the GMS for Financial Year 2023 to OJK on July 26th, 2024 through
Corporate Secretary & Legal letter No. GMF/TS/SPE-2011/24.
Pada RUPS Tahunan yang dilaksanakan tahun 2024, jumlah At the Annual GMS held in 2024, the number of shares with
saham dengan hak suara yang hadir atau diwakili telah voting rights present or represented has fulfilled the quorum
memenuhi kuorum dalam RUPS yaitu sebesar 25.437.601.300 in the GMS, which is 25.437.601.300 shares or equivalent to
saham atau setara dengan 90,0971928% dari seluruh saham 90,0971928% of all shares with valid voting rights issued by
dengan hak suara sah yang telah dikeluarkan oleh Perseroan, the Company, in accordance with the Company's Articles of
sesuai dengan Anggaran Dasar Perusahaan. Association.
Kehadiran RUPS Tahunan
Attendees of the Annual GMS
Dewan Komisaris Semua anggota Dewan Komisaris yang menjabat sampai dengan penyelenggaraan RUPS Tahunan
Board of Commissioners menghadiri RUPS.
All members of the Board of Commissioners who served until the Annual GMS attended the GMS.
Direksi Semua anggota Direksi yang menjabat sampai dengan penyelenggaraan RUPS Tahunan menghadiri
Board of Directors RUPS.
All members of the Board of Directors who served until the Annual GMS attended the GMS.
Komite Audit Ketua Komite Audit dan Kebijakan Tata Kelola Perusahaan yang menjabat sampai dengan
Audit Committee penyelenggaraan RUPS Tahunan menghadiri RUPS.
The Chairman of the Audit and Corporate Governance Policy Committee who served until the
Annual GMS attended the GMS.
Komite Nominasi dan Remunerasi Ketua Komite Nominasi dan Remunerasi yang menjabat sampai dengan penyelenggaraan RUPS
Nomination and Remuneration Committee Tahunan menghadiri RUPS.
All of the Nomination and Remuneration Committee who held the position attended the GMS.
Pihak Independen • Shanti Indah Lestari, SH, M.Kn., sebagai Notaris/as the Notary;
Independent Party • PT Datindo Entrycom sebagai Biro Administrasi Efek Perseroan/as the Securities Administration
Bureau; dan
• Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan sebagai Kantor Akuntan Publik/as the
Public Account.
Mekanisme Penghitungan Suara Perhitungan suara dalam setiap mata acara rapat dilakukan oleh Notaris.
Voting Mechanism The voting process at each agenda was done by the Notary.
Hasil Keputusan RUPS Tahunan telah dituangkan melalui Akta The resolutions of the Annual GMS have been set forth in the
Berita Acara RUPS Tahunan Tahun Buku 2023 No. 10 Tanggal 28 Deed of Minutes of the Annual GMS of Fiscal Year 2023 No.
Juni 2024 yang dibuat di hadapan Notaris Shanti Indah Lestari, 10 dated June 28th 2024 made before Notary Shanti Indah
S.H., M.Kn. Notaris di Kabupaten Tangerang. Lestari, S.H., M.Kn. Notary in Tangerang Regency.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
226 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 227
Tata Kelola Perusahaan
Corporate Governance
Mata Acara Rapat dan Keputusannya serta Tindak Lanjut
Meeting Agenda, Resolutions, and Follow-up Status
Mata Acara Rapat Pertama
First Meeting Agenda
Mata Acara Persetujuan Laporan Tahunan Perseroan Tahun Buku 2023 termasuk di dalamnya Laporan Keuangan
Agenda Konsolidasian Perseroan dan Laporan Tugas Pengawasan Dewan Komisaris yang berakhir pada
tanggal 31 Desember 2023, serta pemberian pelunasan dan pembebasan tanggung jawab sepenuhnya
(volledig acquit et de charge) kepada para anggota Direksi dan anggota Dewan Komisaris atas
tindakan pengurusan dan pengawasan yang telah dijalankan selama tahun buku 2023.
Approval of the Company's Annual Report for the financial year 2023, including the Company's
Consolidated Financial Statements and the Board of Commissioners Oversight Report ended on
31 December 2023, and to release and discharge of all responsibilities (volledig acquit et de charge)
to all Board members for the management and supervision carried out in the financial year 2023.
J u m l a h Pe m e g a n g S a h a m y a n g Terdapat 1 (satu) Pemegang Saham yang memberikan pendapat.
mengajukan pertanyaan dan/atau There was 1 (one) Shareholder who gave an opinion
memberikan pendapat
Shareholders who raised questions and/
or gave their opinions
Hasil Pemungutan Suara Setuju Tidak Setuju Abstain
Voting Results Agreed Disagreed Absent
25.437.522.500 suara/shares 0 suara/shares atau/or 0 % 78.800 suara/shares atau/or
atau/or 99,9996902% suara/ suara/shares dari 0,0003098 % suara/shares
shares dari seluruh saham seluruh saham yang hadir/ of dari
yang hadir/ of all shares all shares present seluruh saham yang hadir/ of
present all shares present
Keputusan Mata Acara Rapat Pertama • Menyetujui dan mengesahkan Laporan Tahunan Perseroan Tahun Buku 2023 termasuk di
Resolution of First Meeting Agenda dalamnya Laporan Pelaksanaan Tugas Pengawasan Dewan Komisaris yang berakhir pada
tanggal 31 Desember 2023 serta Laporan Keuangan Konsolidasian Perseroan Tahun Buku
2023 yang berakhir pada tanggal 31 Desember 2023, yang telah diaudit oleh Kantor Akuntan
Publik Tanudiredja, Wibisana, Rintis & Rekan dengan pendapat “Wajar Dalam Semua Hal yang
Material”, sebagaimana termuat dalam laporannya Nomor 00508/2.1025/AU.1/10/0225-2/1/
III/2024 tanggal 28 Maret 2024; dan
• Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et de
charge) kepada para anggota Direksi dan anggota Dewan Komisaris atas tindakan pengurusan
dan pengawasan yang telah dijalankan selama tahun buku 2023, sepanjang tindakan tersebut
bukan merupakan tindakan pidana dan/atau tindakan yang bertentangan dengan peraturan
perundangan yang berlaku dan tindakan tersebut telah tercermin dalam Laporan Tahunan dan
Laporan Keuangan Perseroan untuk tahun buku yang berakhir pada tanggal 31 Desember 2023.
• To approve and ratify the Company's Annual Report for the Financial Year 2023, including the
Report on the Implementation of the Supervisory Duties of the Board of Commissioners ending
31 December 2023 and the Company's Consolidated Financial Statements for the Financial
Year 2023 ending 31 December 2023, which have been audited by the Public Accounting
Firm Tanudiredja, Wibisana, Rintis & Rekan with the opinion of "Fair in All Material Matters",
as contained in its report Number 00508/2.1025/AU.1/10/0225-2/1/III/2024 dated March
28th , 2024; and
• To grant full release and discharge (volledig acquit et de charge) to the members of the Board of
Directors and members of the Board of Commissioners for their management and supervisory
actions carried out during the financial year 2023, to the extent that such actions do not
constitute criminal acts and/or actions contrary to the prevailing laws and regulations and such
actions have been reflected in the Company's Annual Report and Financial Statements for the
financial year ending 31 December 2023.
Realisasi Pemegang Saham melalui RUPS menerima pertanggungjawaban pelaksanaan pengawasan dan
Realization pengurusan Perseroan berturut-turut oleh Dewan Komisaris dan Direksi, serta memberikan
pelunasan dan pembebasan tanggung jawab sepenuhnya.
The Shareholders through the GMS accept the accountability of the implementation of supervision
and management of the Company successively by the Board of Commissioners and the Board of
Directors, and provide full release and discharge of responsibility.
227
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 228
Mata Acara Rapat Kedua
Second Meeting Agenda
Mata Acara Penetapan Laba Bersih Perseroan Tahun 2023.
Agenda Fixation of the Company's Net Income in 2023.
J u m l a h Pe m e g a n g S a h a m y a n g Tidak ada pertanyaan maupun pendapat yang disampaikan oleh Pemegang Saham atau kuasa
mengajukan pertanyaan dan/atau Pemegang Saham.
memberikan pendapat There were no questions or opinions raised by Shareholders or Shareholders' proxies.
Number of Shareholders who asked
questions and/or gave opinions
Hasil Pemungutan Suara Setuju Tidak Setuju Abstain
Voting Results Agreed Disagreed Absent
25.437.522.500 suara/shares 0 suara/shares atau/or 0 % 78.800 suara/shares atau/or
atau/or 99,9996902% suara/ suara/shares dari 0,0003098 % suara/shares
shares dari seluruh saham seluruh saham yang hadir/ of dari
yang hadir/ of all shares all shares present seluruh saham yang hadir/ of
present all shares present
Keputusan Mata Acara Rapat Kedua Menyetujui dan menetapkan penggunaan Laba Bersih Konsolidasian Tahun Buku 2023 sebesar
Resolution of the Second Meeting Agenda USD 20.168.689 (dua puluh juta seratus enam puluh delapan enam ratus delapan puluh sembilan
Dollar Amerika Serikat) sebagai Laba Ditahan atau Retained Earning Perseroan untuk mengurangi
akumulasi kerugian Perseroan.
Approve and determine the utilization of the Consolidated Net Income for the Financial Year 2023
amounting to USD 20.168.689 (twenty million one hundred sixty eight six hundred eighty nine United
States Dollars) as Retained Earning of the Company to reduce the Company's accumulated losses.
Realisasi Pemegang Saham melalui RUPS sudah memberikan persetujuan agar Laba Bersih Perseroan
Realization dicatatkan sebagai Laba Ditahan atau Retained Earning. Perseroan akan melaksanakan keputusan
tersebut pada periode pelaporan Laporan Keuangan selanjutnya.
The Shareholders through the GMS have given approval for the Company's Net Income to be
recorded as Retained Earning. The Company will implement the decision in the next Financial
Statement reporting period.
Mata Acara Rapat Ketiga
Third Meeting Agenda
Mata Acara Penetapan Tantiem Tahun Buku 2023 dan Remunerasi (Gaji/Honorarium, Fasilitas dan Tunjangan)
Agenda Tahun Buku 2024 bagi Direksi dan Dewan Komisaris.
Determination of Tantiem for the financial year 2023 and remuneration (salary/honorarium,
facilities and allowances) for the financial year 2024 for Directors and Board of Commissioners.
Jumlah Pemegang Saham yang Tidak ada pertanyaan maupun pendapat yang disampaikan oleh Pemegang Saham atau kuasa
mengajukan pertanyaan dan/atau Pemegang Saham.
memberikan pendapat There were no questions or opinions raised by Shareholders or Shareholders' proxies.
Number of Shareholders who asked
questions and/or gave opinions
Hasil Pemungutan Suara Setuju Tidak Setuju Abstain
Voting Results Agreed Disagreed Absent
25.437.522.500 suara/shares 0 suara/shares atau/or 0 % 78.800 suara/shares atau/or
atau/or 99,9996902% suara/ suara/shares dari 0,0003098 % suara/shares
shares dari seluruh saham seluruh saham yang hadir/ of dari
yang hadir/ of all shares all shares present seluruh saham yang hadir/ of
present all shares present
Keputusan Mata Acara Rapat Ketiga Menyetujui pemberian kuasa dan pelimpahan kewenangan kepada Dewan Komisaris Perseroan
Resolution of the Second Meeting Agenda dengan terlebih dahulu mendapat persetujuan tertulis dari PT Garuda Indonesia (Persero) Tbk
selaku Pemegang Saham Pengendali untuk menetapkan pemberian tantiem dan/atau insentif
kinerja tahun 2023 dan menetapkan remunerasi (gaji/honorarium, tunjangan dan fasilitas) bagi
anggota Direksi dan Dewan Komisaris Perseroan untuk tahun 2024.
Approved the granting of power and delegation of authority to the Company's Board of
Commissioners with prior written approval from PT Garuda Indonesia (Persero) Tbk as the
Controlling Shareholder to determine the tantiem and/or performance incentives for 2023 and
determine the remuneration (salary/honorarium, allowances and facilities) for members of the
Company's Board of Directors and Board of Commissioners for 2024.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
228 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 229
Tata Kelola Perusahaan
Corporate Governance
Realisasi Berdasarkan kuasa dan wewenang yang diberikan dan dilimpahkan oleh RUPS, Dewan Komisaris
Realization menentukan besaran remunerasi (gaji/honorarium, tunjangan, dan fasilitas) bagi anggota Direksi
dan Dewan Komisaris tahun 2024 dengan memperhatikan kemampuan Perseroan.
Based on the power and authority granted and delegated by the GMS, the Board of Commissioners
determines the amount of remuneration (salary/honorarium, allowances, and facilities) for members
of the Board of Directors and Board of Commissioners in 2024 by taking into account the Company's
ability.
Mata Acara Rapat Keempat
Fourth Meeting Agenda
Mata Acara Penunjukan Kantor Akuntan Publik Untuk Mengaudit Laporan Keuangan Perseroan Tahun Buku 2024.
Agenda Appointment of a Public Accountant Firm to Audit the Company's Financial Statements for the
Financial Year 2024.
J u m l a h Pe m e g a n g S a h a m y a n g Tidak ada pertanyaan maupun pendapat yang disampaikan
mengajukan pertanyaan dan/atau oleh Pemegang Saham atau kuasa Pemegang Saham.
memberikan pendapat There were no questions or opinions raised
Number of Shareholders who asked by Shareholders or Shareholders' proxies.
questions and/or gave opinions
Hasil Pemungutan Suara Setuju Tidak Setuju Abstain
Voting Results Agreed Disagreed Absent
25.437.522.500 suara/shares 0 suara/shares atau/or 0 % 78.800 suara/shares atau/or
atau/or 99,9996902% suara/ suara/shares dari 0,0003098 % suara/shares
shares dari seluruh saham seluruh saham yang hadir/ of dari
yang hadir/ of all shares all shares present seluruh saham yang hadir/ of
present all shares present
Keputusan Mata Acara Rapat Keempat • Menyetujui pemberian kuasa dan pelimpahan kewenangan kepada Dewan Komisaris Perseroan
Resolution of the Fourth Meeting Agenda untuk menunjuk Akuntan Publik Independen dari Kantor Akuntan Publik (KAP) untuk melakukan
pemeriksaan atas Laporan Keuangan Konsolidasian Perseroan untuk tahun buku yang berakhir
tanggal 31 Desember 2024, pemeriksaan atas Laporan Keuangan Khusus tertentu pada tahun
2024 dan pemeriksaan atas Laporan Keuangan Konsolidasian Perseroan periode lainnya pada
tahun 2024 untuk tujuan dan kepentingan Perseroan.
• Menyetujui pemberian kuasa dan pelimpahan kewenangan kepada Dewan Komisaris Perseroan
untuk menetapkan besaran nilai jasanya sesuai ketentuan dan peraturan yang berlaku, termasuk
untuk menunjuk KAP pengganti bilamana karena sebab apapun juga berdasarkan ketentuan
pasar modal di Indonesia apabila KAP yang ditunjuk tidak dapat melakukan tugasnya, dengan
kriteria bahwa KAP tersebut terdaftar di Otoritas Jasa Keuangan.
• Approved the granting of power and delegation of authority to the Company's Board of
Commissioners to appoint an Independent Public Accountant from the Public Accounting
Firm (KAP) to conduct an audit of the Company's Consolidated Financial Statements for the
financial year ending 31 December 2024, an audit of certain Special Financial Statements in
2024 and an audit of the Company's Consolidated Financial Statements for other periods in
2024 for the purposes and interests of the Company.
• Approved the granting of power and delegation of authority to the Company's Board of
Commissioners to determine the amount of service value in accordance with applicable rules
and regulations, including to appoint a replacement KAP if for any reason whatsoever based
on capital market regulations in Indonesia if the appointed KAP is unable to perform its duties,
with the criteria that the KAP is registered with the Financial Services Authority.
Realisasi Berdasarkan kuasa dan wewenang yang diberikan dan dilimpahkan oleh RUPS, Dewan Komisaris
Realization Perseroan telah menyetujui penunjukan Akuntan Publik Ade Setiawan Elimin dan Kantor Akuntan
Publik (KAP) Rintis, Jumadi, Rianto & Rekan untuk melakukan pemeriksaan atas Laporan Keuangan
tahun buku yang berakhir tanggal 31 Desember 2024.
Based on the power and authority granted and delegated by the GMS, the Company's Board of
Commissioners has approved the appointment of Public Accountant Ade Setiawan Elimin and Public
Accounting Firm (KAP) Rintis, Jumadi, Rianto & Rekan to conduct an examination of the Financial
Statements for the fiscal year ending December 31, 2024.
229
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 230
RUPS Luar Biasa
Extraordinary GMS
Hari/Tanggal Jum’at, 28 Juni 2024
Day/Date Friday, June 28, 2024
Waktu 16.20 s/d 16.54 WIB
Time
Tempat Ruang Auditorium, Gedung Manajemen Garuda, Lantai Dasar, Garuda City, Area Perkantoran
Venue Bandar Udara International Soekarno-Hatta, Tangerang
Tahapan Pelaksanaan RUPS Luar Biasa
Process in Orgazining the Extraordinary GMS
Pemberitahuan Penyelenggaraan RUPS Mengirimkan surat Pemberitahuan Penyelenggaraan RUPS Luar Biasa ke OJK pada tanggal 13
Kepada OJK Mei 2024 melalui surat Direktur Utama Perseroan No. GMF/DT/SPE-2003/24.
Notification to Hold GMS to OJK Sending the Notice of Extraordinary General Meeting of Shareholders to OJK on May 13th, 2024
through the Company's CEO letter No. GMF/DT/SPE-2003/24.
Pengumuman Pemasangan Pengumuman RUPS Luar Biasa pada situs web PT Bursa Efek Indonesia, situs web
Announcement Perseroan serta platform eASY.KSEI dalam Bahasa Indonesia dan bahasa Inggris yang dipublikasikan
pada tanggal 22 Mei 2024.
Posting of the Announcement of the Extraordinary General Meeting of Shareholders on the website
of the Indonesia Stock Exchange, the Company's website and the eASY.KSEI platform in Bahasa
Indonesia and English published on May 22nd , 2024.
Pemanggilan Pemanggilan RUPS Luar Biasa dilakukan melalui situs web Bursa Efek Indonesia, situs web Perseroan,
Invitation serta platform eASY.KSEI dalam Bahasa Indonesia dan bahasa Inggris, yang dipublikasikan pada
tanggal 6 Juni 2024.
The Invitation to the Extraordinary General Meeting of Shareholders was made through the
Indonesia Stock Exchange website, the Company's website, as well as the eASY.KSEI platform in
Indonesian and English, which published on June 6th , 2024.
Penyelenggaraan RUPS RUPS Luar Biasa diselenggarakan pada tanggal 28 Juni 2024.
GMS Holding The Extraordinary General Meeting of Shareholders has held on 28 June 2024.
Pengumuman Ringkasan Risalah RUPS Ringkasan Risalah RUPS Luar Biasa telah dirilis pada tanggal 2 Juli 2024 yang diumumkan melalui
Announcement of GMS Minutes Summary situs web Perseroan dan situs web Bursa Efek Indonesia.
The Summary of Minutes of the Extraordinary GMS was released on July 2nd , 2024 which was
announced through the Company's website and the Indonesia Stock Exchange website.
Penyampaian Risalah RUPS Kepada OJK Penyampaian Risalah RUPS Luar Biasa kepada OJK pada tanggal 26 Juli 2024 melalui surat
Submission of GMS Minutes to OJK Corporate Secretary & Legal No. GMF/TS/SPE-2011/24.
Submission of the Minutes of the Extraordinary GMS to OJK on July 26th , 2024 through Corporate
Secretary & Legal letter No. GMF/TS/SPE-2011/24.
Pada RUPS Luar Biasa yang dilaksanakan tanggal 28 Juni 2024, At the Extraordinary GMS held on June 28th , 2024 , the number
jumlah saham dengan hak suara yang hadir atau diwakili telah of shares with voting rights present or represented has fulfilled
memenuhi kuorum dalam RUPS yaitu sebesar 25.437.601.300 the quorum in the GMS, which is 25.437.601.300 shares or
saham atau setara dengan 90,0971581% dari seluruh saham equivalent to 90,0971581% of all shares with valid voting rights
dengan hak suara sah yang telah dikeluarkan oleh Perseroan, issued by the Company, in accordance with the Company's
sesuai dengan Anggaran Dasar Perusahaan. Articles of Association.
Kehadiran RUPS Luar Biasa
Attendees of the Extraordinary GMS
RUPS Luar Biasa Jum’at, 28 Juni 2024
Extraordinary GMS Friday, June 28, 2024
Dewan Komisaris Semua anggota Dewan Komisaris yang menjabat sampai dengan penyelenggaraan RUPS Tahunan
Board of Commissioners menghadiri RUPS.
All members of the Board of Commissioners who served until the Annual GMS attended the GMS.
Direksi Semua anggota Direksi yang menjabat sampai dengan penyelenggaraan RUPS Tahunan menghadiri
Board of Directors RUPS.
All members of the Board of Directors who served until the Annual GMS attended the GMS.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
230 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 231
Tata Kelola Perusahaan
Corporate Governance
Komite Audit Ketua Komite Audit dan Kebijakan Tata Kelola Perusahaan yang menjabat sampai dengan
Audit Committee penyelenggaraan RUPS Tahunan menghadiri RUPS.
The Chairman of the Audit and Corporate Governance Policy Committee who served until the
Annual GMS attended the GMS.
Komite Nominasi dan Remunerasi Ketua Komite Nominasi dan Remunerasi yang menjabat sampai dengan penyelenggaraan RUPS
Nomination and Remuneration Committee Tahunan menghadiri RUPS.
All of the Nomination and Remuneration Committee who held the position attended the GMS.
Pihak Independen • Shanti Indah Lestari, SH, M.Kn., sebagai Notaris/as the Notary;
Independent Party • PT Datindo Entrycom sebagai Biro Administrasi Efek Perseroan/as the Securities Administration
Bureau; dan
• Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan sebagai Kantor Akuntan Publik/as the
Public Account.
Mekanisme Penghitungan Suara Perhitungan suara dalam setiap mata acara rapat dilakukan oleh Notaris.
Voting Mechanism The voting process at each agenda was done by the Notary.
Hasil Keputusan RUPS Luar Biasa telah dituangkan melalui The resolutions of the Extraordinary GMS have been set forth
akta Berita Acara RUPS Luar Biasa No. 11 Tanggal 28 Juni 2024 in the deed of Minutes of EGMS No. 11 dated June 28th , 2024
yang dibuat di hadapan Notaris Shanti Indah Lestari, S.H., M.Kn. made before Notary Shanti Indah Lestari, S.H., M.Kn. Notary
Notaris di Kabupaten Tangerang. in Tangerang Regency.
Mata Acara Rapat dan Keputusannya serta Tindak Lanjut
Meeting Agenda, Resolutions, and Follow-up Status
Mata Acara Rapat Pertama
First Meeting Agenda
RUPS Luar Biasa Jum’at, 28 Juni 2024
Extraordinary GMS Friday, June 28, 2024
Mata Acara Persetujuan Pengikatan Jaminan atas Aset Perseroan dengan nilai lebih dari 50% (lima puluh
Agenda persen) Kekayaan Bersih Perseroan berdasarkan Restrukturisasi Perjanjian Kredit antara PT Bank
Rakyat Indonesia (Persero) Tbk.
Approval of Guarantee Binding for Company Assets with a value of more than 50% (fifty percent)
of the Company's Net Worth based on the Restructuring of the Credit Agreement between PT
Bank Rakyat Indonesia (Persero) Tbk.
Jumlah Pemegang Saham yang mengajukan Tidak ada pertanyaan maupun pendapat yang disampaikan oleh Pemegang Saham atau kuasa
pertanyaan dan/atau memberikan Pemegang Saham.
pendapat There were no questions or opinions raised by Shareholders or Shareholders' proxies.
Number of Shareholders who asked
questions and/or gave opinions
Hasil Pemungutan Suara Setuju Tidak Setuju Abstain
Voting Results Agreed Disagreed Absent
25.437.512.700 suara/shares 100 suara/shares atau/or 78.700 suara/shares atau/or
atau/or 99,9996902% suara/ 0,0000004% suara/shares dari 0,0003094% suara/shares
shares dari seluruh saham seluruh saham yang hadir/ of dari seluruh saham yang hadir/
yang hadir/ of all shares all shares present of all shares present
present
Keputusan Mata Acara Rapat Pertama Menyetujui pengikatan jaminan atas aset Perseroan dalam memenuhi kewajiban Perseroan
Resolution of the Fourth Meeting Agenda berdasarkan program restrukturisasi fasilitas kredit dengan PT Bank Rakyat Indonesia (Persero)
Tbk, yang pengikatan tersebut dilakukan secara paripassu dengan kreditur-kreditur lain Perseroan
dengan porsi bagian nilai jaminan yang ditentukan oleh Perseroan sepanjang pengikatan jaminan
tersebut tidak mengubah pokok-pokok perjanjian tersebut serta dilaksanakan sesuai dengan
ketentuan tata kelola perusahaan yang baik dan peraturan perundang-undangan yang berlaku.
Approved the binding of collateral for the Company's assets in fulfilling the Company's obligations
under the credit facility restructuring program with PT Bank Rakyat Indonesia (Persero) Tbk,
which binding was carried out paripassu with other creditors of the Company with a portion of
the collateral value determined by the Company as long as the binding of the guarantee did not
change the principal of the agreement and was carried out in accordance with the provisions of
good corporate governance and applicable laws and regulations.
231
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 232
Realisasi Pembuatan dan penandatanangan perjanjian pengikatan jaminan oleh Perseroan dan para kreditur
Realization telah dituangkan dalam Akta Jaminan Fidusia No. 19 tanggal 28 November 2024.
The making and signing of the collateral binding agreement by the Company and the creditors have
been set forth in the Deed of Fiduciary Guarantee No. 19 dated November 28, 2024.
Mata Acara Rapat Kedua
Second Meeting Agenda
RUPS Luar Biasa Jum’at, 28 Juni 2024
Extraordinary GMS Friday, June 28, 2024
Mata Acara Usulan Perubahan Anggaran Dasar.
Agenda Proposed Amendment to the Articles of Association.
J u m l a h Pe m e g a n g S a h a m y a n g Tidak ada pertanyaan maupun pendapat yang disampaikan oleh Pemegang Saham atau kuasa
mengajukan pertanyaan dan/atau Pemegang Saham.
memberikan pendapat There were no questions or opinions raised by Shareholders or Shareholders' proxies.
Number of Shareholders who asked
questions and/or gave opinions
Hasil Pemungutan Suara Setuju Tidak Setuju Abstain
Voting Results Agreed Disagreed Absent
25.437.512.700 suara/shares 100 suara/shares atau/or 78.700 suara/shares atau/or
atau/or 99,9996902% suara/ 0,0000004% suara/shares dari 0,0003094% suara/shares
shares dari seluruh saham seluruh saham yang hadir/ of dari seluruh saham yang hadir/
yang hadir/ of all shares all shares present of all shares present
present
Keputusan Mata Acara Rapat Kedua • Menyetujui perubahan Pasal 3 Anggaran Dasar Perseroan untuk disesuaikan dengan Peraturan
Resolution of the Second Meeting Agenda Badan Pusat Statistik Nomor 2 Tahun 2020 tentang Klasifikasi Baku Lapangan Usaha Indonesia
("KBLI 2020”) dan peraturan lainnya yang terkait;
• Menyetujui perubahan-perubahan dalam ketentuan Pasal 4 ayat (2), Pasal 7 ayat (3), Pasal 15 ayat
(16), Pasal 15 ayat (2), Pasal 16 ayat (2) huruf a angka 4, Pasal 16 ayat (2) huruf a angka 6, Pasal 16
ayat (2) huruf b angka 10, Pasal 16 ayat (2) huruf b angka 15, Pasal 16 ayat (2) huruf b angka 19, Pasal
16 ayat 5, Pasal 16 ayat (14) huruf o, Pasal 16 ayat 14 huruf m, Pasal 16 ayat (22), Pasal 16 ayat (22)
huruf f, Pasal 19 ayat (2) huruf a angka 13, Pasal 20, Pasal 20 ayat (1) huruf b, Pasal 23 ayat (2), dan
Pasal 24 dalam Anggaran Dasar sebagaimana yang diusulkan dalam Rapat ini.
• Menyetujui untuk menyusun kembali seluruh ketentuan dalam Anggaran Dasar Perseroan sehubungan
dengan perubahan sebagaimana dimaksud pada butir 1 dan butir 2 Keputusan tersebut diatas.
• Memberikan kuasa dan wewenang kepada Direksi Perseroan dengan hak substitusi untuk melakukan
segala tindakan yang diperlukan berkaitan dengan Keputusan mata acara Rapat, termasuk menyusun
dan menyatakan kembali seluruh Anggaran Dasar Perseroan dalam suatu Akta Notaris dan
memberikan kuasa dengan hak substitusi untuk menyampaikan kepada instansi yang berwenang
untuk mendapatkan persetujuan dan/atau tanda penerimaan pemberitahuan perubahan Anggaran
Dasar Perseroan, melakukan segala sesuatu yang dipandang perlu dan berguna untuk keperluan
tersebut dengan tidak ada satu pun yang dikecualikan, termasuk untuk mengadakan penambahan
dan/atau perubahan dalam perubahan Anggaran Dasar tersebut, jika hal tersebut dipersyaratkan
oleh instansi yang berwenang.
• Approved the amendment to Article 3 of the Company's Articles of Association to be adjusted to
the Central Bureau of Statistics Regulation Number 2 of 2020 concerning the Indonesian Standard
Industrial Classification (“KBLI 2020”) and other related regulations;
• Approve the amendments in the provisions of Article 4 paragraph (2), Article 7 paragraph (3), Article
15 paragraph (16), Article 15 paragraph (2), Article 16 paragraph (2) letter a number 4, Article 16
paragraph (2) letter a number 6, Article 16 paragraph (2) letter b number 10, Article 16 paragraph
(2) letter b number 15, Article 16 paragraph (2) letter b number 19, Article 16 paragraph 5, Article
16 paragraph (14) letter o, Article 16 paragraph 14 letter m, Article 16 paragraph (22), Article 16
paragraph (22) letter f, Article 19 paragraph (2) letter a number 13, Article 20, Article 20 paragraph
(1) letter b, Article 23 paragraph (2), and Article 24 in the Articles of Association as proposed in
this Meeting.
• Approve to rearrange all provisions in the Company's Articles of Association in connection with the
amendments as referred to in point 1 and point 2 of the above Resolution.
• To grant power and authority to the Board of Directors of the Company with the right of substitution
to take all necessary actions related to the Resolutions of the agenda of the Meeting, including to
compile and restate the entire Articles of Association of the Company in a Notarial Deed and to
grant power with the right of substitution to submit to the competent authorities to obtain approval
and/or receipt of notification of amendments to the Articles of Association of the Company, to do
everything deemed necessary and useful for such purposes with no one being excluded, including
to make additions and/or changes in the amendments to the Articles of Association, if so required
by the competent authorities.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
232 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 233
Tata Kelola Perusahaan
Corporate Governance
Realisasi Usulan perubahan Anggaran Dasar telah dituangkan dalam Akta Pernyataan Keputusan Rapat PT
Realization Garuda Maintenance Facility Aero Asia Tbk Nomor 13 tanggal 28 Juni 2024 yang telah mendapatkan
penerimaan pemberitahuan dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia sesuai
dengan Surat Nomor AHU-AH.01.03-0175124 tanggal 23 Juli 2024.
The proposed amendment to the Articles of Association has been set forth in the Deed of Meeting
Resolution of PT Garuda Maintenance Facility Aero Asia Tbk Number 13 dated June 28, 2024 which
has received notification from the Minister of Law and Human Rights of the Republic of Indonesia
in accordance with Letter Number AHU-AH.01.03-0175124 dated July 23, 2024.
Mata Acara Rapat Ketiga
Third Meeting Agenda
RUPS Luar Biasa Jum’at, 28 Juni 2024
Extraordinary GMS Friday, June 28, 2024
Mata Acara Perubahan Susunan Pengurus Perseroan.
Agenda Changes in the Composition of the Company's Management.
J u m l a h Pe m e g a n g S a h a m y a n g Tidak ada pertanyaan maupun pendapat yang disampaikan oleh Pemegang Saham atau kuasa
mengajukan pertanyaan dan/atau Pemegang Saham.
memberikan pendapat There were no questions or opinions raised by Shareholders or Shareholders' proxies.
Number of Shareholders who asked
questions and/or gave opinions
Hasil Pemungutan Suara Setuju Tidak Setuju Abstain
Voting Results Agreed Disagreed Absent
25.437.512.700 suara/shares 100 suara/shares atau/or 78.700 suara/shares atau/or
atau/or 99,9996902% suara/ 0,0000004% suara/shares dari 0,0003094% suara/shares
shares dari seluruh saham seluruh saham yang hadir/ of dari seluruh saham yang hadir/
yang hadir/ of all shares all shares present of all shares present
present
Keputusan Mata Acara Rapat Ketiga • Menyetujui untuk memberhentikan nama-nama tersebut di bawah ini yang berlaku efektif
Resolution of the Third Meeting Agenda sejak ditutupnya Rapat Umum Pemegang Saham Luar Biasa ini dengan ucapan terima kasih
atas sumbangan tenaga dan pikiran yang diberikan selama memangku jabatan tersebut.
a. Bapak Ali Gunawan sebagai Komisaris Independen yang diangkat pada Rapat Umum
Pemegang Saham Tahunan tanggal 20 Agustus 2021.
b. Bapak Agit Atriantio sebagai Komisaris Independen yang diangkat pada Rapat Umum
Pemegang Saham Tahunan tanggal 20 Agustus 2021.
• Menyetujui untuk mengangkat nama di bawah ini yang berlaku efektif sejak ditutupnya Rapat
Umum Pemegang Saham Luar Biasa ini sebagai berikut:
a. Bapak Ali Gunawan sebagai Komisaris Independen
b. Bapak Agit Atriantio sebagai Komisaris Independen
• Masa jabatan anggota Dewan Komisaris yang diangkat sebagaimana dimaksud pada angka
2, sesuai dengan ketentuan Anggaran Dasar Perseroan, dengan memperhatikan peraturan
perundang-undnagan di bidang Pasar Modal dan tanpa mengurangi hak Rapat Umum Pemegang
Saham (“RUPS”) untuk memberhentikan sewaktu-waktu.
Dengan memperhatikan keputusan pada butir 1 dan 2 di atas maka susunan Dewan Komisaris
dan Direksi Perseroan terhitung sejak ditutupnya RUPSLB Perseroan menjadi sebagai berikut:
Dewan Komisaris
Komisaris Utama/Komisaris Independen : Sdr. Dharmadi
Komisaris : Sdr. Rahmat Hanafi
Komisaris Independen : Sdr. Ali Gunawan
Komisaris Independen : Sdr. Agit Atriantio
Komisaris Independen : Sdr. Abhan
Direksi
Direktur Utama : Sdr. Andi Fahrurrozi
Direktur Line Operation : Sdr. Mukhtaris
Direktur Base Operation : Sdr. Irvan Pribadi
Direktur Keuangan : Sdr. Salusra Satria
Direktur Human Capital & Corporate : Sdr. Pudjo Sarwoko
• Anggota Komisaris yang diangkat sebagaimana butir 2 yang masih menjabat ada jabatan lain
yang dilarang atau peraturan perundang-undangan untuk dirangkap dengan jabatan Anggota
Komisaris atau Direksi maka yang bersangkutan harus mengundurkan diri atau diberhentikan
dari jabatannya tersebut.
• Menyetujui pemberian tugas dan wewenang setiap anggota Direksi Perseroan ditetapkan
berdasarkan keputusan Direksi Perseroan setelah mendapat persetujuan tertulis dari Dewan
Komisaris Perseroan.
• Memberikan kuasa dan kewenangan kepada masing-masing Direksi Perseroan dengan hak
substitusi untuk menyatakan dalam akta Notaris tersendiri, hasil keputusan Rapat sehubungan
dengan perubahan Dewan Komisaris Perseroan dan melakukan Pemberitahuan dan.atau
pendaftaran mengenai perubahan susunan anggota Dewan Komisaris dari Perseroan.
233
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 234
• Approved to dismiss the names mentioned below effective as of the closing of this Extraordinary
General Meeting of Shareholders with gratitude for the contribution of energy and thought
given during the position.
a. Mr. Ali Gunawan as Independent Commissioner who was appointed at the Annual General
Meeting of Shareholders on August 20, 2021. \
b. Mr. Agit Atriantio as Independent Commissioner who was appointed at the Annual General
Meeting of Shareholders on August 20, 2021.
• Approved to appoint the names below effective as of the closing of this Extraordinary General
Meeting of Shareholders as follows:
a. Mr. Ali Gunawan as Independent Commissioner
b. Mr. Agit Atriantio as Independent Commissioner
• The term of office of the appointed members of the Board of Commissioners as referred to in
point 2, in accordance with the provisions of the Company's Articles of Association, with due
observance of the laws and regulations in the Capital Market sector and without prejudice to
the right of the General Meeting of Shareholders (“GMS”) to dismiss them at any time.
With regard to the resolutions in points 1 and 2 above, the composition of the Board of
Commissioners and the Board of Directors of the Company as of the closing of the EGMS of
the Company shall be as follows:
Board of Commissioners
President Commissioner/Independent Commissioner : Br. Dharmadi
Commissioner : Br. Rahmat Hanafi
Independent Commissioner : Br. Ali Gunawan
Independent Commissioner : Br. Agit Atriantio
Independent Commissioner : Br. Abhan
Board of Directors
President Director : Br. Andi Fahrurrozi
Director of Line Operation : Br. Mukhtaris
Director of Base Operation : Br. Irvan Pribadi
Director of Finance : Br. Salusra Satria
Director of Human Capital & Corporate Affairs : Br. Pudjo Sarwoko
• Members of the Board of Commissioners appointed as referred to in point 2 who still hold
other positions that are prohibited or laws and regulations to be concurrent with the position
of Member of the Board of Commissioners or Board of Directors, then the person concerned
must resign or be dismissed from his position.
• Approved the assignment of duties and authority of each member of the Board of Directors of
the Company to be determined based on the decision of the Board of Directors of the Company
after obtaining written approval from the Board of Commissioners of the Company.
• To grant power and authority to each member of the Board of Directors of the Company with
the right of substitution to state in a separate Notarial deed the results of the Meeting's decision
in relation to changes in the Board of Commissioners of the Company and to make notification
and/or registration regarding changes in the composition of the Board of Commissioners of
the Company.
Realisasi Telah dituangkan dalam Akta Pernyataan Keputusan Rapat PT Garuda Maintenance Facility Aero
Realization Asia Tbk Nomor 12 tanggal 28 Juni 2024 yang telah mendapatkan penerimaan pemberitahuan
dari Menteri Hukum dan Hak Asasi Manusia Republik Indonesia sesuai dengan Surat Nomor AHU.
AH.01.09-0227660 tanggal 17 Juli 2024.
It has been set forth in the Deed of Meeting Resolution of PT Garuda Maintenance Facility Aero
Asia Tbk Number 12 dated June 28, 2024 which has received notification from the Minister of Law
and Human Rights of the Republic of Indonesia in accordance with Letter Number AHU.AH.01.09-
0227660 dated July 17, 2024.
RUPS Luar Biasa
Extraordinary GMS
Hari/Tanggal Senin, 28 Oktober 2024
Day/Date Friday, October 28, 2024
Waktu 09.21 s/d 10.12 WIB
Time
Tempat Ruang Auditorium, Gedung Manajemen Garuda, Lantai Dasar, Garuda City, Area Perkantoran
Venue Bandar Udara International Soekarno-Hatta, Tangerang
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
234 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 235
Tata Kelola Perusahaan
Corporate Governance
Tahapan Pelaksanaan RUPS Luar Biasa
Process in Orgazining the Extraordinary GMS
Pemberitahuan Penyelenggaraan RUPS Mengirimkan surat Pemberitahuan Penyelenggaraan RUPS Luar Biasa ke OJK pada tanggal 2
Kepada OJK September 2024 melalui surat Direktur Utama Perseroan No. GMF/DT/SPE-2014/24.
Notification to Hold GMS to OJK Sending the Notice of Extraordinary General Meeting of Shareholders to OJK on September 2nd,
2024 through the Company's CEO letter No. GMF/DT/SPE-2014/24.
Pengumuman Pemasangan Pengumuman RUPS Luar Biasa pada situs web PT Bursa Efek Indonesia, situs web
Announcement Perseroan serta platform eASY.KSEI dalam Bahasa Indonesia dan bahasa Inggris yang dipublikasikan
pada tanggal 9 September 2024.
Posting of the Announcement of the Extraordinary General Meeting of Shareholders on the website
of the Indonesia Stock Exchange, the Company's website and the eASY.KSEI platform in Bahasa
Indonesia and English published on September 9th , 2024.
Pemanggilan Pemanggilan RUPS Luar Biasa dilakukan melalui situs web Bursa Efek Indonesia, situs web Perseroan,
Invitation serta platform eASY.KSEI dalam Bahasa Indonesia dan bahasa Inggris, yang dipublikasikan pada
tanggal 24 September 2024.
Penundaan Pemanggilan RUPS Luar Biasa melalui situs web Bursa Efek Indonesia, situs web
Perseroan, serta platform eASY.KSEI dalam Bahasa Indonesia dan bahasa Inggris, berturut-turut
pada 15 Oktober 2024, 17 Oktober 2024, dan 22 Oktober 2024.
The Invitation to the Extraordinary General Meeting of Shareholders was made through the Indonesia
Stock Exchange website, the Company's website, as well as the eASY.KSEI platform in Indonesian
and English, which published on September 24th , 2024.
Postponement of the Extraordinary GMS Invitation through the Indonesia Stock Exchange website,
the Company's website, and the eASY.KSEI platform in Indonesian and English, respectively on
October 15, 2024, October 17, 2024, and October 22, 2024.
Penyelenggaraan RUPS RUPS Luar Biasa diselenggarakan pada tanggal 28 Oktober 2024.
GMS Holding The Extraordinary General Meeting of Shareholders has held on October 28th , 2024.
Pengumuman Ringkasan Risalah RUPS Ringkasan Risalah RUPS Luar Biasa telah dirilis pada tanggal 2 Juli 2024 yang diumumkan melalui
Announcement of GMS Minutes Summary situs web Perseroan dan situs web Bursa Efek Indonesia.
The Summary of Minutes of the Extraordinary GMS was released on July 2nd , 2024 which was
announced through the Company's website and the Indonesia Stock Exchange website.
Penyampaian Risalah RUPS Kepada OJK Penyampaian Risalah RUPS Luar Biasa kepada OJK pada tanggal 26 November 2024 melalui surat
Submission of GMS Minutes to OJK Corporate Secretary & Legal No. GMF/TS/SPE-2039/24.
Submission of the Minutes of the Extraordinary GMS to OJK on November 26th , 2024 through
Corporate Secretary & Legal letter No. GMF/TS/SPE-2039/24.
Pada RUPS Luar Biasa yang dilaksanakan tanggal 28 Oktober At the Extraordinary GMS held on October 28th , 2024 , the
2024, jumlah saham dengan hak suara yang hadir atau number of shares with voting rights present or represented
diwakili telah memenuhi kuorum dalam RUPS yaitu sebesar has fulfilled the quorum in the GMS, which is 25.456.173.300
25.456.173.300 saham atau setara dengan 90,1629728% dari shares or equivalent to 90,1629728% of all shares with valid
seluruh saham dengan hak suara sah yang telah dikeluarkan voting rights issued by the Company, in accordance with the
oleh Perseroan, sesuai dengan Anggaran Dasar Perusahaan. Company's Articles of Association.
Kehadiran RUPS Luar Biasa
Attendees of the Extraordinary GMS
RUPS Luar Biasa Senin, 28 Oktober 2024
Extraordinary GMS Monday, October 28, 2024
Dewan Komisaris Semua anggota Dewan Komisaris yang menjabat sampai dengan penyelenggaraan RUPS Tahunan
Board of Commissioners menghadiri RUPS.
All members of the Board of Commissioners who served until the Annual GMS attended the GMS.
Direksi Semua anggota Direksi yang menjabat sampai dengan penyelenggaraan RUPS Tahunan menghadiri
Board of Directors RUPS.
All members of the Board of Directors who served until the Annual GMS attended the GMS.
Komite Audit Ketua Komite Audit dan Kebijakan Tata Kelola Perusahaan yang menjabat sampai dengan
Audit Committee penyelenggaraan RUPS Luar Biasa menghadiri RUPS.
The Chairman of the Audit and Corporate Governance Policy Committee who served until the
Annual EGMS attended the GMS.
235
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 236
Kehadiran RUPS Luar Biasa
Attendees of the Extraordinary GMS
Komite Nominasi dan Remunerasi Ketua Komite Nominasi dan Remunerasi yang menjabat sampai dengan penyelenggaraan RUPS
N o m i n a t i o n a n d R e m u n e ra t i o n Luar Biasa menghadiri RUPS.
Committee All of the Nomination and Remuneration Committee who held the position attended the EGMS.
Pihak Independen • Shanti Indah Lestari, SH, M.Kn., sebagai Notaris/as the Notary;
Independent Party • PT Datindo Entrycom sebagai Biro Administrasi Efek Perseroan/as the Securities Administration
Bureau;
• Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan sebagai Kantor Akuntan Publik/as the
Public Account;
• TnP Lawfirm sebagai konsultan hukum independent/as the Consultant Independent;
• Kantor Jasa Penilai Publik Fuadah, Rudi, & Rekan sebagai Penilai/Independent Assessor;
• PT BRI Danareksa Sekuritas sebagai konsultan sekuritas/as a securities consultant.
Mekanisme Penghitungan Suara Perhitungan suara dalam setiap mata acara rapat dilakukan oleh Notaris.
Voting Mechanism The voting process at each agenda was done by the Notary.
Hasil Keputusan RUPS Luar Biasa telah dituangkan melalui The resolutions of the Extraordinary GMS have been set forth in
akta Berita Acara RUPS Luar Biasa No. 3 Tanggal 28 Oktober the deed of Minutes of EGMS No. 3 dated October 28th , 2024
2024 yang dibuat di hadapan Notaris Shanti Indah Lestari, S.H., made before Notary Shanti Indah Lestari, S.H., M.Kn. Notary
M.Kn. Notaris di Kabupaten Tangerang. in Tangerang Regency.
Mata Acara Rapat dan Keputusannya serta Tindak Lanjut
Meeting Agenda, Resolutions, and Follow-up Status
Mata Acara Rapat Pertama
First Meeting Agenda
RUPS Luar Biasa Senin, 28 Oktober 2024
Extraordinary GMS Monday, October 28, 2024
Mata Acara Persetujuan atas rencana Perseroan untuk melakukan Penambahan Modal dengan Memberikan Hak
Agenda Memesan Efek Terlebih Dahulu ("PMHMETD”) kepada para Pemegang Saham Pereroan berdasarkan
Peraturan Otoritas Jasa Keuangan ("OJK”) Nomor 32/POJK.04/2015 tentang Penambahan Modal
Perusahaan Terbuka dengan Memberikan Hak Memesan Efek Terlebih Dahulu sebagaimana diubah dengan
POJK No. 14/POJK.04/2019 tentang Perubahan atas POJK No. 32/POJK.04/2015 tentang Penambahan
Modal Perusahaan Terbuka dengan memberikan Hak Memesan Efek Terlebih Dahulu ("POJK 32/2015”).”
Approval of the Company's plan to conduct Capital Increase with Pre-emptive Rights (“PMHMETD”) to the
Company's Shareholders based on Financial Services Authority (“OJK”) Regulation No. 32/POJK.04/2015
regarding Capital Increase of Public Companies with Pre-emptive Rights as amended by POJK No. 14/
POJK.04/2019 regarding Amendments to POJK No. 32/POJK.04/2015 regarding Capital Increase of
Public Companies with Pre-emptive Rights (“POJK 32/2015”).
Jumlah Pemegang Saham yang mengajukan Terdapat 3 (tiga) orang pemegang saham yang mengajukan pertanyaan.
pertanyaan dan/atau memberikan pendapat There were 3 (three) shareholders who asked questions.
Number of Shareholders who asked questions
and/or gave opinions
Hasil Pemungutan Suara Setuju Tidak Setuju Abstain
Voting Results Agreed Disagreed Absent
25.455.722.500 suara/shares 400.000 suara/shares atau/or 50.800 suara/shares atau/or
atau/or 99,9996902% suara/ 0,0015713% suara/shares dari 0,0001996% suara/shares
shares dari seluruh saham seluruh saham yang hadir/ of dari seluruh saham yang hadir/
yang hadir/ of all shares all shares present of all shares present
present
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
236 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 237
Tata Kelola Perusahaan
Corporate Governance
Keputusan Mata Acara Rapat Pertama • Menyetujui rencana Perseroan untuk melakukan PMHMETD dengan cara mengeluarkan sebanyak-
Resolution of the Fourth Meeting Agenda banyaknya 11.736.512.323 (sebelas miliar tujuh ratus tiga puluh enam juta lima ratus dua belas ribu tiga
ratus dua puluh tiga) lembar saham Seri B dengan nilai nominal sebesar Rp25 (dua puluh lima Rupiah) per
lembar saham yang mewakili sebanyak-banyaknya 41,57% (empat puluh satu koma lima tujuh persen)
dari modal ditempatkan dan disetor penuh Perseroan dengan memperhatikan ketentuan peraturan
perundang-undangan di bidang pasar modal, khususnya POJK 32/2015.
• Menyetujui pemberian kewenangan kepada Dewan Komisaris Perseroan dengan hak substitusi untuk
melaksanakan segala tindakan yang diperlukan berkaitan dengan PMHMETD, termasuk namun tidak
terbatas untuk:
a. melakukan peningkatan modal ditempatkan dan disetor Perseroan dengan penerbitan saham-saham
di PMHMETD, serta termasuk tapi tidak terbatas pada (i) menyetujui penetapan dan penentuan
kepastian jumlah saham baru yang diterbitkan dalam PMHMETD, (ii) harga pelaksanaan Hak Memesan
Efek Terlebih Dahulu (”HMETD”) dan (iii) tindakan-tindakan lain sebagaimana diusulkan oleh Direksi
Perseroan sehubungan dengan pelaksanaan PMHMETD, dengan memperhatikan peraturan perundang-
undangan yang berlaku termasuk peraturan di bidang pasar modal; dan
b. menyatakan realisasi jumlah saham yang sesungguhnya telah dikeluarkan sehubungan dengan jumlah
peningkatan modal ditempatkan dan disetor setelah PMHMETD selesai dilaksanakan yaitu pada
Pasal 4 ayat 2 dan 3 Anggaran Dasar Perseroan serta melakukan segala tindakan yang diperlukan
sehubungan dengan hal tersebut dengan memperhatikan peraturan perundang-undangan.
• Menyetujui pemberian kuasa dan wewenang kepada Direksi Perseroan dengan hak substitusi untuk
melaksanakan keputusan-keputusan tersebut di atas dan melakukan segala tindakan yang diperlukan
sehubungan dengan pelaksanaan PMHMETD, termasuk namun tidak terbatas untuk:
a. dengan tunduk pada keputusan nomor 2 di atas, (i) menentukan jumlah final saham yang dikeluarkan
dalam rangka PMHMETD; (ii) menentukan harga pelaksanaan dari saham yang akan dikeluarkan
dalam rangka PMHMETD dan (iii) tindakan-tindakan lain sebagaimana diperlukan sehubungan
dengan pelaksanaan PMHMETD;
b. menentukan penggunaan dana hasil PMHMETD;
c. mengajukan dan menandatangani Pernyataan Pendaftaran kepada Otoritas Jasa Keuangan (untuk
PMHMETD), termasuk menerbitkan, mencetak, dan menandatangani seluruh dokumen yang diperlukan
dalam rangka PMHMETD, termasuk tetapi tidak terbatas pada perjanjian yang dibuat dihadapan
Notaris berikut perubahan dan/atau penambahannya;
d. menegaskan 1 (satu) atau lebih keputusan dalam Rapat pada 1 (satu) atau lebih akta Notaris, serta
membuat atau meminta dibuatkan segala aktaakta, surat-surat maupun dokumen-dokumen yang
diperlukan, hadir di hadapan pihak/pejabat yang berwenang untuk memperoleh persetujuan atau
melaporkan hal tersebut kepada pihak/pejabat yang berwenang sesuai dengan peraturan perundangan
yang berlaku; dan
e. melakukan tindakan-tindakan lain yang diperlukan sehubungan dengan pelaksanaan PMHMETD
dengan mengacu dan memperhatikan peraturan perundang-undangan yang berlaku termasuk
peraturan di bidang pasar modal.
• Approved the Company's plan to conduct PMHMETD by issuing a maximum of 11,736,512,323 (eleven
billion seven hundred thirty six million five hundred twelve thousand three hundred twenty three) Series
B shares with a nominal value of Rp25 (twenty five Rupiah) per share representing a maximum of 41.57%
(forty one point five seven percent) of the Company's issued and fully paid-up capital with due observance
of the provisions of laws and regulations in the capital market sector, in particular POJK 32/2015.
• Approved the granting of authority to the Company's Board of Commissioners with substitution rights to
carry out all necessary actions related to the PMHMETD, including but not limited to:
a. to increase the issued and paid-up capital of the Company with the issuance of shares in PMHMETD,
including but not limited to (i) approving the determination and determination of the certainty of
the number of new shares issued in PMHMETD, (ii) the exercise price of Pre-emptive Rights (“Rights
Issue”) and (iii) other actions as proposed by the Board of Directors of the Company in connection
with the implementation of PMHMETD, with due observance of the prevailing laws and regulations
including regulations in the field of capital markets; and
b. declare the realization of the number of shares that have actually been issued in connection with the
increase in issued and paid-up capital after the PMHMETD has been completed, namely in Article
4 paragraphs 2 and 3 of the Company's Articles of Association and take all necessary actions in
connection therewith with due observance of laws and regulations.
• Approve the granting of power and authority to the Board of Directors of the Company with the right
of substitution to implement the above decisions and take all necessary actions in connection with the
implementation of PMHMETD, including but not limited to:
a. subject to decision number 2 above, (i) determine the final number of shares issued in the framework
of PMHMETD; (ii) determine the exercise price of the shares to be issued in the framework of
PMHMETD and (iii) other actions as required in connection with the implementation of PMHMETD;
b. determine the use of proceeds from PMHMETD; c. submit a Registration Statement to the Financial
Services Authority (for PMHMETD), including issuing, printing and signing all necessary documents
in the framework of PMHMETD; and (iii) determine the use of proceeds from PMHMETD. determine
the use of proceeds from PMHMETD;
c. submit and sign the Registration Statement to the Financial Services Authority (for PMHMETD),
including issuing, printing, and signing all documents required in the framework of PMHMETD,
including but not limited to the agreement made before a Notary and its amendments and/or additions;
d. affirm 1 (one) or more resolutions in the Meeting in 1 (one) or more Notarial deeds, as well as make
or request to make all deeds, letters and documents required, appear before the authorized party/
official to obtain approval or report the matter to the authorized party/official in accordance with
the prevailing laws and regulations; and
e. take other necessary actions in connection with the implementation of PMHMETD by referring
to and taking into account the prevailing laws and regulations including regulations in the field of
capital markets.
237
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 238
Realisasi Penambahan Modal oleh Pemegang Saham Utama pada Perseroan berupa aset melalui PMHMETD telah
Realization dituangkan dalam Akta No. 11 tanggal 30 Desember 2024 dan menerima kepemilikan saham baru Seri
B diikuti dengan pembelian saham oleh Pemegang Saham Publik.
Capital Increase by the Major Shareholders in the Company in the form of assets through PMHMETD
has been set forth in Deed No. 11 dated December 30, 2024 and received new Series B shares followed
by the purchase of shares by Public Shareholders.
Mata Acara Rapat Kedua
Second Meeting Agenda
RUPS Luar Biasa Senin, 28 Oktober 2024
Extraordinary GMS Monday, October 28, 2024
Mata Acara Persetujuan perubahan Pasal 4 ayat (1), ayat (2), dan ayat (3) Anggaran Dasar Perseroan sehubungan
Agenda dengan penerbitan saham seri baru yakni saham Seri B atas saham Perseroan, serta peningkatan modal
ditempatkan dan disetor Perseroan sehubungan dengan pelaksanaan PMHMETD.
Approval of the amendments to Article 4 paragraph (1), paragraph (2), and paragraph (3) of the Company's
Articles of Association related to the issuance of new series shares, namely Series B shares of the Company's
shares, as well as an increase in the Company's issued and paid-up capital related to the PMHMETD.
Jumlah Pemegang Saham yang mengajukan Tidak ada pertanyaan maupun pendapat yang disampaikan oleh Pemegang Saham atau kuasa Pemegang
pertanyaan dan/atau memberikan pendapat Saham.
Number of Shareholders who asked questions There were no questions or opinions raised by Shareholders or Shareholders' proxies.
and/or gave opinions
Hasil Pemungutan Suara Setuju Tidak Setuju Abstain
Voting Results Agreed Disagreed Absent
25.455.722.500 suara/shares 400.000 suara/shares atau/or 50.800 suara/shares atau/or
atau/or 99,9996902% suara/ 0,0015713% suara/shares dari 0,0001996% suara/shares
shares dari seluruh saham seluruh saham yang hadir/ of dari seluruh saham yang hadir/
yang hadir/ of all shares all shares present of all shares present
present
Keputusan Mata Acara Rapat Pertama • Menyetujui mengeluarkan saham dengan nilai nominal berbeda dan karenanya menerbitkan saham seri
Resolution of the Fourth Meeting Agenda baru yaitu saham Seri B, masing-masing saham bernilai nominal Rp25,00 (dua puluh lima Rupiah) dan
menetapkan seluruh saham yang telah diterbitkan oleh Perseroan sebelum pelaksanaan PMHMETD
menjadi saham Seri A.
• Menyetujui perubahan Pasal 4 ayat (1) Anggaran Dasar Perseroan sehubungan dengan penerbitan
saham seri baru yakni saham Seri B atas saham Perseroan, dari yang semula modal dasar Perseroan
adalah sebesar Rp10.000.000.000.000,00 (sepuluh triliun Rupiah) yang terbagi atas 100.000.000.000
(seratur miliar) saham, masing-masing saham bernilai nominal Rp100,00 (seratus Rupiah) menjadi
modal dasar Perseroan adalah sebesar Rp10.000.000.000.000 (sepuluh triliun Rupiah) yang terbagi
atas 95.000.000.000 (Sembilan puluh lima miliar) saham Seri A, masing-masing saham bernilai nominal
Rp100,00 (seratus Rupiah) dan 20.000.000.000 (dua puluh miliar) saham Seri B, masing-masing saham
bernilai nominal Rp25,00 (dua puluh lima Rupiah).
• Menyetujui perubahan Pasal 4 ayat (2) dan ayat (3) Anggaran Dasar Perseroan yaitu peningkatan modal
ditempatkan dan disetor Perseroan sehubungan dengan pelaksanaan PMHMETD.
• Menyetujui untuk menyatakan kembali anggaran dasar Perseroan secara keseluruhan, sepanjang tidak
bertentangan dengan peraturan perundang-undangan yang berlaku dan memberikan kuasa dan wewenang
dengan hak substitusi kepada Direksi Perseroan, untuk melakukan segala Tindakan yang diperlukan
sehubungan dengan keputusan tersebut di atas, untuk menuangkan keputusan perubahan anggaran
dasar Perseroan tersebut ke dalam akta yang dibuat di hadapan Notaris, serta meminta persetujuan
dan memberitahukan perubahan anggaran dasar Perseroan tersebut kepada Menteri Hukum dan Hak
Asasi Manusia Republik Indonesia, dan melakukan semua Tindakan yang diperlukan sehubungan dengan
keputusan tersebut sesuai dengan peraturan perundang-undangan yang berlaku.
• Approved the issuance of shares with different nominal values and therefore issued new series of shares,
namely Series B shares, each share has a nominal value of Rp25.00 (twenty five Rupiah) and determined
all shares issued by the Company prior to the PMHMETD to become Series A shares.
• Approve the amendment to Article 4 paragraph (1) of the Company's Articles of Association in connection
with the issuance of new series shares, namely Series B shares, from the Company's authorized capital
of Rp10,000,000,000,000.00 (ten trillion Rupiah) divided into 100,000,000,000 (one hundred billion)
shares, each share with a nominal value of Rp100.00 (one hundred Rupiah) to the Company's authorized
capital of Rp10. 000,000,000,000 (ten trillion Rupiah) divided into 95,000,000,000 (ninety five billion)
Series A shares, each share having a nominal value of Rp100.00 (one hundred Rupiah) and 20,000,000,000
(twenty billion) Series B shares, each share having a nominal value of Rp25.00 (twenty five Rupiah).
• Approved the amendment to Article 4 paragraph (2) and paragraph (3) of the Company's Articles of
Association, namely the increase in the issued and paid-up capital of the Company in connection with
the PMHMETD.
• Approved to restate the Company's articles of association in its entirety, to the extent that it does not
conflict with the prevailing laws and regulations and to grant power and authority with the right of
substitution to the Board of Directors of the Company, to take all necessary actions in connection with
the aforementioned resolution, to pour the decision to amend the Company's articles of association
into a deed made before a Notary, and to request approval and notify the amendment to the Company's
articles of association to the Minister of Law and Human Rights of the Republic of Indonesia, and to take all
necessary actions in connection with the decision in accordance with the prevailing laws and regulations.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
238 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 239
Tata Kelola Perusahaan
Corporate Governance
Realisasi Akta Pernyataan Keputusan Rapat Perubahan Anggaran Dasar Nomor 5 tanggal 28 Oktober 2024 yang
Realization telah diberitahukan kepada Menteri Hukum dan Hak Asasi Manusia Republik Indonesia sebagaimana
dibuktikan dengan Surat Penerimaan Pemberitahuan Perubahan Anggaran Dasar Nomor AHU-
AH.01.03-0205295 tanggal 29 Oktober 2024.
Deed of Meeting Resolution of Amendment of Articles of Association Number 5 dated October 28,
2024 which has been notified to the Minister of Law and Human Rights of the Republic of Indonesia as
evidenced by the Letter of Acceptance of Notification of Amendment of Articles of Association Number
AHU-AH.01.03-0205295 dated October 29, 2024.
PELAKSANAAN DAN TINDAK LANJUT IMPLEMENTATION AND FOLLOW-UP
HASIL KEPUTUSAN RUPS YANG OF THE GMS RESOLUTIONS IN 2023
DISELENGGARAKAN PADA TAHUN 2023
Keputusan RUPS Tahunan Tanggal 28 Juni 2023 Realisasi
Resolution of the Annual GMS dated June 28, 2023 Realization
Mata Acara Rapat Pertama Resolution of the First Meeting Agenda Keputusan sudah
Menyetujui dan mengesahkan Laporan Tahunan Perseroan To approve and ratify the Company's Annual Report for terealisasi
Tahun Buku 2022 termasuk di dalamnya Laporan the Financial Year 2022, including the Report on the The resolution has
Pelaksanaan Tugas Pengawasan Dewan Komisaris yang Implementation of the Supervisory Duties of the Board been realized
berakhir pada tanggal 31 Desember 2022 serta Laporan of Commissioners ending 31 December 2022 and the
Keuangan Konsolidasian Perseroan Tahun Buku 2022 yang Company's Consolidated Financial Statements for the
berakhir pada tanggal 31 Desember 2022, yang telah diaudit Financial Year 2022 ending 31 December 2022, which have
oleh Kantor Akuntan Publik Tanudiredja, Wibisana, Rintis been audited by the Public Accounting Firm Tanudiredja,
& Rekan dengan pendapat “Wajar Dalam Semua Hal yang Wibisana, Rintis & Rekan with the opinion of "Fair in All
Material”, sebagaimana termuat dalam laporannya Nomor Material Matters", as contained in its report Number
00626/2.1025/AU.1/10/0225-1/1/IV/2023 tanggal 12 00626/2.1025/AU.1/10/0225-1/1/IV/2023 dated 12
April 2023; dan April 2023; and
Memberikan pelunasan dan pembebasan tanggung jawab To grant full release and discharge (volledig acquit et
sepenuhnya (volledig acquit et de charge) kepada para de charge) to the members of the Board of Directors
anggota Direksi dan anggota Dewan Komisaris atas and members of the Board of Commissioners for their
tindakan pengurusan dan pengawasan yang telah dijalankan management and supervisory actions carried out during
selama tahun buku 2022, sepanjang tindakan tersebut the financial year 2022, to the extent that such actions do
bukan merupakan tindakan pidana dan/atau tindakan yang not constitute criminal acts and/or actions contrary to the
bertentangan dengan peraturan perundangan yang berlaku prevailing laws and regulations and such actions have been
dan tindakan tersebut telah tercermin dalam Laporan reflected in the Company's Annual Report and Financial
Tahunan dan Laporan Keuangan Perseroan untuk tahun Statements for the financial year ending 31 December 2022.
buku yang berakhir pada tanggal 31 Desember 2022.
Keputusan Mata Acara Rapat Kedua Resolution of the Second Meeting Agenda Keputusan sudah
Menyetujui dan menetapkan penggunaan Laba Bersih Approve and determine the utilisation of the Consolidated terealisasi
Konsolidasian Tahun Buku 2022 sebesar USD3,628,331 Net Income for the Financial Year 2022 amounting to The resolution has
(tiga juta enam ratus dua puluh delapan ribu tiga ratus tiga USD3,628,331 (three million six hundred twenty-eight been realized
puluh satu Dollar Amerika Serikat) sebagai Laba Ditahan thousand three hundred thirty-one United States Dollars) as
atau Retained Earning Perseroan untuk mengurangi Retained Earning of the Company to reduce the Company's
akumulasi kerugian Perseroan. accumulated losses.
Keputusan Mata Acara Rapat Ketiga Resolution of the Third Meeting Agenda Keputusan sudah
1. Menyetujui pemberian kuasa dan pelimpahan 1. Approved the granting of power and delegation of terealisasi
kewenangan kepada Dewan Komisaris Perseroan authority to the Company's Board of Commissioners The resolution has
dengan terlebih dahulu mendapat persetujuan with prior written approval from PT Garuda Indonesia been realized
tertulis dari PT Garuda Indonesia (Persero) Tbk selaku (Persero) Tbk as the Controlling Shareholder to
Pemegang Saham Pengendali untuk menetapkan determine the tantiem and/or performance incentives
pemberian tantiem dan/atau insentif kinerja tahun for 2022 and determine the remuneration (salary/
2022 dan menetapkan remunerasi (gaji/honorarium, honorarium, allowances and facilities) for members
tunjangan dan fasilitas) bagi anggota Direksi dan Dewan of the Company's Board of Directors and Board of
Komisaris Perseroan untuk tahun 2023. Commissioners for 2023.
Keputusan Mata Acara Rapat Keempat Resolution of the Fourth Meeting Agenda Keputusan sudah
Menyetujui pemberian kuasa dan pelimpahan kewenangan Approved the granting of power and delegation of terealisasi
kepada Dewan Komisaris Perseroan untuk menunjuk Akuntan authority to the Company's Board of Commissioners to The resolution has
Publik Independen dari Kantor Akuntan Publik (KAP) untuk appoint an Independent Public Accountant from the Public been realized
melakukan pemeriksaan atas Laporan Keuangan Konsolidasian Accounting Firm (KAP) to conduct an audit of the Company's
Perseroan untuk tahun buku yang berakhir tanggal 31 Consolidated Financial Statements for the financial year
Desember 2023, pemeriksaan atas Laporan Keuangan Khusus ending December 31, 2023, an audit of certain Special
tertentu pada tahun 2023 dan pemeriksaan atas Laporan Financial Statements in 2023 and an audit of the Company's
Keuangan Konsolidasian Perseroan periode lainnya pada tahun Consolidated Financial Statements for other periods in 2023
2023 untuk tujuan dan kepentingan Perseroan. for the purposes and interests of the Company.
Menyetujui pemberian kuasa dan pelimpahan kewenangan Approved the granting of power and delegation of authority
kepada Dewan Komisaris Perseroan untuk menetapkan to the Company's Board of Commissioners to determine
besaran nilai jasanya sesuai ketentuan dan peraturan yang the amount of service value in accordance with applicable
berlaku, termasuk untuk menunjuk KAP pengganti bilamana rules and regulations, including to appoint a replacement
karena sebab apapun juga berdasarkan ketentuan pasar KAP if for any reason whatsoever based on capital market
modal di Indonesia apabila KAP yang ditunjuk tidak dapat regulations in Indonesia if the appointed KAP is unable
melakukan tugasnya, dengan kriteria bahwa KAP tersebut to perform its duties, with the criteria that the KAP is
terdaftar di Otoritas Jasa Keuangan. registered with the Financial Services Authority.
239
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 240
Keputusan RUPS Luar Biasa Tanggal 28 Juni 2024 Realisasi
Resolution of the Annual GMS dated June 28th, 2024 Realization
Keputusan Keputusan Mata Acara Rapat Pertama Resolution of the First Meeting Agenda Keputusan sudah
1. Menyetujui pengikatan jaminan atas aset Perseroan 1. Approved the binding of collateral for the Company's terealisasi
dalam memenuhi kewajiban Perseroan berdasarkan assets in fulfilling the Company's obligations under The resolution has
program restrukturisasi fasilitas kredit dengan PT the credit facility restructuring program with PT been realized
Bank Rakyat Indonesia (Persero) Tbk, yang pengikatan Bank Rakyat Indonesia (Persero) Tbk, which binding
tersebut dilakukan secara paripassu dengan kreditur- was carried out paripassu with other creditors of
kreditur lain Perseroan dengan porsi bagian nilai the Company with a portion of the collateral value
jaminan yang ditentukan oleh Perseroan sepanjang determined by the Company as long as the binding
pengikatan jaminan tersebut tidak mengubah pokok- of the guarantee did not change the principal of the
pokok perjanjian tersebut serta dilaksanakan sesuai agreement and was carried out in accordance with the
dengan ketentuan tata kelola perusahaan yang baik dan provisions of good corporate governance and applicable
peraturan perundang-undangan yang berlaku. laws and regulations.
Keputusan Mata Acara Rapat Kedua Resolution of the Second Meeting Agenda Keputusan sudah
1. Menyetujui perubahan Pasal 3 Anggaran Dasar 1. Approved the amendment to Article 3 of the terealisasi
Perseroan untuk disesuaikan dengan Peraturan Badan Company's Articles of Association to be adjusted to The resolution has
Pusat Statistik Nomor 2 Tahun 2020 tentang Klasifikasi the Central Bureau of Statistics Regulation Number been realized
Baku Lapangan Usaha Indonesia ("KBLI 2020”) dan 2 of 2020 concerning the Indonesian Standard
peraturan lainnya yang terkait; Industrial Classification (“KBLI 2020”) and other related
regulations;
2. Menyetujui perubahan-perubahan dalam ketentuan 2. Approve the amendments in the provisions of Article
Pasal 4 ayat (2), Pasal 7 ayat (3), Pasal 15 ayat (16), Pasal 4 paragraph (2), Article 7 paragraph (3), Article 15
15 ayat (2), Pasal 16 ayat (2) huruf a angka 4, Pasal 16 paragraph (16), Article 15 paragraph (2), Article 16
ayat (2) huruf a angka 6, Pasal 16 ayat (2) huruf b angka paragraph (2) letter a number 4, Article 16 paragraph
10, Pasal 16 ayat (2) huruf b angka 15, Pasal 16 ayat (2) (2) letter a number 6, Article 16 paragraph (2) letter b
huruf b angka 19, Pasal 16 ayat 5, Pasal 16 ayat (14) number 10, Article 16 paragraph (2) letter b number 15,
huruf o, Pasal 16 ayat 14 huruf m, Pasal 16 ayat (22), Article 16 paragraph (2) letter b number 19, Article 16
Pasal 16 ayat (22) huruf f, Pasal 19 ayat (2) huruf a angka paragraph 5, Article 16 paragraph (14) letter o, Article
13, Pasal 20, Pasal 20 ayat (1) huruf b, Pasal 23 ayat (2), 16 paragraph 14 letter m, Article 16 paragraph (22),
dan Pasal 24 dalam Anggaran Dasar sebagaimana yang Article 16 paragraph (22) letter f, Article 19 paragraph
diusulkan dalam Rapat ini. (2) letter a number 13, Article 20, Article 20 paragraph
(1) letter b, Article 23 paragraph (2), and Article 24 in
the Articles of Association as proposed in this Meeting.
3. Menyetujui untuk menyusun kembali seluruh ketentuan 3. Approve to rearrange all provisions in the Company's
dalam Anggaran Dasar Perseroan sehubungan dengan Articles of Association in connection with the
perubahan sebagaimana dimaksud pada butir 1 dan amendments as referred to in point 1 and point 2 of
butir 2 Keputusan tersebut diatas. the above Resolution.
4. Memberikan kuasa dan wewenang kepada Direksi
Perseroan dengan hak substitusi untuk melakukan 4. To grant power and authority to the Board of Directors
segala tindakan yang diperlukan berkaitan dengan of the Company with the right of substitution to take
Keputusan mata acara Rapat, termasuk menyusun all necessary actions related to the Resolutions of the
dan menyatakan kembali seluruh Anggaran Dasar agenda of the Meeting, including to compile and restate
Perseroan dalam suatu Akta Notaris dan memberikan the entire Articles of Association of the Company in
kuasa dengan hak substitusi untuk menyampaikan a Notarial Deed and to grant power with the right of
kepada instansi yang berwenang untuk mendapatkan substitution to submit to the competent authorities
persetujuan dan/atau tanda penerimaan pemberitahuan to obtain approval and/or receipt of notification of
perubahan Anggaran Dasar Perseroan, melakukan amendments to the Articles of Association of the
segala sesuatu yang dipandang perlu dan berguna untuk Company, to do everything deemed necessary and
keperluan tersebut dengan tidak ada satu pun yang useful for such purposes with no one being excluded,
dikecualikan, termasuk untuk mengadakan penambahan including to make additions and/or changes in the
dan/atau perubahan dalam perubahan Anggaran Dasar amendments to the Articles of Association, if so
tersebut, jika hal tersebut dipersyaratkan oleh instansi required by the competent authorities.
yang berwenang.
Usulan perubahan Anggaran Dasar telah dituangkan dalam
Akta Pernyataan Keputusan Rapat PT Garuda Maintenance The proposed amendment to the Articles of Association
Facility Aero Asia Tbk Nomor 13 tanggal 28 Juni 2024 yang has been set forth in the Deed of Meeting Resolution of
telah mendapatkan penerimaan pemberitahuan dari Menteri PT Garuda Maintenance Facility Aero Asia Tbk Number
Hukum dan Hak Asasi Manusia Republik Indonesia sesuai 13 dated June 28, 2024 which has received notification
dengan Surat Nomor AHU-AH.01.03-0175124 tanggal from the Minister of Law and Human Rights of the Republic
23 Juli 2024. of Indonesia in accordance with Letter Number AHU-
AH.01.03-0175124 dated July 23, 2024.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
240 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 241
Tata Kelola Perusahaan
Corporate Governance
Keputusan RUPS Luar Biasa Tanggal 28 Juni 2024 Realisasi
Resolution of the Annual GMS dated June 28th, 2024 Realization
Keputusan Mata Acara Rapat Ketiga Resolution of the Third Meeting Agenda
1. Menyetujui untuk memberhentikan nama-nama 1. Approved to dismiss the names mentioned below
tersebut di bawah ini yang berlaku efektif sejak effective as of the closing of this Extraordinary
ditutupnya Rapat Umum Pemegang Saham Luar Biasa General Meeting of Shareholders with gratitude for
ini dengan ucapan terima kasih atas sumbangan tenaga the contribution of energy and thought given during
dan pikiran yang diberikan selama memangku jabatan the position.
tersebut.
a. Bapak Ali Gunawan sebagai Komisaris Independen a. Mr. Ali Gunawan as Independent Commissioner
yang diangkat pada Rapat Umum Pemegang Saham who was appointed at the Annual General Meeting
Tahunan tanggal 20 Agustus 2021. of Shareholders on August 20, 2021.
b. Bapak Agit Atriantio sebagai Komisaris Independen
yang diangkat pada Rapat Umum Pemegang Saham b. Mr. Agit Atriantio as Independent Commissioner
Tahunan tanggal 20 Agustus 2021. who was appointed at the Annual General Meeting
2. Menyetujui untuk mengangkat nama di bawah ini of Shareholders on August 20, 2021.
yang berlaku efektif sejak ditutupnya Rapat Umum
Pemegang Saham Luar Biasa ini sebagai berikut: 2. Approved to appoint the names below effective as of
a. Bapak Ali Gunawan sebagai Komisaris Independen the closing of this Extraordinary General Meeting of
b. Bapak Agit Atriantio sebagai Komisaris Independen Shareholders as follows:
3. Masa jabatan anggota Dewan Komisaris yang diangkat a. Mr. Ali Gunawan as Independent Commissioner
sebagaimana dimaksud pada angka 2, sesuai dengan
ketentuan Anggaran Dasar Perseroan, dengan b. Mr. Agit Atriantio as Independent Commissioner
memperhatikan peraturan perundang-undnagan
di bidang Pasar Modal dan tanpa mengurangi hak 3. The term of office of the appointed members of the
Rapat Umum Pemegang Saham (“RUPS”) untuk Board of Commissioners as referred to in point 2, in
memberhentikan sewaktu-waktu. accordance with the provisions of the Company's
4. Dengan memperhatikan keputusan pada butir 1 dan Articles of Association, with due observance of the
2 di atas maka susunan Dewan Komisaris dan Direksi laws and regulations in the Capital Market sector and
Perseroan terhitung sejak ditutupnya RUPSLB without prejudice to the right of the General Meeting
Perseroan menjadi sebagai berikut: of Shareholders (“GMS”) to dismiss them at any time.
4. With regard to the resolutions in points 1 and 2 above,
Dewan Komisaris the composition of the Board of Commissioners and the
Komisaris Utama/Komisaris Independen : Sdr. Dharmadi Board of Directors of the Company as of the closing of
Komisaris : Sdr. Rahmat Hanafi the EGMS of the Company shall be as follows:
Komisaris Independen : Sdr. Ali Gunawan Board of Commissioners
Komisaris Independen : Sdr. Agit Atriantio President Commissioner/Independent Commissioner:
Komisaris Independen : Sdr. Abhan Br. Dharmadi
Direksi Commissioner : Br. Rahmat Hanafi
Direktur Utama : Sdr. Andi Fahrurrozi Independent Commissioner : Br. Ali Gunawan
Direktur Line Operation : Sdr. Mukhtaris Independent Commissioner : Br. Agit Atriantio
Direktur Base Operation : Sdr. Irvan Pribadi Independent Commissioner : Br. Abhan
Direktur Keuangan : Sdr. Salusra Satria Board of Directors
Direktur Human Capital & Corporate : Sdr. Pudjo President Director : Br. Andi Fahrurrozi
Sarwoko Director of Line Operation: Br. Mukhtaris
5. Anggota Komisaris yang diangkat sebagaimana butir Director of Base Operation: Br. Irvan Pribadi
2 yang masih menjabat ada jabatan lain yang dilarang Director of Finance: Br. Salusra Satria
atau peraturan perundang-undangan untuk dirangkap Director of Human Capital & Corporate Affairs : Br.
dengan jabatan Anggota Komisaris atau Direksi maka Pudjo Sarwoko
yang bersangkutan harus mengundurkan diri atau 5. Members of the Board of Commissioners appointed
diberhentikan dari jabatannya tersebut. as referred to in point 2 who still hold other positions
6. Menyetujui pemberian tugas dan wewenang setiap that are prohibited or laws and regulations to be
anggota Direksi Perseroan ditetapkan berdasarkan concurrent with the position of Member of the Board of
keputusan Direksi Perseroan setelah mendapat Commissioners or Board of Directors, then the person
persetujuan tertulis dari Dewan Komisaris Perseroan. concerned must resign or be dismissed from his position.
6. Approved the assignment of duties and authority of
each member of the Board of Directors of the Company
to be determined based on the decision of the Board
of Directors of the Company after obtaining written
approval from the Board of Commissioners of the
Company.
241
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 242
Keputusan RUPS Luar Biasa Tanggal 28 Juni 2024 Realisasi
Resolution of the Annual GMS dated June 28th, 2024 Realization
7. Memberikan kuasa dan kewenangan kepada masing- 7. To grant power and authority to each member of the Keputusan sudah
masing Direksi Perseroan dengan hak substitusi untuk Board of Directors of the Company with the right of terealisasi
menyatakan dalam akta Notaris tersendiri, hasil substitution to state in a separate Notarial deed the The resolution has
keputusan Rapat sehubungan dengan perubahan Dewan results of the Meeting's decision in relation to changes been realized
Komisaris Perseroan dan melakukan Pemberitahuan in the Board of Commissioners of the Company and to
dan.atau pendaftaran mengenai perubahan susunan make notification and/or registration regarding changes
anggota Dewan Komisaris dari Perseroan. in the composition of the Board of Commissioners of
the Company.
Telah dituangkan dalam Akta Pernyataan Keputusan Rapat
PT Garuda Maintenance Facility Aero Asia Tbk Nomor 12 It has been set forth in the Deed of Meeting Resolution of
tanggal 28 Juni 2024 yang telah mendapatkan penerimaan PT Garuda Maintenance Facility Aero Asia Tbk Number 12
pemberitahuan dari Menteri Hukum dan Hak Asasi Manusia dated June 28, 2024 which has received notification from
Republik Indonesia sesuai dengan Surat Nomor AHU. the Minister of Law and Human Rights of the Republic of
AH.01.09-0227660 tanggal 17 Juli 2024. Indonesia in accordance with Letter Number AHU.AH.01.09-
0227660 dated July 17, 2024.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
242 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 243
Tata Kelola Perusahaan
Corporate Governance
Keputusan RUPS Luar Biasa Tanggal 28 Oktober 2024 Realisasi
Resolution of the Extraordinary GMS dated October 28th, 2024 Realization
Keputusan Mata Acara Rapat Pertama Resolution of the First Meeting Agenda
1. Menyetujui rencana Perseroan untuk melakukan 1. Approved the Company's plan to conduct PMHMETD
PMHMETD dengan cara mengeluarkan sebanyak- by issuing a maximum of 11,736,512,323 (eleven billion
banyaknya 11.736.512.323 (sebelas miliar tujuh ratus seven hundred thirty six million five hundred twelve
tiga puluh enam juta lima ratus dua belas ribu tiga ratus thousand three hundred twenty three) Series B shares
dua puluh tiga) lembar saham Seri B dengan nilai nominal with a nominal value of Rp25 (twenty five Rupiah) per
sebesar Rp25 (dua puluh lima Rupiah) per lembar saham share representing a maximum of 41.57% (forty one
yang mewakili sebanyak-banyaknya 41,57% (empat puluh point five seven percent) of the Company's issued
satu koma lima tujuh persen) dari modal ditempatkan and fully paid-up capital with due observance of the
dan disetor penuh Perseroan dengan memperhatikan provisions of laws and regulations in the capital market
ketentuan peraturan perundang-undangan di bidang pasar sector, in particular POJK 32/2015.
modal, khususnya POJK 32/2015.
2. Menyetujui pemberian kewenangan kepada Dewan
Komisaris Perseroan dengan hak substitusi untuk 2. Approved the granting of authority to the Company's
melaksanakan segala tindakan yang diperlukan berkaitan Board of Commissioners with substitution rights to carry
dengan PMHMETD, termasuk namun tidak terbatas out all necessary actions related to the PMHMETD,
untuk: including but not limited to:
a. melakukan peningkatan modal ditempatkan dan
disetor Perseroan dengan penerbitan saham-saham a. to increase the issued and paid-up capital of the
di PMHMETD, serta termasuk tapi tidak terbatas Company with the issuance of shares in PMHMETD,
pada (i) menyetujui penetapan dan penentuan including but not limited to (i) approving the
kepastian jumlah saham baru yang diterbitkan determination and determination of the certainty
dalam PMHMETD, (ii) harga pelaksanaan Hak of the number of new shares issued in PMHMETD,
Memesan Efek Terlebih Dahulu (”HMETD”) dan (iii) (ii) the exercise price of Pre-emptive Rights (“Rights
tindakan-tindakan lain sebagaimana diusulkan oleh Issue”) and (iii) other actions as proposed by the
Direksi Perseroan sehubungan dengan pelaksanaan Board of Directors of the Company in connection
PMHMETD, dengan memperhatikan peraturan with the implementation of PMHMETD, with due
perundang-undangan yang berlaku termasuk observance of the prevailing laws and regulations
peraturan di bidang pasar modal; dan including regulations in the field of capital markets;
b. menyatakan realisasi jumlah saham yang and
sesungguhnya telah dikeluarkan sehubungan b. declare the realization of the number of shares
dengan jumlah peningkatan modal ditempatkan that have actually been issued in connection with
dan disetor setelah PMHMETD selesai dilaksanakan the increase in issued and paid-up capital after the
yaitu pada Pasal 4 ayat 2 dan 3 Anggaran Dasar PMHMETD has been completed, namely in Article
Perseroan serta melakukan segala tindakan yang 4 paragraphs 2 and 3 of the Company's Articles
diperlukan sehubungan dengan hal tersebut dengan of Association and take all necessary actions in
memperhatikan peraturan perundang-undangan. connection therewith with due observance of laws
3. Menyetujui pemberian kuasa dan wewenang kepada and regulations.
Direksi Perseroan dengan hak substitusi untuk
melaksanakan keputusan-keputusan tersebut di atas dan 3. Approve the granting of power and authority to the
melakukan segala tindakan yang diperlukan sehubungan Board of Directors of the Company with the right of
dengan pelaksanaan PMHMETD, termasuk namun tidak substitution to implement the above decisions and
terbatas untuk: take all necessary actions in connection with the
a. dengan tunduk pada keputusan nomor 2 di atas, (i) implementation of PMHMETD, including but not limited
menentukan jumlah final saham yang dikeluarkan to:
dalam rangka PMHMETD; (ii) menentukan harga a. subject to decision number 2 above, (i) determine the
pelaksanaan dari saham yang akan dikeluarkan final number of shares issued in the framework of
dalam rangka PMHMETD dan (iii) tindakan-tindakan PMHMETD; (ii) determine the exercise price of the
lain sebagaimana diperlukan sehubungan dengan shares to be issued in the framework of PMHMETD
pelaksanaan PMHMETD; and (iii) other actions as required in connection with
b. menentukan penggunaan dana hasil PMHMETD; the implementation of PMHMETD;
b. determine the use of proceeds from PMHMETD;
243
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 244
Keputusan RUPS Luar Biasa Tanggal 28 Oktober 2024 Realisasi
Resolution of the Extraordinary GMS dated October 28th, 2024 Realization
c. mengajukan dan menandatangani Pernyataan c. submit and sign the Registration Statement to Keputusan sudah
Pendaftaran kepada Otoritas Jasa Keuangan (untuk the Financial Services Authority (for PMHMETD), terealisasi
PMHMETD), termasuk menerbitkan, mencetak, dan including issuing, printing, and signing all documents The resolution
menandatangani seluruh dokumen yang diperlukan required in the framework of PMHMETD, including has been realized
dalam rangka PMHMETD, termasuk tetapi tidak but not limited to the agreement made before a
terbatas pada perjanjian yang dibuat dihadapan Notary and its amendments and/or additions;
Notaris berikut perubahan dan/atau penambahannya;
d. menegaskan 1 (satu) atau lebih keputusan dalam d. affirm 1 (one) or more resolutions in the Meeting in
Rapat pada 1 (satu) atau lebih akta Notaris, serta 1 (one) or more Notarial deeds, as well as make or
membuat atau meminta dibuatkan segala aktaakta, request to make all deeds, letters and documents
surat-surat maupun dokumen-dokumen yang required, appear before the authorized party/
diperlukan, hadir di hadapan pihak/pejabat yang official to obtain approval or report the matter to
berwenang untuk memperoleh persetujuan atau the authorized party/official in accordance with the
melaporkan hal tersebut kepada pihak/pejabat yang prevailing laws and regulations; and
berwenang sesuai dengan peraturan perundangan
yang berlaku; dan e. take other necessary actions in connection with
e. melakukan tindakan-tindakan lain yang diperlukan the implementation of PMHMETD by referring
sehubungan dengan pelaksanaan PMHMETD dengan to and taking into account the prevailing laws and
mengacu dan memperhatikan peraturan perundang- regulations including regulations in the field of
undangan yang berlaku termasuk peraturan di bidang capital markets.
pasar modal.
The Capital Increase by the Major Shareholders in the
Penambahan Modal oleh Pemegang Saham Utama pada Company in the form of assets through PMHMETD was set
Perseroan berupa aset melalui PMHMETD telah dituangkan forth in Deed No. 11 dated December 30, 2024 and the Major
dalam Akta No. 11 tanggal 30 Desember 2024 dan Pemegang Shareholders received new Series B shares followed by the
Saham Utama menerima kepemilikan saham baru Seri B diikuti purchase of shares by the Public Shareholders.
dengan pembelian saham oleh Pemegang Saham Publik.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
244 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 245
Tata Kelola Perusahaan
Corporate Governance
Keputusan RUPS Luar Biasa Tanggal 28 Oktober 2024 Realisasi
Resolution of the Extraordinary GMS dated October 28th, 2024 Realization
Keputusan Mata Acara Rapat Kedua Resolution of the Second Meeting Agenda Keputusan sudah
1. Menyetujui mengeluarkan saham dengan nilai nominal 1. Approved the issuance of shares with different nominal terealisasi
berbeda dan karenanya menerbitkan saham seri baru values and therefore issued new series of shares, The resolution
yaitu saham Seri B, masing-masing saham bernilai nominal namely Series B shares, each share has a nominal value has been realized
Rp25,00 (dua puluh lima Rupiah) dan menetapkan seluruh of Rp25.00 (twenty five Rupiah) and determined all
saham yang telah diterbitkan oleh Perseroan sebelum shares issued by the Company prior to the PMHMETD
pelaksanaan PMHMETD menjadi saham Seri A. to become Series A shares.
2. Menyetujui perubahan Pasal 4 ayat (1) Anggaran Dasar
Perseroan sehubungan dengan penerbitan saham seri 2. Approve the amendment to Article 4 paragraph (1) of
baru yakni saham Seri B atas saham Perseroan, dari the Company's Articles of Association in connection
yang semula modal dasar Perseroan adalah sebesar with the issuance of new series shares, namely Series
Rp10.000.000.000.000,00 (sepuluh triliun Rupiah) yang B shares, from the Company's authorized capital of
terbagi atas 100.000.000.000 (seratur miliar) saham, Rp10,000,000,000,000.00 (ten trillion Rupiah) divided
masing-masing saham bernilai nominal Rp100,00 (seratus into 100,000,000,000 (one hundred billion) shares, each
Rupiah) menjadi modal dasar Perseroan adalah sebesar share with a nominal value of Rp100.00 (one hundred
Rp10.000.000.000.000 (sepuluh triliun Rupiah) yang Rupiah) to the Company's authorized capital of Rp10.
terbagi atas 95.000.000.000 (Sembilan puluh lima miliar) 000,000,000,000 (ten trillion Rupiah) divided into
saham Seri A, masing-masing saham bernilai nominal 95,000,000,000 (ninety five billion) Series A shares,
Rp100,00 (seratus Rupiah) dan 20.000.000.000 (dua each share having a nominal value of Rp100.00 (one
puluh miliar) saham Seri B, masing-masing saham bernilai hundred Rupiah) and 20,000,000,000 (twenty billion)
nominal Rp25,00 (dua puluh lima Rupiah). Series B shares, each share having a nominal value of
3. Menyetujui perubahan Pasal 4 ayat (2) dan ayat (3) Rp25.00 (twenty five Rupiah).
Anggaran Dasar Perseroan yaitu peningkatan modal
ditempatkan dan disetor Perseroan sehubungan dengan 3. Approved the amendment to Article 4 paragraph (2) and
pelaksanaan PMHMETD. paragraph (3) of the Company's Articles of Association,
namely the increase in the issued and paid-up capital of
4. Menyetujui untuk menyatakan kembali anggaran the Company in connection with the PMHMETD.
dasar Perseroan secara keseluruhan, sepanjang tidak 4. Approved to restate the Company's articles of
bertentangan dengan peraturan perundang-undangan association in its entirety, to the extent that it does not
yang berlaku dan memberikan kuasa dan wewenang conflict with the prevailing laws and regulations and to
dengan hak substitusi kepada Direksi Perseroan, untuk grant power and authority with the right of substitution
melakukan segala Tindakan yang diperlukan sehubungan to the Board of Directors of the Company, to take all
dengan keputusan tersebut di atas, untuk menuangkan necessary actions in connection with the aforementioned
keputusan perubahan anggaran dasar Perseroan tersebut resolution, to pour the decision to amend the Company's
ke dalam akta yang dibuat di hadapan Notaris, serta articles of association into a deed made before a Notary,
meminta persetujuan dan memberitahukan perubahan and to request approval and notify the amendment to the
anggaran dasar Perseroan tersebut kepada Menteri Company's articles of association to the Minister of Law
Hukum dan Hak Asasi Manusia Republik Indonesia, dan and Human Rights of the Republic of Indonesia, and to
melakukan semua Tindakan yang diperlukan sehubungan take all necessary actions in connection with the decision
dengan keputusan tersebut sesuai dengan peraturan in accordance with the prevailing laws and regulations
perundang-undangan yang berlaku.
Akta Pernyataan Keputusan Rapat Perubahan Anggaran Dasar Deed of Meeting Resolution of Amendment of Articles of
Nomor 5 tanggal 28 Oktober 2024 yang telah diberitahukan Association Number 5 dated October 28, 2024 which has
kepada Menteri Hukum dan Hak Asasi Manusia Republik been notified to the Minister of Law and Human Rights
Indonesia sebagaimana dibuktikan dengan Surat Penerimaan of the Republic of Indonesia as evidenced by the Letter of
Pemberitahuan Perubahan Anggaran Dasar Nomor AHU- Acceptance of Notification of Amendment of Articles of
AH.01.03-0205295 tanggal 29 Oktober 2024. Association Number AHU-AH.01.03-0205295 dated October
29, 2024.
245
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 246
Pencegahan Transaksi Orang Dalam [ESG G-08]
Insider Trading Prevention [ESG G-08]
Dalam rangka melindungi Pemegang Saham, Perseroan To protect Shareholders, the Company also implements
juga melaksanakan kebijakan yang berlaku umum mengenai generally applicable policies regarding securities transactions
transaksi efek bagi orang dalam (insider trading) sesuai dengan by insiders (insider trading) in accordance with prevailing
ketentuan yang berlaku. regulations.
Secara garis besar, orang dalam Perseroan yang mempunyai Broadly speaking, Company insiders who possess insider
Informasi orang dalam dilarang untuk melakukan pembelian information are prohibited from purchasing or selling,
atau penjualan, mempengaruhi pihak lain untuk melakukan influencing others to purchase or sell, or providing information
pembelian atau penjualan, atau memberi informasi kepada to any party for the purpose of purchasing or selling the
pihak manapun untuk tujuan melakukan pembelian atau Company's securities or the securities of other companies
penjualan atas efek Perseroan atau efek perusahaan lain yang transacting with the Company (while observing exceptions
melakukan transaksi dengan Perseroan (dengan memperhatikan based on Financial Services Authority Regulation No. 78/
pengecualian berdasarkan Peraturan Otoritas Jasa Keuangan POJK.04/2017 dated December 21, 2017, concerning Securities
No. 78/POJK.04/2017 tanggal 21 Desember 2017 tentang Transactions Not Prohibited for Insiders). The Company strictly
Transaksi Efek Yang Tidak Dilarang Bagi Orang Dalam). separates confidential corporate information and data from
Perseroan memisahkan secara tegas informasi dan data publicly available information.
korporasi yang bersifat rahasia dengan yang bersifat publik.
Perseroan memastikan bahwa informasi dirilis ke pasar secara The Company ensures that information is released to the market
seimbang, adil, dan tepat waktu sehingga perdagangan sekuritas in a balanced, fair, and timely manner so that securities trading
dilakukan hanya berdasarkan keseimbangan informasi antara is conducted solely based on an equal balance of information
orang dalam dan masyarakat umum. between insiders and the general public.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
246 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 247
Tata Kelola Perusahaan
Corporate Governance
Dewan Komisaris
Board of Commissioners
Dewan Komisaris merupakan salah satu organ utama The Board of Commissioners is one of the Company’s main
Perusahaan yang menjalankan fungsi pengawasan dan bodies to supervise and advise the Board of Directors concerning
memberikan nasihat kepada Direksi terkait pengelolaan the management of the Company. The supervisory function
Perseroan. Fungsi pengawasan Dewan Komisaris telah of the Board of Commissioners has been regulated in Law
diatur dalam Undang-Undang Nomor 40 Tahun 2007 tentang Number 40 of 2007 concerning Limited Liability Companies,
Perseroan Terbatas yang turut mempertimbangkan pencapaian which considers the vision and business achievement and the
visi dan tujuan usaha serta implementasi GCG. implementation of GCG.
KRITERIA DAN PROSEDUR CRITERIA AND PROCEDURE FOR
PENGANGKATAN SERTA PEMBERHENTIAN APPOINTMENT AND DISMISSAL OF THE
DEWAN KOMISARIS [ESG G-06] BOARD OF COMMISSIONERS [ESG G-06]
Anggota Dewan Komisaris wajib memenuhi kriteria dan Members of the Board of Commissioners must meet the
kualifikasi sebagaimana tertuang dalam Anggaran Dasar criteria and qualifications as stated in the Company’s Articles
Perseroan sebagai berikut: of Association as follows:
1. Mempunyai akhlak, moral, dan integritas yang baik; 1. Have good morals, ethics, and integrity;
2. Cakap melakukan perbuatan hukum; 2. Be capable of carrying out legal actions;
3. Dalam 5 (lima) tahun sebelum pengangkatan dan selama 3. Within 5 (five) years before appointment and during office:
menjabat:
a. tidak pernah dinyatakan pailit; a. must have never been declared bankrupt;
b. tidak pernah menjadi anggota Direksi dan/atau b. never been a member of the Board of Directors or Board
anggota Dewan Komisaris yang dinyatakan bersalah of Commissioners who was found guilty and caused a
menyebabkan suatu perusahaan dinyatakan pailit; company to go bankrupt;
c. tidak pernah dihukum karena melakukan tindak pidana c. never been punished for committing a criminal act that
yang merugikan keuangan negara dan/atau yang caused financial losses;
berkaitan dengan sektor keuangan; dan
d. tidak pernah menjadi anggota Direksi dan/atau anggota d. never been a member of the Board of Directors and/or
Dewan Komisaris yang selama menjabat: the Board of Commissioners who, during their tenure,
failed to:
i) pernah tidak menyelenggarakan RUPS Tahunan; i) hold an Annual GMS;
ii) pertanggungjawabannya sebagai anggota Direksi ii) had their accountability as a member of the Board of
dan/atau anggota Dewan Komisaris pernah tidak Directors and/or Board of Commissioners rejected
diterima oleh RUPS atau pernah tidak memberikan by the GMS, or failed to provide their accountability
pertanggungjawaban sebagai anggota Direksi dan/ to the GMS;
atau anggota Dewan Komisaris kepada RUPS;
iii) pernah menyebabkan perusahaan yang memperoleh iii) causing companies with OJK approval or
izin, persetujuan, atau pendaftaran dari OJK tidak registration permits to not fulfill their obligations
memenuhi kewajiban menyampaikan laporan to submit annual reports and/or financial reports
tahunan dan/atau laporan keuangan kepada OJK. to OJK.
4. Memiliki komitmen untuk mematuhi peraturan perundang- 4. Have a commitment to comply with statutory regulations;
undangan;
5. Memiliki pengetahuan dan/atau keahlian di bidang yang 5. Have knowledge and/or expertise in the field required by
dibutuhkan perseroan. the company.
Proses seleksi calon anggota Dewan Komisaris dilaksanakan The selection process for candidates for the Board of
oleh Komite Nominasi dan Remunerasi dengan mekanisme Commissioners is carried out by the Nomination and
sebagai berikut: Remuneration Committee with the following mechanism.
247
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 248
1. Pembentukan Tim Evaluasi 1. Establishment of Evaluation Team
Perseroan membentuk Tim Evaluasi dengan menunjuk The Company forms an Evaluation Team by appointing
tenaga ahli atau Lembaga Profesional untuk melakukan experts or professional institutions to conduct the
penilaian, jika diperlukan; assessment, if necessary;
a. Tim Evaluasi melakukan penjaringan dan penilaian a. The Evaluation Team reviews and evaluates the
terhadap Calon Direksi dan Calon Komisaris; Candidates for the Directors and Commissioners;
b. Tim Evaluasi menetapkan hasil evaluasi akhir penilaian b. The Evaluation Team determines the final evaluation
untuk disampaikan kepada Direksi PT Garuda Indonesia results to be submitted to the Directors of PT Garuda
(Persero) Tbk guna menetapkan penetapan; Indonesia (Persero) Tbk in order to determine the
c. Tim Evaluasi menetapkan hasil evaluasi akhir penilaian determination;
untuk disampaikan kepada Direksi PT Garuda Indonesia c. The Evaluation Team determines the final evaluation
(Persero) Tbk guna menetapkan penetapan. results to be submitted to the Directors of PT Garuda
Indonesia (Persero) Tbk in order to determine the
determination.
2. Proses Penjaringan 2. Selection Process
a. Tim Evaluasi menerima usulan dan mencari informasi a. The Evaluation Team accepts proposals and seeks
bakal calon Direksi dan bakal Calon Komisaris dari information on prospective Directors and prospective
berbagai sumber; Commissioners from various sources;
b. Tim Evaluasi melakukan seleksi berdasarkan kriteria b. The Evaluation Team selects based on established
dan persyaratan administrasi yang ditetapkan (CV, criteria and administrative requirements (CV, other
dokumen lain, dan informasi yang diterima) untuk documents, and information received) to compile a
menyusun Daftar Bakal Calon (long list) sebanyak Candidate Candidate List (long list) of at least 5 (five)
minimal 5 (lima) orang calon untuk masing-masing candidates for each of the directors’ positions and
jabatan anggota Direksi dan untuk jabatan Dewan for positions Board of Commissioners, a minimum
Komisaris, minimal 3 (tiga) kali lipat jumlah jabatan of 3 (three) times the number of vacant Board of
Dewan Komisaris yang kosong; Commissioners positions;
c. Tim Evaluasi menyerahkan Daftar Bakal Calon (long c. The Evaluation Team submits a Candidate List (long
list) kepada Direksi PT Garuda Indonesia (Persero) Tbk list) to the Directors of PT Garuda Indonesia (Persero)
untuk memperoleh persetujuan. Tbk for approval.
3. Proses Penilaian 3. Assessment Process
a. Tim Evaluasi melakukan penilaian terhadap CV dan a. The Evaluation Team conducts an assessment of CVs
wawancara bakal Calon Komisaris yang namanya and interviews of the Candidates for Candidates whose
tercantum dalam Daftar Bakal Calon (long list) yang names are listed in the long list of candidates who
telah disetujui oleh Direksi PT Garuda Indonesia have been approved by the Directors of PT Garuda
(Persero) Tbk untuk memperoleh calon-calon terbaik Indonesia (Persero) Tbk to obtain the best candidates
yang akan diusulkan kepada Direksi PT Garuda to be proposed to the Directors of PT Garuda Indonesia
Indonesia (Persero) Tbk sebagai Calon Komisaris; (Persero) Tbk as Commissioner Candidate;
b. Tim Evaluasi menyampaikan Daftar Calon (short list) b. The Evaluation Team submits a Candidate List (short list)
kepada Direksi PT Garuda Indonesia (Persero) Tbk to the Directors of PT Garuda Indonesia (Persero) Tbk to
untuk menetapkan Calon Komisaris terpilih. determine the elected Candidates for Commissioners.
4. Proses Penetapan 4. Determination Process
a. Direksi PT Garuda Indonesia (Persero) Tbk melakukan a. The Board of Directors of PT Garuda Indonesia
evaluasi akhir atas hasil Penilaian untuk menetapkan (Persero) Tbk conducted a final evaluation of the results
1 (satu) calon Komisaris terpilih untuk jabatan Dewan of the Assessment to establish 1 (one) candidate for
Komisaris; Commissioners elected to the Board of Commissioners
position;
b. Direksi PT Garuda Indonesia (Persero) Tbk mengajukan b. The Directors of PT Garuda Indonesia (Persero) Tbk
Calon Komisaris untuk ditetapkan dalam RUPS Anak proposed the Candidates for Commissioners to be
Perusahaan menjadi anggota Dewan Komisaris GMF. determined at the GMS of Subsidiaries to become
members of the GMF Board of Commissioners.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
248 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 249
Tata Kelola Perusahaan
Corporate Governance
Mekanisme pemberhentian Dewan Komisaris dapat dilakukan The mechanism for dismissing the Board of Commissioners
sewaktu-waktu dengan persetujuan pemegang saham setelah can be done at any time with the approval of the shareholders
terbukti melakukan beberapa hal sebagai berikut: after it is proven that they have done the following:
1. Terbukti lalai dan tidak melaksanakan tugas dengan baik; 1. Proved to be negligent and do not carry out their duties
properly;
2. Terbukti melakukan dan melanggar ketentuan peraturan 2. Proven to have committed and violated the provisions
perundang-undangan yang berlaku dan/atau Anggaran of the prevailing laws and regulations and/or Articles of
Dasar; Association;
3. Terbukti terlibat dalam tindakan yang merugikan 3. Proven to have been involved in an act that was detrimental
Perusahaan dan/atau negara; to the Company and/or the state;
4. Terbukti bersalah sebagaimana dinyatakan dalam 4. Be proven guilty as stated in a court that has permanent
pengadilan yang memiliki kekuatan hukum yang tetap; legal force;
5. Terbukti melakukan tindakan yang melanggar etika dan/ 5. Is proven to have committed an act that violates ethics
atau kepatutan sebagai anggota Dewan Komisaris; dan and/or appropriateness as a member of the Board of
Commissioners; and
6. Mengundurkan diri. 6. Resign.
MASA JABATAN DEWAN KOMISARIS TERM OF OFFICE OF THE BOARD
OF COMMISSIONERS
Para anggota Dewan Komisaris diangkat dan diberhentikan oleh The members of the Board of Commissioners are appointed
RUPS. Masa jabatan anggota Dewan Komisaris terhitung sejak and dismissed by the GMS. The members of the Board of
tanggal yang ditetapkan oleh RUPS yang mengangkatnya dan Commissioners started their work from the GMS appointment
berakhir pada penutupan RUPS Tahunan ke-3 (tiga) pada akhir date and ended by the time the third Annual GMS closed at the
1 (satu) periode masa jabatan yang dimaksud. Pengangkatan end of the first term of their tenure. The appointment of the
Dewan Komisaris dilakukan dengan memperhatikan peraturan Board of Commissioners is carried out according to laws and
perundang-undangan di bidang Pasar Modal dengan tidak regulations in the Capital Market sector, but without reducing
mengurangi hak RUPS untuk memberhentikan anggota Dewan the right of the GMS to, at any time, dismiss them before their
Komisaris sewaktu-waktu sebelum masa jabatannya berakhir, term of office ends, with consideration to the provisions of the
dengan memperhatikan ketentuan Anggaran Dasar Perusahaan. Articles of Association.
KOMPOSISI DEWAN THE COMPOSITION OF THE BOARD
KOMISARIS TAHUN 2024 OF COMMISSIONERS IN 2024
Susunan keanggotaan Dewan Komisaris tahun 2024 telah The composition of the Board of Commissioners in 2024 was
ditetapkan berdasarkan keputusan RUPS Tahunan tanggal set according to the resolution of the Annual GMS on June
28 Juni 2024. Keanggotaan telah memenuhi ketentuan 28, 2024. The composition has followed OJK Regulation No.
Peraturan OJK No. 33/POJK.04/2014 mengenai jumlah 33/POJK.04/2014 which regulated the total members to
anggota Dewan Komisaris, yakni paling kurang terdiri dari comprise of at least 2 (two) Commissioners. Out of the 5 (five)
2 (dua) orang anggota Dewan Komisaris. Dari 5 (lima) orang members of the Company's Board of Commissioners, 4 (three)
anggota Dewan Komisaris Perseroan, 4 (empat) orang menjabat serve as Independent Commissioners, constituting 80% of
sebagai Komisaris Independen, atau 80% dari jumlah anggota the total member of the Board of Commissioners. This meets
Dewan Komisaris. Jumlah ini telah memenuhi ketentuan terkait the provisions that require Independent Commissioners to
Komisaris Independen yang diwajibkan minimal 30% dari jumlah constitute at least 30% of the total number of Commissioners.
keseluruhan Dewan Komisaris.
Selaras dengan prinsip GCG, keahlian mayoritas anggota Dewan In line with the principles of GCG, most members of the Board
Komisaris memiliki pengalaman dan kemampuan sesuai dengan of Commissioners have the experience and expertise that that
kebutuhan Perseroan. are required by the Company.
249
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 250
Profil seluruh anggota Dewan Komisaris dapat dilihat pada Profiles of all members of the Board of Commissioners are
bab Profil Perusahaan pada Laporan Tahunan Terintegrasi ini. available in the Company Profile chapter of this Integrated
Berikut disampaikan susunan Dewan Komisaris per 31 Report. Here is the information concerning the composition of
Desember 2024. the Board of Commissioners as of December 31, 2024
Kronologi Perubahan Susunan Dewan Komisaris Sepanjang Tahun 2024
Chronology of Changes in the Composition of the Board of Commissioners throughout 2024
Periode 28 Juni - 31 Desember Keterangan
Periode 1 Januari - 28 Juni 2024
2024 Desccription
From 1 January - 28 June 2024
From 28 June – 31 December 2024
Dharmadi Dharmadi Masih menjabat
Komisaris Utama Komisaris Utama/Independen Still serving (first period)
President Commissioner President Commissioner/Independent
Rahmat Hanafi Rahmat Hanafi Masih menjabat
Komisaris Komisaris Still serving (first period)
Commissioner Commissioner
Ali Gunawan Ali Gunawan Diberhentikan pada RUPS Tahunan dan diangkat sebagai
Komisaris Independen Komisaris Independen Komisaris Independen pada RUPS Luar Biasa (periode
Independent Commissioner Independent Commissioner pertama)
Dismissed at Annual GMS and appointed as Independent
Commissioner at Extraordinary GMS
Abhan Abhan Masih menjabat
Komisaris Independen Komisaris Independen Still serving (first period)
Independent Commissioner Independent Commissioner
Agit Atrianto Agit Atrianto Diberhentikan pada RUPS Tahunan dan diangkat sebagai
Komisaris Independen Komisaris Independen Komisaris Independen pada RUPS Luar Biasa (periode
Independent Commissioner Independent Commissioner pertama)
Dismissed at Annual GMS and appointed as Independent
Commissioner at Extraordinary GMS (first period)
Susunan Dewan Komisaris per 31 Desember 2024
Board of Commissioners Composition as of December 31, 2024
Nama Jabatan Dasar Pengangkatan Masa Jabatan Periode Jabatan
Name Position Basis of Appointment Term of Office Office Term
Dharmadi Komisaris Utama / Independe Keputusan RUPS Tahunan 28 Juni 2023 - Penutupan Pertama (sebelumnya tidak
P r e s i d e n t C o m m i s s i o n e r / tanggal 28 Juni 2023 R U P S Ta h u n a n y a n g pernah menjabat sebagai
Independent Resolution of the Annual diselenggarakan 2026 Komisaris Perseroan)
GMS on 28 June 2023 June 28, 2023 - Closing of the First (previously never
Annual General Meeting held served as the Company’s
in 2026 Commissioner)
Rahmat Komisaris Keputusan RUPS Tahunan 28 Juni 2023 - Penutupan Kedua (sebelumnya pernah
Hanafi Commissioner tanggal 28 Juni 2023 R U P S Ta h u n a n y a n g menjabat sebagai Komisaris
Resolution of the Annual diselenggarakan 2026 Perseroan)
GMS on 28 June 2023 June 28, 2023 - Closing of the Second (previously
Annual General Meeting held served as the Company’s
in 2026 Commissioner)
Ali Gunawan Komisaris Independen Keputusan RUPS Tahunan 20 Agustus 2021 -Penutupan Pertama (sebelumnya pernah
Independent Commissioner tanggal 20 Agustus 2021 RUPS tahunan yang menjabat sebagai Komisaris
Resolution of the Annual diselenggarakan 2024 Perseroan)
GMS dated 20 August August 20, 2021-Closing of First (previously served
2021 annual GMS held in 2024 as the Company’s
Commissioner)
Abhan Komisaris Independen Keputusan RUPS Tahunan 28 Juni 2023 - Penutupan Pertama (sebelumnya tidak
Independent Commissioner tanggal 28 Juni 2023 R U P S Ta h u n a n y a n g pernah menjabat sebagai
Resolution of the Annual diselenggarakan 2026 Perseroan)
GMS on 28 June 2023 June 28, 2023 - Closing of the First (previously never
Annual General Meeting held served as the Company’s
in 2026 Commissioner)
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
250 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 251
Tata Kelola Perusahaan
Corporate Governance
Susunan Dewan Komisaris per 31 Desember 2024
Board of Commissioners Composition as of December 31, 2024
Nama Jabatan Dasar Pengangkatan Masa Jabatan Periode Jabatan
Name Position Basis of Appointment Term of Office Office Term
A g i t Komisaris Keputusan RUPS Tahunan 20 Agustus 2021 hingga Pertama (sebelumnya pernah
Atriantio Commissioner Tahun Buku tanggal 20 Penutupan RUPST yang pernah menjabat sebagai
Agustus 2021 Decision of diselenggarakan Tahun 2024 Perseroan)
AGMS on August 20, 2021 August 20, 2021 until the First (previously served as the
closing of AGMS in 2024 Company’s Commissioner)
KOMISARIS INDEPENDEN TERM OF OFFICE OF THE BOARD
OF COMMISSIONERS
Komisaris Independen merupakan anggota Dewan Komisaris Independent Commissioner is a member of the Board of
yang tidak memiliki hubungan keuangan, kepengurusan, Commissioners who has no financial relationship, management,
kepemilikan saham dan/atau hubungan keluarga dengan anggota share ownership and/or family relationships with members of
Dewan Komisaris, anggota Direksi dan/atau pemegang saham the Board of Commissioners, members of the Board of Directors
pengendali atau dengan perusahaan yang mungkin menghalangi and/or controlling shareholders or with a company that may
atau menghambat posisinya untuk bertindak independen hinder his position to act independently and objectively for
dan obyektif semata-mata demi kepentingan Perseroan dan the benefit of the Company based on the principles of GCG.
independen dengan berpedoman pada prinsip GCG. Komisaris Independent Commissioner is responsible to oversee and
Independen bertanggung jawab untuk melakukan pengawasan represent the interests of minority shareholders.
dan juga mewakili kepentingan pemegang saham minoritas.
Dari 5 (lima) orang anggota Dewan Komisaris Perseroan, 4 Out of the 5 (five) members of the Company's Board of
(empat) orang menjabat sebagai Komisaris Independen atau Commissioners, 4 (four) serve as Independent Commissioners,
80% dari jumlah keseluruhan Dewan Komisaris. Jumlah ini constituting 80% of the total number of the Board of
sesuai dengan ketentuan terkait Komisaris Independen yang Commissioners. This meets the provisions that require
diwajibkan minimal 30% dari jumlah keseluruhan Dewan Independent Commissioners to constitute at least 30% of the
Komisaris. total number of Commissioners.
Kriteria Penentuan Komisaris Independen Criteria to Determine Independent Commissioners
Penetapan Komisaris Independen telah mempertimbangkan The appointment of an Independent Commissioner has been
dan memenuhi kriteria yang diatur dalam Peraturan Otoritas considered and fulfilled the criteria stipulated in the Financial
Jasa Keuangan Nomor 33/POJK.04/2014 tentang Direksi dan Services Authority Regulation Number 33/POJK.04/2014
Dewan Komisaris atau Perusahaan Publik. concerning the Board of Directors and the Board of
Commissioners or Public Companies.
Kriteria Independensi Dharmadi Ali Gunawan Abhan Agit Atriantio
Independence Criteria
Memiliki hubungan keuangan dengan anggota Dewan Komsiaris X x x x
lainnya, anggota Direksi dan/atau Pemegang Saham Pengendali
Have financial relations with other members of the Board of
Commissioners, members of the Board of Directors and/or
Controlling Shareholders
Memiliki hubungan kepengurusan Perusahaan dengan anggota x x x x
Dewan Komisaris lainnya, anggota Direksi, dan/atau Pemegang
Saham Pengendali
Have a relationship with the management of the Company with
other members of the Board of Commissioners, members of the
Board of Directors, and/or Controlling Shareholders
Memiliki hubungan kepemilikan saham dengan anggota Dewan x x x x
Komisaris lainnya, anggota Direksi, dan/atau Pemegang Saham
Pengendali
Have a stock ownership relationship with other members of the
Board of Commissioners, members of the Board of Directors,
and/or Controlling Shareholders
251
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 252
Kriteria Independensi Dharmadi Ali Gunawan Abhan Agit Atriantio
Independence Criteria
Memiliki hubungan keluarga dengan anggota Dewan Komisaris x x x x
lainnya, anggota Direksi, dan/atau Pemegang Saham Pengendali
Have family relations with other members of the Board of
Commissioners, members of the Board of Directors, and/or
Controlling Shareholders
Keterangan | Notes:
v = ada | yes
x = tidak ada | no
TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES OF
DEWAN KOMISARIS THE BOARD OF COMMISSIONERS
Sebagaimana diatur dalam Anggaran Dasar dan Pedoman Dewan As stipulated in the Articles of Association and Board of
Komisaris, Dewan Komisaris bertugas melakukan pengawasan Commissioners Charter, the Board of Commissioners has
terhadap kebijakan pengurusan, jalannya pengurusan pada a task to supervise the management policies, the general
umumnya baik mengenai Perseroan maupun usaha Perseroan management of the Company and its business which run by
oleh Direksi, serta memberikan nasihat kepada Direksi the Board of Directors, advising the Board of Directors that
termasuk pengawasan terhadap pelaksanaa Rencana Jangka includes overseeing the implementation of Long Term Plan,
Panjang Perseroan, Rencana Kerja dan Anggaran Perseroan Work Plan and Budget and the provisions of the Articles of
serta ketentuan Anggaran Dasar dan Keputusan Rapat Umum Association and the Resolutions of GMS, applicable laws and
Pemegang Saham, serta peraturan perundang-undangan yang regulations, the interests of the Company, and following the
berlaku, kepentingan Perseroan dan sesuai dengan maksud dan Company’s purpose and objective. Furthermore, in carrying
tujuan Perseroan. Selanjutnya, dalam menjalankan tugasnya out its duties, the Board of Commissioners is obliged to carry
tersebut, Dewan Komisaris berkewajiban mengemban tanggung out the following responsibilities:
jawab sebagai berikut:
1. Memberikan nasihat kepada Direksi dalam menjalankan 1. Advise the Directors in carrying out management and
aktivitas pengelolaan dan pengurusan Perseroan; management activities of the Company;
2. Meneliti dan menelaah serta menandatangani Rencana 2. Review and approve, and sign the Company’s Long-Term
Jangka Panjang Perusahaan (“RJPP”) dan Rencana Kerja dan Plan (RJPP) and the Company’s Work Plan and Budget
Anggaran Perusahaan (“RKAP”) yang disusun oleh Direksi (RKAP) prepared by the Directors with due regard to the
dengan memperhatikan nilai-nilai yang terkandung dalam values contained in the Company’s Articles of Association;
Anggaran Dasar Perseroan;
3. Memberikan pendapat dan saran kepada Rapat Umum 3. Provide opinions and suggestions to the General Meeting
Pemegang Saham mengenai alasan disetujuinya RJPP dan of Shareholders regarding the reasons for the approval of
RKAP; the Company’s Long Term Plan (RJPP) and the Company’s
Work Plan and Budget (RKAP);
4. Memberikan arahan atas kepatuhan Perseroan terhadap 4. Supervising on the Company’s compliance on all
seluruh perjanjian, perikatan dan komitmen yang dibuat agreements, binding, and commitment with third parties;
oleh Perseroan dengan pihak ketiga;
5. Mengikuti perkembangan kegiatan Perseroan serta 5. Following the development of the Company’s activities as
memberikan pendapat dan saran kepada Rapat Umum well as providing opinions and suggestions to the General
Pemegang Saham mengenai masalah yang dianggap penting Meeting of Shareholders regarding issues considered
bagi kepengurusan Perseroan; important to the management of the Company;
6. Menyampaikan pelaporan dengan segera kepada Rapat 6. Submitting reports to the General Meeting of Shareholders
Umum Pemegang Saham apabila terjadi gejala menurunnya if there are symptoms of a decline in the Company’s
kinerja Perseroan dan kejadian penting lainnya yang perlu performance and other important events;
diketahui oleh Rapat Umum Pemegang Saham;
7. Mengkaji laporan berkala dan laporan tahunan yang 7. Review periodic and annual reports prepared by the
disiapkan oleh Direksi serta menandatangani Laporan Directors and sign the Annual Report;
Tahunan;
8. Memberikan penjelasan, pendapat, dan saran kepada Rapat 8. Provide explanations, opinions, and suggestions to the
Umum Pemegang Saham mengenai Laporan Tahunan, General Meeting of Shareholders regarding the Annual
apabila diminta; Report, if requested;
9. Mengusulkan Akuntan Publik untuk melakukan audit 9. Propose a Public Accountant to audit the Annual Report
Laporan Tahunan kepada Rapat Umum Pemegang Saham; to the General Meeting of Shareholders;
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
252 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 253
Tata Kelola Perusahaan
Corporate Governance
10. Melakukan evaluasi terhadap kinerja komite yang 10. Evaluate the performance of the responsible committee
membantu pelaksanaan tugas dan tanggung jawabnya on the implementation of duties and responsibilities at
setiap akhir tahun buku; every end of the year;
11. Mengusulkan Akuntan Publik kepada Rapat Umum 11. Propose a Public Accountant to the General Meeting of
Pemegang Saham; Shareholders;
12. Membuat Risalah Rapat Dewan Komisaris dan menyimpan 12. Make Minutes of Board of Commissioners’ Meetings and
salinannya; keep a copy of them;
13. Melaporkan kepada Perseroan mengenai kepemilikan 13. Make Minutes of Board of Commissioners’ Meetings and
sahamnya dan/atau keluarganya pada Perseroan dan keep a copy of them;
Perseroan lain;
14. Memberikan laporan tentang tugas pengawasan yang telah 14. Provide reports on the supervisory tasks that have been
dilakukan selama tahun buku yang baru lampau kepada carried out during the new financial year to the General
Rapat Umum Pemegang Saham; Meeting of Shareholders;
15. Melaksanakan kewajiban lainnya dalam rangka tugas 15. Carrying out other obligations in the context of supervisory
pengawasan dan pemberian nasihat, sepanjang tidak duties and providing advice, as long as it does not conflict
bertentangan dengan peraturan perundang-undangan, with the laws and regulations, the Articles of Association,
Anggaran Dasar Perusahaan, dan/atau Keputusan Rapat and/or General Meeting of Shareholders’ Resolutions.
Umum Pemegang Saham.
PEMBAGIAN TUGAS ANTAR DISTRIBUTION OF TASKS BETWEEN
DEWAN KOMISARIS THE BOARD OF COMMISSIONERS
Guna menjamin efektivitas fungsi pengawasan secara In order to ensure the effectiveness of the overall supervisory
menyeluruh, setiap anggota Dewan Komisaris memiliki tugas function, each member of the BOC has their respective duties
dan tanggung jawab masing-masing sebagaimana ditetapkan and responsibilities as stipulated in the Management Contract
dalam Kontrak Manajemen Dewan Komisaris tanggal 18 of the BOC dated January 18, 2024. The division of duties of
Januari 2024. Pembagian tugas masing-masing anggota Dewan each member of the BOC is outlined in the following table.
Komisaris dituangkan ke dalam tabel sebagai berikut.
Dharmadi
Komisaris Utama/ Independen
President Commissioner/Independent
• Pengawasan Kinerja Perseroan • Monitoring the Company Performance
• Pengawasan Audit Eksternal & Audit Internal • Monitoring the GCG & Compliance
• Pengawasan Laporan Keuangan & Standar Akuntansi • Monitoring the Internal Control System
• Pengawasan GCG & Compliance • Monitoring the Risk Management
• Pengawasan Sistem Pengendalian Internal • Monitoring the RJPP & RKAP
• Pengawasan Manajemen Risiko Perusahaan • Monitoring the Nomination & Remuneration
• Pengawasan RJPP & RKAP • Monitoring the HR Management
• Pengawasan Nominasi & Remunerasi • Monitoring the Procurement of Goods & Services
• Pengawasan Pengelolaan SDM • Monitoring the Quality & Service Policy
• Pengawasan Pengadaan Barang & Jasa • Monitoring the Management of Subsidiaries/Joint Ventures
• Pengawasan Kebijakan Mutu & Pelayanan • Monitoring the Information Technology System
• Pengawasan Pengelolaan Anak Perusahaan/Perusahaan Patungan
• Pengawasan Sistem Teknologi Informasi
Rahmat Hanafi
Komisari
Commissioner
• Pengawasan Kinerja Perseroan • Monitoring the Company Performance
• Pengawasan Audit Eksternal & Audit Internal • Monitoring the GCG & Compliance
• Pengawasan Laporan Keuangan & Standar Akuntansi • Monitoring the Internal Control System
• Pengawasan GCG & Compliance • Monitoring the Risk Management
• Pengawasan Sistem Pengendalian Internal • Monitoring the RJPP & RKAP
• Pengawasan Manajemen Risiko Perusahaan • Monitoring the Nomination & Remuneration
• Pengawasan RJPP & RKAP • Monitoring the HR Management
• Pengawasan Nominasi & Remunerasi
• Pengawasan Pengelolaan SDM
• Pengawasan Pengadaan Barang & Jasa
• Pengawasan Kebijakan Mutu & Pelayanan
• Pengawasan Pengelolaan Anak Perusahaan/Perusahaan Patungan
• Pengawasan Sistem Teknologi Informasi
253
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 254
Ali Gunawan
Komisaris Independen
Independent Commissioner
• Pengawasan Kinerja Perseroan • Monitoring the Company Performance
• Pengawasan Audit Eksternal & Internal • Monitoring the External & Internal Audit
• Pengawasan Laporan Keuangan & Standar Akuntansi • Monitoring the Financial Statements & Accounting Standard
• Pengawasan GCG & Compliance • Monitoring the GCG & Compliance
• Pengawasan Sistem Pengendalian Internal • Monitoring the Internal Control System
• Pengawasan Manajemen Risiko Perusahaan • Monitoring the Risk Management
• Pengawasan RJPP & RKAP • Monitoring the RJPP & RKAP
• Pengawasan Kebijakan Mutu & Pelayanan • Monitoring the Procurement of Goods & Services
• Pengawasan Pengelolaan Anak Perusahaan/Perusahaan Patungan • Monitoring the Quality & Service Policy
• Pengawasan Sistem Teknologi Informasi • Monitoring the Management of Subsidiaries/Joint Ventures
• Monitoring the Information Technology System
Agit Atriantio
Komisaris Independen
Independent Commissioner
• Pengawasan Kinerja Perseroan • Monitoring the Company Performance
• Pengawasan GCG & Compliance • Monitoring the External & Internal Audit
• Pengawasan Sistem Pengendalian Internal • Monitoring the Financial Statements & Accounting Standard
• Pengawasan Manajemen Risiko Perusahaan • Monitoring the GCG & Compliance
• Pengawasan RJPP & RKAP • Monitoring the Internal Control System
• Pengawasan Pengadaan Barang & Jasa • Monitoring the Risk Management
• Pengawasan Kebijakan Mutu & Pelayanan • Monitoring the RJPP & RKAP
• Pengawasan Pengelolaan Anak Perusahaan/Perusahaan Patungan • Monitoring the Procurement of Goods & Services
• Pengawasan Sistem Teknologi Informasi • Monitoring the Quality & Service Policy
• Monitoring the Management of Subsidiaries/Joint Ventures
• Monitoring the Information Technology System
Abhan
Komisaris Independen
Independent Commissioner
• Pengawasan Kinerja Perseroan • Monitoring the Company Performance
• Pengawasan GCG & Compliance • Monitoring the GCG & Compliance
• Pengawasan Sistem Pengendalian Internal • Monitoring the Internal Control System
• Pengawasan Manajemen Risiko Perusahaan • Monitoring the Risk Management
• Pengawasan RJPP & RKAP • Monitoring the RJPP & RKAP
• Pengawasan Nominasi & Remunerasi • Monitoring the Nomination & Remuneration
• Pengawasan Pengelolaan SDM • Monitoring the HR Management
• Monitoring the Information Technology System
PROGRAM ORIENTASI BAGI ORIENTATION PROGRAM FOR
KOMISARIS BARU NEW COMMISSIONERS
Dewan Komisaris Perseroan terdiri dari berbagai latar belakang The Company's Board of Commissioners comes from different
berbeda yang merepresentasikan para pemegang saham backgrounds representing shareholders. The Management
GMF. Manajemen Perusahaan selalu mengadakan Program of the Company always conducts an Introduction Program
Pengenalan (Program Orientasi) anggota Komisaris baru guna (Orientation Program) for new Commissioners to make the
memberikan pemahaman kepada anggota baru terkait kondisi new members understand the company's current situation
terkini Perseroan sehingga Dewan Komisaris mendapatkan and receive a comprehensive understanding of the Company’s
pemahaman yang komprehensif atas Perseroan, baik secara organization and operation. The responsibility to hold the
organisasi maupun operasional. Penanggung jawab Program Introduction Program for new Commissioners is the Corporate
Pengenalan bagi Komisaris baru berada pada fungsi Sekretaris Secretary.
Perusahaan.
Penyelenggaraan program pengenalan tersebut memuat materi The program covers the following material:
sebagai berikut:
1. Pelaksanaan prinsip-prinsip Good Corporate Governance; 1. Implementation of the principles of Good Corporate
Governance;
2. Gambaran mengenai Perseroan berkaitan dengan tujuan, 2. Description of the Company relating to the objectives,
sifat, dan lingkup kegiatan, kinerja keuangan dan operasi, nature and scope of activities, financial and operating
strategi, rencana usaha jangka pendek dan jangka panjang, performance, strategies, short-term and long-term business
posisi kompetitif, risiko dan masalah-masalah strategis plans, competitive positions, risks, and other strategic
lainnya; issues;
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
254 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 255
Tata Kelola Perusahaan
Corporate Governance
3. Keterangan berkaitan dengan kewenangan yang 3. Information relating to delegated authority, internal
didelegasikan, audit internal dan eksternal, sistem dan and external audit, internal control systems and policies,
kebijakan pengendalian internal, termasuk Komite Audit; including the Audit Committee;
4. Keterangan mengenai tugas dan tanggung jawab Dewan 4. Information regarding the duties and responsibilities of
Komisaris/Dewan Pengawas dan Direksi serta hal-hal yang the Board of Commissioners/Board of Trustees and the
tidak diperbolehkan; Board of Directors as well as matters that are not permitted;
5. Peraturan perundang-undangan yang terkait dengan 5. Legislation relating to the Company’s business activities.
kegiatan usaha Perseroan.
Perseroan menggelar program pengenalan bagi Dewan The Company held an induction program for the newly
Komisaris baru yang dilakukan pada tanggal 26 Juli 2024 di appointed Board of Commissioners on July 26, 2024, at PT
PT Garuda Maintenance Facility Aero Asia Tbk. Program ini Garuda Maintenance Facility Aero Asia Tbk. The program was
dihadiri oleh Bapak Ali Gunawan selaku Komisaris Independen attended by Mr. Ali Gunawan as the Company’s Independent
Perseroan dengan periode jabatan pertama dan Bapak Agit Commissioner in his first term of office, and Mr. Agit Atriantio
Atriantio selaku Komisaris Independen Perseroan dengan as the Company’s Independent Commissioner, also in his first
periode jabatan Pertama. term of office.
PELATIHAN DAN PENINGKATAN BOARD OF COMMISSIONERS’
KOMPETENSI DEWAN TRAINING AND COMPETENCY
KOMISARIS [ESG G-05] ENHANCEMENT [ESG G-05]
Perusahaan memiliki kebijakan pengembangan kompetensi The Company has the policy to develop the competency of the
bagi Dewan Komisaris dengan mengikutsertakan seluruh Board of Commissioners by including all members in training
anggota dalam program pelatihan, workshop, dan studi banding programs, workshops, and benchmarking studies. This training
(benchmarking). Program pelatihan ini merupakan komitmen program becomes the Company's commitment to cope with
Perseroan dalam memenuhi kebutuhan GMF yang semakin the increasingly dynamic needs of GMF. Information regarding
dinamis. Informasi mengenai daftar kegiatan pelatihan dan the list of training activities and competency improvement that
peningkatan kompetensi yang diikuti Dewan Komisaris di the Board of Commissioners has followed throughout 2023 is
sepanjang tahun 2024 dapat dilihat pada Laporan Keberlanjutan available in Sustainability Report of this Integrated Report.
dalam Laporan Terintegrasi ini.
PELAKSANAAN TUGAS DEWAN IMPLEMENTATION OF THE BOARD OF
KOMISARIS TAHUN 2024 COMMISSIONERS’ DUTIES IN 2024
Pelaksanaan tugas dan tanggung jawab pengawasan Dewan The implementation of the Board of Commissioners' supervisory
Komisaris telah mengacu kepada rencana kerja yang disusun duties and responsibilities has referred to the work plan prepared
pada awal tahun demi menjamin integritas dan keselarasan at the beginning of the year in order to ensure the integrity and
realisasi pelaksanaan tugas dengan rencana kerja. Realisasi alignment of the realisation of duties with the work plan. The
tugas pengawasan yang dilaksanakan Dewan Komisaris realisation of supervisory duties carried out by the Board of
sepanjang tahun 2024 antara lain sebagai berikut: Commissioners throughout 2024 included the following:
1. Memberikan saran dan masukan mengenai Kinerja Tahun 1. Provided suggestions and input regarding 2023
2023; performance;
2. Memberikan saran dan masukan terkait rencana 2. Provided suggestions and input related to partnership plans;
partnership;
3. Memberikan saran dan masukan People Development 3. Provided suggestions and input on the 2024 People
2024; Development plan;
4. Memberikan saran dan masukan Kinerja Bulanan 2024; 4. Provided suggestions and input on 2024 monthly
performance;
5. Memberikan saran dan masukan Rencana Penambahan 5. Provided suggestions and input on GMF’s Capital Increase
Modal GMF melalui penyertaan aset GA (Hangar); Plan through asset injection from GA (Hangar);
6. Memberikan saran dan masukan terkait strategic initiatives 6. Provided suggestions and input related to 2024 strategic
2024; initiatives;
7. Memberikan saran dan masukan GMF Quality Update 2024; 7. Provided suggestions and input on the 2024 GMF Quality
Update;
8. Memberikan saran dan masukan atas Internal Audit; 8. Provided suggestions and input on Internal Audit;
9. Memberikan saran dan masukan Kebijakan dan Pelaksanaan 9. Provided suggestions and input on Risk Management Policy
Manajemen Risiko; and Implementation;
255
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 256
10. Memberikan masukan dan persetujuan atas perubahan 10. Provided input and approval on changes to the parent
organisasi induk; organization structure;
11. Memberikan saran dan masukan atas program IT 2024; 11. Provided suggestions and input on the 2024 IT program;
12. Memberikan rekomendasi mengenai tantiem/insentif 12. Provided recommendations on performance-based tantiem/
kinerja dan Remunerasi Direksi dan Dewan Komisaris; incentives and remuneration for the Board of Directors and
Board of Commissioners;
13. Memberikan saran atas pelaksanaan assessment good 13. Provided suggestions on the implementation of the good
corporate governance; corporate governance assessment;
14. Memberikan saran atas Rancangan Rencana Kerja dan 14. Provided suggestions on the Draft Work Plan and Corporate
Anggaran Perusahaan Tahun 2024; Budget for 2024;
15. Memberikan saran dan masukan dalam pelaporan 15. Provided suggestions and input for the Quarterly
Manajemen Triwulanan; Management Reporting;
16. Memberikan saran dan masukan pelaksanaan Right Issue 16. Provided suggestions and input on the implementation
GMF atas inbreng aset Hangar Garuda; of GMF’s Rights Issue through asset injection of Garuda’s
Hangar;
17. Memberikan evaluasi atas kinerja KAP dalam pelaksanaan 17. Provided evaluation of the performance of the Public
Audit Laporan Keuangan 2023; Accounting Firm in auditing the 2023 Financial Statements;
18. Memberikan reviu atas pencapaian Kinerja Direksi tahun 18. Provided a review of the Board of Directors’ performance
2023; achievement in 2023;
19. Memberikan saran dan tanggapan atas rencana Pelepasan 19. Provided suggestions and feedback on the plan for disposal
Aset Tetap; of fixed assets;
20. Memberikan arahan atas Proses Pelaksanaan 20. Provided direction on the Implementation Process for the
Pemeringkatan untuk Penilaian Tingkat Kesehatan Tahun 2023 Financial Health Rating Assessment;
2023; 21. Provided approval regarding the Public Accounting Firm
21. Memberikan persetujuan terkait Kantor Akuntan Publik to audit the Company’s Financial Statements for the 2024
untuk mengaudit Laporan Keuangan Perusahaan Tahun fiscal year.
Buku 2024.
Fokus Pengawasan Dewan Komisaris Tahun 2024 The Board of Commissioners’ Focus on Oversight In 2024
Adapun fokus pengawasan Dewan Komisaris pada tahun The focus of the Board of Commissioners’ oversight in the
buku 2024 diarahkan pada penguatan tata kelola perusahaan 2024 fiscal year is directed toward strengthening corporate
(GCG), optimalisasi kinerja keuangan dan operasional, serta governance (GCG), optimizing financial and operational
pengelolaan risiko strategis untuk meningkatkan daya saing performance, and managing strategic risks to enhance GMF’s
GMF. Dalam aspek kinerja dan keuangan, Dewan Komisaris competitiveness. In terms of performance and finance, the
memantau pencapaian target operasional, mengevaluasi Board of Commissioners monitored the achievement of
efektivitas strategi efisiensi biaya dan peningkatan pendapatan, operational targets, evaluated the effectiveness of cost-
serta mengawasi restrukturisasi utang dan permodalan, efficiency strategies and revenue enhancement initiatives, as
termasuk pelaksanaan Right Issue GMF atas inbreng aset well as oversaw debt restructuring and capital management,
Hangar Garuda. including the implementation of GMF’s Rights Issue through
the injection of Garuda’s Hangar asset.
Selain itu, pengawasan difokuskan pada manajemen risiko In addition, the oversight was focused on risk management
dan kepatuhan, terutama dalam penguatan kebijakan risiko, and compliance, particularly on strengthening risk policies,
pemantauan hasil audit internal dan eksternal, serta evaluasi monitoring internal and external audit results, and evaluating the
tingkat kesehatan perusahaan dan proses pemeringkatan. Dewan corporate soundness rating and assessment process. The Board
Komisaris juga memastikan bahwa transformasi dan inisiatif of Commissioners also ensured that strategic transformation
strategis berjalan sesuai rencana, termasuk pengembangan sumber and initiatives proceed as planned, including human resource
daya manusia, pemantauan partnership, serta implementasi development, partnership monitoring, and the implementation
strategic initiatives 2024 untuk mendukung pertumbuhan bisnis. of 2024 strategic initiatives to support business growth.
Dari sisi tata kelola dan digitalisasi, pengawasan mencakup From the perspective of governance and digitalization, oversight
pelaksanaan assessment GCG dan implementasi covered the implementation of the GCG assessment and its
rekomendasinya, penguatan kebijakan IT, serta evaluasi recommendations, strengthening IT policies, and evaluating
kebijakan remunerasi Direksi dan Dewan Komisaris. Dengan the remuneration policies for the Board of Directors and
pendekatan ini, Dewan Komisaris memastikan setiap keputusan Board of Commissioners. Through this approach, the Board
strategis selaras dengan kepentingan pemegang saham dan of Commissioners ensures that every strategic decision aligns
keberlanjutan bisnis GMF, sehingga perusahaan tetap kompetitif with shareholder interests and GMF’s business sustainability,
dan mampu menghadapi tantangan industri. enabling the company to remain competitive and resilient in
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
256 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 257
Tata Kelola Perusahaan
Corporate Governance
PENILAIAN KINERJA KOMITE ASSESSMENT OF THE COMMITTEES
DAN ORGAN PENDUKUNG DI AND SUPPORTING BODIES UNDER
BAWAH DEWAN KOMISARIS THE BOARD OF COMMISSIONERS
Dewan Komisaris menjalankan tugas pengawasannya dengan The Board of Commissioners performs the supervision with the
dibantu oleh 4 (empat) organ pendukung yaitu Sekretaris assistance of 4 (four) supporting bodies, the Secretary of the
Dewan Komisaris, Komite Audit dan Kebijakan Corporate Board of Commissioners, the Audit and Corporate Governance
Governance (KAKCG), Komite Nominasi dan Remunerasi Committee (KAKCG), the Nomination and Remuneration
(KNR), dan Komite Pengembangan usaha dan Pemantau Risiko Committee (KNR), and the Business Development and Risk
(KPUPR). Penilaian kinerja masing-masing organ dilakukan Monitoring Committee (KPUPR). The assessment of each
dengan mengacu kepada Pedoman Tata Kelola Perusahaan organ is carried out by referring to the Company's Corporate
Perseroan tanggal 31 Desember 2024 yang dilaksanakan Governance Guidelines dated 29 December 2022, using
dengan menggunakan kriteria dan metodologi yang relevan. relevant criteria and methodology. Until the end of 2024, there
Hingga akhir 2024, belum ada peraturan baru yang mengatur have been no new regulations governing the latest criteria
mengenai kriteria dan metode terbaru. Adapun untuk Penilaian and methods. Meanwhile, the assessment of the Secretary to
kinerja Sekretaris Dewan Komisaris memiliki parameter yang the Board of Commissioners has different parameters from
berbeda dengan penilaian kinerja komite-komite. Berikut the committees. Below are the parameters and results of the
disampaikan parameter dan hasil penilaian kinerja dari masing- assessment of each supporting organ.
masing organ pendukung.
Penilaian Kinerja Sekretaris Dewan Komisaris
Assessment of the Secretary to the Board of Commissioners
Parameter Bobot Pencapaian Skor
Parameter Weight Achievement Score
Parameter Pertama/First Paramater Sekretaris Dewan Komisaris memiliki 20% 100% 100%
uraian tugas yang jelas.
The Secretary to the Board of Commissioners has a clear job description.
Parameter Kedua/Second Paramater Sekretaris Dewan Komisaris melakukan 30% 100% 100%
administrasi dan penyimpanan dokumen.
The Secretary to the Board of Commissioners deals with the administration
and retention of documents.
Parameter Ketiga/Third Paramater Sekretaris Dewan Komisaris 30% 100% 100%
menyelenggarakan rapat Dewan Komisaris dan rapat/pertemuan antara
Dewan Komisaris dengan Pemegang Saham, Direksi maupun pihak-pihak
terkait lainnya.
The Secretary to the Board of Commissioners holds a Board of Commissioners
meeting and a meeting between the Board of Commissioners and the
Shareholders, Directors, and other related parties.
Parameter Keempat/Fourth Paramater Sekretaris Dewan Komisaris 20% 100% 100%
menyediakan data/informasi yang diperlukan oleh Dewan Komisaris dan
komite-komite di lingkungan Dewan Komisaris.
The Secretary to the Board of Commissioners provides data/information
needed by the Board of Commissioners and committees within the Board
of Commissioners.
Total Persentase Pencapaian Total Skor/Total Bobot *100%
100%
Total Percentage of Achievement Total Score/Total Weight *100%
Penilaian Kinerja Komite Dewan Komisaris Board of Commissioners Committee Performance
Assessment
Terdapat 3 (tiga) Komite yang dibentuk oleh Dewan Komisaris There are 3 (three) Committees formed by the Board of
sesuai dengan peraturan perundang-undangan yang berlaku Commissioners in accordance with applicable laws and
dan juga sesuai dengan kebutuhan Perseroan. Berikut adalah regulations and the Company's needs. The following are the
parameter dan penilaian kinerja Komite Dewan Komisaris parameters and assessments of the Board of Commissioners'
secara umum atas pelaksanaan tugas yang dilaksanakan Committees regarding the implementation of their duties
sepanjang tahun 2024: throughout 2024:
257
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 258
Komite Audit dan Kebijakanfacing industry
Corporate challenges.
Governance
Committee of Audit and Corporate Governance
Rencana Kerja KAKCG 2024 Pencapaian
No. KAKCG 2024 Work Plan Achievement
A KAKCG
1 Membuat Program Kerja Tahunan KAKCG. 100%
Create a KAKCG Annual Work Program.
2 Menyusun Piagam KAKCG serta memutakhirkannya dari waktu ke waktu sesuai dengan perkembangan 100%
bisnis dan kebutuhan Perseroan.
Prepare the KAKCG Charter and update it periodically in accordance with business developments and the
Company's needs.
3 Membuat laporan berkala Triwulanan/setiap 3 bulan sekali dan Tahunan kepada Dewan Komisaris, yang 100%
minimal memuat perbandingan realisasi kegiatan dengan program kerja tahunan serta substansi hasil kegiatan
dan rekomendasinya yang diungkapkan dalam Laporan Tahunan Perseroan.
Prepare periodic reports quarterly (every 3 months) and annually to the Board of Commissioners, which
at least contain a comparison of the realization of activities with the annual work program as well as the
substance of the results of activities and recommendations disclosed in the Company's Annual Report.
4 Membuat laporan khusus kepada Dewan Komisaris yang berisi laporan setiap temuan yang diperkirakan 100%
dapat mengganggu efektivitas Perseroan.
Prepare a special report to the Board of Commissioners containing a report on any findings that are expected
to disrupt the effectiveness of the Company.
B Audit
1 Melakukan penelaahan atas informasi keuangan yang akan dikeluarkan Perseroan kepada publik dan/ 100%
atau pihak otoritas antara lain laporan keuangan, proyeksi, dan laporan lainnya terkait dengan informasi
keuangan Perseroan.
Review financial information to be released by the Company to the public and/or authorities, including
financial reports, projections, and other reports related to the Company's financial information.
2 Melakukan penelaahan atas ketaatan terhadap peraturan perundang-undangan yang berhubungan dengan 100%
kegiatan Perseroan, Anggaran Dasar, dan perjanjian dengan pihak ketiga.
Review compliance with laws and regulations relating to the Company's activities, Articles of Association,
and agreements with third parties.
3 Memberikan pendapat independen dalam hal terjadi perbedaan pendapat antara Manajemen dan Akuntan 100%
atas jasa yang diberikannya.
Provide independent opinions in the event of differences of opinion between Management and Accountants
regarding the services provided.
4 Memberikan rekomendasi kepada Dewan Komisaris mengenai penunjukkan Akuntan yang didasarkan pada 100%
independensi, ruang lingkup penugasan, dan imbalan jasa.
Provide recommendations to the Board of Commissioners regarding the appointment of an Accountant
based on independence, scope of assignment, and compensation for services.
5 Melakukan pemeriksaan oleh auditor internal dan auditor eksternal serta mengawasi pelaksanaan tindak 100%
lanjut oleh penelaahan atas pelaksanaan Direksi atas temuan auditor internal dan auditor eksternal.
Conduct inspections by internal auditors and external auditors and supervise the implementation of follow-
up actions by reviewing the Board of Directors' implementation of the findings of internal auditors and
external auditors.
6 Melakukan penelaahan atas efektivitas sistem pengendalian intern dan efektivitas pelaksanaan tugas auditor 100%
internal dan auditor eksternal.
Review the effectiveness of the internal control system and the effectiveness of carrying out the duties of
internal auditors and external auditors.
7 Menelaah pengaduan yang berkaitan dengan proses akuntansi dan pelaporan keuangan Perseroan. N/A
Review complaints related to the Company's accounting and financial reporting processes.
8 Menelaah dan memberikan saran kepada Dewan Komisaris terkait dengan adanya potensi benturan N/A
kepentingan Emiten atau Perusahaan Publik.
Review and provide advice to the Board of Commissioners regarding potential conflicts of interest of Issuers
or Public Companies.
C Tata Kelola Perusahaan yang Baik (GCG)
Good Corporate Governance (GCG)
1 Meninjau dan melakukan telaah atas penerapan prinsip‐prinsip dan persyaratan‐persyaratan tata kelola 100%
yang berlaku di Perseroan serta memastikan bahwa prinsip‐prinsip dan persyaratan‐persyaratan tersebut
masih relevan serta telah dilaksanakan sepenuhnya di Perseroan.
Review and evaluate the implementation of governance principles and requirements within the Company
to ensure that these principles and requirements remain relevant and are fully implemented.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
258 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 259
Tata Kelola Perusahaan
Corporate Governance
Komite Audit dan Kebijakan Corporate Governance
Committee of Audit and Corporate Governance
Rencana Kerja KAKCG 2024 Pencapaian
No. KAKCG 2024 Work Plan Achievement
2 Memantau dan melakukan telaah atas penerapan prinsip-prinsip tata kelola perusahaan yang baik dalam 100%
pengelolaan dan pengurusan Perseroan, memastikan dilakukannya penilaian/assessment dan evaluasi/
self-assessment atas implementasi tata kelola perusahaan yang baik dan memastikan tindak lanjut atas
rekomendasi perbaikan hasil assessment atau self-assessment tahun sebelumnya.
Monitor and review the implementation of good corporate governance principles in the management and
administration of the Company, ensuring that assessments and evaluations, including self-assessments, are
conducted on the implementation of good corporate governance and that follow-up actions are taken based
on the recommendations from the previous year's assessments or self-assessments.
D Lainnya
Others
1 Melaksanakan tugas lain yang diberikan oleh Dewan Komisaris sepanjang masih dalam lingkup tugas dan 100%
kewajiban Dewan Komisaris berdasarkan Anggaran Dasar dan Keputusan Rapat Umum Pemegang Saham
(RUPS) serta ketentuan perundang-undangan yang berlaku.
Perform other tasks assigned by the Board of Commissioners, provided they fall within the scope of the duties
and obligations of the Board of Commissioners as outlined in the Articles of Association and Resolutions of
the General Meeting of Shareholders (GMS), as well as applicable statutory provisions.
2 Melakukan self-assesment terhadap kinerja masing-masing anggota KAKCG. 100%
Conduct a self-assessment of the performance of each KAKCG member.
Komite Nominasi dan Remunerasi
Committee of Nomination and Remuneration
Program Kerja Triwulan Pencapaian
No
Quarterly Work Program Achievement
1 Melakukan penelaahan dan pemantauan untuk memastikan bahwa Perseroan telah memiliki strategi dan 100%
kebijakan nominasi, meliputi proses analisis organisasi, prosedur, dan kriteria rekrutmen, seleksi, dan promosi.
Carry out reviews and monitoring to ensure that the Company has a nomination strategy and policy, including
organizational analysis processes, procedures, and criteria for recruitment, selection, and promotion.
2 Rekomendasi nama calon Direksi Perseroan kepada Dewan Komisaris yang kemudian diusulkan kepada RUPS. N/A
Recommend candidates for the Company's Directors to the Board of Commissioners, who then propose the
names to the General Meeting of Shareholders (GMS).
3 Memastikan bahwa Perseroan telah memiliki sistem remunerasi yang transparan berupa gaji atau honorarium, 100%
tunjangan, dan fasilitas yang bersifat tetap dan insentif yang bersifat variabel.
Ensure that the Company has a transparent remuneration system, including fixed salaries or honorariums,
allowances, facilities, and variable incentives.
4 Melakukan penelaahan atas permohonan Direksi terkait Nominasi sesuai Anggaran Dasar Perseroan. 100%
Review the Board of Directors' requests regarding nominations in accordance with the Company's Articles
of Association.
5 Menyusun rencana kerja KNR. 100%
Prepare a KNR work plan.
6 Membuat laporan berkala Triwulanan/setiap 3 bulan sekali kepada Dewan Komisaris. 100%
Prepare periodic reports quarterly (every 3 months) to the Board of Commissioners.
7 Melaksanakan rapat periodik sekurang-kurangnya 1 kali dalam 4 bulan. 100%
Hold periodic meetings at least once every 4 months.
8 Melakukan self-assesment terhadap kinerja anggota KNR. 100%
Conduct self-assessments of the performance of KNR members.
259
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 260
Komite Pengembangan Usaha dan Pemantauan Risiko
Committee of Nomination and Remuneration
Program Kerja Pencapaian
No
Work Program Achievement
1 Melakukan kajian dan evaluasi atas pengembangan usaha MRO. 100%
Conduct studies and evaluations of MRO business development.
2 Melakukan kajian dan evaluasi atas kecukupan kebijakan, konsistensi praktik pengelolaan risiko, dan efektivitas 100%
tindakan mitigasi.
Conduct studies and evaluations on the adequacy of policies, consistency of risk management practices, and
effectiveness of mitigation actions.
3 Memberikan rekomendasi perbaikan atas praktik pengelolaan dan penanganan risiko Perseroan. 100%
Provide recommendations for improvements to the Company's risk management and mitigation practices.
4 Melaksanakan tugas lain yang diberikan oleh Dewan Komisaris sepanjang masih dalam ruang lingkup tugas dan 100%
kewajiban Dewan Komisaris berdasarkan ketentuan yang berlaku.
Carry out other tasks assigned by the Board of Commissioners within the scope of its duties and obligations
based on applicable regulations.
5 Menyusun rencana kerja KPUPR tahun 2024. 100%
Prepare a KPUPR work plan for 2024.
6 Membuat laporan berkala Triwulanan/setiap 3 bulan sekali kepada Dewan Komisaris. 100%
Prepare periodic reports quarterly (every 3 months) to the Board of Commissioners.
7 Melaksanakan rapat periodik sekurang-kurangnya 1 kali dalam 3 bulan. 100%
Hold periodic meetings at least once every 3 months.
8 Melakukan self-assesment terhadap kinerja anggota KPUPR. 100%
Conduct a self-assessment of the performance of KPUPR members.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
260 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 261
Tata Kelola Perusahaan
Corporate Governance
Direksi
Board of Directors
Direksi merupakan organ Perseroan yang bertugas, secara The Board of Directors is a Company’s body that has a collegial
kolegial, menjalankan fungsi pengurusan dan pengelolaan duty to manage the Company. The Board of Directors works
Perseroan. Direksi bekerja sesuai dengan target usaha yang according to business targets in the current year’s RKAP and
terdapat dalam RKAP tahun berjalan dan menyampaikan submits the business performance to the GMS through Financial
hasil pencapaian kinerja usaha kepada RUPS melalui Laporan Statements and Integrated Reports.
Keuangan dan Laporan Terintegrasi.
KRITERIA DAN PERSYARATAN CRITERIA AND REQUIREMENTS
ANGGOTA DIREKSI [GRI 2-10] FOR MEMBERS OF THE BOARD
OF DIRECTORS [GRI 2-10]
Perseroan memiliki kriteria persyaratan calon anggota Direksi The Company has criteria for candidates of the Board of
yang terdapat dalam Board Manual. Kriteria dan persyaratan Directors contained in the Board Manual. Criteria and
calon Anggota Direksi Perseroan sebagaimana yang tercantum requirements for prospective Members of the Company’s
di bawah ini: Board of Directors, as listed below:
1. Mempunyai akhlak, moral, dan integritas yang baik; 1. Having good character, morals and integrity;
2. Cakap melakukan perbuatan hukum; 2. Capable of performing legal actions;
3. Dalam 5 (lima) tahun sebelum pengangkatan dan selama 3. Within 5 (five) years before his appointment and during
menjabat: his tenure:
a. Tidak pernah dinyatakan pailit; a. Never been declared bankrupt;
b. Tidak pernah menjadi anggota Direksi dan/atau b. Never been a member of the Board of Directors and/or
anggota Dewan Komisaris yang dinyatakan bersalah member of the Board of Commissioners who was found
menyebabkan suatu perusahaan dinyatakan pailit; guilty of causing a company to be declared bankrupt;
c. Tidak pernah dihukum karena melakukan tindak c. Never been punished for committing a crime that is
pidana yangmerugikan
pidana yang merugikan keuangan
keuangan negara
negara dan/atau
dan/atau yang crucial to state finances and/or related to the financial
yang berkaitan
berkaitan dengandengan
sektorsektor
keuangan;
keuangan;
dan dan sector; and
d. Tidak pernah menjadi anggota Direksi dan/atau anggota d. Has never been a member of the Board of Directors
Dewan Komisaris yang selama menjabat: and/or a member of the Board of Commissioners who’s
during his tenure:
i) Pernah tidak menyelenggarakan RUPS Tahunan; i) Never held an Annual GMS;
ii) Pertanggungjawabannya sebagai anggota Direksi ii) His responsibilities as members of the Board
dan/atau anggota Dewan Komisaris pernah tidak of Directors and/or members of the Board of
diterima oleh RUPS atau pernah tidak memberikan Commissioners has never been accepted by the
pertanggungjawaban sebagai anggota Direksi dan/ GMS or failed to provide accountability as members
atau anggota Dewan Komisaris kepada RUPS; of the Board of Directors and/or members of the
Board of Commissioners to the GMS;
iii) Pernah menyebabkan perusahaan yang iii) Has caused a company that has obtained a license,
memperoleh izin, persetujuan, atau pendaftaran approval or registration from the OJK not fulfilled
dari OJK tidak memenuhi kewajiban menyampaikan its obligation to submit annual reports and/or
laporan tahunan dan/atau laporan keuangan kepada financial reports to OJK;
OJK;
4. Memiliki komitmen untuk mematuhi peraturan perundang- 4. Have a commitment to comply with laws and regulations;
undangan; dan And
5. Memiliki pengetahuan dan/atau keahlian di bidang yang 5. Have knowledge and/or expertise in the fields required
dibutuhkan Perseroan. by the Company.
261
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 262
SUKSESI DIREKSI [GRI 2-10] [ESG G-06] SUCCESSION POLICY FOR THE BOARD
OF DIRECTORS [GRI 2-10] [ESG G-06]
Perseroan memiliki kebijakan suksesi Direksi untuk memastikan The Company has a succession policy for the Board of Directors
adanya kaderisasi kepemimpinan yang berorientasi pada kinerja to have a performance-oriented cadre with leadership quality
untuk mengembangkan usaha GMF. Direksi yang ditunjuk harus to grow the business. The appointed Board of Directors must
lulus Penilaian Kelayakan dan Kepatutan (Fit & Proper Test) pass the Fit & Proper Test as stipulated in the prevailing laws and
sesuai dengan peraturan perundang-undangan yang berlaku. regulations. The appointment of candidates of the Company’s
Pengangkatan calon Direksi Perseroan berpegangan kepada Board of Directors refers to the Regulation of the Minister of
Peraturan Menteri Negara Badan Usaha Milik Negara No. PER- State-Owned Enterprises No. PER-3/MBU/03/2013 concerning
3/MBU/03/2013 tentang Organ dan Sumber Daya Manusia the Organization and Human Resources of State-Owned
Badan Usaha Milik Negara dan Anggaran Dasar Perseroan. Enterprises, as well as the Company’s Articles of Association.
Pembentukan
Tim Evaluasi Proses Penjaringan Proses penilaian Proses penetapan
Evaluation Team Searching Process Assessment process Determination process
Formation
• Tim evaluasi menunjuk • Tim evaluasi menerima • Tim evaluasi melakukan • Direksi PT Garuda Indonesia
tenaga ahli atau lembaga usulan dan mencari penilaian terhadap CV dan Tbk, melakukan evaluasi
professional untuk informasi bakal calon direksi wawancara bakal calon akhir atas hasil penilaian
melakukan penilaian, jika dari berbagai sumber Direksi yang namanya untuk menetapkan 1 (satu)
diperlukan • Tim evaluasi melakukan tercantum dalam daftar calon Direksi terpilih untuk
• Tim evaluasi melakukan seleksi berdasarkan bakal calon (long list) yang jabatan anggota Direksi
penjaringan dan penilaian kriteria dan persyaratan telah disetujui oleh Direksi • Direksi PT Garuda
terhadap calon direksi administrasi yang PT Garuda Indonesia Tbk, Indonesia Tbk, mengajukan
• Tim evaluasi menyiapkan ditetapkan (CV, Dokumen sebagai calon direksi calon direksi untuk
hasil evaluasi akhir yang lain dan informasi yang • Tim evaluasi menyampaikan ditetapkan dalam RUPS
telah ditetapkan oleh diterima) untuk menyusun daftar calon (short list) yang anak perusahaan menjadi
Direksi PT Garuda Indonesia daftar bakal calon (long list) terdiri dari 3 (tiga) orang anggota direksi GMF
Tbk, guna disampaikan sebanyak minimal 5 (lima) untuk masing-masing jabatan • Keputusan pemegang
oleh Direksi PT Garuda orang calon untuk masing- anggota direksi dengan saham baik di dalam RUPS
Indonesia Tbk, Kepada masing jabatan anggota ranking nilai terbaik kepada maupun di luar RUPS
Dewan Komisaris dan atau Direksi direksi PT Garuda Indonesia menetapkan calon Direksi
Menteri Negara BUMN, Jika • Tim Evaluasi menyerahkan Tbk, untuk menetapkan calon terpilih sebagai anggota
diperlukan daftar bakal calon (long list) Direksi terpilih direksi GMF
• Evaluation team designates kepada Direksi PT Garuda • The evaluation team reviews • The board of directors of PT
experts or professional Indonesia Tbk. untuk the CV and conduct interview Garuda Indonesia Tbk, shall
institution for assessment, if memperoleh persetujuan on candidates under the Long conduct a final evaluation
necessary. • Evaluation team accepts List of the Board of Directors pf the assessment result to
• Evaluation team performs the proposal and seeks the which has been approved by determine 1 (one) selected
assessment and evaluation information on candidates the Board of Directors of PT prospective for the position
to candidate of directors various sources Garuda Indonesia Tbk of the board of directors
• Evaluation team prepares • Evaluation team selects • The Evaluation Team submits • The board of directors of PT
the final evaluation result based on established a short list consisting 3 Garuda Indonesia Tbk, shall
set forth by the Board of criteria and administrative (three) person for each propose the prospective
directors of PT Garuda requirements (CV, other member position of the Board directors to be stipulated
Indonesia (Persero) Tbk to documents, and information Directors of Garuda Indonesia in the GMS of subsidiary
the board of Commissioners received) to prepare Tbk, to establish the elected to become the member of
and the state minister of a minimum of 5 (five) Candidates of the Board GMF’s board of directors
Does, if necessary candidates (list/long list) for Directors • The decision of the
each member of the board of shareholders either on the
directors GMS or outside the elected
• The evaluation team submits directors as member of the
a candidate list (long list ) to GMF’s board of directors
the board of directors of PT
Garuda Indonesia (Persero)
Tbk for Approval
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
262 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 263
Tata Kelola Perusahaan
Corporate Governance
Suksesi Direksi juga tidak terlepas dari adanya anggota Direksi The succession is also applicable if a Director was dismissed or
yang diberhentikan ataupun mengundurkan diri karena berbagai resigned due to various reasons. However, the Company owns
alasan. Akan tetapi, Perseroan sendiri telah memiliki mekanisme a mechanism to dismiss the Directors if the person in question
pemberhentian Direksi apabila yang bersangkutan terbukti: proves the following:
1. Terbukti tidak dapat memenuhi kewajibannya yang telah 1. Proven unable to fulfill obligations as agreed upon in the
disepakati dalam Kontrak Manajemen; Management Contract;
2. Adanya perubahan strategi bisnis pada BUMN; 2. Changes in the business strategy of the SOE;
3. Terbukti tidak dapat menjalankan tugasnya dengan baik; 3. Proven unable to carry out duties properly;
4. Terbukti terlibat dalam tindakan yang merugikan Perseroan 4. Proven to be involved in actions that cause losses to the
dan/atau keuangan Negara; Company and/or the State’s finances;
5. Terbukti melanggar ketentuan peraturan perundang- 5. Proven to have violated the provisions of laws and
undangan dan/atau ketentuan yang dimuat dalam Anggaran regulations and/or the provisions contained in the
Dasar Perusahaan; Company’s Articles of Association;
6. Telah ditetapkan sebagai tersangka atau terdakwa oleh 6. Officially named as a suspect or defendant by the competent
pihak yang berwenang dalam tindakan yang merugikan authority in actions that cause losses to the Company and/
Perseroan dan/atau keuangan Negara; or the State’s finances;
7. Terbukti melakukan tindakan yang melanggar etika dan/ 7. Proven to have committed unethical and/or improper
atau kepatutan; actions;
8. Terbukti melakukan tindakan yang melanggar kode etik 8. Proven to have violated the Company’s code of conduct;
Perseroan;
9. Terbukti bersalah dengan keputusan pengadilan yang 9. Found guilty by a court decision with permanent legal
mempunyai kekuatan hukum yang tetap; atau force; or
10. Berhalangan tetap, termasuk sakit keras/sakit 10. Permanently incapacitated, including severe or prolonged
berkepanjangan. illness.
11. Mekanisme pengangkatan calon Direksi ataupun 11. The appointment of a candidate or dismissal of a Director
pemberhentian Direksi dilakukan melalui RUPS dengan is made through the GMS with the approval from the
persetujuan pemegang saham. shareholders.
MASA JABATAN DIREKSI TERM OF OFFICE FOR THE
BOARD OF DIRECTORS
Para anggota Direksi diangkat dan diberhentikan oleh RUPS. The members of the Board of Directors are appointed and
Pengangkatan anggota Direksi berlaku untuk jangka waktu dismissed by the GMS. The members of the Board of Directors
terhitung sejak tanggal pengangkatan oleh RUPS dan berakhir start working from the date they were appointed by the GMS
pada penutupan RUPS Tahunan ke-3 (tiga) pada akhir 1 (satu) and ended by the time of the third Annual GMS ended during
periode masa jabatan yang dimaksud dan dapat diangkat their first term and can be reappointed for another term. The
kembali untuk 1 (satu) kali masa jabatan. Masa jabatan Direksi working period of the Board of Directors refers to the laws and
berlaku sesuai dengan peraturan perundang-undangan di bidang regulations in the Capital Market sector without reducing the
Pasar Modal, namun demikian dengan tidak mengurangi hak right of the GMS to dismiss, at any time, any member of the
RUPS untuk memberhentikan anggota Direksi sewaktu-waktu Board of Directors before his ends, with consideration to the
sebelum masa jabatannya berakhir, dengan memperhatikan provisions of the Articles of Association.
ketentuan Anggaran Dasar Perseroan.
KOMPOSISI DIREKSI TAHUN THE COMPOSITION OF THE BOARD
2024 [GRI 2-11] OF DIRECTORS IN 2024 [GRI 2-11]
Komposisi Direksi ditetapkan sesuai dengan tingkat The composition of the Board of Directors is determined in
kompleksitas kegiatan bisnis Perseroan dan struktur organisasi accordance with the level of complexity of the Company's
untuk memastikan terjadinya pengambilan putusan yang efektif, business activities and organisational structure to ensure
tepat, dan cepat untuk tujuan usaha. Jumlah anggota Direksi effective, appropriate and prompt decision-making for business
setidaknya berjumlah 1 (one) orang, yang terdiri dari seorang purposes. The number of members of the Board of Directors is
Direktur Utama yang ditetapkan dalam Rapat Umum Pemegang at least 1 (one) person, consisting of a President Director who
Saham. is appointed in the General Meeting of Shareholders.
263
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 264
Komposisi Direksi pada tahun 2024 telah ditetapkan The composition of the Board of Directors in 2024 has been
berdasarkan keputusan RUPS Tahunan tanggal 28 Juni 2024. decided through the resolution of the Annual GMS dated June
Berikut disampaikan susunan Direksi per 31 Desember 2024 28, 2024. The following is the composition of the Board of
dan pada saat Laporan Terintegrasi ini ditandatangani dan Directors as of December 31, 2024, and as of this Integrated
diterbitkan. Profil seluruh anggota Direksi dapat dilihat pada Report was signed and published. Profiles of all members of
bab Profil Perusahaan pada Laporan Terintegrasi ini. the Board of Directors are available in the Company Profile
chapter of this Integrated Report.
Kronologi Perubahan Susunan Direksi Sepanjang Tahun 2024
Chronology of Changes in the Composition of the Board of Directors throughout 2024
Periode 1 Januari - 28 Juni 2024 Periode 28 Juni - 31 Desember 2023 Keterangan
From 1 January - 28 June 2024 From 28 June - 31 December 2023 Desccription
Andi Fahrurrozi Andi Fahrurrozi Masih menjabat (periode kedua)
Direktur Utama Direktur Utama Still serving (second period)
CEO CEO
Irvan Pribadi Irvan Pribadi Masih menjabat (periode pertama)
Direktur Base Operation Direktur Base Operation Still serving (first period)
Director of Base Operations Director of Base Operations
Mukhtaris Mukhtaris Masih menjabat (periode pertama)
Direktur Line Operation Direktur Line Operation Still serving (first period)
Director of Line Operation Director of Line Operation
Salusra Satria Salusra Satria Masih menjabat (periode pertama)
Direktur Keuangan Direktur Keuangan Still serving (first period)
Director of Finance Director of Finance
Pudjo Sarwoko Pudjo Sarwoko Masih menjabat (periode kedua)
Direktur Human Capital & Corporate Affairs Direktur Human Capital & Corporate Affairs Still serving (second period)
Director of Human Capital & Corporate Affairs Director of Human Capital & Corporate Affairs
Susunan Direksi per 31 Desember 2024
Board of Directors Composition as of December 31, 2024
Jabatan Dasar Pengangkatan Periode
Nama Masa Jabatan
Position Basis of Appointment Jabatan
Name Term of Office
Office Term
Andi Direktur Utama Keputusan RUPS Tahunan tanggal 28 Juni 2023. 28 Juni 2023 hingga penutupan RUPS Kedua
Fahrurrozi CEO Resolution of the Annual GMS on 28 June 2023. Tahunan yang diselenggarakan tahun Second
2026
June 28, 2023 until the closing of the
Annual GMS held in 2026
Salusra Direktur Keputusan RUPS Tahunan tanggal 2 September 2 September 2022 hingga Penutupan Pertama
Satria Keuangan 2022 RUPS Tahunan yang diselenggarakan First
Director of Resolution of the Annual GMS on September tahun 2025.
Finance 2, 2022. September 2, 2022 until the Closing of
the Annual GMS in 2025.
Irvan Direktur Base Keputusan RUPS Tahunan tanggal 28 Juni 2023. 28 Juni 2023 hingga penutupan RUPS Pertama
Pribadi Operation Resolution of the Annual GMS on 28 June 2023. Tahunan yang diselenggarakan tahun First
Director of Base 2026
Operation June 28, 2023 until the closing of the
Annual GMS held in 2026
Pudjo Direktur Human Keputusan RUPS Tahunan tanggal 28 Juni 2023. 28 Juni 2023 hingga penutupan RUPS Kedua
Sarwoko Capital & Resolution of the Annual GMS on 28 June 2023. Tahunan yang diselenggarakan tahun Second
Corporate Affairs 2026
Director of June 28, 2023 until the closing of the
Human Capital & Annual GMS held in 2026
Corporate Affairs
Mukhtaris Direktur Line Keputusan RUPS Tahunan tanggal 2 September 2 September 2022 hingga Penutupan Pertama
Operation 2022 RUPS Tahunan yang diselenggarakan First
Director of Line Resolution of the Annual GMS on September tahun 2025.
Operation 2, 2022. September 2, 2022 until the Closing of
the Annual GMS in 2025.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
264 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 265
Tata Kelola Perusahaan
Corporate Governance
TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES OF THE
DIREKSI [GRI 2-12, 2-13] BOARD OF DIRECTORS [GRI 2-12, 2-13]
Wewenang Direksi The Authorities of the Board of Directors
Direksi berwenang untuk menetapkan kebijakan pengurusan The Board of Directors is authorized to determine the policy
Perseroan yang meliputi: of the Company’s management as follows:
1. Menetapkan kebijakan pengurusan Perseroan; 1. Determine the Company's management policies;
2. Mengatur penyerahan kekuasaan Direksi untuk mewakili 2. Arrange the transfer of powers of the Board of Directors
Perseroan di dalam dan di luar Pengadilan kepada seorang to represent the Company inside and outside the Court
atau beberapa orang anggota Direksi yang khusus ditunjuk to one or several members of the Board of Directors
untuk itu kepada seorang atau beberapa orang pekerja specially appointed for that to one or several employees
Perseroan baik secara sendiri-sendiri maupun bersama- of the Company either individually or jointly or to other
sama atau kepada orang lain dan mengatur penyerahan people and arrange the transfer of power of the Board of
kekuasaan Direksi untuk mewakili Perseroan kepada Kepala Directors to represent the Company to Heads of Branches
Cabang atau Kepala Perwakilan di dalam atau di luar negeri; or Heads of Representatives within or outside the country;
3. Mengatur ketentuan-ketentuan tentang kepegawaian 3. Regulate the provisions regarding the Company's employment,
Perseroan, termasuk penetapan gaji, pensiun atau jaminan including the determination of salaries, pensions or old age
hari tua dan penghasilan lain bagi pekerja Perseroan benefits and other income for the Company's employees
berdasarkan peraturan perundang-undangan yang berlaku based on the prevailing laws and regulations and resolutions
dan keputusan Rapat Umum Pemegang Saham; of the General Meeting of Shareholders;
4. Mengangkat dan memberhentikan pekerja Perusahaan 4. Appoint and dismiss Company employees based on the
berdasarkan peraturan kepegawaian Perseroan dan Company's employment regulations and prevailing laws
peraturan perundang-undangan yang berlaku; and regulations;
5. Mengangkat dan memberhentikan Sekretaris Perusahaan; 5. Appoint and dismiss the Corporate Secretary;
6. Melakukan segala tindakan dan perbuatan lainnya mengenai 6. Perform all actions and other actions regarding the
pengurusan maupun pemilikan kekayaan Perseroan, management and ownership of the Company's assets,
mengikat Perseroan dengan pihak lain dan/atau pihak lain bind the Company with other parties and/or other parties
dengan Perseroan, serta mewakili Perseroan di dalam dan with the Company, and represent the Company inside
di luar Pengadilan tentang segala hal dan segala kejadian, and outside the Court on all matters and all events, with
dengan pembatasan sebagaimana diatur dalam peraturan restrictions as stipulated in the regulations laws and
perundang-undangan, Anggaran Dasar dan/atau Keputusan regulations, Articles of Association and/or Resolutions of
Rapat Umum Pemegang Saham; the General Meeting of Shareholders;
7. Membentuk komite dalam rangka mendukung efektivitas 7. orm a committee to support the effectiveness of duties and
tugas dan tanggung jawab (jika diperlukan). responsibilities (if needed).
Tanggung Jawab Direksi The Responsibilities of the Board of Directors
1. Setiap anggota Direksi bertanggung jawab penuh atas tugas 1. Each member of the Board of Directors is fully responsible
pengurusan yang dilaksanakanya; for the management tasks that are carried out;
2. Setiap anggota Direksi bertanggung jawab penuh secara 2. Each member of the Board of Directors is fully responsible
tanggung renteng atas kerugian Perseroan yang disebabkan jointly and severally for the Company’s losses caused by
oleh kesalahan atau kelalaian anggota Direksi dalam mistakes or negligence members of the Board of Directors
menjalankan tugasnya; in carrying out their duties;
3. Anggota Direksi tidak dapat dipertanggungjawabkan atas 3. Members of the Board of Directors cannot be held
kerugian Perseroan sebagaimana dimaksud pada butir 1 responsible for the Company’s losses as referred to in item
apabila dapat membuktikan: 1 if they can prove:
a. Kerugian tersebut bukan karena kesalahan atau a. The loss is not due to an error or negligence;
kelalaiannya;
b. Telah melakukan pengurusan degan itikad baik dan b. Having taken care of good faith and prudence for the
kehati-hatian untuk kepentingan dan sesuai dengan benefit and in accordance with the aims and objectives
maksud dan tujuan Perseroan; of the Company;
c. Tidak memiliki benturan kepentingan baik langsung c. Does not have a conflict of interest either directly or
maupun tidak langsung atas tindaan pengurusan yang indirectly over the management action resulting in
mengakibatkan kerugian; a loss;
d. Telah mengambil tindakan untuk mencegah timbul atau d. Have taken actions to prevent such losses arising or
berlanjutnya kerugian tersebut. continuing.
4. Direksi dan Dewan Komisaris bertanggung jawab secara 4. Actions taken by members of the Board of Directors outside
tanggung renteng atas kerugian Perseroan apabila those decided by the Board of Directors Meeting shall be
Pemegang Saham tidak dapat mengembalikan dividen the personal responsibility of those concerned until such
interim yang telah didistribusi. actions are approved by the Board of Directors’ Meeting.
265
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 266
RUANG LINGKUP PEMBAGIAN SEGREGATION OF DUTIES AND
TUGAS DAN TANGGUNG JAWAB RESPONSIBILITIES AMONG
DIREKSI [GRI 2-12, 2-13] DIRECTORS [GRI 2-12, 2-13]
Dalam mengoptimalkan fungsi pengelolaan Perseroan yang In optimizing the management function of the Company by the
dijalankan Direksi, setiap anggota Direksi memiliki pembagian Board of Directors, each member of the Board of Directors has
tugas dan tanggung jawab sesuai dengan bidang keahlian his own duties and responsibilities according to his expertise to
masing-masing untuk menciptakan efektivitas pelaksanaan make the Board of Directors work effectively. The segregation
tugas Direksi secara menyeluruh. Pembagian lingkup tugas antar of the scope of duties among Directors is in line with the Decree
Direksi sejalan dengan Surat Keputusan Organisasi Induk No. of the Parent Organization No. DT/SKEP-5015/24 on August
DT/SKEP-5015/24 tanggal 21 Agustus 2024 sebagai berikut: 21st, 2024, as follows:
Andi Fahrurrozi
Direktur Utama
CEO
1. Menjamin efektivitas pengurusan dan pengelolaan 1. Ensure the effectiveness of the management and
Perseroan, termasuk penentuan arah dan strategi management of the Company, including the determination
Perseroan, pengelolaan strategi bisnis, pengelolaan anak of the Company's direction and strategy, management of
usaha, penyusunan organisasi Perseroan lengkap dengan business strategy, management of subsidiaries, preparation
perincian dan tugasnya, perumusan sumber daya strategis of the Company's organisation complete with details and
dan pengelolaan Standar Operating Procedures (“SOP”), duties, formulation of strategic resources and management
pengelolaan & pengembangan teknologi informasi, of Standard Operating Procedures ("SOP"), management
mewujudkan terjadinya pencapaian penjualan dan pemasaran & development of information technology, realising the
dengan strategi yang tepat, pengelolaan customer service achievement of sales and marketing with appropriate
dan aspek-aspek komersial lainnya, penjaminan kualitas strategies, management of customer service and other
dan kelaikudaraan, audit internal, pengelolaan komunikasi, commercial aspects, quality assurance and airworthiness,
administrasi dan kesekretariatan Perseroan, pengawasan internal audit, communication management, administration
terhadap kepatuhan dalam penyelenggaraan Perseroan, and secretariat of the Company, supervision of compliance
perlindungan hukum bagi Perseroan dan layanan kontrak in the operation of the Company, legal protection for
Perseroan yang dilaksanakan sesuai dengan aspek-aspek the Company and the Company's contractual services
hukum agar sejalan dengan penerapan prinsip-prinsip Tata carried out in accordance with legal aspects in line with
Kelola Perusahaan yang Baik (Good Corporate Governance/ the implementation of the principles of Good Corporate
GCG), menjamin sistem mutu yang independen untuk Governance (GCG), so as to support the running of PT
memantau kepatuhan organisasi Perseroan terhadap Garuda Maintenance Facility Aero Asia Tbk's business as
persyaratan otoritas, memfasilitasi implementasi Safety well as its business growth.
Management System, menjamin efektivitas pengelolaan SBU
Defense Industry, sehingga mampu mendukung jalannya
bisnis PT Garuda Maintenance Facility Aero Asia Tbk
sekaligus pertumbuhan bisnisnya.
2. Unit satu tingkat di bawah Direksi yang bertanggung jawab 2. The supporting units one level below the Board of Directors
langsung kepada Direktur Utama adalah Vice President (VP) who reports directly to the President Director are the
Corporate Strategy & Digital Transformation, VP Sales & Vice President (VP) of Corporate Strategy & Business
Marketing, VP Corporate Secretary & Legal, VP Quality Development, VP of Quality Assurance & Safety, VP of
Assurance & Safety, dan VP Internal Audit. Internal Audit and VP of Corporate Secretary & Legal.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
266 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 267
Tata Kelola Perusahaan
Corporate Governance
Pudjo Sarwoko
Direktur Human Capital & Corporate Affairs
Director of Human Capital & Corporate Affairs
1. Menjamin efektivitas pengurusan, pengelolaan dan 1. Ensure the effectiveness of management, management
pengembangan sumber daya manusia serta budaya and development of human resources and the Company's
Perseroan, kegiatan pelatihan dan manajemen pengetahuan, culture, training and knowledge management activities,
pengelolaan dukungan kerumahtanggaan, pemeliharaan dan management of housekeeping support, maintenance and
layanan fasilitas, pengadaan barang dan jasa umum tools, facility services, procurement and fulfilment of material
serta aset non related aircraft part (termasuk pengelolaan needs for both aircraft parts and general (non-related
aset), sehingga berjalan sesuai dengan persyaratan dan aircraft parts), and management of materials and Bonded
ketentuan otoritas yang berlaku, serta mampu mendukung Logistics Centres (PLB) and the Company's assets, so
jalannya bisnis PT Garuda Maintenance Facility Aero Asia that they run in accordance with the requirements and
Tbk sekaligus pertumbuhan bisnisnya. provisions of the applicable authorities, and are able to
support the running of PT Garuda Maintenance Facility
Aero Asia Tbk's business as well as its business growth.
2. Unit yang berada satu tingkat di bawah Direksi yang 2. Unit one level below the Board of Directors who reports
menjalankan fungsi memberi dukungan dan bertanggung directly to the Director of Human Capital & Corporate
jawab langsung kepada Direktur Human Capital & Affairs are the Vice President (VP) of Human Capital
Corporate Affairs adalah VP Human Capital Management Management, VP of Corporate Affairs & HSE, VP of Material
dan VP General Affairs & HSE. & Logistic Services.
Salusra Satria
Direktur Keuangan
Director of Finance
1. Menjamin efektivitas pengurusan dan pengelolaan keuangan 1. Ensure the effectiveness of the management and financial
Perseroan termasuk analisis aktivitas keuangan, manajemen management of the Company including the analysis of
kas dan likuidasi, serta pengelolaan utang dan pembiayaan financial activities at the corporate level that may have an
pada tingkat korporasi yang mungkin berdampak pada impact on the operational performance and strategy of the
kinerja operasional dan strategi organisasi, sehingga mampu organisation, so as to support the running of PT Garuda
mendukung jalannya bisnis PT Garuda Maintenance Facility Maintenance Facility Aero Asia Tbk's business as well as
Aero Asia Tbk sekaligus pertumbuhan bisnisnya. its business growth.
2. Unit yang berada satu tingkat di bawah Direksi yang 2. The units at one level below the Board of Directors that
menjalankan fungsi memberi dukungan dan bertangung provide support and are directly responsible to the Finance
jawab langsung kepada Direktur Keuangan adalah VP Director are VP Accounting, VP Treasury Management,
Treasury Management, VP Financial & Management VP Financial & Management Accounting, and EGM of Risk
Accounting serta EGM Risk Management yang Management coordinating directly with the Director of
berkoordinasi langsung dengan Direktur Keuangan. Finance.
Mukhtaris
Direktur Line Operation
Director of Line Operation
1. Menjamin efektivitas pengurusan dan pengelolaan 1. Ensure the effectiveness of the management and
Perseroan khususnya operasional perawatan pesawat management of the Company, especially aircraft
pada line operation, perencanaan perawatan pesawat, maintenance operations in line operations, aircraft cabin
jasa engineering, pengadaan dan pengelolaan material, line maintenance, aircraft maintenance planning, and
component, jasa dan aset aircraft part, serta pengelolaan engineering services in accordance with the Company's
Pusat Logistik Berikat (PLB) sesuai bisnis utama Perseroan, main business, so as to support the running of PT Garuda
sehingga mampu mendukung jalannya bisnis PT Garuda Maintenance Facility Aero Asia Tbk's business as well as
Maintenance Facility Aero Asia Tbk sekaligus pertumbuhan its business growth.
bisnisnya.
2. Unit satu tingkat di bawah Direksi yang bertanggung jawab 2. Units one level below the Board of Directors that report
langsung kepada Direktur Line Operation adalah VP Line directly to the Director of Line Operations are VP
Maintenance, VP Maintenance Planning, VP Engineering Line Maintenance, VP Maintenance Planning, and VP
Services, dan VP Material & Logistic Services. Engineering Services.
267
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 268
Irvan Pribadi
Direktur Base Operation
Director of Base Operation
1. Menjamin efektivitas pengurusan dan pengelolaan 1. Ensure the effectiveness of the Company's management in
Perseroan dalam operasional perawatan rangka pesawat the maintenance operations of aircraft airframes, engines
(airframe), mesin (engine) dan Auxiliary Power Unit (APU) and Auxiliary Power Units (APU), components, aircraft
pesawat, komponen, peralatan aircraft support (seperti support equipment (such as Ground Support Equipment), as
Ground Support Equipment) untuk menunjang operasional well as industrial solutions products (such as power services,
perawatan pesawat, serta produk-produk industrial fabrication, and others) to support aircraft maintenance
solutions (seperti power services, fabrikasi, dan lainnya), operations, so as to support the running of PT Garuda
sehingga mampu mendukung jalannya bisnis PT Garuda Maintenance Facility Aero Asia Tbk's business as well as
Maintenance Facility Aero Asia Tbk sekaligus pertumbuhan its business growth.
bisnisnya.
2. Unit satu tingkat di bawah Direksi yang bertanggung 2. Units one level below the Board of Directors that report
jawab langsung kepada Direktur Base Operation adalah directly to the Director of Base Operations are VP
VP Wide Body Base Maintenance, VP Narrow Body Wide Body Base Maintenance, VP Narrow Body Base
Base Maintenance, VP Engine Services, VP Component Maintenance, VP Engine Services, VP Component Services,
Maintenance & Specialized Services, dan VP Aircraft and VP Aircraft Support & Power Services.
Support & Industrial Solutios.
PROGRAM ORIENTASI BAGI DIREKSI BARU ORIENTATION PROGRAM
FOR NEW DIRECTORS
Seperti anggota Dewan Komisaris yang baru, Direksi yang Just like the new members of the Board of Commissioners, the
baru menjabat juga mengikuti Program Pengenalan (Program newly appointed Directors also participated in the Induction
Orientasi) yang untuk memberikan pemahaman terkait kondisi Program (Orientation Program) to give them an understanding
terkini Perseroan. Diharapkan melalui program ini, Direksi of the current situation of the Company. Hopefully, through
yang baru akan mendapatkan pemahaman yang komprehensif this program, the new Directors will gain a comprehensive
akan keadaan operasional dan organisasi Perseroan. Seperti understanding of the operational conditions and organization
Program Pengenalan Dewan Komisaris, fungsi Sekretaris of the Company. The same with the Board of Commissioners
Perusahaan juga bertanggung jawab untuk melaksanakan Introduction Program, the Corporate Secretary function is also
Program Pengenalan untuk Direksi baru. Materi Program responsible for conducting the Introduction Program for new
Pengenalan kepada Direksi baru mencakup: Directors. The material for the Introduction includes:
1. Pelaksanaan prinsip-prinsip Good Corporate Governance. 1. Implementation of the principles of Good Corporate
Governance.
2. Gambaran mengenai Perseroan berkaitan dengan tujuan, 2. Description of the Company relating to the objectives,
sifat, dan lingkup kegiatan, kinerja keuangan dan operasi, nature and scope of activities, financial and operating
strategi, rencana usaha jangka pendek dan jangka panjang, performance, strategies, short-term and long-term business
posisi kompetitif, risiko dan masalah-masalah strategis lainnya. plans, competitive positions, risks and other strategic issues.
3. Kewenangan yang didelegasikan, audit internal dan 3. Delegated authority, internal and external audit, internal
eksternal, sistem dan kebijakan pengendalian internal, control systems and policies, including the Audit Committee.
termasuk Komite Audit.
4. Tugas dan tanggung jawab Dewan Komisaris dan Direksi 4. Duties and responsibilities of the Board of Commissioners
serta hal-hal yang tidak diperbolehkan. and Directors as well as matters that are not allowed.
Sehubungan tidak adanya perubahan komposisi dan susunan Due to no changes in the composition of the Board of Directors
Direksi pada tahun 2024, maka GMF tidak melaksanakan in 2024, GMF did not held an introduction program for new
Program Pengenalan bagi anggota Direksi yang baru. Director.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
268 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 269
Tata Kelola Perusahaan
Corporate Governance
PELATIHAN DAN PENINGKATAN BOARD OF DIRECTORS’ TRAINING
KOMPETENSI DIREKSI [GRI AND COMPETENCY ENHANCEMENT
2-17] [ESG G-05] [GRI 2-17] [ESG G-05]
Perseroan memiliki kebijakan untuk mengikutsertakan The Company has a policy to get the Board of Directors into
Direksi dalam berbagai program pelatihan dan pengembangan various training and competency development programs
kompetensi berupa seminar, diklat, workshop , hingga through seminars, training, workshops, and benchmarking.
benchmarking. Peningkatan kompetensi Direksi menjadi hal yang Increasing the competence of the Board of Directors is important
penting untuk menjaga tingkat pemenuhan kebutuhan Perseroan to meet the Company's needs amidst business dynamics and as
di tengah dinamika bisnis, sekaligus sebagai sebuah upaya untuk an effort to create a sustainable business. The types of training
menciptakan keberlangsungan usaha yang berkelanjutan. Jenis mainly covers the Capital Market, GCG, Financial Statements,
pelatihan yang diberikan antara lain terkait Pasar Modal, Underwriting, and studies with other leading MROs, both
pelatihan GCG, Pelaporan Keuangan, Penjaminan Emisi Efek, national and international. Information regarding the list of
hingga studi banding dengan MRO terkemuka lainnya baik training activities and competency improvement that the Board
yang bertaraf nasional dan internasional. Informasi mengenai of Directors has followed throughout 2024 is available in the
daftar kegiatan pelatihan dan peningkatan kompetensi yang Sustainability Report of this Integrated Report.
diikuti Direksi sepanjang tahun 2024 dapat dilihat pada Laporan
Keberlanjutan dalam Laporan Terintegrasi ini.
PELAKSANAAN TUGAS DIREKSI TAHUN 2024 IMPLEMENTATION OF THE BOARD
OF DIRECTORS’ DUTIES IN 2024
Sepanjang tahun 2024, Direksi telah menjalankan tugasnya Throughout 2024, the Board of Directors has carried out its
dalam mengelola pengelolaan Perseroan sebagaimana tertuang duties in managing the Company according to the Work Plan
dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) yang and Budget (RKAP) that has been prepared. One of the duties
telah disusun. Salah satu realisasi pelaksanaan tugas Direksi of the Board of Directors in 2024 includes the issuance of
tahun 2024 termasuk penerbitan berbagai keputusan, dimana various decisions, which are made through internal meetings
pengambilan keputusannya dilakukan melalui mekanisme rapat or joint meetings with the Board of Commissioners. The Board
internal maupun rapat gabungan dengan Dewan Komisaris. of Directors' decision was issued by the CEO and other member
Hasil keputusan Direksi dikeluarkan oleh Direktur Utama dan of Board of Directors in accordance with the division of tasks
juga anggota Direksi lainnya sesuai dengan pembagian tugas and authorities. The Board of Directors' decree throughout
dan kewenangannya. Hasil keputusan Direksi sepanjang tahun 2024 were as follows:
2024 antara lain sebagai berikut:
Anggota Direksi No. Keputusan Perihal
Member of Board of Direkctors Decree Number Subject
Direktur Utama DT/SKEP-5015/24 Organisasi Induk PT Garuda Maintenance Facility Aero Asia Tbk
CEO Parent Organization of PT Garuda Maintenance Facility Aero Asia Tbk
DT/SKEP-5001/24 Perubahan Ketujuh Surat Keputusan Direktur Utama Nomor: DT/
SKEP-5005/22 tentang Pembentukan Panitia Pembina Keselamatan
dan Kesehatan Pekerja (P2K3)
Seventh Amendment of the President Director's Decree Number:
DT/SKEP-5005/22 on the Formation of the Occupational Safety and
Health Committee (P2K3)
DT/SKEP-5002/24 Project Management Inventory Improvement & Financial Inorganic
Program
DT/SKEP-5004/24 Tim Pembangunan Hangar Door
Program Hangar Door Development Team
DT/SKEP-5005/24 Tim Corporate Action Inbreng Bangunan dan Lahan
Corporate Action Team for Asset and Land Inbreng
DT/SKEP-5007/24 Tim Program Inovasi Prototipe Remote Monitoring & Predictive
Maintenance Peralatan “Water Cooled Chiller”
Prototype Innovation Program Team for Remote Monitoring &
Predictive Maintenance of "Water Cooled Chiller"
269
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 270
Anggota Direksi No. Keputusan Perihal
Member of Board of Direkctors Decree Number Subject
DT/SKEP-5008/24 Tim Program Inovasi Pengembangan dan Inovasi Multipurpose Electric
Vehicle RC Pushback Menuju Kemandirian Pengelolaan Ground
Handling Pesawat dan Berbagai Moda Transportasi
Equipment Innovation Development and Innovation Program Team
for Multipurpose Electric Vehicle RC Pushback Towards Self-Reliance
in Aircraft
DT/SKEP-5009/24 Project Management Pengembangan Kapabilitas Repair Engine T56,
Assessment Incoming Engine/APU Military & Shop Visit Monitoring
dan Pemenuhan Sertifikasi AS9110 Hercules Service Center (HSC)
Ground Handling and Various Transportation Modes Project
Management for Development of T56 Engine Repair Capabilities,
Incoming Engine/APU Military Assessment & Shop Visit Monitoring, and
Fulfillment of AS9110 Certification for Hercules Service Center (HSC)
DT/SKEP-5011/24 Pembentukan Tim Computer Security Incident Response Team (CSIRT)
Formation of the Computer Security Incident Response Team (CSIRT)
DT/SKEP-5012/24 Project Management Quality & Safety Method, Facility, Tools &
Equipment Improvement
DT/SKEP-5013/24 Project Management Quality & Safety Culture, Competence and
Leadership
DT/SKEP-5018/24 Tim Program Inovasi Pengembangan dan Inovasi Multipurpose Electric
Vehicle RC Pushback Menuju Kemandirian Pengelolaan Ground
Handling Pesawat dan Berbagai Moda Transportasi
Innovation Development and Innovation Program Team for
Multipurpose Electric Vehicle RC Pushback Towards Self-Reliance in
Aircraft Ground Handling and Various Transportation Modes
DT/SKEP-5024/24 Tim Persiapan Manufacturing Capability Development
Manufacturing Capability Development Preparation Team
DT/SKEP-5025/24 Project Management Perbaikan Mekanisme Pencatatan
Project Management for Mechanism Improvement in Record Keeping
Direktur Base Operation - -
Director of Base Operations
Direktur Human Capital & Corporate DC/SKEP-5030/24 Project Management Pengawasan Pelaksanaan Pekerjaan Konstruksi
Affairs & Renovasi Bangunan
Director of Human Capital & Project Management for Construction & Renovation Work Supervision
Corporate Affairs
DC/SKEP-5038/24 Struktur Organisasi Unit Sales & Marketing
Sales & Marketing Unit Organizational Structure
DC/SKEP-5182/24 Struktur Organisasi Unit Sales & Marketing
Sales & Marketing Unit Organizational Structure
DC/SKEP-5219/24 Struktur Organisasi Unit Financial & Management Accounting
Financial & Management Accounting Unit Organizational Structure
DC/SKEP-5222/24 Struktur Organisasi Unit Quality Assurance & Safety
Quality Assurance & Safety Unit Organizational Structure
DC/SKEP-5224/24 Struktur Organisasi Unit Corporate Strategy & Digital Transformation
Corporate Strategy & Digital Transformation Unit Organizational
Structure
DC/SKEP-5225/24 Struktur Organisasi Unit General Affairs & HSE
General Affairs & HSE Unit Organizational Structure
DC/SKEP-5264/24 Struktur Organisasi Unit General Affairs & HSE
General Affairs & HSE Unit Organizational Structure
Direktur Keuangan - -
Director of Finance
Direktur Line Operation - -
Director of Line Operation
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
270 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 271
Tata Kelola Perusahaan
Corporate Governance
PENILAIAN KINERJA KOMITE DAN ORGAN ASSESSMENT OF THE COMMITTEES
PENDUKUNG DI BAWAH DIREKSI AND SUPPORTING BODIES UNDER
THE BOARD OF DIRECTORS
Direksi menjalankan tugasnya dengan dibantu oleh empat organ The Board of Directors carries out its duties with the assistance of
pendukung yaitu Corporate Secretary & Legal, Audit Internal, four supporting bodies, including the Corporate Secretary & Legal,
Financial & Risk Analysis, serta Quality Assurance & Safety. Internal Audit, Financial & Risk Analysis, and Quality Assurance
Evaluasi pelaksanaan tugas masing-masing organ didasarkan & Safety. According to the work program, the assessment of each
pada Key Performance Indikator (KPI) berdasarkan hasil kerja supporting body is based on Key Performance Indicators (KPI) of
individu sesuai program kerja. Direksi tidak memiliki komite individual work. The Board of Directors does not have any other
lain selain organ pendukung tersebut di atas. committees other than those supporting bodies.
Fungsi Organ Pendukung Direksi
Function of the Board of Directors’ Supporting Bodies
Corporate Secretary & Legal dibentuk dengan mengacu kepada Peraturan Menteri Badan Usaha Milik Negara Nomor
PER-2/MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Badan Usaha Milik Negara untuk
menjaga alur komunikasi antar organ Perseroan dan dengan pemangku kepentingan.
Corporate Secretary & Legal The Corporate Secretary & Legal function was established based on the Regulation of the Minister of State-Owned
Enterprises Number PER-2/MBU/03/2023 concerning Guidelines for Governance and Significant Corporate Actions
of State-Owned Enterprises, in order to maintain the flow of communication between the Company’s organs and with
stakeholders.
Audit Internal dibentuk untuk membantu Direksi memaksimalkan efektivitas pengendalian intern atas kegiatan
operasi. Audit Internal menjalankan fungsi sebagai assurance and consultant melalui pendekatan sistematik dan
obyektif melalui aktivitas evaluasi dan penilaian terhadap keefektifan dan efisiensi sistem pengendalian internal,
Audit Internal pengelolaan risiko, serta penerapan GCG atas kegiatan strategis dan operasional.
Internal Audit An internal Audit was formed to help the Board of Directors optimize the effectiveness of internal control over the
operation. Internal Audit acts as an assurance and a consultant through a systematic and objective approach with
an evaluation and assessment of the effectiveness and efficiency of the internal control system, risk management,
and the implementation of GCG for strategic and operational activities.
Bidang Risk Management yang merupakan bagian dari Financial & Management Accounting bertugas membantu
Direksi dalam menerapkan manajemen risiko Perseroan secara tepat dan efisien sesuai referensi dari kerangka
Financial Managemen
kerja ISO 31000.
Accounting
Risk Management, part of Financial & Management Accounting works to assist the Board of Directors in implementing
the Company's risk management appropriately and efficiently according to ISO 31000 framework.
Quality Assurance & Safety bertugas membantu Direksi menjaga dan meningkatkan kepuasan pelanggan. Pelayanan
perawatan pesawat yang diberikan GMF selalu disesuaikan dengan regulasi otoritas global seperti DKUPPU, EASA,
FAA, dan lainnya dan Quality Assurance & Safety membantu Direksi untuk menjaga kepatuhan Perseroan terhadap
berbagai standar tersebut.
Quality Assurance & Safety
Quality Assurance & Safety has an objective to help the Board of Directors maintain and improve customer satisfaction.
The aircraft maintenance services from GMF are always adjusted to global authorities such as DKUPPU, EASA,
FAA, and others, and Quality Assurance & Safety helps the Board of Directors maintain the Company's compliance
with these various standards.
Hasil Kinerja Organ Pendukung Direksi Tahun 2024
Assessment of the Supporting Bodies of the Board of Directors in 2024
No. Key Performance Indicator (KPI) Target Achievement
Corporate Secretary & Legal
1. Budget Realization <100% 110%
2. Service Level Fulfillment 100% 100%
3. Corporate Reputation Management 100% 100%
4. GRC 100% 99%
5. Asset Management 100% 100%
6. Legal & Compliance 100% 100%
7. Stakeholder Relations Management 100% 100%
8. Continuous Improvement 3 100%
9. Human Capital Readiness (HCR) 95% 97%
10. Organizational Capital Readiness (OCR) 90% 100%
271
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 272
Hasil Kinerja Organ Pendukung Direksi Tahun 2024
Assessment of the Supporting Bodies of the Board of Directors in 2024
No. Key Performance Indicator (KPI) Target Achievement
Internal Audit
1. Budget Realization 100% 105%
2. Stakeholder SLA Fulfillment 90% 101%
3. Closure of Audit Action Items 75% 100%
4. Percent Completed vs Planned Audit 50% 100%
5. GRC 100% 100%
6. Asset Management 100% 100%
7. Continuous Improvement 3 100%
8. Human Capital Readiness (HCR) 95% 100%
9. Organization Capital Readiness (OCR) 90% 100%
10. Information Capital Readiness (ICR) 95% 100%
Financial & Management Accounting
1. Budget Realization <100% 110%
2. Financial Statement Reporting 100% 100%
3. Customer Satisfaction Index 4 89%
4. Approved Corporate Budget 100% 100%
5. GRC 100% 100%
6. Equity Improvement Program 1 1
7. Corporate Finance Service Level 100% 100%
8. Tax Compliance 100% 100%
9. Asset Management 100% 100%
10. COGS Rate & Profitability 100% 100%
11. Price Effectiveness 1 11.6
12. Invoice Process & Clearing Performance 95% 100%
13. A/P A/R Transaction Readiness 100% 100%
14. Continuous Improvement 3 12
15. Investment Planning & Control 100% 100%
16. ERM Effectiveness 100% 100%
17. Business Data Quality 100% 100%
18. Human Capital Readiness (HCR) 95% 99%
19. Organization Capital Readiness (OCR) 90% 80%
20. Information Capital Readiness (ICR) 95% 99%
Quality Assurance & Safety
1. Budget Realization 100% 110%
2. Approval Rating 100% 100%
3. Customer Satisfaction Index 4 91%
4. Performance Fulfillment 95% 100%
5. Effectiveness of Finding & Recommendation 95% 100%
6. GRC 100% 100%
7. Asset Management 100% 100%
9. Continuous Improvement 3 100%
10. Human Capital Readiness (HCR) 95% 100%
11. Organization Capital Readiness (OCR) 90% 100%
12. Information Capital Readiness (ICR) 85% 100%
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
272 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 273
Tata Kelola Perusahaan
Corporate Governance
Informasi Lainnya Tentang
Dewan Komisaris dan Direksi
Other Information About the Board of Commissioners and
Directors
PENCEGAHAN BENTURAN PREVENTION OF CONFLICT OF
KEPENTINGAN [GRI 2-15] [ESG G-09] INTEREST [GRI 2-15] [ESG G-09]
Kegiatan usaha Perseroan tidak terlepas dari hubungan dan The Company’s business activities inherently involve
interaksi antara individu di dalam Perseroan maupun dengan relationships and interactions between individuals within
pihak lain. Perseroan menyadari adanya potensi konflik the Company as well as with external parties. The Company
kepentingan antara satu pihak dengan pihak lainnya, yang acknowledges the potential for conflicts of interest between
dapat memengaruhi proses pengambilan keputusan yang pada one party and another, which may influence the decision-making
akhirnya dapat merugikan Perseroan. process and ultimately harm the Company.
Salah satu upaya dalam mencegah konflik kepentingan adalah One way to prevent conflicts of interest is by maintaining
dengan bersikap transparan terkait Dewan Komisaris dan transparency regarding the Board of Commissioners and Board
Direksi dalam hal pedoman kerja, hubungan kerja, hubungan of Directors, particularly in terms of their working guidelines,
afiliasi dan rangkap jabatan. Transparansi terkait informasi working relationships, affiliations, and concurrent positions.
lainnya perihal anggota Dewan Komisaris dan Direksi akan Transparency on other relevant information regarding members
membantu Perseroan untuk mencegah adanya benturan of the Board of Commissioners and Board of Directors helps
kepentingan yang dapat mempengaruhi keberlangsungan usaha. the Company prevent any conflict of interest that may affect
business continuity.
Secara garis besar, Perseroan memitigasi setiap peluang yang In general, the Company mitigates any potential conflict of
dapat menimbulkan konflik kepentingan dengan mewajibkan interest by requiring that the Board of Directors, Board of
bahwa Direksi, Dewan Komisaris, Pejabat Eksekutif Perseroan, Commissioners, Executive Officers, employees, and other
serta karyawan atau pihak-pihak terkait dengan Perseroan related parties of the Company refrain from making decisions
untuk menghindari pengambilan keputusan dalam kondisi yang under conditions where a conflict of interest exists.
terdapat konflik kepentingan.
PEDOMAN KERJA DEWAN BOARD MANUAL OF THE BOARD OF
KOMISARIS DAN DIREKSI COMMISSIONERS AND DIRECTORS
Dewan Komisaris dan Direksi Perseroan menjalankan tugas The Board of Commissioners and the Board of Directors do their
dan tanggung jawabnya dengan mengacu kepada Pedoman duties and responsibilities according to the approved Board
dan Tata Tertib Kerja Dewan Komisaris dan Direksi yang telah Charter at the GMS. The Board Charter becomes a reference for
disetujui dalam RUPS. Penerapan Pedoman sebagai acuan tata the Board to work and also a joint commitment of all members
laksana kerja Dewan Komisaris dan Direksi merupakan komitmen to ensure the effectiveness and efficiency of the Company’s
bersama seluruh anggota guna menjamin efektivitas dan efisiensi supervisory and management functions.
pelaksanaan fungsi pengawasan dan pengelolaan Perseroan.
Penyusunan Pedoman Kerja Dewan Komisaris dan Direksi The Board Charter follows the provision in the prevailing rules
telah dilakukan sesuai peraturan dan ketentuan yang berlaku. and regulations. The Company constantly reviews the contents
Perseroan senantiasa meninjau ulang isi dari Pedoman Kerja dan of the Board Charter and makes changes, if necessary, according
melakukan perubahan, jika diperlukan, sesuai dengan kebutuhan to the Company’s needs and developments in applicable
Perseroan dan perkembangan regulasi yang berlaku. Adapun regulations. The Board of Commissioners Manual was last
Pedoman Kerja Dewan Komisaris yang terakhir kali telah approved and signed on November 11, 2020, while the Board
disetujui dan ditandatangani tertanggal 11 November 2020, of Directors Manual was last approved and signed on October
sedangkan Pedoman Direksi yang terakhir kali telah disetujui 20, 2020.
dan ditandatangani adalah tertanggal 20 Oktober 2020.
273
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 274
Pedoman Dewan Komisaris telah diunggah di website resmi GMF dan dapat diakses oleh public
The Board Manual for the Board of Commissioners has been uploaded to the official website of GMF and accessible for the
public
CLICK HERE
Pedoman Direksi telah diunggah di website resmi GMF dan dapat diakses oleh publik
The Board Manual for the Board of Directors has been uploaded to the official website of GMF and accessible for the public
CLICK HERE
Isi Pedoman Dewan Komisaris
Contents of the Board Manual for the Board of Commissioners
1. Susunan Dewan Komisaris; 1. Composition of the Board of Commissioners;
2. Waktu Kerja Dewan Komisaris; 2. Working Hours of the Board of Commissioners;
3. Remunerasi; 3. Remuneration;
4. Hak, Kewajiban dan Tanggung Jawab Dewan Komisaris, termasuk 4. Rights, Obligations and Responsibilities of the Board of Commissioners,
di dalamnya mengatur mengenai: which include the following regulations:
5. Tugas dan wewenang Dewan Komisaris; 5. Duties and authorities of the Board of Commissioners;
6. Tugas dan wewenang Komisaris Utama; 6. Duties and authorities of the President Commissioner;
7. Tugas dan wewenang Anggota Dewan Komisaris; 7. Duties and authorities of members of the Board of Commissioners;
8. Mekanisme Pengangkatan, Pemberhentian, Pengunduran Diri dan 8. Mechanism to Appoint, Dismiss, Resignation, and Concurrent
Jabatan Rangkap Dewan Komisaris, termasuk di dalamnya mengatur Position of the Board of Commissioners, which include the following
mengenai: regulations:
9. Pengangkatan dan Masa Jabatan Anggota Dewan Komisaris; 9. Appointment and Term of Office of Members of the Board of
Commissioners;
10. Pemberhentian dan Pengunduran Diri Anggota Dewan Komisaris; 10. Dismissal and Resignation of Members of the Board of Commissioners;
11. Concurrent Positions and Vacant Position of Members of the Board
11. Jabatan Rangkap dan Jabatan Lowong Anggota Dewan Komisaris; of Commissioners;
12. Mechanism for the Board of Commissioners Meeting in terms
12. Mekanisme Rapat Dewan Komisaris, yang terdiri dari Ketentuan of Provisions, Implementation, Decision-Making Process inside
Rapat Dewan Komisaris, Pelaksanaan Rapat Dewan Komisaris, Tata and outside the Board of Commissioners Meetings, including
Cara Pengambilan Keputusan di dalam dan di Luar Rapat Dewan the assessment of the Board of Commissioners and Directors
Komisaris, termasuk di dalamnya mengatur Penilaian kinerja Dewan performance;
Komisaris dan Direksi; 13. Relationship Management between the Board of Commissioners
13. Pengelolaan Hubungan Dewan Komisaris dengan Pemangku and Stakeholders;
Kepentingan; 14. Induction and Training for the Board of Commissioners and the
14. Program Pengenalan dan Pelatihan Dewan Komisaris, beserta Organ Supporting Organs of the Board of Commissioners;
Pendukung Dewan Komisaris; 15. Loan Facilities for Members of the Board of Commissioners;
15. Fasilitas Pinjaman Bagi Anggota Dewan Komisaris; 16. Supporting Organs of the Board of Commissioners, including the
16. Organ Pendukung Dewan Komisaris, termasuk di dalamnya mengatur Secretary to the Board of Commissioners and Committees of the
mengenai Sekretaris Dewan Komisaris dan Komite Dewan Komisaris. Board of Commissioners.
Isi Pedoman Direksi
Contents of the Board Manual for the Board of Directors
1. Susunan Direksi; 1.
Composition of the Board of Directors;
2. Kewenangan Direksi mewakili Perseroan; 2.
Authorities of the Board of Directors in representing the Company;
3. Tugas, Wewenang, Kewajiban dan Tanggung Jawab Direksi: 3.
Duties, Authorities, Obligations and Responsibilities of the Board
of Directors:
4. Mekanisme Pengangkatan, Pemberhentian, Pengunduran Diri, 4. Mechanism to Appoint, Dismiss, Resignation, and Concurrent
Jabatan Rangkap, dan Jabatan Lowong Anggota Direksi: Position as well as Vacant Position of Members of the Board of
Directors:
5. Mekanisme Rapat Direksi, termasuk di dalamnya mengatur 5. Board of Directors Meeting, which include the regulations
mengenai monitoring dan evaluasi tindak lanjut pelaksanaan rapat regarding monitoring and evaluation to followup the previous
sebelumnya, etika dalam rapat, mekanisme pengambilan keputusan meetings, meeting conduct, and mechanism in making decisions
dan penyusunan risalah rapat; and compiling minutes of meetings;
6. Pengelolaan Hubungan Direksi dengan Pemangku Kepentingan; 6. The management of the Board of Directors’ Relationships and
Stakeholders Interest;
7. Program Pengenalan Perseroan dan Pelatihan Direksi; 7. Induction and Training for the Board of Directors;
8. Waktu Kerja dan Cuti Direksi; 8. Working Time and Leave of the Board of Directors;
9. Fasilitas Pinjaman Bagi Anggota Direksi; 9. Loan Facilities for Members of the Board of Directors;
10. Organ Pendukung Direksi. 10. Supporting Organs of the Board of Directors.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
274 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 275
Tata Kelola Perusahaan
Corporate Governance
HUBUNGAN KERJA DEWAN WORK RELATIONSHIP BETWEEN THE BOARD
KOMISARIS DAN DIREKSI OF COMMISSIONERS AND DIRECTORS
Pedoman Kerja Dewan Komisaris dan Direksi seperti yang telah The Board of Commissioners and Board of Directors
disebutkan sebelumnya juga berlaku sebagai kebijakan yang Manual, as previously mentioned, also governs the working
mengatur hubungan kerja antara Dewan Komisaris dan Direksi. relationship between the Board of Commissioners and the
Hubungan kerja ini berdasar kepada prinsip pengawasan dan Board of Directors. This relationship is based on check and
keseimbangan (check and balance) sebagai komitmen bersama balance principles as a joint commitment in implementing GCG
dalam mengimplementasikan prinsip-prinsip GCG. Pedoman principles. The Board of Commissioners Manual and the Board
Dewan Komisaris dan Pedoman Direksi mengatur aspek- of Directors Manual regulate the following aspects concerning
aspek terkait Hubungan Kerja Dewan Komisaris, Direksi, dan the Working Relationship of the Board of Commissioners, Board
Pemangku Kepentingan serta Tindakan Tertentu Perseroan of Directors, Stakeholders, and Certain Company Actions:
sebagai berikut:
1. Hubungan Kerja Dewan Komisaris, Direksi, dan Pemangku 1. Working Relationship of the Board of Commissioners, Board
Kepentingan of Directors, and Stakeholders
a. Hubungan Dewan Komisaris dengan Pemegang Saham; a. Relationship between the Board of Commissioners and
the Shareholders;
b. Hubungan Direksi dengan Pemegang Saham; b. Relationship between the Board of Directors and
Shareholders;
c. Hubungan Dewan Komisaris dengan Direksi; c. Relationship between the Board of Commissioners and
the Board of Directors;
d. Hubungan Direksi dengan Komite di bawah Dewan d. Relationship between the Board of Directors and the
Komisaris. Committees under the Board of Commissioners.
2. Tindakan Tertentu Perseroan 2. Certain Actions of the Company
a. Susunan, Tugas dan Wewenang, Hak, Kewajiban, dan a. Composition, Duties and Powers, Rights, Obligations,
Tanggung Jawab Dewan Komisaris dan Direksi; and the responsibilities of the Board of Commissioners
and Board of Directors;
b. Pengangkatan, Pemberhentian, Pengunduran Diri, dan b. Appointment, Termination, Resignation Self, and
Jabatan Rangkap Dewan Komisaris dan Direksi; Concurrent Positions of the Board of Commissioners
and Board of Directors;
c. Rapat Direksi, Rapat Dewan Komisaris, dan Rapat c. Board of Directors Meetings, Board of Commissioners
Bersama Dewan Komisaris dan Direksi; Meetings, and Joint Meetings of the Board of
Commissioners and Board of Directors;
d. Program Pengenalan dan Pelatihan Dewan Komisaris d. The Board of Commissioners and Board of Directors
dan Direksi; Induction and Training Programs;
e. Fasilitas Pinjaman bagi Dewan Komisaris dan Direksi; e. Loan Facilities for the Board of Commissioners and
Board of Directors;
f. Organ Pendukung Dewan Komisaris dan Direksi. f. Supporting Bodies for the Board of Commissioners and
Board of Directors.
Pelaksanaan hubungan kerja Dewan Komisaris dan Direksi The work relationship between the Board of Commissioners
dalam kegiatan sehari-hari dilakukan melalui rapat gabungan and Board of Directors in daily activities is carried out through
Dewan Komisaris dan Direksi serta penyelenggaraan RUPS. joint meetings of the Board and at the GMS. The official
Media komunikasi formal antara Dewan Komisaris dan Direksi communication channel between the Board of Commissioners
mencakup Laporan Berkala Triwulanan, Laporan Khusus, and Board of Directors includes Quarterly Reports, Special
Laporan Tahunan. Media komunikasi lainnya yang tersedia Reports, and Annual Reports. Other communication channel
secara informal mencakup e-mail, Group Chatting/Messenger, includes e-mail, Group Chat/Messenger, and Knowledge
dan Knowledge Management System. Management System.
275
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 276
KEBERAGAMAN KOMPOSISI DIVERSITY OF THE BOARD OF
DEWAN KOMISARIS DAN DIREKSI COMMISSIONERS AND DIRECTORS
[GRI 405-1] [ESG G-01] COMPOSITION [GRI 405-1] [ESG G-01]
GMF memiliki kebijakan keberagaman Dewan Komisaris GMF has a policy concerning the diversity of the Board of
dan Direksi sebagaimana tercantum dalam Pedoman Kerja Commissioners and Board of Directors as stated in the Board
Dewan Komisaris dan Direksi. Aspek keberagaman yang diatur Manual. The diversity includes educational background, work
mencakup latar belakang pendidikan, pengalaman kerja, usia, experience, age, and gender, considering the Company’s current
dan jenis kelamin, dengan senantiasa mempertimbangkan situation and business dynamics. The diversity policy aims to
kebutuhan Perusahaan dan dinamika usaha. Kebijakan give a broad perspective and create a composition full of high
Keberagaman Dewan Komisaris dan Direksi bertujuan untuk creativity in solving various issues. Information on the diversity
memberikan perspektif beragam, sekaligus menciptakan of the Board of Commissioners and Board of Directors are as
komposisi organ yang kaya akan kreativitas dalam memecahkan follows. Profiles of all members of the Board of Commissioners
masalah yang dihadapi Perseroan. Informasi keberagaman and Directors are available in the Company Profile chapter of
Dewan Komisaris dan Direksi tercantum dalam tabel sebagai this Integrated Report.
berikut. Profil seluruh anggota Dewan Komisaris dan Direksi
dapat dilihat pada bab Profil Perusahaan pada Laporan
Terintegrasi ini.
Keberagaman Komposisi Anggota Dewan Komisaris
Diversity of the Board of Commissioners Composition
Aspek Keberagaman Realisasi
No. Realization
Diversity Aspect
1. Keahlian Anggota Dewan Komisaris memiliki keahlian yang beragam mencakup bidang manajemen maskapai
Expertise penerbangan, manajemen dan perawatan pesawat, akuntansi, hukum, manajemen bisnis.
The members of the Board of Commissioners possess diverse expertise in terms of airline management,
aircraft management and maintenance, accounting, law, and business management.
2. Pendidikan Anggota Dewan Komisaris memiliki jenjang pendidikan yang beragam mulai dari sarjana hingga magister
Education di sejumlah bidang mencakup manajemen bisnis dan ekonomi, teknik elektro, akuntansi, hukum.
The members of the Board of Commissioners possess varying educational backgrounds, ranging
from bachelor's to master's degrees in fields such as business management and economics, electrical
engineering, accounting, and law.
3. Pengalaman Kerja Anggota Dewan Komisaris merupakan para profesional yang pernah menjabat berbagai posisi penting
Professional Experiene sebagai CEO maskapai penerbangan, karyawan GMF yang mendapatkan promosi jabatan, auditor
kantor akuntan publik, dan juga pernah berkecimpung di pemerintahan sebagai ketua Bawaslu dan
figure penting di Kementerian Perhubungan.
The members of the Board of Commissioners are professionals who have held significant positions
such as airline CEOs, GMF employees who received promotions, auditors at public accounting firms,
and have been involved in government roles such as chairman of Bawaslu and as important figures
in the Ministry of Transportation.
4. Usia Anggota Dewan Komisaris memiliki usia beragam mulai dari 54 tahun hingga 70 tahun yang
Age memperlihatkan tingkat kematangan setiap anggota.
The age range of the members of the Board of Commissioners spans from 54 years to 70 years,
reflecting the maturity level of each member.
5. Jenis Kelamin Anggota Dewan Komisaris saat ini seluruhnya berjenis kelamin laki-laki.
Gender Currently, all members of the Board of Commissioners are male.
6. Independensi Seluruh anggota Dewan Komisaris, independen terhadap pemegang saham pengendali GMF;
Independence Mayoritas (lebih dari 50%) anggota Dewan Komisaris merupakan Komisaris Independen. Dari lima
anggota Dewan Komisaris, GMF memiliki empat orang Komisaris Independen.
All members of the Board of Commissioners are independent of GMF's controlling shareholders;
The majority (more than 50%) of them are Independent Commissioners. Out of the five members of
the Board of Commissioners, GMF has three Independent Commissioners.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
276 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 277
Tata Kelola Perusahaan
Corporate Governance
Keberagaman Komposisi Anggota Direksi
Diversity of the Board of Directors Composition
Aspek Keberagaman Realisasi
No. Realization
Diversity Aspect
1. Keahlian Anggota Direksi memiliki keahlian yang beragam mencakup bidang teknik dan operasional perawatan
Expertise pesawat, manajemen sumber daya manusia, keuangan, manajemen.
The members of the Board of Directors possess diverse expertise in terms of aircraft maintenance
engineering and operations, human resource management, finance, business management.
2. Pendidikan Anggota Direksi memiliki jenjang pendidikan yang beragam mulai dari sarjana hingga magister di
Education sejumlah bidang mencakup keuangan dan ekonomi, teknik mesin dan penerbangan, hukum.
The members of the Board of Directors possess varying educational backgrounds, ranging from
bachelor's to master's degrees in fields such as finance and economics, mechanical and aviation
engineering, law.
3. Pengalaman Kerja Anggota Direksi merupakan para profesional yang pernah menjabat berbagai posisi penting sebagai
Professional Experiene karyawan GMF yang mendapatkan promosi jabatan, direktur sejumlah bank, lembaga keuangan global
dan BUMN, serta direktur dan VP di Garuda.
The members of the Board of Directors are professionals who have held significant positions such as
GMF employees who received promotions, directors in a number of banks, global finance institutions
and SOEs, and directors and VP in Garuda.
4. Usia Anggota Direksi memiliki usia beragam mulai dari 40 tahun hingga 58 tahun yang memperlihatkan
Age tingkat kematangan setiap anggota, namun tetap dalam usia produktif untuk mengelola kegiatan
usaha setiap harinya.
The age range of the members of the Board of Directors spans from 40 years to 58 years, reflecting
the maturity level of each member, but still within the range of productive age to manage the daily
operation of the Company.
5. Jenis Kelamin Anggota Direksi saat ini seluruhnya berjenis kelamin laki-laki.
Gender Currently, all members of the Board of Directors are male.
6. Independensi Seluruh anggota Direksi, independen terhadap pemegang saham pengendali GMF.
Independence All members of the Board of Commissioners are independent of GMF's controlling shareholders.
Keberagaman Manajemen dan Independensi [ESGG-01]
Board Diversity and Independence [ESGG-01]
Jumlah Pihak Independen
Tipe Manajemen Laki-laki Perempuan
Number of Independent
Management Type Male Female
Parties
Komisaris 5 0 2
Commissioner
Direktur 5 0 5
Director
PENILAIAN KINERJA DEWAN KOMISARIS ASSESSMENT ON THE BOARD OF
DAN DIREKSI [GRI 2-18] [ESG G-04] COMMISSIONERS AND DIRECTORS
PERFORMANCE [GRI 2-18] [ESG G-04]
Penilaian GCG terhadap Dewan Komisaris dan Direksi GCG assessments for the Board of Commissioners and Board
dapat dilihat di pembahasan Hasil Tata Kelola: Evaluasi, of Directors are available in the earlier discussion concerning
Pemantauan, dan Peningkatan sebelumnya. Penilaian kinerja Governance Results: Evaluation, Monitoring, and Improvement.
Dewan Komisaris dan Direksi yang akan dibahas di sini adalah The discussion here is about the target achievement or
seputar pencapaian target ataupun kontrak manajemen di management contracts in the current year.
tahun berjalan.
RUPS mengevaluasi kinerja Dewan Komisaris dan Direksi setiap The GMS evaluates the performance of the Board of
tahunnya. Hasil evaluasi kinerja masing-masing anggota Dewan Commissioners and Board of Directors every year. The
Komisaris dan Direksi menjadi salah satu dasar pertimbangan assessment for each member of the Board of Commissioners
bagi pemegang saham untuk melakukan penunjukan kembali. and Board of Directors serves as a basis for shareholders to
Hasil evaluasi ini menjadi bagian yang tidak terpisahkan dalam reappoint the respected member. The assessment becomes
skema remunerasi untuk Dewan Komisaris dan Direksi. an integral part of the remuneration scheme for the Board of
Commissioners and Board of Directors.
277
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 278
Penilaian Kinerja Dewan Komisaris Assessment on the Board of Commissioners
Kinerja Dewan Komisaris dinilai secara kolegial setiap tahunnya The annual assessment on the Board of Commissioners refers
dengan mengacu pada ketetapan yang telah ditentukan di to the current year’s provisions to be submitted and evaluated
tahun berjalan untuk selanjutnya dipertanggungjawabkan dan at the GMS.
dievaluasi oleh RUPS.
Dewan Komisaris memiliki kriteria KPI sebagai dasar dalam The Board of Commissioners has KPI criteria as the basis for
melakukan penilaian kinerja. Penyusunan KPI ditentukan performance assessment. The KPIs are determined and agreed
dan disepakati bersama Pemegang Saham, Dewan Komisaris, upon by the Shareholders, Board of Commissioners and Board
dan Direksi dalam RUPS. Penilaian terhadap kinerja Dewan of Directors in the GMS. Assessment of the performance of
Komisaris dilihat dari pelaksanaan tugas dan tanggung jawab the Board of Commissioners is seen from the implementation
masing-masing sebagaimana ditetapkan dalam Rencana Kerja of their respective duties and responsibilities as stipulated in
Dewan Komisaris dalam Keputusan Dewan Komisaris tanggal the Board of Commissioners Work Plan in the Decree of the
18 Januari 2024. Sepanjang tahun 2024, Dewan Komisaris Board of Commissioners dated January 18, 2024. Throughout
telah melaksanakan fungsi serta tugas dan tanggung jawab 2024, the Board of Commissioners has carried out its functions
masing-masing dengan mengacu kepada rencana kerja yang and duties and responsibilities with reference to the work plan
telah disusun. that has been prepared.
Penilaian Kinerja Direksi Assessment on the Board of Directors
Direksi berkewajiban untuk menyampaikan laporan kinerja dan The Board of Directors is obligated to submit its report
pencapaian Perseroan kepada pemegang saham dalam RUPS. concerning the Company’s performance and achievements
Mekanisme penilaian kinerja Direksi menjadi tanggung jawab to shareholders at the GMS. The assessment on the Board
Dewan Komisaris dengan mengacu kepada kriteria, target, dan of Directors becomes the responsibility of the Board of
indikator kinerja (Key Performance Indicator) yang tertuang Commissioners using the criteria, targets, and performance
dalam Kontrak Manajemen Direksi terkait kriteria penilaian indicators (Key Performance Indicators) in the Management
individual maupun kolegial. Contract of the Board of Directors as a reference to assess the
individual and collegial parameters.
Dewan Komisaris menyampaikan hasil penilaian terhadap The Board of Commissioners submits the assessment to the GMS
kinerja Direksi kepada RUPS sebagai bagian dari laporan tugas as part of the supervisory report. The GMS has the authority to
pengawasan Dewan Komisaris. RUPS memiliki wewenang approve the Board of Directors' performance appraisal results
untuk menyetuji hasil penilaian kinerja Direksi dengan by taking into account the Board of Commissioners' responses.
mempertimbangkan tanggapan Dewan Komisaris.
Secara umum, prosedur penilaian kinerja Direksi adalah sebagai In general, the procedures for evaluating the performance of
berikut: the Board of Directors are as follows:
1. Kontrak Manajemen Direksi yang memuat kriteria penilaian 1. Directors’ Management Contracts that contain criteria for
kinerja Direksi baik individu dan kolegial ditandatangani evaluating the performance of Directors both individually
setahun sekali bersamaan dengan penyusunan dan and collegially are signed once a year together with the
pengesahan RKAP oleh Pemegang Saham; preparation and approval of the RKAP by the Shareholders;
2. Direksi menyampaikan laporan kinerja kepada Dewan 2. The Board of Directors submits a performance report to the
Komisaris dengan mengacu kepada Indikator Penilaian Board of Commissioners by referring to the Performance
Kinerja (Key Performance Indicator) yang telah ditetapkan Performance Indicators (Key Performance Indicators)
dalam Kontrak Manajemen Direksi; specified in the Directors’ Management Contract;
3. Laporan pencapaian kinerja disampaikan bersamaan dengan 3. Performance reports are submitted together with the
Laporan Manajemen Triwulanan dan Tahunan kepada Quarterly and Annual Management Reports to the Board
Dewan Komisaris dan Pemegang Saham; of Commissioners and Shareholders;
4. Dewan Komisaris memberikan evaluasi terhadap laporan 4. The Board of Commissioners provides an evaluation of the
pencapaian target dari masing-masing KPI yang diterima report on the achievement of targets of each KPI received
Direksi setiap Triwulanan dan Tahunan; by the Board of Directors on a quarterly and annual basis;
5. Dewan Komisaris dan Pemegang Saham selanjutnya 5. The Board of Commissioners and Shareholders then
perhitungan tingkat pencapaian berdasarkan Laporan calculate the level of achievement based on the Quarterly
Triwulanan dan Tahunan dengan mempertimbangkan and Annual Reports taking into account the achievement
pencapaian target individual dan kolegial. of individual and collegial targets.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
278 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 279
Tata Kelola Perusahaan
Corporate Governance
KPI Direksi Tahun 2024
KPI of The Board of Directors in 2024
KPI Freq Actual Target Ach (%) Weight Score
Nilai Ekonomi dan Sosial untuk Indonesia 50.00%
Economic and Social Values for Indonesia
Revenue M 421.22 389.15 108.24% 10.00% 10.92%
Net Profit M 26.90 17.37 135.43% 15.00% 16.50%
Free Cash Flow* M 109.74% 100% 109.74% 12.50% 13.72%
Customer SLA Fulfillment M 99.40% 100% 99.40% 12.50% 12.43%
Inovasi Model Bisnis 10.00%
Business Model Innovation
Customer Satisfaction Index S 4 4 100.00% 5.00% 5.00%
Improvement Program Y 1 1 100.00% 5.00% 5.00%
Kepemimpinan Teknologi 12.50%
Technology Leadership
Continuous Improvement S 69 57 100.00% 7.50% 7.50%
Information Capital Readiness (ICR) M 99.58% 95% 100.00% 5.00% 5.00%
Peningkatan Investasi 5.00%
Increased Investment
Asset Management M 100.00% 100% 100.00% 5.00% 5.00%
Governance, Risk and Compliance (GRC) M 100.00% 100% 100.00% 7.50% 7.50%
Pengembangan Talenta 5.00%
Talent Development
Human Capital Readiness (HCR) M 100.00% 95% 100.00% 7.50% 7.50%
Organization Capital Readiness (OCR) M 97.15% 90% 100.00% 7.50% 7.50%
Jumlah Skor
103.56%
Total Score
*Adapun untuk KPI Free Cash Flow mengukur pergerakan cash flow Perusahaan (setelah aktivitas operating, investing, dan financing) di tahun 2024 dengan
menggunakan laporan unaudited Perusahaan.
*As for the Free Cash Flow KPI, it measures the Company's cash flow movement (after operating, investing, and financing activities) in 2024 using the Company's
unaudited report.
REMUNERASI DEWAN KOMISARIS REMUNERATION FOR THE BOARD OF
DAN DIREKSI [GRI 2-19, 2-20, 2-21] COMMISSIONERS AND DIRECTORS [GRI
2-19, 2-20, 2-21]
Dasar Hukum Penetapan Remunerasi Basis for Remuneration of the Board
Legal Dewan Komisaris dan Direksi of Commissioners and Directors
Penetapan remunerasi Dewan Komisaris dan Direksi dilakukan The remuneration for the Board of Commissioners and Board of
dengan berlandaskan pada peraturan perundang-undangan Directors is set according to the applicable laws and regulations:
yang berlaku:
1. Undang-Undang Republik Indonesia No. 40 Tahun 2007 1. Law of the Republic of Indonesia No. 40 of 2007 Article
Pasal 113 tentang Perseroan Terbatas. 113 concerning Limited Liability Companies.
2. Peraturan Menteri BUMN Nomor PER-3/MBU/03/2023 2. SOE Minister Regulation Number PER-3/MBU/03/2023
tentang Organ dan Sumber Daya Manusia Badan Usaha concerning Organs and Human Resources of State-Owned
Milik Negara. Enterprises.
3. Anggaran Dasar Perseroan. 3. Company’s Articles of Association.
279
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 280
Prosedur Penetapan Remunerasi Dewan Komisaris dan Procedure to Determine the Remuneration for the Board
Direksi of Commissioners and Directors
Penyusunan kebijakan penetapan remunerasi Dewan Komisaris The remuneration for the Board of Commissioners and Board
dan Direksi dilakukan berdasarkan rekomendasi oleh Komite of Directors is based on the Nomination and Remuneration
Nominasi dan Remunerasi untuk dibahas dalam Rapat Dewan Committee’s remuneration at the Board of Commissioners
Komisaris. Hasil pembahasan dan penetapan remunerasi Dewan Meeting. The result of the discussion is submitted by the
Komisaris dan Direksi selanjutnya disampaikan oleh Komite Nomination and Remuneration Committee to the GMS to
Nominasi dan Remunerasi kepada RUPS untuk disetujui dan receive approval from the Shareholders.
ditetapkan oleh Pemegang Saham.
Rapat Umum Pemegang Saham | General Meeting of Shareholders
Pemberian persetujuan oleh Pemegang Saham dan penetapan remunerasi untuk
Dewan Komisaris dan Direksi.
Granting approval by the Shareholders and setting the remuneration for the
Board of Commissioners and Directors.
Dewan Komisaris | Board of Commissioners
• Dewan Komisaris mempelajari rekomendasi jumlah remunerasi yang diberikan oleh Komite Nominasi dan
Remunerasi;
• Pemberian usulan kepada RUPS terkait remunerasi Dewan Komisaris dan Direksi.
• The Board of Commissioners studies the recommended amount of remuneration given by the Nomination and
Remuneration Committee;
• Giving Proposals to the GMS related to the remuneration of the Board of Commissioners and Directors.
Komite Nominasi dan Remunerasi | Nomination and Remuneration Committee
• Pengkajian dengan mempertimbangkan pencapaian kinerja dan kontribusi;
Dewan Komisaris dan Direksi serta pengajian jumlah remunerasi di industri lain yang sejenis;
• Pemberian rekomendasi kepada Dewan Komisaris.
• Assessment by considering the performance achievements and contributions of the
Board of Commissioners and Directors as well as an assessment of the amount of remuneration
in other similar industries;
• Providing recommendations to the Board of Commissioners.
Indikator Penetapan Remunerasi Indicator to Determine the Remuneration of
Dewan Komisaris dan Direksi the Board of Commissioners and Directors
Komite Nominasi dan Remunerasi menetapkan remunerasi The Nomination and Remuneration Committee determines
Dewan Komisaris dan Direksi. Penyusunan struktur, kebijakan, the remuneration for the Board of Commissioners and
dan besaran remunerasi Dewan Komisaris dan Direksi harus Board of Directors. The composition, policies, and amount of
memperhatikan hal-hal sebagai berikut: remuneration for the Board of Commissioners and Board of
Directors must pay attention to the following matters:
• Remunerasi yang berlaku pada industri sesuai dengan • Remuneration applicable to the industry in accordance with
kegiatan usaha dan skala usaha dari emiten atau perusahaan the business activities and business scale of the issuer or
publik sejenis. similar public company.
• Tugas, tanggung jawab, dan wewenang anggota Direksi • The duties, responsibilities and authority of members of
dan/atau anggota Dewan Komisaris dikaitkan dengan the Board of Directors and/or members of the Board of
pencapaian tujuan dan kinerja Perseroan. Commissioners are related to the achievement of the goals
and performance of the Company.
• Target kinerja atau kinerja masing-masing anggota Direksi • Performance targets or the performance of each member
dan/atau anggota Dewan Komisaris. of the Board of Directors and/or members of the Board of
Commissioners.
• Keseimbangan tunjangan antara yang bersifat tetap dan • Balance between fixed and variable benefits.
bersifat variabel.
• Kesesuaian peraturan dan perundang-undangan di bidang • Compliance with laws and regulations in the field of taxation
perpajakan dan ketenagakerjaan. and employment.
• Asas keterbukaan, keseimbangan internal serta kompetitif • The principle of openness, internal balance and competitive
dengan perusahaan lain selain Perseroan. with other companies outside the Company.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
280 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 281
Tata Kelola Perusahaan
Corporate Governance
Penetapan remunerasi Dewan Komisaris dan Direksi Determination of the remuneration of the Board of
berdasarkan pada pencapaian kinerja Perseroan untuk tahun Commissioners and Directors based on the achievement of
buku sebelumnya sebagaimana tertuang dalam Laporan the Company’s performance for the previous financial year
Keuangan, serta penilaian KPI tahun buku sebelumnya yang as stipulated in the Audit Financial Report, as well as the KPI
merupakan bahan pertimbangan dalam menetapkan tantiem assessment of the previous book year which is a material
tahun buku sebelumnya dan remunerasi untuk Direksi dan consideration in determining the tantiem of the previous
Dewan Komisaris. financial year and remuneration for the Directors and the
Board of Commissioners.
Struktur Remunerasi Dewan Komisaris dan Direksi Remuneration Structure of the Board
of Commissioners and Directors
Struktur remunerasi Dewan Komisaris dan Direksi mengacu The remuneration structure of the Board of Commissioners
kepada Peraturan Menteri BUMN Nomor PER-3/MBU/03/2023 and Board of Directors refers to the Regulation of the Minister
tentang Organ dan Sumber Daya Manusia Badan Usaha of SOEs Number PER-3/MBU/03/2023 on Organs and Human
Milik Negara. Berdasarkan peraturan tersebut, komponen Resources of State-Owned Enterprises. Based on the regulation,
penghasilan Dewan Komisaris terdiri dari: the income components of the Board of Commissioners consist
of:
Remunerasi Dewan Komisaris
Board of Commissioners’ Remuneration Structure
Honorarium Dewan Komisaris Board of Commissioners Salary
Penghasilan tetap berupa uang yang diterima setiap bulan karena It is a fixed income in the form of money received every month because
kedudukannya sebagai anggota Dewan Komisaris, dengan ketentuan of his position as a member of the Board of Commissioners, with the
sebagai berikut: following conditions:
• Perhitungan gaji Komisaris Utama sebesar 45% dari gaji Direktur • The calculation of the salary of the President Commissioner is
Utama. 45% of the salary of the President Director.
• Perhitungan gaji Komisaris sebesar 90% dari gaji Komisaris Utama. • Calculation of Commissioner’s salary of 90% of the salary of the
President Commissioner.
Tunjangan Dewan Komisaris Board of Commissioners Allowances
Penghasilan berupa uang atau yang dapat dinilai dengan uang yang It’s an income in the form of money or which can be valued with money
diterima pada waktu tertentu oleh anggota Dewan Komisaris selain received at a certain time by members of the Board of Commissioners
Honorarium, yang dapat berupa: in addition to the Honorarium, which can be in the
form of:
• Tunjangan Hari Raya, diberikan paling banyak 1 (satu) kali • Holiday allowance, is given at most 1 (one) fixed income per month
penghasilan tetap per bulan di setiap tahunnya in each year.
• Tunjangan Transportasi, diberikan sebesar 20% (dua puluh persen) • Transportation allowance, given in the amount of 20% (twenty
dari Honorarium masing-masing anggota Dewan Komisaris. percent) of the Honorarium of each member of the Board of
• Asuransi Purna Jabatan, diberikan dengan ketentuan premi yang Commissioners.
ditanggung Perusahaan paling banyak 25% dari honorarium per • Full-Term Insurance, provided with the premium provisions that
tahun. the Company bears at most 25% of the annual honorarium.
Fasilitas Dewan Komisaris Facilities for the Board of Commissioners
Penghasilan berupa sarana dan/atau kemanfaatan dan/atau penjaminan It’s an income in the form of facilities and/or benefits and/or guarantees
yang digunakan/dimanfaatkan oleh anggota Dewan Komisaris dalam used/utilized by members of the Board of Commissioners in the context
rangka pelaksanaan tugas, wewenang, kewajiban dan tanggung jawab of carrying out duties, authorities, obligations and responsibilities based
berdasarkan peraturan perundang- undangan, yang dapat berupa: on laws and regulations, which can be in the form of:
• Fasilitas Kesehatan, diberikan dalam bentuk asuransi kesehatan • Health facilities, provided in the form of health insurance or
atau penggantian biaya pengobatan. reimbursement of medical expenses.
• Fasilitas Bantuan Hukum, diberikan jika diperlukan, dalam hal • Legal Assistance Facilities, provided if necessary, in the event of
terjadi tindakan/perbuatan untuk dan atas nama jabatannya yang actions/actions occurring for and on behalf of his position relating
berkaitan dengan Perseroan. to the Company.
Tantiem Dewan Komisaris dan Direksi Tantiem for the Board of Commissioners and Directors
Tantiem adalah penghasilan yang merupakan penghargaan yang Tantiem is an income given to members of the Board of Commissioners
diberikan kepada anggota Dewan Komisaris apabila memperoleh laba if they receive profits and do not experience accumulated losses.
dan tidak mengalami akumulasi kerugian. Perseroan dapat memberikan Companies can provide bonuses to members of the Board of
tantiem kepada anggota Dewan Komisaris berdasarkan penetapan RUPS Commissioners based on the determination of the GMS in ratification
dalam pengesahan Laporan Tahunan apabila opini yang diterbitkan oleh of the Annual Report if the opinion issued by the auditor is at least
auditor adalah paling sedikit Wajar Dengan Pengecualian, realisasi Reasonable with Exceptions, realization of the lowest level of health
tingkat kesehatan paling rendah dengan nilai 70 (tujuh puluh) dengan with a value of 70 (seventy) by not calculating the burden/profit due
tidak memperhitungkan beban/keuntungan akibat tindakan Direksi to the actions of the Board of Directors before, the achievement of
sebelumnya, capaian Key Performance Indicator (KPI) paling rendah Key Performance Indicators (KPI) of at least 80% (eighty) percent) by
sebesar 80% (delapan puluh persen) dengan tidak memperhitungkan not calculating factors outside the Board of Directors ‘control, and the
faktor di luar pengendalian Direksi, dan kondisi Perseroan tidak semakin condition of the Company not getting worse than the previous year
merugi dari tahun sebelumnya atau Perseroan tidak menjadi rugi, dengan or the Company not being a loss, by not counting factors outside the
tidak memperhitungan faktor di luar pengendalian Direksi. Directors’ control.
281
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 282
Remunerasi Dewan Komisaris
Board of Commissioners’ Remuneration Structure
Tantiem Dewan Komisaris Tantiem for the Board of Commissioners
• Insentif kinerja adalah penghasilan yang merupakan penghargaan • Performance incentives are income awards given to members of
yang diberikan kepada anggota Dewan Komisaris. the Board of Commissioners.
• Perhitungan tantiem/insentif Kinerja bagi Dewan Komisaris adalah • Calculation of bonus/performance incentives for the Board of
sebagai berikut: Commissioners is as follows:
a. Perhitungan tantiem/insentif Kinerja Komisaris Utama sebesar a. Performance bonus/incentive for President Commissioner
45% dari tantiem/insentif kinerja Direktur Utama. is 45% of tantiem/performance incentive for the President
Director.
b. Perhitungan Komisaris lainnya sebesar 90% dari tantiem/ b. Other Commissioners’ calculations are 90% of the President
insentif kinerja Komisaris Utama. Commissioner’s performance/incentives.
Catatan | Notes:
Tidak ada komponen lainnya (bonus non kinerja, opsi saham, asuransi, dll).
Pajak atas honorarium, tunjangan dan fasilitas bagi Dewan Komisaris ditanggung dan menjadi beban Perseroan. Sedangkan pajak atas tantiem/insentif kinerja bagi
Dewan Komisaris ditanggung dan menjadi beban masing-masing anggota.
There are no other components (non-performance bonuses, stock options, insurance, etc.).
Taxes on honorarium, allowances, and facilities for the Board of Commissioners and are borne by the Company. Each member of the Board of Commissioners paid
the xaxes on bonuses/performance incentives.
Remunerasi Direksi
Board of Directors’ Remuneration Structure
Gaji Direksi Board of Directors Salary
Penghasilan tetap berupa uang yang diterima setiap bulan karena It is a fixed income in the form of money received every month because
kedudukannya sebagai anggota Direksi, dengan ketentuan sebagai of his position as a member of the Board of Directors, with the following
berikut: conditions:
• Gaji Direktur Utama ditetapkan dengan menggunakan pedoman • Salary of the President Director is determined using internal
internal dalam kelompok usaha Garuda Indonesia. guidelines in the Garuda Indonesia business group.
• Perhitungan gaji Direktur lainnya sebesar 85% dari gaji Direktur • Calculation of other Directors’ salaries is 85% of the salary of the
Utama. President Director.
Tunjangan Direksi Board of Directors’ Allowances
Penghasilan berupa uang atau yang dapat dinilai dengan uang yang It’s an income in the form of money or which can be valued with money
diterima pada waktu tertentu oleh anggota Direksi selain Gaji, yang received at a certain time by members of the Board of Directors other
dapat berupa: than Salary, which can be in the form of:
• Tunjangan Hari Raya, diberikan paling banyak 1 (satu) kali • Holiday allowance, is given at most 1 (one) fixed income per month
penghasilan tetap per bulan di setiap tahunnya. in each year.
• Tunjangan Perumahan, diberikan secara bulanan sebesar 40% • Housing allowance, given monthly basis of 40% (forty percent)
(empat puluh persen) termasuk biaya utilitas. including utility costs.
• Asuransi Purna Jabatan, diberikan dengan ketentuan premi yang • Full-Term Insurance, provided with the premium provisions that
ditanggung Perusahaan paling banyak 25% dari gaji per tahun. the Company bears at the maximum 25% of annual salary.
Fasilitas Direksi Facilities for the Board of Directors
Penghasilan berupa sarana dan/atau kemanfaatan dan/atau penjaminan It’s an income in the form of facilities and/or benefits and/or guarantees
yang digunakan/dimanfaatkan oleh anggota Direksi dalam rangka used/utilized by members of the Board of Directors in the context of
pelaksanaan tugas, wewenang, kewajiban dan tanggung jawab carrying out their duties, authorities, obligations and responsibilities
berdasarkan peraturan perundang-undangan, yang dapat berupa: based on laws and regulations, which can be in the form of:
• Fasilitas Kendaraan, diberikan sebanyak 1 (satu) unit kendaraan • Vehicle Facilities, given as many as 1 (one) unit of official vehicle
dinas beserta biaya pemeliharaan dan operasional dengan spesifikasi along with maintenance and operational costs with specifications
dan standar ditetapkan oleh RUPS. and standards according to the GMS.
• Fasilitas Kesehatan, diberikan dalam bentuk asuransi kesehatan • Health facilities, provided in the form of health insurance or
atau penggantian biaya pengobatan. reimbursement of medical expenses.
• Fasilitas Bantuan Hukum, diberikan jika diperlukan, dalam hal • Legal Assistance Facilities, provided if necessary, in the event of
terjadi tindakan/perbuatan untuk dan atas nama jabatannya yang actions/actions occurring for and on behalf of his position relating
berkaitan dengan Perusahaan. to the Company.
Tantiem Dewan Komisaris dan Direksi Tantiem for the Board of Commissioners and Directors
Tantiem adalah penghasilan yang merupakan penghargaan yang Tantiem is an income given to members of the Board of Commissioners
diberikan kepada anggota Dewan Komisaris apabila memperoleh laba if they receive profits and do not experience accumulated losses.
dan tidak mengalami akumulasi kerugian. Perseroan dapat memberikan Companies can provide bonuses to members of the Board of
tantiem kepada anggota Dewan Komisaris berdasarkan penetapan RUPS Commissioners based on the determination of the GMS in ratification
dalam pengesahan Laporan Tahunan apabila opini yang diterbitkan oleh of the Annual Report if the opinion issued by the auditor is at least
auditor adalah paling sedikit Wajar Dengan Pengecualian, realisasi Reasonable with Exceptions, realization of the lowest level of health
tingkat kesehatan paling rendah dengan nilai 70 (tujuh puluh) dengan with a value of 70 (seventy) by not calculating the burden/profit due
tidak memperhitungkan beban/keuntungan akibat tindakan Direksi to the actions of the Board of Directors before, the achievement of
sebelumnya, capaian Key Performance Indicator (KPI) paling rendah Key Performance Indicators (KPI) of at least 80% (eighty) percent) by
sebesar 80% (delapan puluh persen) dengan tidak memperhitungkan not calculating factors outside the Board of Directors ‘control, and the
faktor di luar pengendalian Direksi, dan kondisi Perseroan tidak semakin condition of the Company not getting worse than the previous year
merugi dari tahun sebelumnya atau Perseroan tidak menjadi rugi, dengan or the Company not being a loss, by not counting factors outside the
tidak memperhitungan faktor di luar pengendalian Direksi. Directors’ control.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
282 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 283
Tata Kelola Perusahaan
Corporate Governance
Remunerasi Direksi
Board of Directors’ Remuneration Structure
Tantiem Direksi Tantiem for the Board of Directors
Insentif Kinerja, yaitu penghasilan yang merupakan penghargaan yang Performance incentives, i.e. income which is an award given to members
diberikan kepada anggota Direksi apabila terjadi peningkatan kinerja of the Board of Directors in the event of an increase in performance
walaupun masih mengalami kerugian atau akumulasi kerugian. even though there are still losses or accumulated losses.
Perhitungan tantiem/insentif Kinerja bagi Direksi adalah sebagai berikut: Calculation of bonus/performance incentives for Directors is as follows:
• Perhitungan tantiem/insentif kinerja Direktur Utama ditetapkan • The performance tantiem/incentives of the President Director is
dengan menggunakan pedoman internal dalam kelompok usaha determined by using internal guidelines in the Garuda Indonesia
Garuda Indonesia. business group.
• Perhitungan tantiem/insentif kinerja Direktur lainnya sebesar 85% • Calculation of tantiem for other Directors is 85% tantiem/
tantiem/insentif kinerja gaji Direktur Utama. performance incentives of the salary of the President Director.
Remunerasi Dewan Komisaris dan Direksi Tahun 2024 Remuneration for the Board of Commissioners and
Directors in 2024
Melalui Surat nomor GARUDA/JKTDZ/20882/2024 tanggal Through Letter Number GARUDA/JKTDZ/20882/2024 dated
10 September 2024 tentang Penetapan Penghasilan Direksi September 10, 2024, regarding the Determination of Income
dan Dewan Komisaris PT Garuda Maintenance Facility Aero for the Board of Directors and Board of Commissioners of PT
Asia Tbk (“GMF”) Tahun Buku 2024, serta sehubungan belum Garuda Maintenance Facility Aero Asia Tbk (“GMF”) for the
adanya keputusan terbaru maka Dewan Komisaris menetapkan 2024 Fiscal Year, and in the absence of any new decisions, the
hal-hal sebagai berikut: Board of Commissioners has resolved the following matters:
1. Gaji Direktur Utama untuk tahun 2024 ditetapkan dengan 1. The salary of the President Director for 2023 is set at a
besaran tertentu yang akan digunakan sebagai acuan utama certain amount which will be used as the main reference
dalam perhitungan gaji/honorarium Dewan Komisaris dan in calculating the salary/honorarium of the Board of
Direksi lainnya. Commissioners and other Directors.
2. Pemberian Fasilitas, Asuransi Purna Jabatan, dan lainnya 2. Provision of facilities, post-employment insurance, and
mengacu kepada ketentuan yang telah berlaku di Internal others refers to the provisions that have been applied in
Perseroan. the Company's internal.
3. Insentif Kinerja Direksi dan Dewan Komisaris PT Garuda 3. Performance Incentives for the Board of Directors and
Maintenance Facility Aero Asia Tbk diberikan dengan Board of Commissioners of PT GMF Aero Asia Tbk are
besaran tertentu. given with a certain amount.
4. Perseroan harus menangguhkan pembayaran Insentif 4. The Company must suspend the payment of Performance
Kinerja kepada Direksi dan Dewan Komisaris sebesar 10% Incentives to the Directors and Board of Commissioners
(sepuluh persen) dengan jangka waktu penangguhan 3 (tiga) by 10% (ten per cent) with a suspension period of 3 (three)
tahun yang diberikan secara prorata. years which is given pro rata.
Remunerasi Dewan Komisaris dan Direksi Tahun 2024
Board of Commissioners and Board of Directors Remuneration in 2024
Keterangan Jumlah (Rp)
Description Total (Rp)
Dewan Komisaris 5
Board of Commissioners
Total Imbalan Jangka Pendek Rp12,724,778,974
Total Short-Term Benefits
Total Imbalan Jangka Panjang Rp1,176,868,354
Total Long-Term Employee Benefits
Jumlah Rp13,901,647,328
Total
Direksi 5
Board of Directors
Total Imbalan Jangka Pendek Rp28,489,791,768
Total Short-Term Benefits
Total Imbalan Jangka Pendek Lainnya Rp4,005,880,996
Total Other Long-Term Employee Benefits
Jumlah
Rp32,495,672,764
Total
283
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 284
Rasio Gaji/Honorarium Salary/Honorarium Ratio
Keterangan 2023
2024
Description
Direktur Utama terhadap Direktur 1:0,85 1:0,85
President Director to Director
Komisaris Utama terhadap Komisaris 1:0,90 1:0,90
President Commissioner to Commissioner
Direktur Utama terhadap Komisaris Utama 1:0,45 1:0,45
President Director to the President Commissioner
Direktur Utama terhadap karyawan level tertinggi 1:0,20 1:0,19
President Director to the highest-ranking employees
Direktur Utama terhadap karyawan level terendah 1:0,02 1:0,02
President Director to the lowest employee level
Karyawan level tertinggi terhadap karyawan level terendah 1:0,11 1:0,11
Highest to the lowest employee level
Karyawan terendah terhadap UMP 1:1 1:1
The lowest employee level to the minimum regional wage
Catatan | Notes:
Karyawan level tertinggi adalah Vice President, sedangkan level terendah adalah Teknisi/Officer.
The highest employee level is Vice President, while the lowest level is Technician/Officer.
RAPAT DEWAN KOMISARIS MEETINGS OF THE BOARD
DAN DIREKSI [ESG G-02] OF COMMISSIONERS AND
DIRECTORS [ESG G-02]
Dewan Komisaris dan Direksi memiliki mekanisme rapat sebagai The Board of Commissioners and Board of Directors have a meeting
salah satu bentuk koordinasi pelaksanaan tugas setiap orang. mechanism as a form of coordination in the implementation of
Dewan Komisaris memiliki mekanisme rapat, baik rapat internal each person's duties. The Board of Commissioners has an internal
dengan anggota sendiri ataupun gabungan dengan Direksi. meeting mechanism among members or jointly with the Board
Sedangkan Direksi memiliki mekanisme rapat internal antar of Directors. Meanwhile, the Board of Directors has an internal
anggota yang dapat dilaksanakan dengan mengundang divisi- meeting mechanism among members, inviting other divisions
divisi lain yang terkait dengan agenda pembahasan. related to the discussion agenda.
Pelaksanaan rapat untuk Dewan Komisaris dan Direksi dapat The Board of Commissioners and Board of Directors can
diadakan kapan pun sesuai kebutuhan. Rapat juga dapat conduct the meeting at any time as needed. Meeting can also
dilaksanakan apabila mendapat permintaan dari seorang be held if there is a request from one or more members of
atau lebih anggota Dewan Komisaris dan Direksi, dan/atau the Board of Commissioners and Board of Directors, and/or a
permintaan Pemegang Saham yang mewakili sekurang- request from Shareholders who represent at least 1/10 (one
kurangnya 1/10 (satu per sepuluh) jumlah dari jumlah saham tenth) of the total number of outstanding shares, along with
yang beredar dengan disertai alasan diadakannya rapat. the reasons for the meeting.
Setiap keputusan yang diambil pada saat rapat Dewan Every decision at the meeting of the Board of Commissioners
Komisaris dan Direksi dilakukan dengan berdasarkan prinsip and Board of Directors is made based on the principle of
musyawarah untuk mufakat. Apabila mufakat tidak tercapai, deliberation to reach a consensus. If there is no consensus,
maka pengambilan keputusan dilakukan melalui mekanisme the decision is made through a vote. If the voting result is
pengambilan suara. Dalam hal hasil pengambilan suara balanced, the chairman of the meeting has the right to decide
berimbang, maka ketua rapat berhak memutuskan hasil rapat. the meeting's outcome. The decision is considered valid if
Pengambilan keputusan dianggap sah apabila dihadiri oleh attended by all members of the Board of Directors or their
seluruh anggota Direksi atau wakilnya yang sah. authorized representatives.
Seluruh risalah dan hasil keputusan rapat Dewan Komisaris All minutes and resolutions of meetings of the Board of
dan Direksi dicatat dan didokumentasikan dengan Commissioners and Board of Directors are recorded,
ditandatangani oleh seluruh anggota yang hadir, termasuk documented, and signed by all attending members, including
apabila terdapat perbedaan pendapat (dissenting opinion) the dissenting opinions along with the reasons. The minutes
dengan menyertakan alasan terjadinya perbedaan pendapat. are distributed to all members, whether present or not, at the
Risalah rapat didistribusikan kepada seluruh anggota, baik meeting. Particularly, the Board of Directors’ meeting minutes is
yang hadir maupun tidak hadir dalam rapat tersebut. Khusus distributed to all positions below the Board of Directors no later
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
284 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 285
Tata Kelola Perusahaan
Corporate Governance
untuk risalah rapat Direksi akan didistribusikan kepada than 7 (seven) days from the signing of the decision. Meetings of
tingkatan organisasi di bawah Direksi selambat-lambatnya 7 the Board of Commissioners and Directors are held within the
(tujuh) hari sejak ditandatanganinya keputusan tersebut. Rapat Company’s operational area. Decisions made during meetings,
Dewan Komisaris dan Direksi diadakan di lingkungan tempat including those held via teleconference, video conference, or
operasi Perseroan. Keputusan-keputusan yang telah diambil other electronic media that allow all participants to see and/or
selama rapat, termasuk yang diselenggarakan melalui media hear each other directly and participate in the meeting, shall
telekonferensi, video konferensi atau sarana media elektronik remain valid as long as they meet the requirements.
lainnya yang memungkinkan semua peserta rapat saling melihat
dan/atau mendengar secara langsung serta berpartisipasi dalam
rapat, tetap sah sepanjang memenuhi persyaratan yang telah
ditetapkan.
Rapat Internal Dewan Komisaris Board of Commissioners Internal Meeting
Pada tahun 2024, Dewan Komisaris mengadakan rapat internal In 2024, the Board of Commissioners has held 13 (thirteen)
antar anggota sebanyak 13 (tiga belas) kali. Berikut disampaikan internal meetings with all members. Here are the agenda and
agenda dan risalah rapat, kehadiran, serta rekapitulasi tingkat minutes of meetings, attendance, and attendance levels of the
kehadiran Dewan Komisaris dalam rapat-rapat tersebut. Board of Commissioners during the meetings.
Rekapitulasi Kehadiran Komisaris pada Rapat Internal
Commissioners’ Attendance during Internal Meeting
Jumlah Wajib Rapat
Nama dan Posisi Jumlah Kehadiran Kehadiran
Number of Mandatory
Name and Position Number of Presence Presence
Meeting
Dharmadi 13 13 100%
Komisaris Utama/independen
President Commissioner/Independent
Rahmat Hanafi 13 13 100%
Komisaris
Commissioner
Ali Gunawan 13 13 100%
Komisaris Independen
Independent Commissioner
Abhan 13 13 100%
Komisaris Independen
Independent Commissioner
Agit Atriantio 13 13 100%
Komisaris Independen
Independent Commissioner
Rata-rata
100%
Average
Risalah Rapat Internal Dewan Komisaris
Minutes of Internal Meeting
Tanggal Agenda Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Presence Reasons for Absence
18 Januari 2024 Rencana Kerjadan dan Anggaran Perusahaan Tahun 2024 100% -
January 18, 2024 2024 Corporate Work Plan and Budget
26 Februari 2024 Briefing Dewan Komisaris dan Kinerja Korporat Januari 2024 100% -
February 26, 2024 Board of Commissioners Briefing and Corporate Performance
January 2024
22 Maret 2024 Briefing Dewan Komisaris dan Kinerja Korporat Februari 2024 100% -
March 22, 2024 Board of Commissioners Briefing and Corporate Performance
February 2024
22 April 2024 Briefing Dewan Komisaris 100% -
April 22, 2024 Board of Commissioners Briefing
20 Mei 2024 Briefing Dewan Komisaris 100% -
May 20, 2024 Board of Commissioners Briefing
285
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 286
Risalah Rapat Internal Dewan Komisaris
Minutes of Internal Meeting
Tanggal Agenda Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Presence Reasons for Absence
7 Juni 2024 Persiapan RUPST GMF 28 Juni 2024 100% -
June 7, 2024 Preparation for GMF Annual GMS on June 28, 2024
8 Juli 2024 Open Item Dewan Komisaris GMF 100% -
July 8, 2024 GMF Board of Commissioners’ Open Items
19 Agustus 2024 Open Item Dewan Komisaris GMF 100% -
August 19, 2024 GMF Board of Commissioners’ Open Items
2 September 2024 Pembahasan Remunerasi Direksi dan Dewan Komisaris 100% -
September 2, 2024 Discussion on Board of Directors and Board of Commissioners’
Remuneration
24 Oktober 2024 Persiapan RUPSLB GMF 2024 100% -
October 24, 2024 Preparation for GMF EGMS 2024
22 November 2024 Evaluasi Laporan Triwulan 3 GMF 100% -
November 22, 2024 Evaluation of GMF Q3 Report
24 Desember 2024 • Open Item Dewan Komisaris 100% -
December 24, 2024 • Rencana Kerja dan Anggaran Dewan Komisaris
• Board of Commissioners’ Open Items
• Board of Commissioners’ Work Plan and Budget
Rapat Gabungan Dewan Komisaris Dan Direksi Joint Meeting with Directors
Selain rapat internal, Dewan Komisaris juga dapat melakukan Apart from internal meetings, the Board of Commissioners
rapat gabungan dengan mengundang Direksi. Rapat gabungan can also hold joint meetings by inviting the Board of Directors.
ini berfungsi sebagai bentuk koordinasi membahas laporan- This joint meeting serves as a form of coordination to discuss
laporan periodik Direksi dan kondisi serta prospek usaha serta the Board of Directors’ periodic reports, business conditions,
kebijakan yang berdampak pada kinerja Perseroan. Melalui prospects and policies that affected the Company's performance.
rapat ini, Dewan Komisaris dapat memberikan tanggapan, The Board of Commissioners can respond, give notes and
catatan, dan nasihat yang nantinya akan dituangkan dalam advice, which will be outlined in the Minutes of Meeting. Joint
Risalah Rapat. Rapat gabungan dapat juga dilakukan atas usulan meetings may also be held at the recommendation of the Board
Direksi. of Directors.
Pada tahun 2024, rapat gabungan antara Dewan Komisaris In 2024, there were 16 (sixteen) joint meetings between the
dan Direksi dilaksanakan sebanyak 16 (enam belas) kali. Board of Commissioners and Board of Directors. The following
Berikut disampaikan agenda dan risalah rapat, kehadiran, serta is the agenda, minutes of meetings, and attendance levels of
rekapitulasi tingkat kehadiran Dewan Komisaris dan Direksi the Board of Commissioners and Directors during meetings.
dalam rapat-rapat tersebut.
Rekapitulasi Kehadiran Komisaris dan Direktur pada Rapat Gabungan
Recapitulation of the presence of Commissioners and Directors at the Joint Meeting
Nama dan Posisi Jumlah Wajib Rapat Jumlah Kehadiran Kehadiran
Name and Position Number of Mandatory Meeting Number of Presence Presence
Dewan Komisaris
Board of Commissioners
Dharmadi 16 16 100%
Komisaris Utama
President Commissioner
Rahmat Hanafi 16 16 100%
Komisaris
Commissioner
Ali Gunawan 16 16 100%
Komisaris Independen
Independent Commissioner
Abhan 16 16 100%
Komisaris Independen
Independent Commissioner
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
286 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 287
Tata Kelola Perusahaan
Corporate Governance
Rekapitulasi Kehadiran Komisaris dan Direktur pada Rapat Gabungan
Recapitulation of the presence of Commissioners and Directors at the Joint Meeting
Nama dan Posisi Jumlah Wajib Rapat Jumlah Kehadiran Kehadiran
Name and Position Number of Mandatory Meeting Number of Presence Presence
Agit Atriantio 16 16 100%
Komisaris Independen
Independent Commissioner
Rata-rata
100%
Average
Direksi
Board of Directors
Andi Fahrurrozi 16 16 100%
Direktur Utama
CEO
Irvan Pribadi 16 16 100%
Direktur Base Operation
Director of Base Operations
Pudjo Sarwoko 16 16 100%
Direktur Human Capital & Corporate Affairs
Director of Human Capital & Corporate Affairs
Salusra Satria 16 16 100%
Direktur Keuangan
Director of Finance
Mukhtaris 16 16 100%
Direktur Line Operation
Director of Line Operation
Rata-rata
100%
Average
Risalah Rapat Gabungan Dewan Komisaris dan Direksi
Minutes of Joint Meeting of the Board of Commissioners and Directors
Tanggal Agenda Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Presence Reasons for Absence
19 Januari 2024 • Kinerja Korporat FY 2024 100% -
January 19, 2024 • Update Kerja Sama
• Corporate Performance FY 2024
• Update Partnership
26 Februari 2024 Kinerja Korporat Januari 2024 100% -
February 26, 2024 Corporate Performance as of January 2024
22 Maret 2024 Kinerja Korporat Februari 2024 100% -
March 22, 2024 Corporate Performance as of February 2024
22 April 2024 • Kinerja Korporat YTD Maret 2024 100% -
April 22, 2024 • Update Rencana Penambahan Modal GMF melalui penyertaan
aset GA (Hangar)
• Corporate Performance YTD March 2024
• Update on GMF Equity Addition Plan through asset addition
of GA (Hangar)
20 Mei 2024 Kinerja Korporat YTD April 2024 100% -
May 20, 2024 Corporate Performance YTD April 2024
7 Juni 2024 Persiapan RUPST GMF 28 Juni 2024 100% -
June 7, 2024 Preparation of GMF AGMS on June 28, 2024
25 Juni 2024 Persiapan RUPST GMF 28 Juni 2024 100% -
June 25, 2024 Preparation of GMF AGMS on June 28, 2024
8 Juli 2024 Kinerja YTD Mei dan Highlight Juni 2024 100% -
July 8, 2024 Performance of YTD May and June 2024 Highlight
29 Juli 2024 Laporan Bulanan YTD Juni 2024 100% -
July 29, 2024 Monthly Report YTD June 2024
19 Agustus 2024 Laporan Bulanan YTD Juli 2024 100% -
August 19, 2024 Monthly Report YTD July 2024
287
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 288
Risalah Rapat Gabungan Dewan Komisaris dan Direksi
Minutes of Joint Meeting of the Board of Commissioners and Directors
Tanggal Agenda Rapat Kehadiran Alasan Ketidakhadiran
Date Meeting Agenda Presence Reasons for Absence
6 September 2024 Update Strategic Initiatives 2024 100% -
September 6, 2024
20 September 2024 Laporan Bulanan YTD Agustus 2024 100% -
September 20, 2024 Monthly Report YTD August 2024
4 Oktober 2024 Pembahasan Materi RUPSLB 16 Oktober 2024 100% -
October 4, 2024 Material Discussion on EGMS on October 16, 2024
31 Oktober 2024 • Pembahasan RKAP 2025 dan RJPP 2025-2029 100% -
October 31, 2024 • Laporan Bulanan YTD September 2024
• Discussion on RKAP 2025 and RJPP 2025-2029
• Monthly Report YTD September 2024
22 November 2024 • Laporan Bulanan YTD November 2024 100% -
November 22, 2024 • Human Capital Update
• Monthly Report YTD November 2024
• Human Capital Update
24 Desember 2024 • Laporan Bulanan YTD November 2024 100% -
December 24, 2024 • Update Inbreng Hangar
• Monthly Report YTD November 2024
• Update on Hangar Equity Participation (Inbreng)
Rapat Direksi Board of Directors Meeting
Pada tahun 2024, Direksi mengadakan rapat sebanyak 28 (dua In 2024, the Board of Directors has held 28 (twenty-eight)
puluh delapan) kali. Berikut disampaikan agenda dan risalah meetings. Here are the agenda and minutes of meetings, and
rapat, kehadiran, serta rekapitulasi tingkat kehadiran Direksi attendance level of the Board of Directors during meetings.
dalam rapat-rapat tersebut.
Rekapitulasi Kehadiran Direktur pada Rapat Internal
Directors’ Attendance during Internal Meeting
Jumlah Wajib Rapat
Nama dan Posisi Jumlah Kehadiran Kehadiran
Number of Mandatory
Name and Position Number of Presence Presence
Meeting
Andi Fahrurrozi 28 27 96,4%
Direktur Utama
CEO
Irvan Pribadi 28 24 85,7%
Direktur Base Operation
Director of Base Operations
Pudjo Sarwoko 28 28 100%
Direktur Human Capital & Corporate Affairs
Director of Human Capital & Corporate Affairs
Salusra Satria 28 27 96,4%
Direktur Keuangan
Director of Finance
Mukhtaris 28 28 100%
Direktur Line Operation
Director of Line Operation
Rata-rata
95,7%
Average
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
288 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 289
Tata Kelola Perusahaan
Corporate Governance
Risalah Rapat Internal Direksi
Minutes of Internal Meeting
Tanggal Rapat Agenda Rapat
Meeting Date Meeting Agenda
2 Januari 2024 • Briefing, Roundtable Discussion and Open Items
January 2, 2024 • Update Pengadaan Seragam Kerja 2024
• Update Usulan Perubahan Pola Ikatan Dinas Pendidikan dan Pelatihan
8 Januari 2024 Briefing, Roundtable Discussion dan Open Item
January 8, 2024
9 Januari 2024 • Briefing, Roundtable Discussion dan Open Item
January 9, 2024 • Update Pengadaan Safety Shoes & Vest
• Update Pengadaan Hangar Door
• Update Pengadaan ATW dan ASU
• Update Inventory
16 Januari 2024 Briefing, Roundtabe Discussion dan Open Item
January 16, 2024
22 Januari 2024 • Briefing, Roundtabe Discussion dan Open Item
January 22, 2024 • Update Simulasi Pembiayaan (Financing) Pekerjaan Perawatan Engine
• Update Rencana Perluasan (Extension) Hangar 1
• Persetujuan Penunjukan Pemenang Pengadaan Hangar Door
24 Januari 2024 • Persetujuan Penunjukan Pemenang Pengadaan Hangar Door
January 24, 2024 • Update Proses Pengadaan Safety Shoes dan Vest
• Approval for the Appointment of the Hangar Door Procurement Winner
• Update on Safety Shoes and Vest Procurement
29 Januari 2024 • Briefing, Roundtabe Discussion dan Open Item
January 29, 2024 • Update Pelaksanaan Perayaan Hari Ulang Tahun 22
• Pengajuan Persetujuan Penambahan Tenaga Alih Daya (TAD) Line Maintenance
• Update Skema Kerjasama Pembangunan Ruangan Koperasi Karyawan
• Briefing, Roundtable Discussion, and Open Items
• Update on the 22nd Anniversary Celebration
• Implementation Submission for Approval of Additional Outsourced Manpower (TAD) for Line Maintenance
• Update on the Collaboration Scheme for Employee Cooperative Room Development
7 Februari 2024 Briefing, Roundtabe Discussion dan Open Item
February 7, 2024 Briefing, Roundtabe Discussion and Open Item
12 Februari 2024 • Briefing, Roundtabe Discussion dan Open Item
February 12, 2024 • Update Budget Revitalisasi Tools & Equipment
• Briefing, Roundtabe Discussion and Open Item
• Update on the Collaboration Scheme for Employee Cooperative Room Development
26 Februari 2024 • Briefing, Roundtable Discussion and Open Items
February 26, 2024 • Update Status Inventory
• Briefing, Roundtable Discussion, and Open Items
• Update on Inventory Status
4 Maret 2024 • Briefing, Roundtable Discussion and Open Items
March 4, 2024 • Update Restrukturisasi Pembayaran Kewajiban Vendor
• Persetujuan Pengadaan Perangkat Komputer
• Update GMF Spirit, Apresiasi Hari Raya dan Kebijakan SDM
• Briefing, Roundtable Discussion, and Open Items
• Update on Vendor Obligation Payment Restructuring
• Approval for Computer Equipment Procurement
• Update on GMF Spirit, Holiday Appreciation, and HR Policies
13 Maret 2024 • Briefing, Roundtable Discussion and Open Items
March 13, 2024 • Update Equity Improvement Program
• Persetujuan Pendanaan Maintenance GA
• Briefing, Roundtable Discussion, and Open Items
• Update on Equity Improvement Program
• Approval for GA Maintenance Funding
18 Maret 2024 • Briefing, Roundtable Discussion and Open Items
March 18, 2024 • Update Penanganan Scrap Engine
• Update status Inventory Propose to Sale Dinas Narrow Body Base Maintenance
• Persetujuan Pengadaan Laptop dan Seragam
• Briefing, Roundtable Discussion, and Open Items
• Update on Scrap Engine Handling
• Update on Inventory Status Proposed for Sale of Narrow Body Base Maintenance Unit
• Approval for Laptop and Uniform Procurement
289
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 290
Risalah Rapat Internal Direksi
Minutes of Internal Meeting
Tanggal Rapat Agenda Rapat
Meeting Date Meeting Agenda
1 April 2024 • Briefing, Roundtabe Discussion dan Open Item
April 1, 2024 • Update Pengadaan Aircraft Towing Truck Wide Body (ATW) dan Air Starter Unit (ASU)
• Update Konsesi Station Kualanamu (KNO) dengan PT Angkasa Pura Aviasi (AVI)
• Briefing, Roundtable Discussion, and Open Items
• Update on Aircraft Towing Truck Wide Body (ATW) and Air Starter Unit (ASU)
• Procurement Update on Kualanamu (KNO) Station Concession with PT Angkasa Pura Aviasi (AVI)
30 April 2024 • Briefing, Roundtable Discussion and Open Items
April 30, 2024 • Persetujuan Pelaksanaan Penambahan Modal dengan Hak Memesan Efek Terlebih Dahulu ("PMHEMTD")
• Briefing, Roundtable Discussion, and Open Items
• Approval for the Implementation of Capital Increase with Pre-emptive Rights (“PMHEMTD”)
6 Mei 2024 • Briefing, Roundtables Discussion dan Open Item
May 6, 2024 • Persetujuan Penunjukan Langsung PT BRI Danareksa Sekuritas sebagai Sekuritas pada Penambahan
Modal dengan Hak Memesan Efek Terlebih Dahulu
• Persetujuan Usulan dan Design Pemanfaatan Lahan Samping Selatan Masjid
• Briefing, Roundtable Discussion, and Open Items
• Approval for the Direct Appointment of PT BRI Danareksa Sekuritas as the Underwriter for the Capital
Increase with Pre-emptive Rights
• Approval for Proposal and Design of Land Utilization on the South Side of the Mosque
14 Mei 2024 • Briefing, Roundtables Discussion dan Open Item
May 14, 2024 • Pengajuan Usulan Re-Layouting untuk Reaktivasi Fasilitas Daycare
• Briefing, Roundtable Discussion, and Open Items
• Proposal Submission for Re-layout to Reactivate Daycare Facility
20 Mei 2024 • Briefing, Roundtables Discussion dan Open Item
May 20, 2024 • Update Organisasi NDT
• Update Pelaksanaan Penambahan Modal dengan Hak Memesan Efek Terlebih Dahulu (PMHMETD)
• Update Pengadaan Pondasi dan Portal Hangar Door
• Briefing, Roundtable Discussion, and Open Items
• Update on NDT Organization
• Update on the Implementation of Capital Increase with Pre-emptive Rights (PMHMETD)
• Update on Hangar Door Foundation and Portal Procurement
27 Mei 2024 • Briefing, Roundtables Discussion dan Open Item
May 27, 2024 • Update Program Leader Development
• Briefing, Roundtable Discussion, and Open Items
• Update on Leader Development Program
3 Juni 2024 • Briefing, Roundtables Discussion dan Open Item
June 3, 2024 • Update Case ER-BAE
• Briefing, Roundtable Discussion, and Open Items
• Update on ER-BAE Case
25 Juni 2024 • Briefing, Roundtables Discussion dan Open Item
June 25, 2024 • Update Pelaksanaan Penambahan Modal dengan Hak Memesan Efek Terlebih Dahulu (PMHMETD)
• Update dan Persetujuan Perpanjangan Kerjasama Asuransi Kesehatan Mandiri Inhealth
• Update Penyelesaian Tagihan Bruto/Progress Billing dan Proses Penyelesaian
• Update Prosedur Risk Management Lindung Nilai (Hedging)
• Briefing, Roundtable Discussion, and Open Items
• Update on the Implementation of Capital Increase with Pre-emptive Rights (PMHMETD)
• Update and Approval on Extension of Health Insurance Cooperation with Mandiri Inhealth
• Update on Settlement of Gross Billing/Progress Billing and Completion Process
• Update on Risk Management Procedures for Hedging
1 Juli 2024 • Briefing, Roundtables Discussion dan Open Item
July 1, 2024 • Update Kebijakan Perjalanan Dinas Darat dan Tunjangan Transportasi
• Briefing, Roundtable Discussion, and Open Items
• Update on Land Travel Policy and Transportation Allowance
8 Juli 2024 • Briefing, Roundtables Discussion dan Open Item
July 8, 2024 • Update Penunjukan Konsultan dan Trainer sebagai Tindaklanjut Hasil Audit EASA
• Update Kerjasama Penyediaan Independent Power Producer (IPP) Asaku dan Facility Management
Overview
• Briefing, Roundtable Discussion, and Open Items
• Update on Consultant and Trainer Appointment as Follow-Up to EASA Audit Results
• Update on Independent Power Producer (IPP) Provision Collaboration and Facility Management Overview
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
290 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 291
Tata Kelola Perusahaan
Corporate Governance
Risalah Rapat Internal Direksi
Minutes of Internal Meeting
Tanggal Rapat Agenda Rapat
Meeting Date Meeting Agenda
5 Agustus 2024 • Briefing, Roundtable Discussion dan Open Item
August 5, 2024 • Persetujuan Pengadaan Kantor Akuntan Publik
• Update Cashflow
• Briefing, Roundtable Discussion, and Open Items
• Approval for Public Accountant Firm Procurement
• Update on Cash Flow
14 Oktober 2024 Briefing, Roundtable Discussion dan Open Item
October 14, 2024
4 November 2024 • Briefing, Roundtable Discussion dan Open Item
November 4, 2024 • Update dan Persetujuan Pengadaan Integrated Facility Management
• Update Hasil Assessment Risk Maturity Index, Risk Strategy 2025 dan Top Risk 2025
• Briefing, Roundtable Discussion, and Open Items
• Update and Approval for Integrated Facility Management
• Procurement Update on Risk Maturity Index Assessment Results, Risk Strategy 2025, and Top Risks 2025
18 November 2024 Briefing, Roundtable Discussion dan Open Item
November 18, 2024
2 Desember 2024 Briefing, Roundtable Discussion dan Open Item
December 2, 2024
PENGUNGKAPAN HUBUNGAN AFILIASI DISCLOSURE OF AFFILIATION AMONG BOARD
DEWAN KOMISARIS DAN DIREKSI OF COMMISSIONERS AND DIRECTORS
Pengungkapan hubungan afiliasi mencakup hubungan keluarga Affiliated relations include family and financial relationships.
dan hubungan keuangan. Bentuk hubungan keuangan termasuk The financial relationships are accounts receivable, business
di antaranya hutang-piutang, kerja sama bisnis, karyawan dan cooperation, employees and companies, and so on. The family
perusahaan, dan sebagainya. Sedangkan bentuk hubungan relationship includes special relationships of blood ties such
keluarga mencakup hubungan istimewa terutama yang as husband/wife/children/parents/siblings/in-laws, and so on.
disebabkan hubungan pertalian darah seperti suami/istri/anak/
orang tua/saudara kandung/ipar, dan sebagainya.
Hubungan Afiliasi Kepengurusan pada Perusahaan/Institusi Lain
Affiliation Position in Other Companies
Pemegang Sebagai
Nama dan Posisi Sebagai
Dewan Saham Utama Anggota Dewan
Name and Position Direksi Anggota Direksi
Komisaris dan Pengendali Komisaris Jabatan Lainnya
Board of As member
Board of Major and As Member Other Position
Directors of Board of
Commissioners Controlling of Board of
Directors
Shareholders Commissioners
Dewan Komisaris
Board of Commissioners
Dharmadi x x x x x ✓
Komisaris Utama
President
Commissioner
Rahmat Hanafi x x ✓ ✓ x x
Komisaris
Commissioner
Ali Gunawan x x x ✓ ✓ x
Komisaris
Independen
Independent
Commissioner
Abhan x x x x x x
Komisaris
Independen
Independent
Commissioner
291
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 292
Hubungan Afiliasi Kepengurusan pada Perusahaan/Institusi Lain
Affiliation Position in Other Companies
Pemegang Sebagai
Nama dan Posisi Sebagai
Dewan Saham Utama Anggota Dewan
Name and Position Direksi Anggota Direksi
Komisaris dan Pengendali Komisaris Jabatan Lainnya
Board of As member
Board of Major and As Member Other Position
Directors of Board of
Commissioners Controlling of Board of
Directors
Shareholders Commissioners
Agit Atriantio x x x x x ✓
K o m i s a r i s
Independen
Independent
Commissioner
Direksi
Board of Directors
Andi Fahrurrozi x x x x x x
Direktur Utama
CEO
Irvan Pribadi x x x x x x
Direktur Base
Operation
Director of Base
Operations
Pudjo Sarwoko x x x x ✓ x
Direktur Human
Capital & Corporate
Affairs
Director of Human
Capital & Corporate
Affairs
Salusra Satria x x x x x x
Direktur Keuangan
Director of Finance
Mukhtaris x x x x x x
Direktur Line
Operation
Director of Line
Operation
*) Keterangan | Notes:
v = terdapat adanya hubungan | there is a relationship
x = tidak terdapat adanya hubungan | there is no relationship
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
292 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 293
Tata Kelola Perusahaan
Corporate Governance
RANGKAP JABATAN DEWAN KOMISARIS CONCURRENT POSITION OF THE
Kebijakan rangkap jabatan Dewan Komisaris telah diatur dalam The concurrent policy for the Board of Commissioners refers
Anggaran Dasar dan Pedoman Dewan Komisaris. Seluruh to the Articles of Association and the Board of Commissioners
Dewan Komisaris Perseroan pada waktu bersamaan tidak Manual. The Company’s Board of Commissioners is not allowed
diperbolehkan merangkap jabatan dengan ketentuan sebagai to hold concurrent positions as follow:
berikut:
1. Mempunyai jabatan sebagai anggota Direksi BUMN, Badan 1. Having a position as a member of the Directors of SOEs,
Usaha Milik Daerah (BUMD), Badan Usaha Milik Swasta, Regionally Owned Enterprises (BUMD), Business Entities
kecuali rangkap jabatan sebagai Direksi pada BUMN yang Private owned, except for concurrent positions as Directors
merupakan pemegang saham pengendali Perseroan atau of BUMN that are the holders Company’s controlling shares
apabila diatur lain oleh peraturan perundang-undangan; or if regulated other by statutory regulations;
2. Mempunyai jabatan sebagai pengurus partai politik dan/ 2. Has a position as a manager of a political party and/or
atau anggota legislative dan/atau calon kepala daerah/ legislative members and/or candidates for head region/
wakil kepala daerah; deputy head of region;
3. Mempunyai jabatan lainnya sesuai dengan ketentuan 3. Having other positions in accordance with the provisions
peraturan perundang-undangan; dan/atau of the legislation; and/or
4. Mempunyai jabatan lain yang dapat menimbulkan benturan 4. Having another position that can give rise to conflict of
kepentingan. interest.
5. Anggota Dewan Komisaris dapat merangkap jabatan 5. Members of the Board of Commissioners can concurrently
sebagai: position as:
a. Anggota Direksi paling banyak pada 2 (dua) Emiten a. Members of the Board of Directors are no more than 2
atau Perusahaan Publik lain; dan (two) Issuers or other public companies; and
b. Anggota Dewan Komisaris paling banyak pada 2 (dua) b. Members of the Board of Commissioners are at most
Emiten atau Perusahaan Publik lain. 2 (two) Issuers or other Public Companies.
Pada tahun 2023, terdapat 4 (empat) orang anggota Dewan In 2023, there was 4 (four) members of the Company's Board of
Komisaris Perseroan yang mempunyai jabatan rangkap pada Commissioners who held a concurrent position in a subsidiary,
anak perusahaan, perusahaan patungan, dan/atau perusahaan joint venture, and/or other companies.
lain.
Nama Jabatan pada Anak Perusahaan, Perusahaan Patungan, dan/atau Perusahaan lain Periode
Name Position in Subsidiaries, Joint Ventures, and/or other Companies Period
Dharmadi Wakil Sekretaris Jenderal Indonesia National Air Carriers Association 2022 - sekarang
Anggota Komisaris Flybest Flight Academy 2022 - present
Deputy Secretary General of the Indonesia National Air Carriers Association
Member of Commissioner Flybest Flight Academy 2022 - sekarang
2022 - present
Rahmat Hanafi Direktur Teknik PT Garuda Indonesia (Persero) Tbk 2020 - sekarang
Director of Technic PT Garuda Indonesia (Persero) Tbk 2020 - present
Agit Atriantio Asisten Khusus Menteri Kelautan dan Prikanan (KKP) 2021 - sekarang
Special Assistant to the Minister of Maritime Affairs and Fisheries 2021 - present
Ali Gunawan Komisaris PT Allo Bank Indonesia Tbk 2021 - sekarang
Komisaris Utama PT Asuransi Umum Mega 2011 - sekarang
Pengendali Keuangan Grup PT CT Corpora 2004 - sekarang
Commissioner of PT Allo Bank Indonesia Tbk 2021 - present
President Commissioner of PT Asuransi Umum Mega 2011 - present
Group Financial Controller PT CT Corpora 2004 - present
BOARD OF COMMISSIONERS
RANGKAP JABATAN DIREKSI
Sebagaimana diatur dalam Anggaran Dasar dan Pedoman Concurrent Position of the Board of Directors
Direksi, anggota Direksi GMF dilarang merangkap jabatan As stipulated in the Articles of Association and Guidelines
sebagai: for Directors, members of the GMF Directors are prohibited
1. Anggota Direksi pada BUMN, Badan Usaha Milik Daerah concurrently serving as:
(BUMD), dan badan usaha milik swasta; 1. Member of the Board of Directors of SOEs, Owned
Enterprises Regions (“BUMD”), and private-owned business
2. Anggota Dewan Komisaris/Dewan Pengawas pada Badan entities;
Usaha Milik Swasta; 2. Members of the Board of Commissioners/Supervisory
293
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 294
3. Jabatan struktural dan fungsional lainnya pada instansi/ Board in Private Enterprises;
lembaga pemerintah pusat/dan/atau daerah; 3. Other structural and functional positions in central
4. Jabatan Jabatan lainnya sesuai dengan ketentuan dalam government agencies/institutions/and/or area;
peraturan perundang-undangan, pengurus partai politik 4. Other positions in accordance with the provisions in
dan/atau calon/anggota legislative dan/atau calon kepala statutory regulations, management political parties and/
daerah, wakil kepala daerah; dan/atau; or candidates/legislative members and/or regional head,
5. Jabatan lain yang berpotensi menimbulkan benturan deputy regional head candidates; and/or;
kepentingan dengan perusahaan yang bersangkutan; 5. Other positions that have the potential to cause conflicts
6. Anggota Dewan Komisaris pada perusahaan swasta, kecuali: of interest with that company concerned;
6. Members of the Board of Commissioners of a private
a. Anggota Dewan Komisaris pada Anak Perusahaan atau company, except:
perusahaan patungan antara Perseroan dengan pihak a. Member of the Board of Commissioners of a
lainnya, dengan ketentuan hanya berhak atas akumulasi Subsidiary or a joint venture between the Company
penghasilan sebagai anggota Dewan Komisaris pada with other parties, with provisions only is entitled to
satu atau lebih Anak Perusahaan/Perusahaan patungan the accumulation of income as a member of the Board
maksimal sebesar 30% (tiga puluh persen dari gaji of Commissioners at one or more Subsidiaries/Joint
anggota Direksi yang bersangkutan di Perseroan, ventures a maximum of 30% (thirty percent of salary the
sedangkan penghasilan lain atau selebihnya diserahkan relevant Directors in the Company, while other income
menjadi penghasilan Perseroan; or the rest turned over to the Company’s income;
b. Anggota Dewan Komisaris untuk mewakili atau
memperjuangkan kepentingan Perseroan (seperti b. Members of the Board of Commissioners to represent
pada PT Bursa Efek Indonesia) atau anggota Dewan or fight for the interests of the Company (such as on PT
Komisaris karena kewajiban yang ditentukan oleh Indonesia Stock Exchange) or members The Board of
peraturan perundang-undangan. Commissioners because of its obligations determined
by statutory regulations.
Pada tahun 2023, terdapat seorang anggota Direksi Perseroan
yang mempunyai jabatan rangkap pada anak perusahaan, In 2023, there was a member of the Company's Board of
perusahaan patungan, dan/atau perusahaan lain. Directors who held a concurrent position in a subsidiary, joint
venture, and/or other companies.
Jabatan pada Anak Perusahaan, Perusahaan Patungan, dan/atau
Nama Perusahaan lain Periode
Name Position in Subsidiaries, Joint Ventures, and/or other Companies Period
Pudjo Sarwoko Komisaris Utama PT Garuda Daya Pratama Sejahtera (GDPS) 2023 - sekarang
President Commissioner of PT Garuda Daya Pratama Sejahtera (GDPS) 2023 - present
PENGUNGKAPAN KEPEMILIKAN SAHAM
DEWAN KOMISARIS DAN DIREKSI DISCLOSURE OF SHARE OWNERSHIP
AMONG THE BOARD OF COMMISSIONERS
AND DIRECTORS
Kepemilikan saham anggota Dewan Komisaris dan Direksi, baik
di GMF ataupun perusahaan lainnya senantiasa diungkapkan Share ownership of members of the Board of Commissioners
secara berkala melalui daftar kepemilikan saham anggota and Board of Directors, whether at GMF or other companies,
Dewan Komisaris dan Direksi. Seluruh anggota Dewan is always disclosed periodically through the share ownership
Komisaris dan Direksi wajib menyampaikan transaksi pembelian list of members of the Board of Commissioners and Board of
dan penjualan surat berharga kepada Sekretaris Perusahaan Directors. All members of the Board of Commissioners and
Otoritas Jasa Keuangan (OJK) paling lambat 3 (tiga) hari sejak Board of Directors must submit the securities transactions to
terjadinya transaksi. the Corporate Secretary of the Financial Services Authority
(OJK) not more than 3 (three) days after the transaction date.
Demi menjaga independensi, Komisaris Independen tidak
diperkenankan, baik langsung maupun tidak langsung, memilikI To maintain its independence, the Independent Commissioners
saham GMF. Walaupun demikian, di sepanjang tahun 2022, are not allowed, either directly or indirectly, to own GMF shares.
setiap anggota Dewan Komisaris Perusahaan tercatat tidak However, throughout 2022, each member of the Company's
memiliki saham GMF. Board of Commissioners did not own any share at GMF.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
294 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 295
Tata Kelola Perusahaan
Corporate Governance
Sedangkan sejumlah anggota Dewan Komisaris dan anggota
Direksi tercatat memiliki saham GMF secara langsung melalui Meanwhile, several members of the Board of Commissioners
program Employee Stock Allocation (“ESA”) pada saat IPO GMF and Directors have a direct share ownership of GMF through
dan yang bersangkutan masih aktif sebagai pegawai GMF. Pada the Employee Stock Allocation (“ESA”) program during GMF’s
tahun 2024, terdapat perubahan kepemilikan saham GMF oleh IPO and they are still active as GMF employees. In 2024, there
anggota Direksi dan perubahan kepemilikannya telah disajikan was a change in GMF share ownership by members of the Board
pada Bab Profil Perusahaan dalam Laporan Terintegrasi ini. of Directors, and the change in ownership has been presented
in the Company Profile chapter of this Integrated Report.
Kepemilikan Saham Dewan Komisaris dan Direksi Per 31 Desember 2024
Share Ownership of the Board of Commissioners and Directors as of December 31, 2024
Kepemilikan Saham
Share Ownership
Nama dan Posisi
Name and Position PT Garuda Indonesia Perusahaan Lain (di atas 5%)
GMF
(Persero) Tbk Other Company (above 5%)
Dewan Komisari
Board of Commissioners
Dharmadi Nihil Nihil Nihil
Komisaris Utama None None None
President Commissioner
Rahmat Hanafi Nihil 3,846,004 lembar saham | shares Nihil
Komisaris None None
Commissioner
Ali Gunawan Nihil Nihil Nihil
Komisaris Independen None None None
Independent Commissioner
Abhan Nihil Nihil Nihil
Komisaris Independen None None None
Independent Commissioner
Agit Atriantio Nihil Nihil Nihil
Komisaris Independen None None None
Independent Commissioner
Direksi
Board of Directors
Andi Fahrurrozi 144,400 lembar saham | shares Nihil Nihil
Direktur Utama None None
CEO
Irvan Pribadi 62,800 lembar saham | shares Nihil Nihil
Direktur Base Operation None None
Director of Base Operations
Pudjo Sarwoko 89,200 lembar saham | shares Nihil Nihil
Direktur Human Capital & Corporate None None
Affairs
Director of Human Capital &
Corporate Affairs
Salusra Satria Nihil Nihil Nihil
Direktur Keuangan None None None
Director of Finance
Mukhtaris Nihil 25,460 lembar saham | shares 275,000 lembar saham | shares
Direktur Line Operation None
Director of Line Operation
295
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 296
KEBIJAKAN PEMBERIAN PINJAMAN LOAN POLICY FOR THE BOARD OF
BAGI DEWAN KOMISARIS DAN DIREKSI COMMISSIONERS AND DIRECTORS
Sebagaimana diatur dalam Piagam Dewan Komisaris dan As stipulated in both Manual of the Board of Commissioners and
Piagam Direksi, Perseroan tidak memberikan fasilitas pinjaman Directors, the Company does not provide loan facilities to either
kepada anggota Dewan Komisaris dan Direksi dalam menjaga of them ensuring the maintenance of GCG implementation.
implementasi GCG.
KEBIJAKAN PENGUNDURAN DIRI POLICIES ON RESIGNATION OF
DEWAN KOMISARIS DAN DIREKSI THE BOARD OF COMMISSIONERS
APABILA TERLIBAT DALAM AND BOARD OF DIRECTORS IF
KEJAHATAN KEUANGAN INVOLVED IN FINANCIAL CRIMES
Sebagaimana diatur dalam Piagam Dewan Komisaris dan As stipulated in both Manual of the Board of Commissioners and
Piagam Direksi, anggota Dewan Komisaris dan Direksi yang Directors, members who are proven to be involved in financial
telah terbukti terlibat dalam kejahatan keuangan melalui crimes and are convicted by the legal authority, are required
penetapan status terpidana dari pihak yang berwenang, to resign from their positions. The financial crimes referred to
wajib mengundurkan diri dari jabatannya. Adapun kejahatan include manipulation and various forms of embezzlement in
keuangan yang dimaksud seperti manipulasi dan berbagai financial services activities, as well as criminal acts of money
bentuk penggelapan dalam kegiatan jasa keuangan serta laundering as outlined in Law Number 8 of 2010 concerning
Tindakan Pidana Pencucian Uang sebagaimana dimaksud dalam Prevention and Eradication of the Crime of Money Laundering.
Undang-Undang Nomor 8 Tahun 2010 tentang Pencegahan dan
Pemberantasan Tindak Pidana Pencucian Uang.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
296 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 297
Tata Kelola Perusahaan
Corporate Governance
Sekretaris Dewan Komisaris
Secretary to the Board of Commissioners
Sekretaris Dewan Komisaris merupakan organ pendukung The Secretary to the Board of Commissioners is the Board’s
Dewan Komisaris yang bertugas memastikan Dewan Komisaris supporting organ to ensure that the Board applies the best
menerapkan prinsip-prinsip GCG sesuai dengan best practices practice of GCG principles according to the prevailing laws and
dan peraturan perundang-undangan yang berlaku. Selain itu, regulations. The Secretary to the Board of Commissioners has to
Sekretaris Dewan Komisaris juga mempunyai tugas dan fungsi carry out administrative and secretarial activities of the Board
untuk melakukan kegiatan administrasi dan kesekretariatan as the supervisor of the Company's management.
sesuai fungsi Dewan Komisaris sebagai pengawas pengelolaan
Perseroan.
MASA JABATAN TERM OF OFFICE
Sekretaris Dewan Komisaris memiliki masa jabatan 3 (tiga) The Secretary to the Board of Commissioners has a 3 (three)
tahun terhitung sejak Surat Keputusan yang mengangkatnya, year period since his appointment Decree and can be extended
dan dapat diperpanjang 2 (dua) tahun. Dewan Komisaris for 2 (two) more term. The Board of Commissioners has the
memiliki hak untuk memberhentikan sekretarisnya sewaktu- right to dismiss its secretary at any time as regulated.
waktu sesuai dengan ketentuan yang berlaku.
PROFIL SEKRETARIS DEWAN KOMISARIS PROFILE OF THE SECRETARY TO THE
BOARD OF COMMISSIONERS
Sekretaris Dewan Komisaris dijabat oleh Yogi Aditama, yang The Secretary of the Board of Commissioners is Yogi Aditama,
diangkat berdasarkan Surat Keputusan Dewan Komisaris No. who was appointed based on the Decree of the Board of
DEKOM-GMF/SKEP/5001/20 dan kemudian dilakukan masa Commissioners No. DEKOM-GMF/SKEP/5001/20 and then
perpanjangan sebagai Sekretaris Dewan Komisaris berdasarkan extended as Secretary of the Board of Commissioners based on
Surat Keputusan Dewan Komisaris No. DEKOM-GMF/ the Decree of the Board of Commissioners No. DEKOM-GMF/
SKEP/5001/23 dengan masa jabatan 2 (dua) tahun. SKEP/5001/23 with a term of office of 2 (two) years.
Yogi Aditama
Sekretaris Dewan Komisaris
Secretary to the Board of Commissioners
Periode Jabatan Periode jabatan pertama yang berlaku 2020-2023, dan diperpanjang untuk periode kedua yaitu 2023-2025.
Period Serving his first term from 2020 to 2023, and extended from 2023 until 2025.
Data Pribadi Warga Negara Indonesia | Indonesian Citizen
Personal Data Usia 34 tahun | 34 years old
Kelahiran Kediri, 14 November 1990 | Born in Kediri, November 14, 1990
Domisili Tangerang, Banten, Indonesia
Domicile
Pendidikan Magister (S2) Ilmu Hukum, Universitas Indonesia
Education Master’s Degree in Law from the University of Indonesia
Pengalaman Kerja • SM Subsidiaries & Affiliations—PT Garuda Indonesia (Persero) Tbk (2022-sekarang)
Work Experience • GCG Analyst—PT Garuda Indonesia (Persero) Tbk (2019-2022)
• Corporate Governance Analyst—PT GMF Aero Asia Tbk (2019-2020)
• GCG Compliance Officer—PT GMF Aero Asia Tbk (2017-2018)
• GCG Analyst—PT GMF Aero Asia Tbk (2018)
• Legal Officer—PT GMF Aero Asia (2014-2017)
• SM Subsidiaries & Affiliations—PT Garuda Indonesia (Persero) Tbk (2022-present)
• GCG Analyst—PT Garuda Indonesia (Persero) Tbk (2019-2022)
• Corporate Governance Analyst—PT GMF Aero Asia Tbk (2019-2020)
• GCG Compliance Officer—PT GMF Aero Asia Tbk (2017-2018)
• GCG Analyst—PT GMF Aero Asia Tbk (2018)
• Legal Officer—PT GMF Aero Asia (2014-2017)
297
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 298
Latar Belakang Pendidikan Pelatihan dan Workshop:
dan/atau Sertifikasi Profesi • Professional Commissioners Program (15-16 Februari 2025), PT Garuda Indonesia (Persero) Tbk
yang Berlaku • Workshop Subsidiary Governance (19-20 September 2024), PT Dinamika Pasifik Solusindo (“DPS Consulting”)
Educational Background • Training Finnon: Understanding Financial Statement (2-4 Oktober 2024), PPM Manajemen
and/or Valid Professional
Certificates Sertifikasi:
• Pendidikan Profesi Konsultan Hukum Pasal Modal Dasar 1
• Certified Governance Professional
• Certified Risk Management Officer
Training and Workshop:
• Professional Commissioners Program (15-16 Februari 2025), PT Garuda Indonesia (Persero) Tbk
• Workshop Subsidiary Governance (19-20 September 2024), PT Dinamika Pasifik Solusindo (“DPS Consulting”)
• Training Finnon: Understanding Financial Statement (2-4 Oktober 2024), PPM Manajemen
Certification:
• Legal Consultant Professional Education Article Basic Capital 1
• Certified Governance Professional
• Certified Risk Management Officer
TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES
SEKRETARIS DEWAN KOMISARIS OF THE SECRETARY TO THE
BOARD OF COMMISSIONERS
Dalam melaksanakan tugasnya, Sekretaris Dewan Komisaris In carrying out its duties, the Secretary to the Board of
mengacu pada Pedoman Kerja yang tercantum dalam Pedoman Commissioners refers to the Guidelines listed in the Guidelines
Direksi dan Dewan Komisaris, dengan tugas dan tanggung in the Board Manual as follows:
jawab sebagai berikut:
1. Mengkoordinasikan pengurusan komunikasi dan 1. Coordinating the management of communication and
penyelenggaraan administrasi Dewan Komisaris dan administration of the Board of Commissioners and the
kesekretariatan Dewan Komisaris sesuai hukum dan prinsip Secretariat of the Board of Commissioners in accordance
GCG; with the law and GCG principles;
2. Mempersiapkan keputusan terhadap usulan perbuatan 2. Prepare a decision on the proposed legal actions of the
hukum Direksi yang memerlukan persetujuan tertulis Board of Directors that require written approval from the
Dewan Komisaris; Board of Commissioners;
3. Mempersiapkan materi awal dalam hal nasihat yang akan 3. Prepare preliminary material in terms of advice to be
disampaikan oleh Dewan Komisaris kepada Direksi; submitted by the Board of Commissioners to the Board
of Directors;
4. Mempersiapkan pendapat dan saran (tanggapan) Dewan 4. Prepare the opinions and suggestions (responses) of the
Komisaris yang akan disampaikan kepada Rapat Umum Board of Commissioners which will be submitted to the
Pemegang Saham mengenai RJPP, RKAP dan Laporan General Meeting of Shareholders regarding RJPP, RKAP
Tahunan; and Annual Report;
5. Mempersiapkan tugas Dewan Komisaris dalam menyusun 5. Prepare the duties of the Board of Commissioners in
program kerja tahunan dan dimasukkan ke dalam RKAP; preparing the annual work program and incorporated into
the RKAP;
6. Mempersiapkan usulan Dewan Komisaris kepada RUPS 6. Prepare the Board of Commissioners’ proposal to the GMS
mengenai Akuntan Publik yang akan digunakan oleh regarding Public Accountants to be used by the Company;
Perseroan;
7. Membuat risalah rapat Dewan Komisaris dan menyampaikan 7. Make minutes of Board of Commissioners’ meetings and
aslinya kepada Perseroan serta menyimpan salinannya; submit the originals to the Company and keep a copy of
them;
8. Mempersiapkan materi laporan tentang tugas pengawasan 8. Preparing report material about the supervisory tasks that
yang telah dilakukan oleh Dewan Komisaris selama tahun have been carried out by the Board of Commissioners during
buku terkait pada RUPS; the relevant fiscal year at GMS;
9. Mempersiapkan Panggilan Rapat Dewan Komisaris secara 9. Prepare a Notice for the Meeting of the Board of
tertulis yang ditandatangani oleh Komisaris Utama atau oleh Commissioners in writing signed by the President
anggota Dewan Komisaris yang ditunjuk oleh Komisaris Commissioner or by a member of the Board of Commissioners
Utama dan disampaikan kepada Anggota Dewan Komisaris appointed by the President Commissioner and submitted to
dalam jangka waktu paling lambat 3 (tiga) hari sebelum the Members of the Board of Commissioners no later than 3
rapat diadakan atau dalam waktu yang lebih singkat jika (three) days before the meeting is held or in a shorter period
dalam keadaan mendesak, dengan tidak memperhitungkan if in an emergency, not counting the date of the summons
tanggal panggilan dan tanggal rapat; and the date of the meeting;
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
298 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 299
Tata Kelola Perusahaan
Corporate Governance
10. Membuat risalah rapat yang memuat dinamika rapat 10. Make minutes of meeting containing the dynamics of the
yang mencerminkan akuntabilitas setiap peserta rapat, meeting that reflects the accountability of each meeting
serta evaluasi terhadap pelaksanaan keputusan rapat participant, as well as an evaluation of the implementation
sebelumnya; dan of the decisions of the previous meeting; and
11. Melaksanakan kewajiban lainnya yang ditugaskan oleh 11. Carry out other obligations assigned by the Board of
Dewan Komisaris. Commissioners.
PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT
SEKRETARIS DEWAN KOMISARIS FOR THE SECRETARY TO THE
BOARD OF COMMISSIONERS
Pada tahun 2024, Sekretaris Dewan Komisaris mengikuti In 2024, the Secretary to the Board of Commissioners has
sejumlah program pendidikan yang dapat dilihat pada bab participated in several educational programs that are available
Fungsi Penunjang Bisnis dalam Laporan Terintegrasi ini. in the chapter of Business Support Function of this Integrated
Report.
KEBIJAKAN REMUNERASI REMUNERATION POLICY
Remunerasi Sekretaris Dewan Komisaris ditetapkan oleh The Board of Commissioners determines the remuneration of its
Dewan Komisaris dengan memperhatikan kemampuan secretary by paying attention to the Company's capabilities. The
Perseroan. Besaran dan jenis penghasilan Sekretaris Dewan amount and type of annual remuneration for the secretary are
Komisaris selama setahun tidak lebih besar dari penghasilan not greater than the income of other supporting bodies of the
organ pendukung Dewan Komisaris lainnya. Besaran dan jenis Board of Commissioners. The amount and type of remuneration
penghasilan Sekretaris Dewan Komisaris terdiri dari: of the Secretary to the Board of Commissioners consist of:
1. Honorarium maksimal sebesar 8% (delapan persen) dari 1. An honorarium not more than 8% (eight percent) of the
gaji Direktur Utama Perusahaan; President Director’s salary;
2. Fasilitas; 2. Facilities;
3. Tunjangan; dan/atau 3. Allowances; and/or
4. Tantiem atau insentif kerja. 4. Rewards or work incentives.
LAPORAN PELAKSANAAN REPORT OF 2024 DUTIES
TUGAS TAHUN 2024
Sekretaris Dewan Komisaris telah melakukan berbagai kegiatan The Secretary to the Board of Commissioners has done various
dalam mendukung pelaksanaan tugas pengawasan Dewan activities in supporting the Board of Commissioners in terms of
Komisaris dan menyampaikan laporan pelaksanaan tugasnya supervision and submitted its work reports throughout 2024
sepanjang tahun 2024, antara lain meliputi: as follows:
1. Menyusun Rencana Kerja dan Anggaran (RKA) Dewan 1. Prepare the Work Plan and Budget (RKA) of the Board of
Komisaris; Commissioners;
2. Menyusun program pelatihan Dewan Komisaris; 2. Developing a training programme for the Board of
Commissioners;
3. Mempersiapkan dan menghadiri kegiatan RUPS dalam 3. Preparing and attending GMS activities in the RKAP GMS
RUPS RKAP dan RUPS Laporan Pertanggungjawaban and Annual Financial Accountability Report GMS;
Keuangan Tahunan;
4. Menyelenggarakan Rapat Internal Dewan Komisaris; 4. Organising internal meetings of the Board of Commissioners;
5. Menyelenggarakan Rapat Dewan Komisaris dengan Direksi; 5. Organising the Board of Commissioners Meeting with the
Board of Directors;
6. Menyelenggarakan Rapat Dewan Komisaris dengan Komite 6. Organising the Board of Commissioners Meeting with the
Dewan Komisaris; Board of Commissioners Committee;
7. Mengkoordinasikan anggota komite, jika diperlukan, dalam 7. Coordinating committee members, if necessary, in order to
rangka memperlancar tugas Dewan Komisaris; expedite the duties of the Board of Commissioners;
8. Membuat Risalah Rapat Dewan Komisaris dan 8. Making Minutes of the Meeting of the Board of
menyampaikan aslinya kepada Perusahaan serta Commissioners and submitting the original to the Company
menyimpan salinannya; and keeping a copy;
9. Mempersiapkan materi laporan rutin kepada Pemegang 9. Preparing materials for regular reports to the Shareholders
Saham tentang tugas pengawasan yang telah dilakukan on the supervisory duties performed by the Board of
oleh Dewan Komisaris; Commissioners;
299
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 300
10. Menyusun, mempersiapkan dan melengkapi kelengkapan 10. Arrange, prepare and complete the GCG assessment of the
GCG assessment aspek Dewan Komisaris; Board of Commissioners aspect;
11. Mempersiapkan materi dan review dalam hal nasihat dan 11. Preparing materials and reviews in terms of advice and
tanggapan yang akan disampaikan oleh Dewan Komisaris responses to be submitted by the Board of Commissioners
kepada Direksi; dan to the Board of Directors; and
12. Mempersiapkan keputusan terhadap usulan perbuatan 12. Preparing decisions on proposed legal actions of the Board
hukum Direksi yang memerlukan persetujuan tertulis of Directors that require written approval from the Board
Dewan Komisaris; of Commissioners.
13. Memastikan bahwa Dewan Komisari mematuhi peraturan 13. Ensuring that the Board of Commissioners complies with
perundang-undangan serta menerapkan prinsip tata kelola laws and regulations and applies the principles of good
perusahaan yang baik; corporate governance;
14. Memberikan informasi yang dibutuhkan oleh Dewan 14. Providing information required by the Board of
Komisaris secara berkala dan/atau sewaktu-waktu apabila Commissioners periodically and/or at any time upon
diminta; request;
15. Sebagai penghubung (liaison officer) Dewan Komisaris/ 15. Serving as a liaison officer for the Board of Commissioners/
Dewan Pengawas BUMN dengan pihak lain. Supervisory Board of SOEs with other parties.
GMF memiliki sejumlah Komite yang berperan penting untuk memastikan keberlanjutan usaha, terutama dalam hal
implementasi GCG terhadap manajemen risiko. Komite-komite tersebut memiliki Pedoman Kerja yang telah diunggah di
website resmi GMF dan dapat diakses oleh publik.
GMF owns several committees with important roles to support business sustainability, particularly in implementing GCG
principles on risk management. Those Committees work according to the Charter as guideline that has been been uploaded to
the official website of GMF and accessible for the public.
CLICK HERE
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
300 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 301
Tata Kelola Perusahaan
Corporate Governance
Komite Audit dan Kebijakan
Corporate Governance
Audit and Corporate Governance Committee
Komite Audit dan Kebijakan Corporate Governance (KAKCG) The Audit and Corporate Governance Committee (KAKCG)
merupakan organ pendukung Dewan Komisaris yang bertugas is the Board of Commissioners’ supporting body to provide
untuk memberikan pendapat secara independen dan profesional independent and professional opinions concerning internal
mengenai pengendalian internal, keterbukaan, dan pelaporan control, transparency, and financial report. KAKCG evaluates
keuangan. KAKCG melakukan kajian terhadap akuntan publik the public accountants and improves GCG practices concerning
dan meningkatkan praktik GCG sehubungan dengan tugas dan the Board of Commissioners’ supervisory duties and function.
fungsi pengawasan Dewan Komisaris.
Seluruh anggota KAKCG diangkat dan diberhentikan oleh KAKCG members are appointed and dismissed by the Board
Dewan Komisaris. KAKCG dibentuk dengan mengacu pada of Commissioners. KAKCG was formed by referring to OJK
Peraturan OJK No. 55/POJK.04/2015 tentang Pembentukan Regulation No. 55/POJK.04/2015 concerning the Establishment
dan Pelaksanaan Kerja Komite Audit. and Implementation of the Audit Committee's Work.
MASA JABATAN TERM OF OFFICE
KAKCG memiliki masa jabatan 3 (tiga) tahun terhitung sejak The office period for KAKCG is set for 3 (three) years, starting
Surat Keputusan yang mengangkatnya dan dapat diperpanjang from the issuance of his appointment Decree with an extension
satu kali selama 2 (dua) tahun masa jabatan. Dewan Komisaris of another 2 (two) years. The Board of Commissioners has the
memiliki hak untuk memberhentikan anggota komite sewaktu- right to dismiss the committee’s members at any time as the
waktu sesuai dengan ketentuan yang berlaku. regulation allows.
KUALIFIKASI ANGGOTA QUALIFICATIONS
Pembentukan dan Susunan Keanggotaan: Formation and Composition:
1. Komite Audit & GCG dibentuk dengan Keputusan Dewan 1. The Audit & GCG Committee is formed by Decision
Komisaris dan bertanggung jawab kepada Dewan Komisaris. Board of Commissioners and is responsible to Board of
2. Komite Audit & GCG paling sedikit terdiri dari 3 (tiga) orang Commissioners.
anggota yang berasal dari Komisaris Independen dan Pihak 2. The Audit & GCG Committee consists of at least 3 (three)
dari luar. members who come from Commissioners Independent
and outside parties.
3. Komite Audit & GCG merangkap Anggota yang merupakan 3. The Audit & GCG Committee is concurrently a Member is
Komisaris Independen. an Independent Commissioner.
4. Anggota Audit & GCG lainnya merupakan Pihak yang 4. Other Audit & GCG members are parties from outside
berasal dari luar Perusahaan. the Company.
Persyaratan Keanggotaan Requirements
1. Komisaris Independen: 1. Independent Commissioner:
a. Komisaris Independen wajib memenuhi persyaratan a. Independent Commissioners must fulfill requirements
sebagaimana diatur dalam Peraturan Otoritas Jasa as regulated Financial Services Authority Number 33/
Keuangan Nomor 33/POJK. 04/2014 tentang Direksi POJK. 04/2014 concerning the Board of Directors and the
Dan Dewan Komisaris Emiten atau Perusahaan Publik; Board of Commissioners of an Issuer or a public company;
2. Anggota Audit & GCG: 2. Audit & GCG Members:
a. Wajib memiliki integritas yang tinggi, kemampuan, a. Must have high integrity, ability, knowledge, experience
pengetahuan, pengalaman sesuai dengan bidang according to the field his job, and able to communicate
pekerjaannya, serta mampu berkomunikasi dengan baik; well;
301
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 302
b. Wajib memahami laporan keuangan, bisnis perusahaan b. b. Must understand the company's financial statements,
khususnya yang terkait dengan layanan jasa atau business business, especially those related to services
kegiatan usaha Emiten atau Perusahaan Publik, proses or services or business activities of the Issuer or Public
audit, manajemen risiko, dan peraturan perundang- Company, the audit process, risk management, and the
undangan di bidang Pasar Modal serta peraturan laws and regulations in the field of Capital Market and
perundang-undangan terkait lainnya; other related laws and other related laws and regulations;
c. Wajib mematuhi kode etik Komite Audit yang ditetapkan c. Must comply with the code of ethics of the Audit
oleh Perseroan; Committee established by the Company;
d. Bersedia meningkatkan kompetensi secara terus d. Willing to improve competence continuously through
menerus melalui pendidikan dan pelatihan; education and training;
e. Wajib memiliki paling sedikit 1 (satu) anggota yang e. Required to have at least 1 (one) member with
berlatar belakang pendidikan dan keahlian di bidang educational background and expertise in the field of
akuntansi dan keuangan; education background and expertise in the field of
accounting and finance;
f. Wajib memiliki paling sedikit 1 (satu) anggota yang f. Required to have at least 1 (one) member who
memahami industri/bisnis Perseroan; understand the Company's industry/business;
g. Dapat menyediakan waktu yang cukup untuk g. Can provide sufficient time to complete his/her duties;
menyelesaikan tugasnya;
h. Bukan merupakan orang dalam Kantor Akuntan Publik, h. Not an insider of the Public Accounting Firm, Legal
Kantor Konsultan Hukum, Kantor Jasa Penilai Publik Consultant Office, Public Appraisal Service Office or
atau pihak lain yang memberi jasa asurans, jasa non- other parties that provide assurance services, non-
asurans, jasa penilai dan/atau jasa konsultasi lain kepada assurance services, appraisal services and/or other
Perseroan yang bersangkutan dalam waktu 6 (enam) consulting services to Company concerned within the
bulan terakhir; last 6 (six) the last 6 (six) months;
i. Bukan merupakan orang yang bekerja atau mempunyai i. Not a person who works or has authority and
wewenang dan tanggung jawab untuk merencanakan, responsibility for planning, leading, controlling, or
memimpin, mengendalikan, atau mengawasi kegiatan supervising the activities of activities of the Company
Perseroan tersebut dalam waktu 6 (enam) bulan within the last 6 (six) months last 6 (six months), except
terakhir, kecuali Komisaris Independen; for Independent Commissioner;
j. Tidak mempunyai saham langsung maupun tidak j. Has no direct or indirect shares directly or indirectly
langsung pada Perseroan; in the Company;
k. Dalam hal anggota Komite Audit memperoleh saham k. In the event that a member of the Audit Committee
Perseroan baik langsung maupun tidak langsung akibat acquires shares Company either directly or indirectly as
suatu peristiwa hukum, saham tersebut wajib dialihkan a result of a legal event, the shares must be transferred
kepada pihak lain dalam jangka waktu paling lama 6 to other parties within a maximum period of 6 (six)
(enam) bulan setelah diperolehnya saham tersebut; months after the acquisition of the shares;
l. Tidak mempunyai hubungan afiliasi dengan anggota l. Has no affiliation with any member of the
Dewan Komisaris, anggota Direksi, atau Pemegang m. members of the Board of Commissioners, members of
Saham Utama Perseroan; dan the Board of Directors, or Major of the Company; and
m. Tidak mempunyai hubungan usaha baik langsung n. m. Has no business relationship, either directly or
maupun tidak langsung yang berkaitan dengan kegiatan indirectly related to the business activities of the Issuer
usaha Emiten atau Perusahaan Publik. or Public Company.
KOMPOSISI ANGGOTA KAKCG TAHUN 2024 COMPOSITION OF KAKCG MEMBERS IN 2024
Nama Jabatan Dasar Pengangkatan Masa Jabatan
Name Position Basis of Appointment Term of Office
Ali Gunawan Ketua/Komisaris SK DEKOM-GMF/SKEP/5002/21 tanggal 23 Mengikuti masa jabatan sebagai
Independen September 2021 Komisaris Independen
Chair/Independent SK DEKOM-GMF/SKEP/5002/21 dated Followed his term as Independent
Commissioner September 23, 2021 Commissioner
Dodi Yasendri Anggota SK DEKOM-GMF/SKEP/5002/24 tanggal 4 24 September 2024 s.d 24
Member Oktober 2024 September 2026
SK DEKOM-GMF/SKEP/5002/24 dated October September 24, 2024 to September
4, 2024 23, 2026
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
302 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 303
Tata Kelola Perusahaan
Corporate Governance
Nama Jabatan Dasar Pengangkatan Masa Jabatan
Name Position Basis of Appointment Term of Office
E d w a r d O k k y Anggota SK DEKOM-GMF/SKEP/5002/23 tanggal 05 5 Juli 2023 s.d 5 Juli 2026
Avianto Member Juli 2023 July 5, 2023 until July 5, 2026
Decree DEKOM-GMF/SKEP/5002/23 dated July
5, 2023
PROFIL ANGGOTA KAKCG PROFILE OF KAKCG MEMBERS
Profil Ketua KAKCG, Ali Gunawan, dapat dilihat di profil The KAKCG Chair profile, Ali Gunawan, is available in the Board
Dewan Komisaris pada bab Profil Perusahaan dalam Laporan of Commissioners’s Profile in the Company Profile chapter of
Terintegrasi ini. this Integrated Report.
Dodi Yasendri
Anggota KAKCG
KAKCG Member
Data Pribadi Warga Negara Indonesia | Indonesian Citizens
Personal Data Usia 64 tahun | 64 years old
Kelahiran Jember, 21 April 1960 | Born in Jember, April 21, 1960
Pendidikan Sarjana Teknik, Jurusan Mechanical Engineering dari Institut Teknologi Sepuluh Nopember (1985)
Education Bachelor of Engineering, Majoring in Mechanical Engineering from the Sepuluh Nopember
Institute of Technology (1985)
Pengalaman Kerja • Executive Program Manager (2016-2019)
Work Experience • Vice President Component Services (2015-2016)
• Vice President Engineering Services (2013-2015)
Edward Okky Avianto
Anggota KAKCG
KAKCG Member
Data Pribadi Warga Negara Indonesia | Indonesian Citizens
Personal Data Usia 58 tahun | 58 years old
Kelahiran Bandung, 23 Oktober 1966 | Born in Bandung, October 23, 1966
Pendidikan Sarjana, Jurusan Administrasi Niaga dari Universitas Katolik Parahyangan (1993)
Education Bachelor of Commerce Administration from Parahyangan Catholic University (1993)
Pengalaman Kerja • Komisaris PT Garuda Daya Pratama Sejahtera (2021-2023)
Work Experience • Direktur Keuangan PT Garuda Maintenance Facility Aero Asia Tbk (2018-2022)
• Direktur Keuangan & Investasi DPGA (2018)
• Commissioner of PT Garuda Daya Pratama Sejahtera (2021-2023)
• Finance Director of PT Garuda Maintenance Facility Aero Asia Tbk (2018-2022)
• DPGA Finance & Investment Director (2018)
INDEPENDENSI DAN RANGKAP INDEPENDENCY AND CONCURRENT
JABATAN KAKCG POSITION OF KAKCG
Anggota KAKCG harus berasal dari pihak yang independen KAKCG members must be independent, with a member being
dan salah seorang anggotanya memiliki keahlian dalam bidang an expert in accounting and/or finance. This requirement is
akuntansi dan/atau keuangan serta salah seorang anggotanya important to avoid conflicts of interest in the decision-making
juga memahami industri/bisnis Perseroan. Persyaratan ini process.
penting untuk menghindari adanya benturan kepentingan
dalam proses pengambilan keputusan.
303
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 304
Independensi Anggota KAKCG
Indepedency of KACG Members
Kriteria Independensi Edward Okky
Ali Gunawan Dodi Yasendri
Independence Criteria Avianto
Bukan Anggota Manajemen
Not a Management Member
✓ ✓ ✓
Bebas dari hubungan usaha dan hubungan lainnya yang dapat mempengaruhi
keputusan
✓ ✓ ✓
Free from business relationships and others that can influence decisions
Bukan pemegang saham mayoritas perusahaan atau pegawai yang berhubungan
langsung dengan pemegang saham mayoritas Perseroan
✓ ✓ ✓
Not the majority shareholder of the company or employees who deal directly with
the majority shareholder of the Company
Bukan pegawai atau pernah bekerja sebagai eksekutif pada Perseroan atau anggota
perusahaan afiliasi, setidaknya 3 (tiga) tahun sebelum menjadi anggota Komite
✓ ✓ x
Not an employee or has worked as an executive in a company or a member of
an affiliated company, at least 3 (three) years before becoming a member of the
Committee
Bukan penasihat atau konsultan utama profesional yang material bagi Perseroan
atau perusahaan afiliasi, atau pegawai yang berhubungan langsung dengan penyedia
✓ ✓ ✓
jasa, setidaknya 3 (tiga) tahun sebelum menjadi anggota Komite
Not a professional advisor or principal consultant for the Company or affiliated
company, or employees who deal directly with the service provider, at least 3 (three)
years before becoming a member of the Committee
Bukan pemasok atau pelanggan utama dari Perseroan atau afiliasi atau pegawai
dari/atau yang berhubungan langsung atau tidak langsung dengan pemasok atau
✓ ✓ ✓
pelanggan utama
Not a supplier or main customer of the Company or its affiliation or employee of/
or who has direct or indirect contact with the main supplier or customer
Tidak memiliki hubungan perjanjian dengan Perseroan atau perusahaan afiliasi
lainnya sebagai Direksi
✓ ✓ ✓
Has no agreement relationship with the Company or other affiliated companies
as Directors
Keterangan | Notes:
v = terpenuhi | fulfilled
x = tidak terpenuhi | not fulfilled
Rangkap Jabatan Anggota KAKCG
Concurrent Position of KAKCG Members
Nama Jabatan Rangkap Jabatan di GMF Rangkap Jabatan di Perusahaan/Instansi Lain
Name Position Concurrent Position at GMF Concurrent Position at Other Companies
Ali Gunawan Ketua merangkap • Komisaris Independen GMF Group Financial Controller pada PT CT Corpora
Anggota • Ketua Merangkap Anggota KNR Group Financial Controller at PT CT Corpora
Head & Member • Independent Commissoner
• Head & member of KNR
Dodi Yasendri Anggota Anggota KAKCG -
Member KAKCG member
Edward Okky Anggota Anggota KAKCG -
Avianto Member KAKCG member
PEDOMAN KERJA: PIAGAM KAKCG
WORK GUIDELINES: KAKCG CHARTER
Dalam menjalankan tugasnya, KAKCG telah dilengkapi dengan
perdoman kerja yang ditetapkan berdasarkan Piagam KAKCG KAKCG works according to the working guidelines in the
tanggal 18 Agustus 2017. Pedoman ini senantiasa ditinjau KAKCG Charter, which was validated on August 18, 2017.
dan dimutakhirkan secara berkala sesuai dengan ketentuan The Company regularly reviews and updates the guideline
dan kebutuhan Perseroan. Versi terakhir dari Piagam yang when needed. The latest version of the Charter used is dated
digunakan adalah per tanggal 2 Agustus 2023 berdasarkan Surat August 2, 2023, based on the Decree of DEKOM-GMF/
Keputusan DEKOM-GMF/SKEP/5004/23 perihal Penetapan SKEP/5004/23 regarding the Determination of the 2023 Board
Piagam Komite Dewan Komisaris Tahun 2023. of Commissioners Committee Charter.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
304 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 305
Tata Kelola Perusahaan
Corporate Governance
Piagam KAKCG berisi tentang Latar Belakang; Visi dan Misi; The KAKCG Charter contains the following sections:
Maksud dan Tujuan, Keanggotaan, Kedudukan, Tugas, Tanggung Background; Vision and mission; Aims and Objectives;
Jawab, dan Wewenang; Prosedur Kerja, Rapat, Pelaporan dan Membership, Position, Duties, Responsibilities, and Authority;
Penanganan Pengaduan; Program Pengembangan; Kerahasiaan; Work Procedures, Meetings, Reporting, and Complaint
Penutup. Handling; Development Program; Confidentiality; Closing.
TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES
Tugas dan tanggung jawab KAKCG sesuai Piagam KAKCG yaitu: Duties and Responsibilities of KAKCG according to KAKCG
Charter are as follows:
1. Melakukan telaah atas efektivitas sistem pengendalian 1. Reviewing the effectiveness of the internal control system
intern dan efektivitas pelaksanaan tugas eksternal auditor and the effectiveness of the performance of external
dan internal auditor; auditors and internal auditors;
2. Melakukan telaah dan memantau proses audit dan proses 2. Reviewing and monitoring the audit process and the
pelaporan keuangan Perseroan; Company’s financial reporting process;
3. Memberikan rekomendasi kepada Dewan Komisaris 3. Provide recommendations to the Board of Commissioners
mengenai penunjukan auditor eksternal, regarding the appointment of an external auditor;
4. Melakukan penelaahan atas informasi keuangan yang akan 4. Reviewing financial information that will be issued, including
dikeluarkan antara lain laporan keuangan, proyeksi dan financial statements, projections and other financial
informasi keuangan lainnya; information;
5. Memantau kepatuhan perusahaan pada peraturan dan 5. Monitor company compliance with rules and regulations
regulasi terkait dengan usaha Perseroan, related to the Company’s business;
6. Menelaah dan memberikan rekomendasi kepada Dewan 6. Reviewing and providing recommendations to the Board
Komisaris terkait dengan adanya potensi benturan of Commissioners related to potential conflicts of interest;
kepentingan;
7. Menyusun dan memutakhirkan Piagam KAKCG sesuai 7. Develop and update the Audit Committee Charter and
dengan perkembangan bisnis dan kebutuhan Perseroan; Corporate Governance Policies in accordance with business
development and the needs of the Company;
8. Mengadakan rapat secara berkala dengan auditor internal 8. Holding regular meetings with internal and external
dan eksternal untuk membahas hasil evaluasi dan hasil audit auditors to discuss the evaluation results and audit results
atas pengendalian internal serta kualitas laporan keuangan, on internal control and the quality of financial statements;
9. Melaksanakan tugas-tugas lain yang diberikan oleh Dewan 9. Carry out other tasks assigned by the Board of
Komisaris, khususnya dalam bidang yang terkait dengan Commissioners, particularly in the fields related to
akuntansi dan keuangan, penerapan tata kelola, serta accounting and finance, governance implementation, and
kewajiban lain sesuai regulasi terkait. other obligations in accordance with relevant regulations.
RAPAT KAKCG KAKCG MEETING
Kebijakan rapat KAKCG mengacu pada Piagam KACKG According to KAKCG Charter, the committee shall conduct a
yang mengatur rapat dilakukan sekali setiap triwulan. meeting once every quarter. The meeting’s decision is made
Keputusan rapat diambil berdasarkan musyawarah mufakat. based on consensus. The meeting, including the decision and
Jalannya rapat, perbedaan pendapat (dissenting opinion) dan dissenting opinion, must be recorded and documented in a
keputusan yang diambil dalam rapat Komite wajib dicatat dan minute. The minute is signed by the Chairman and Members,
didokumentasikan dengan baik dalam risalah rapat. Risalah the Secretary to the Board of Commissioners and participants.
rapat tersebut ditandatangani oleh Ketua dan Anggota Komite In 2024, KAKCG has held 9 meetings. The information on the
serta didistribusikan kepada Ketua Komite, Sekretaris Dewan minutes and attendance can be found as follows.
Komisaris dan peserta rapat. Pada tahun 2024, KAKCG
melakukan rapat sebanyak 9 kali rapat. Berikut informasi
mengenai risalah dan rekapitulasi kehadiran rapat-rapat
KAKCG.
305
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 306
Rekapitulasi Kehadiran KAKCG pada Rapat
Recapitulation of the Presence of KAKCG at the Meeting
Jumlah Wajib Rapat
Anggota KAKCG Jumlah Kehadiran Kehadiran
Number of Mandatory
KAKCG Members Number of Presence Presence
Meeting
Ali Gunawan 9 9 100%
Ketua
Chair
Dodi Yasendri 9 9 100%
Anggota
Member
E. Okky Avianto 9 9 100%
Anggota
Member
Rata-rata
100%
Average
Risalah Rapat KAKCG
Minutes of KAKCG Meeting
Tanggal Agenda Rapat
Date Meeting Agenda
30 Januari 2024 Update Audit PwC dan Update Restrukturisasi
January 30, 2024 Update on PwC Audit and Restructuring
13 Februari 2024 Kerja Sama Landing Gear
February 13, 2024 Landing Gear Partnership
27 Maret 2024 Kategori dan Klasifikasi Risiko GMF
March 27, 2024 GMF Risk Category and Classification
13 Juni 2024 Update Internal Audit
June 13, 2024 Internal Audit Update
11 Juli 2024 Open Item KAKCG
July 11, 2024 Open Item KAKCG
26 Juli 2024 Pelepasan Aset Tetap Berupa 1 (satu) unit Engine
July 26, 2024 Release of Fixed Asset in fomr of 1 (one) Engine unit
5 November 2024 Update Internal Audit
November 5, 2024 Internal Audit Update
6 Desember 2024 Pembahasan Rancangan RKAP 2025 GMF
December 6, 2024 Discussion on RKAP 2025 Planning of GMF
24 Desember 2024 Rencana Audit Tahun 2025, Revisi Piagam Audit, Progres Audit
December 24, 2024 Audit Plan for 2025, Audit Charter Revision, Audit Progress
KEBIJAKAN REMUNERASI REMUNERATION POLICY
Remunerasi anggota KAKCG ditetapkan oleh Dewan Komisaris. The remuneration of KAKCG members was determined by the
Ketentuan pemberian honorarium untuk Anggota Komite Board of Commissioners. The honorarium for members of the Board
Dewan Komisaris diatur berdasarkan ketentuan berikut: of Commissioners’ Committee are regulated based on the following:
1. Honorarium setiap bulannya; 1. Monthly honorarium;
2. Fasilitas kesehatan berupa rawat inap, rawat jalan, dan obat- 2. Health facilities including inpatient care, outpatient care,
obatan bagi yang bersangkutan, tidak termasuk keluarga; and medication for the individual, excluding family members;
3. Tunjangan hari raya yang dibayarkan sekali dalam 1 tahun 3. Holiday allowance paid once a year, equivalent to one month
sebesar 1 kali honorarium; of honorarium;
4. Anggota Dewan Komisaris yang menjadi ketua atau 4. Members of the Board of Commissioners who serve as
anggota Komite tidak diberikan penghasilan tambahan Chair or members of a Committee do not receive additional
dari jabatan tersebut selain Penghasilan sebagai anggota income from that position other than their remuneration as
Dewan Komisaris Perseroan; dan members of the Company’s Board of Commissioners; and
5. Fasilitas kesehatan tidak diberikan jika Anggota Komite 5. Health facilities are not provided if the Committee Member
Dewan Komisaris berstatus sebagai pegawai Garuda of the Board of Commissioners holds employee status
Indonesia Group. within the Garuda Indonesia Group.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
306 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 307
Tata Kelola Perusahaan
Corporate Governance
PENGEMBANGAN KOMPETENSI KAKCG COMPETENCY DEVELOPMENT FOR KAKCG
Informasi mengenai daftar kegiatan pelatihan dan peningkatan Information on the list of training and competency development
kompetensi yang diikuti KAKCG sepanjang tahun 2024 dapat programs of KAKCG in 2024 is available in the chapter of
dilihat pada bab Fungsi Penunjang Bisnis dalam Laporan Business Support Function of this Integrated Report.
Terintegrasi ini.
PENCAPAIAN KAKCG ACHIEVEMENT OF KAKCG
Pencapaian Rencana Kerja KAKCG tahun 2024 disampaikan The achievement of KACKG 2024 Work Plan is as follows:
sebagai berikut:
Rencana Kerja KAKCG 2024 Realisasi
No. KAKCG 2024 Work Plan Realization
A. Komite Audit dan Kebijakan Corporate Governance
Audit and Corporate Governance Committee
1. Membuat Program Kerja Tahunan KAKCG 100%
Making the Annual Work Program of KAKCG
2. Menyusun Piagam KAKCG serta memutakhirkannya dari waktu ke waktu sesuai dengan perkembangan 100%
bisnis dan kebutuhan Perseroan
Prepare the KAKCG Charter and update it from time to time in accordance with business development
and the Company needs
3. Membuat laporan berkala Triwulanan dan Tahunan kepada Dewan Komisaris, yangminimal memuat 100%
perbandingan realisasi kegiatan dengan program kerja tahunan serta substansi hasil kegiatan dan
rekomendasinya yang diungkapkan dalam Laporan Tahunan Perseroan
Make quarterly and annual reports to the Board of Commissioners, which at least contains a comparison
of the realization of activities with the annual work program as well as the substance of the results of its
activities and recommendations disclosed in the Company’s Annual Report
4. Membuat laporan khusus kepada Dewan Komisaris yang berisi laporan setiap temuan yang diperkirakan 100%
dapat mengganggu efektivitas Perseroan
Make a special report to the Board of Commissioners that contains reports of any findings that are expected
to interfere with the Company’s effectiveness
B. Audit
Audit
1. Melakukan penelaahan atas informasi keuangan yang akan dikeluarkan Perseroan kepada publik dan/ 100%
atau pihak otoritas antara lain laporan keuangan, proyeksi, dan laporan lainnya terkait dengan informasi
keuangan Perseroan
Reviewing the financial information to be released by the Company to the public and/or authorities, including
financial statements, projections and other reports related to the Company’s financial information
2. Melakukan penelaahan atas ketaatan terhadap peraturan perundang-undangan yang berhubungan dengan 100%
kegiatan Perusahaan, Anggaran Dasar, dan perjanjian dengan pihak ketiga
Reviewing compliance with laws and regulations relating to Company activities, Articles of Association,
and agreements with third parties
3. Memberikan pendapat independen dalam hal terjadi perbedaan pendapat antara manajemen dan akuntan N/A
atas jasa yang diberikannya
Reviewing compliance with laws and regulations relating to Company activities, Articles of Association,
and agreements with third parties
4. Memberikan rekomendasi kepada Dewan Komisaris mengenai penunjukan Akuntan yangdidasarkanpada 100%
independensi, ruang lingkup penugasan, dan imbalan jasa
Provide recommendations to the Board of Commissioners regarding the appointment of an accountant
based on independence, the scope of the assignment, and compensation for services
5. Melakukan pemeriksaan oleh auditor internal dan auditor eksternal serta mengawasi pelaksanaan tindak 100%
lanjut oleh penelaahan atas pelaksanaan Direksi atas temuan auditor internal dan auditor eksternal
Conduct audits by internal auditors and external auditors and oversee the implementation of follow-up by
a review of the implementation of the Board of Directors on the findings of internal auditors and external
auditors
6. Melakukan penelaahan atas efektivitas sistem pengendalian intern dan efektivitas pelaksanaan tugas auditor 100%
internal dan auditor eksternal.
Reviewing the effectiveness of the internal control system and the effectiveness of the implementation of
internal auditor and external auditor tasks
7. Menelaah pengaduan yang berkaitan dengan proses akuntansi dan pelaporan keuangan Perseroan N/A
Examining complaints relating to the Company’s accounting and financial reporting processes
307
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 308
Rencana Kerja KAKCG 2024 Realisasi
No. KAKCG 2024 Work Plan Realization
8. Menelaah dan memberikan saran kepada Dewan Komisaris terkait dengan adanya potensi benturan N/A
kepentingan Emiten atau Perusahaan Publik
Analyzing and giving advice to the Board of Commissioners related to the potential conflict of interests of
Issuers or Public Companies
C. Tata Kelola Perusahaan yang Baik
Good Corporate Governance
1. Meninjau dan melakukan telaah atas penerapan prinsip-prinsip dan persyaratan-persyaratan Tata Kelola 100%
yang berlaku di Perseroan serta memastikan bahwa prinsip-prinsip dan persyaratan-persyaratan tersebut
masih relevan serta telah dilaksanakan sepenuhnya di Perseroan
Review and evaluate the application of the principles and requirements of Governance that apply in the
Company and ensure that the principles and requirements are still relevant and have been fully implemented
in the Company
2. Memantau dan melakukan telaah atas penerapan prinsip-prinsip tata kelola perusahaan yang baik dalam 100%
pengelolaan dan pengurusan Perseroan, memastikan dilakukannya penilaian/assessment dan evaluasi/
self-assessment atas implementasi tata kelola perusahaan yang baik dan memastikannyatindak lanjut atas
rekomendasi perbaikan hasil assessment atau self- assessment tahun sebelumnya
Monitor and review the application of the principles of good corporate governance in the management and
management of the Company, ensure the assessment/evaluation and self-assessment of the implementation
of good corporate governance and ensure follow-up on recommendations for improving the results of the
assessment or self- assessment of the previous year
D. Lainnya
Others
1. Melaksanakan tugas lain yang diberikan oleh Dewan Komisaris sepanjang masih dalam lingkup tugas dan 100%
kewajiban Dewan Komisaris berdasarkan Anggaran Dasar dan Keputusan Rapat Umum Pemegang Saham
(RUPS) serta ketentuan perundang-undangan yang berlaku
Carry out other tasks given by the Board of Commissioners as long as they are within the scope of the duties
and obligations of the Board of Commissioners based on the Articles of Association and the Resolution of
the General Meeting of Shareholders (GMS) as well as the provisions of the applicable legislation
2. Melakukan Self-Assesment terhadap kinerja masing-masing anggota KAKCG 100%
Conduct Self-Assessment on the performance of each KAKCG member
LAPORAN PELAKSANAAN REPORT OF 2024 DUTIES
TUGAS TAHUN 2024
Selama tahun 2024, KAKCG telah melaksanakan berbagai In 2024, KAKCG had done various works according to its duties
kegiatan dalam rangka melaksanakan tugas dan tanggung jawab, and responsibilities, which among others as follows:
di antaranya meliputi:
1. Melakukan evaluasi terhadap pelaksanaan pemberian jasa 1. Conducting an evaluation of the implementation of audit
audit atas informasi keuangan historis tahun 2023; services for the 2023 historical financial information;
2. Melakukan dan mereviu atas proses penunjukan 2. Conducting and reviewing the process of appointing the
Pemeringkat Tingkat Kesehatan GMF Tahun Buku 2023; Health Rating Agency for GMF for Fiscal Year 2023;
3. Melakukan reviu atas kategori dan klasifikasi risiko GMF; 3. Reviewing GMF’s risk categories and classifications;
4. Melakukan reviu atas Laporan Tahunan Tahun Buku 2023; 4. Reviewing the Annual Report for Fiscal Year 2023;
5. Melakukan reviu atas Laporan Keuangan Audited Tahun 5. Reviewing the Audited Financial Statements for Fiscal
Buku 2023; Year 2023;
6. Melakukan reviu terhadap perubahan organisasi induk 6. Reviewing the changes in GMF’s parent organization;
GMF;
7. Melakukan reviu atas Laporan Triwulan Perseroan; 7. Reviewing the Company’s Quarterly Reports;
8. Melakukan reviu dan rekomendasi atas rencana pelepasan 8. Reviewing and providing recommendations on the planned
aset tetap; disposal of fixed assets;
9. Melakukan reviu dan rekomendasi atas rencana jangka 9. Reviewing and providing recommendations on the
panjang Perseroan; Company’s long-term plans;
10. Melakukan reviu atas pelaksanaan assessment good 10. Reviewing the implementation of the good corporate
corporate governance; governance assessment;
11. Melakukan reviu atas Rancangan Rancangan Rencana Kerja 11. Reviewing the Draft of the Company’s Work Plan and
dan Anggaran Perusahaan Tahun 2025; Budget for 2025;
12. Melakukan reviu dan rekomendasi ata penunjukan Kantor 12. Reviewing and providing recommendations on the
Akuntan Publik untuk mengaudit Laporan Keuangan appointment of the Public Accounting Firm to audit the
Perusahaan Tahun Buku 2024. Company’s Financial Statements for Fiscal Year 2024.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
308 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 309
Tata Kelola Perusahaan
Corporate Governance
HASIL EVALUASI YANG DILAKUKAN KAKCG EVALUATION RESULTS BY KAKCG
KAKCG telah melakukan evaluasi terhadap beberapa aktivitas KACKG has evaluated the audit activities throughout 2024.
audit yang telah dilaksanakan Perseroan sepanjang tahun 2024. The evaluation covers the internal and external audit activities.
Evaluasi tersebut mencakup aktivitas audit eksternal dan audit KACKG has also evaluated the implementation of GCG at GMF
internal. KACKG juga telah mengevaluasi terhadap penerapan throughout 2024.
GCG di GMF sepanjang tahun 2024.
Evaluasi atas Kinerja Auditor Eksternal External Auditor’s Performance Evaluation
KAKCG telah mengevaluasi kinerja auditor eksternal Kantor KAKCG has evaluated the external auditor’s performance by
Akuntan Publik melalui Laporan Hasil Evaluasi Terhadap the Public Accounting Firm through the Evaluation Report on
Pelaksanaan Pemberian Jasa Audit Atas Informasi Keuangan the Audit Services on Annual Historical Financial Information
Historis Tahunan Tahun Buku 2023. Berdasarkan hasil evaluasi, for the 2023 Financial Year. Based on the evaluation, KAKCG
dapat disampaikan hal-hal sebagai berikut: can inform the following:
• Audit telah dilaksanakan sesuai dengan Standar Profesional • The audit was conducted in accordance with the Indonesian
Akuntan Publik Indonesia. Public Accountants’ Professional Standards.
• Laporan Keuangan Konsolidasian Perseroan disajikan • The Company’s Consolidated Financial Statements were
berdasarkan Standar Akuntansi Keuangan di Indonesia. presented based on Indonesian Financial Accounting
Standards.
• Audit dilakukan dalam rentang waktu November 2023 • The audit was carried out from November 2023 to March
hingga Maret 2024. 2024.
• KAKCG menilai waktu ini cukup untuk menyelesaikan • KAKCG considers this timeframe sufficient to complete
audit sesuai ruang lingkup yang telah disepakati dengan the audit in accordance with the agreed-upon scope with
manajemen. management.
• Audit mencakup Laporan Keuangan Konsolidasian dan • The audit covered the Consolidated Financial Statements
Atestasi atas Laporan Kegiatan Penerapan Prinsip Kehati- and the attestation of the Prudential Principles
hatian (KPPK). Implementation Activity Report (KPPK).
• Uji petik yang dilakukan dinilai telah memadai. • The sampling procedures conducted were deemed
adequate.
• KAP memberikan rekomendasi untuk meningkatkan • KAP provided recommendations to improve the quality of
kualitas penyajian laporan keuangan dan efektivitas financial reporting and the effectiveness of internal control.
pengendalian internal.
• KAKCG menilai KAP bekerja secara profesional, • KAKCG assessed that the KAP worked professionally,
independen, obyektif, serta terbuka dalam diskusi terkait independently, objectively, and was transparent in
audit. discussions related to the audit.
Evaluasi atas Pelaksanaan Audit Internal Internal Auditor’s Activity Evaluation
Penilaian atas efektivitas pelaksanaan audit internal telah KAKCG has evaluated the internal audit activities through the
dilakukan KAKCG melalui penelaahan Laporan Hasil Audit Audit Report in the Minutes of KAKCG’s Meetings. The Internal
yang tertera pada Risalah Rapat KAKCG. Audit internal telah Audit had been done according to the annual audit plan.
dilakukan sesuai dengan rencana audit tahunan.
KAKCG juga telah melakukan telaah atas temuan Auditor KAKCG has also assessed the findings of the Internal Auditor
Internal terhadap Laporan Hasil Audit (LHA). KAKCG juga against the Audit Report (LHA). KAKCG had followed up the
telah menindaklanjuti temuan auditor dan mengarahkan untuk findings and encouraged to perform a more efficient audit based
melaksanakan setiap kegiatan audit secara lebih efisien dan on the latest accounting principles.
sesuai dengan prinsip-prinsip akuntansi yang berlaku.
309
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 310
Evaluasi atas Penerapan GCG Evaluation of GCG Implementation
KAKCG telah melakukan penilaian atas efektivitas penerapan KAKCG has assessed the effectiveness of GCG implementation
GCG dan menilai bahwa implementasinya menunjukkan and determined that it has shown significant progress compared
kemajuan yang signifikan dibandingkan tahun sebelumnya. to the previous year. The fulfillment of the Areas of Improvement
Pemenuhan Area of Improvement (AoI) yang direkomendasikan (AoI) recommended in the 2023 GCG Assessment has been
dalam GCG Assessment 2023 telah dilaksanakan secara carried out gradually, with a primary focus on enhancing
bertahap, dengan fokus utama pada peningkatan transparansi, transparency, accountability, and regulatory compliance.
akuntabilitas, dan kepatuhan terhadap regulasi. Beberapa Several key aspects prioritized in strengthening GCG include the
aspek yang menjadi prioritas dalam penguatan GCG meliputi internal oversight mechanism, the fulfillment of documentation
mekanisme pengawasan internal, pemenuhan dokumentasi related to the General Meeting of Shareholders (RUPS), and
terkait RUPS, serta penyelarasan kebijakan internal dengan the alignment of internal policies with applicable regulations.
regulasi yang berlaku. Meskipun telah terjadi perkembangan Despite the positive progress, KAKCG notes that some areas
yang positif, KAKCG mencatat bahwa masih terdapat beberapa still require acceleration, particularly in policy harmonization,
area yang memerlukan percepatan, terutama dalam hal digitalization, and risk oversight. Overall, KAKCG assesses that
harmonisasi kebijakan, digitalisasi, dan pengawasan risiko. the steps taken by GMF are on the right track in implementing
Secara keseluruhan, KAKCG menilai bahwa langkah-langkah GCG; however, further reinforcement is needed to ensure the
yang diambil GMF sudah berada pada jalur yang tepat dalam overall effectiveness of its implementation.
penerapan GCG, namun tetap diperlukan penguatan lebih lanjut
untuk memastikan efektivitas implementasi secara menyeluruh.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
310 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 311
Tata Kelola Perusahaan
Corporate Governance
Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee
Komite Nominasi dan Remunerasi (KNR) merupakan organ The Nomination and Remuneration Committee (KNR) is the
pendukung Dewan Komisaris yang bertanggung jawab Board of Commissioners’ supporting body responsible for
memantau proses pencalonan kandidat anggota Dewan monitoring the appointment process of the candidates for
Komisaris, Direksi, dan pejabat Perseroan di bawah Direksi. the Board of Commissioners, Board of Directors, and executive
KNR juga bertanggung jawab mengevaluasi kinerja Dewan officers under the Board of Directors. KNR also responsible for
Komisaris dan Direksi sebagai pertimbangan bagi RUPS saat evaluating the performance of the Board of Commissioners and
menentukan remunerasi Dewan Komisaris dan Direksi. Board of Directors as a consideration for the GMS to determine
the remuneration for the Board.
KUALIFIKASI ANGGOTA QUALIFICATIONS
Dewan Komisaris memiliki wewenang penuh untuk mengangkat The Board of Commissioners has full authority to appoint and
dan memberhentikan anggota KNR, yang berada di bawah garis dismiss members of KNR. The appointment and dismissal of
koordinasi Dewan Komisaris. Pengangkatan dan pemberhentian KNR members are based on the Board of Commissioners’
anggota KNR dilakukan berdasarkan Surat Keputusan yang Decree.
dikeluarkan oleh Dewan Komisaris GMF.
MASA JABATAN TERM OF OFFICE
KNR memiliki masa jabatan 3 (tiga) tahun terhitung sejak Surat The working period of KNR is 3 (three) years starting from the
Keputusan yang mengangkatnya dan dapat diperpanjang satu Decree, which appointed the members and can be extended
kali selama 2 (dua) tahun masa jabatan. Dewan Komisaris once for another 2 (two) years. The Board of Commissioners
memiliki hak untuk memberhentikan anggota komite sewaktu- is entitled at any time to dismiss a member of the committee
waktu sesuai dengan ketentuan yang berlaku. according to applicable regulations.
Terkait Anggota yang merupakan Anggota Dewan Komisaris, Regarding Members who are also Members of the Board of
masa jabatan mereka sesuai dengan masa jabatan sebagai Commisisoners, their term of office is in accordance with their
Komisaris term as Commissioners.
KOMPOSISI ANGGOTA KNR TAHUN 2024 COMPOSITION OF KNR MEMBERS IN 2024
Komposisi Komite Nominasi dan Remunerasi per 31 Desember As of December 31, 2024, the Nomination and Remuneration
2024 beranggotakan tiga orang yang semuanya merupakan Committee’s members consists of three members, all of whom
Dewan Komisaris Perseroan. Ketua Komite dijabat oleh are Commissioners of the Company. The Chairman of the
Bapak Dharmadi dan Komisaris lainnya menjabat sebagai Committee is Mr. Dharmadi and the other Commissioners
anggota. Profil Ketua dan Anggota KNR, dapat dilihat di profil serve as members. The profile of the Chairman and Members
Dewan Komisaris pada bab Profil Perusahaan dalam Laporan of the Nomination and Remuneration Committee can be found
Terintegrasi ini. in the profile of the Board of Commissioners in the Company
Profile chapter of this Integrated Report.
INDEPENDENSI DAN RANGKAP INDEPENDENCE AND CONCURRENT
JABATAN KNR POSITION OF KNR
Mengingat bahwa anggota KNR merupakan anggota Considering that the members of KNR are the Commissioners,
Dewan Komisaris, maka pengungkapan informasi mengenai the disclosure of information concerning their independence
independensi dan rangkap jabatan anggota KNR dapat dilihat and concurrent position is available in the earlier discussion
pada pembahasan mengenai Dewan Komisaris sebelumnya. regarding the Board of Commissioners.
311
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 312
PEDOMAN KERJA KNR WORK GUIDELINES FOR KNR
KNR telah memiliki Piagam Komite Nominasi dan Remunerasi The KNR has a Nomination and Remuneration Committee
yang telah ditetapkan tanggal 26 Juni 2020. Piagam KNR Charter, which was validated on June 26, 2020. The KNR
mengacu pada ketentuan yang berlaku dan best practices Charter refers to applicable regulations and best practices
untuk membantu Dewan Komisaris dalam meningkatkan to assist the Board of Commissioners in improving the
sistem pengawasan secara lebih efektif. Piagam KNR senantiasa supervisory system to be more effective. The KNR Charter is
ditinjau ulang secara berkala. Versi terakhir dari Piagam yang regularly reviewed. The latest version of the Charter used is
digunakan adalah per tanggal 2 Agustus 2023 berdasarkan Surat dated August 2, 2023, based on the Decree of DEKOM-GMF/
Keputusan DEKOM-GMF/SKEP/5004/23 perihal Penetapan SKEP/5004/23 regarding the Determination of the 2023 Board
Piagam Komite Dewan Komisaris Tahun 2023. of Commissioners Committee Charter.
Piagam KNR berisi tentang Latar Belakang; Visi dan Misi; The KNR Charter contains the following sections: Background;
Maksud dan Tujuan, Keanggotaan, Kedudukan, Tugas, Tanggung Vision and mission; Aims and Objectives; Membership, Position,
Jawab, dan Wewenang; Prosedur Kerja, Rapat, Pelaporan dan Duties, Responsibilities, and Authority; Work Procedures,
Penanganan Pengaduan; Program Pengembangan; Kerahasiaan; Meetings, Reporting, and Complaint Handling; Development
Penutup. Program; Confidentiality; Closing.
TUGAS DAN TANGGUNG JAWAB KNR DUTIES AND RESPONSIBILITIES OF KNR
Tugas KNR sesuai dengan Piagam KNR, yaitu: The duties of KNR according to the charter are:
1. Fungsi Nominasi 1. Nomination Function
a. Memberikan rekomendasi kepada Dewan Komisaris a. Provide recommendations to the Board of Commissioners
mengenai komposisi jabatan anggota Direksi dan/atau regarding the composition of the position of members of
anggota Dewan Komisaris, kebajikan dan kriteria yang the Board of Directors and / or members of the Board of
dibutuhkan dalam proses Nominasi dan Kebijakan Commissioners, the virtues and criteria required in the
Evaluasi kinerja bagi anggota Direksi dan/atau anggota Nomination process and the Performance Evaluation
Dewan Komisaris; Policy for members of the Board of Directors and / or
members of the Board of Commissioners;
b. Membantu Dewan Komisaris melakukan penilaian b. Assist the Board of Commissioners in assessing the
kinerja anggota Direksi dan/atau anggota Dewan performance of members of the Board of Directors and/
Komisaris berdasarkan tolak ukur yang telah disusun or members of the Board of Commissioners based on
sebagai bahan evaluasi; the benchmarks that have been prepared as evaluation
material;
c. Memberikan rekomendasi kepada Dewan Komisaris c. Provide recommendations to the Board of
mengenai program pengembangan kemampuan anggota Commissioners regarding the capacity building
Direksi dan/atau anggota Dewan Komisaris; programme for members of the Board of Directors
and/or members of the Board of Commissioners;
d. Memberikan usulan calon yang memenuhi syarat d. Provide proposals for candidates who qualify as
sebagai anggota Direksi dan/atau anggota Dewan members of the Board of Directors and/or members
Komisaris kepada Dewan Komisaris untuk disampaian of the Board of Commissioners to the Board of
kepada RUPS; Commissioners to be submitted to the GMS;
e. Melakukan tinjauan secara berkala atas system e. Conduct periodic reviews of the SOE Talent
Manajemen Talenta BUMN serta pengawasan dan Management system as well as supervision and
evaluasi atas pelaksanaanya; evaluation of its implementation;
f. Melakukan evaluasi terhadap sistem dan prosedur f. Evaluate the Talent classification system and procedure
pengklasifikasian Talenta yang dilakukan oleh Direksi conducted by the Board of Directors of the Company;
Perseroan;
g. Melakukan validasi dan kalibrasi atas Talenta Terseleksi g. Validate and calibrate the Selected Talents, to produce a
(selected talent), untuk menghasilkan daftar Talenta list of Nominated Talents nominated by the Company's
Ternominasi (nominated talent) yang dinominasikan Board of Commissioners to the GMS;
oleh Dewan Komisaris Perseroan kepada RUPS; h. Evaluate the candidates of the Company's
h. Melakukan evaluasi terhadap calon wakil Perseroan representatives who will be proposed as members of
yang akan diusulkan sebagai anggota Direksi atau the Board of Directors or members of the Board of
anggota Dewan Komisaris Anak Perusahaan, sebelum Commissioners of Subsidiaries, before being submitted
diajukan kepada RUPS; to the GMS;
i. Melakukan evaluasi atas usulan KPI individu anggota i. Evaluate the proposed individual KPIs of members of
Direksi BUMN; dan the Board of Directors of SOEs; and
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
312 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 313
Tata Kelola Perusahaan
Corporate Governance
j. Menyiapkan usulan sistem evaluasi kinerja individu bagi j. Prepare a proposal for an individual performance
anggota Direksi dan/atau anggota Dewan Komisaris/ evaluation system for members of the Board of Directors
Dewan Pengawas BUMN. and/or members of the Board of Commissioners/
Supervisory Board of SOEs.
2. Fungsi Remunerasi 2. Remuneration Function
a. Memberikan rekomendasi kepada Dewan Komisaris a. Provide recommendations to the Board of
mengenai struktur Remunerasi, kebijakan atas Commissioners regarding the Remuneration structure,
remunerasi dan besaran atas remunerasi; policy on remuneration and the amount of remuneration;
b. Membantu Dewan Komisaris melakukan penilaian b. Assist the Board of Commissioners in assessing
kinerja dengan kesesuaian remunerasi yang diterima performance with the suitability of remuneration
masing-masing anggota Direksi dan/atau anggota received by each member of the Board of Directors
Dewan Komisaris; and/or members of the Board of Commissioners;
• Dalam melaksanakan fungsi Remunerasi KNR wajib • In carrying out the Remuneration function, the KNR
melakukan prosedur sesuai Peraturan Otoritas Jasa must carry out procedures in accordance with the
Keuangan Nomor: 34/POJK.04/2014 tentang KNR Financial Services Authority Regulation Number:
emiten atau Perusahaan Publik; 34/POJK.04/2014 concerning KNR of issuers or
Public Companies;
•Struktur, kebijakan dan besaran remunerasi harus • The structure, policy and amount of remuneration
dievaluasi oleh KNR paling kurang (satu) kali dalam must be evaluated by KNR at least (one) time in 1
1 (satu) tahun. (one) year.
3. Sumber Daya Manusia 3. Human Resources
a. Menyiapkan usulan program pengembangan bagi a. Prepare proposals for development programmes for
anggota Direksi dan/atau anggota Dewan Komisaris members of the Board of Directors and/or members
/ Dewan Pengawas BUMN; of the Board of Commissioners/Supervisory Board
of SOEs;
b. Melakukan evaluasi atas usulan Direksi BUMN b. Evaluate the proposal of the Board of Directors of SOEs
mengenai struktur organisasi BUMN; regarding the organisational structure of SOEs;
c. Memastikan bahwa perusahaan telah memiliki c. Ensure that the company has a transparent human
kebijakan pengelolaan dan pengembangan sumber resource management and development policy;
daya manusia yang transparan;
d. Melakukan penelaahan dan pemantauan praktek d. Reviewing and monitoring human resource development
manajemen pengembangan sumber daya manusia management practices based on corporate governance
berdasarkan pedoman kebijakan tata kelola perusahaan, policy guidelines, particularly management policies and
khususnya kebijakan manajemen dan prosedur operasi standard operating procedures in the field of human
standar dibidang pengembangan sumber daya manusia; resource development;
e. Menelaah dan memantau implementasi sistem e. Review and monitor the implementation of the human
perencanaan sumber daya manusia, rekrutmen, seleksi resource planning, recruitment, selection and placement
dan penempatan karyawan; system;
f. Menelaan dan memantau hubungan kerja industrial f. Maintaining and monitoring industrial labour relations
yang ada dilingkungan Perusahaan; dan within the Company; and
g. Memantau dan mengawasi pelaksanaan program g. Monitor and supervise the implementation of human
pengemangan sumber daya manusia di Perusahaan, resource development programmes in the Company,
termasuk manajemen talenta untuk memastikan including talent management to ensure the Company
Perusahaan memiliki sumber daya manusia yang has competent human resources according to the
kompeten sesuai kebutuhan Perusahaan. Company's needs.
4. Menjaga kerahasiaan dokumen, data dan informasi 4. Maintain the confidentiality of company documents, data
perseoan. and information.
5. Melakukan identifikasi hal-hal yang memerlukan perhatian 5. Identify matters that require the attention of the Board of
Dewan Komisaris Perseroan serta tugas-tigas Dewan Commissioners of the Company and other relevant duties
Komisaris Perseroan bersangkutan lainnya. of the Board of Commissioners of the Company.
6. Melaksanakan tugas lain yang diberikan oleh Dewan 6. Carry out other duties assigned by the Board of
Komisaris berdasarkan ketentuan peraturan perundang- Commissioners based on the provisions of the prevailing
undangan yang berlaku. laws and regulations.
313
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 314
RAPAT KNR KNR MEETING
Mengingat bahwa setiap anggota KNR merupakan anggota Since the members of KNR also Commissioners, the meeting
Dewan Komisaris, maka mekanisme rapat KNR diadakan sesuai mechanism is held according to the internal meeting of the
dengan rapat internal Dewan Komisaris. Informasi mengenai Board of Commissioners. Information regarding the KNR
rapat KNR menjadi satu bagian tak terpisah dari rapat internal meeting is inseparable from the internal meeting of the Board
Dewan Komisaris yang dapat ditemukan di pembahasan of Commissioners, which available in the previous discussion.
sebelumnya.
PENGEMBANGAN KOMPETENSI KNR COMPETENCY DEVELOPMENT FOR KNR
Informasi mengenai daftar kegiatan pelatihan dan peningkatan Information concerning the training and competency
kompetensi yang diikuti KNR di sepanjang tahun 2024 dapat improvement programs of KNR throughout 2024 is available
dilihat pada bab Fungsi Penunjang Bisnis dalam Laporan in the chapter of Business Support Function of this Integrated
Terintegrasi ini. Report.
KEBIJAKAN REMUNERASI REMUNERATION POLICY
Remunerasi anggota KNR ditetapkan oleh Dewan Komisaris. The remuneration of KNR members was determined by the
Ketentuan pemberian honorarium untuk Anggota Komite Board of Commissioners. The honorarium for members of the
Dewan Komisaris diatur berdasarkan ketentuan berikut: Board of Commissioners’ Committee are regulated based on
the following:
1. Honorarium setiap bulannya. 1. Honorarium every month.
2. Fasilitas kesehatan berupa rawat inap, rawat jalan, dan 2. Health facilities in the form of hospitalization, outpatient
obat-obatan bagi yang bersangkutan, tidak termasuk care, and medicines for the person concerned, excluding
keluarga; dan family; and
3. Tunjangan hari raya yang dibayarkan sekali dalam 1 tahun 3. Holiday allowance paid once a year amounting to 1 time
sebesar 1 kali honorarium. honorarium.
4. Anggota Dewan Komisaris yang menjadi ketua atau 4. Members of the Board of Commissioners who are chairman
anggota Komite tidak diberikan penghasilan tambahan or member of the Committee are not given additional
dari jabatan tersebut selain Penghasilan sebagai anggota income from the position other than income as a member
Dewan Komisaris Perseroan. of the Board of Commissioners of the Company.
5. Fasilitas kesehatan tidak diberikan jika Anggota Komite 5. Health facilities are not provided if the Committee Member
Dewan Komisaris berstatus sebagai pegawai Garuda of the Board of Commissioners is an employee of Garuda
Indonesia Group. Indonesia Group.
6. Penghasilan tidak diberikan kepada Ketua/Anggota Komite 6. Income is not given to the Chairman/Member of the Board
Dewan Komisaris yang berstatus sebagai Dewan Komisaris of Commissioners Committee who is a member of the Board
Perseroan. of Commissioners of the Company.
LAPORAN PELAKSANAAN REPORT OF 2024 DUTIES
TUGAS TAHUN 2024
Selama tahun 2024, KNR telah melaksanakan berbagai kegiatan Throughout 2024, KNR has carried out various activities to
dalam rangka melaksanakan tugas dan tanggung jawab, di fulfill its duties and responsibilities, including:
antaranya meliputi:
1. Melakukan reviu dan rekomendasi terkait pencapaian 1. Conducted review and provided recommendations
kinerja Direksi Tahun Buku 2023; regarding the Board of Directors’ achievements for Fiscal
Year 2023;
2. Melakukan reviu dan rekomendasi terkait tantiem/insentif 2. Conducted review and provided recommendations
kinerja dan Remunerasi Direksi dan Dewan Komisaris; regarding performance bonuses/incentives and
remuneration for the Board of Directors and the Board
of Commissioners;
3. Melakukan reviu atas Laporan Triwulan Perusahaan. 3. Reviewed the Company’s Quarterly Reports.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
314 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 315
Tata Kelola Perusahaan
Corporate Governance
Komite Pengembangan Usaha
dan Pemantau Risiko
Business Development and Risk Monitoring Committee
Komite Pengembangan Usaha dan Pemantauan Risiko The Business Development and Risk Monitoring Committee
(KPUPR) merupakan organ pendukung Dewan Komisaris (KPUPR) is the supporting body of the Board of Commissioners
yang bertanggung jawab memantau pengembangan usaha responsible for monitoring business development, including new
yang mencakup investasi, proyek, atau produk baru sesuai investments, projects, or products according to the Company's
dengan strategi Perseroan. KPUPR juga melakukan kajian atas strategy. The KPUPR also reviews policies, risk management
kebijakan, praktik pengelolaan risiko, dan tindakan mitigasi practices, and mitigation measures.
yang diambil oleh Perseroan.
KUALIFIKASI ANGGOTA QUALIFICATIONS
Dewan Komisaris memiliki wewenang penuh untuk mengangkat The Board of Commissioners has full authority to appoint and
dan memberhentikan anggota KPUPR, yang berada di bawah dismiss KPUPR members under the coordination line of the
garis koordinasi Dewan Komisaris. Pengangkatan dan Board of Commissioners. The appointment and dismissal of
pemberhentian anggota KPUPR dilakukan berdasarkan Surat KPUPR members are carried out based on a Decree issued by
Keputusan yang dikeluarkan oleh Dewan Komisaris GMF. the GMF Board of Commissioners.
MASA JABATAN TERM OF OFFICE
KPUPR memiliki masa jabatan 3 (tiga) tahun terhitung sejak KPUPR has an office period of 3 (three) years from the Decree
Surat Keputusan yang mengangkatnya dan dapat diperpanjang which appointed him and can be extended once for 2 (two) years.
satu kali selama 2 (dua) tahun masa jabatan. Dewan Komisaris The Board of Commissioners has the right to dismiss committee
memiliki hak untuk memberhentikan anggota komite sewaktu- members at any time according to the applicable regulations.
waktu sesuai dengan ketentuan yang berlaku.
KOMPOSISI ANGGOTA KPUPR TAHUN 2024 COMPOSITION OF KPUPR MEMBERS IN 2024
KPUPR beranggotakan 3 (tiga) orang per 31 Desember 2024 As of December 31, 2024, KPUPR consists of 3 (three) people
yang terdiri dari Ketua Komite dan 2 (dua) orang Anggota from the Head of the Committee and 2 (two) members of the
Komite. Committee.
Nama Jabatan Dasar Pengangkatan Masa Jabatan
Name Position Basis of Appointment Term of Office
Agit Atriantio Ketua/Komisaris SK DEKOM-GMF/SKEP/5002/23 tanggal 5 Juli 5 Juli 2023 s.d 5 Juli 2025
Independen 2023 July 5, 2023 until July 5, 2025
Chair/Independent Decree DEKOM-GMF/SKEP/5002/23 dated July
Commissioner 5, 2023
Endang Tardiana Anggota SK DEKOM-GMF/SKEP/5002/23 tanggal 5 Juli 5 Juli 2023 s.d 5 Juli 2025
Member 2023 July 5, 2023 until July 5, 2025
Decree DEKOM-GMF/SKEP/5002/23 dated July
5, 2023
Gary Louis Lumempouw Anggota SK DEKOM-GMF/SKEP/5003/24 tanggal 15 15 Oktober 2025 s.d 14 Oktober
Member Oktober 2024 2027
Decree DEKOM-GMF/SKEP/5003/24 dated October 15, 2025 until 14
October 15, 2024 October, 2027
315
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 316
PROFIL ANGGOTA KPUPR PROFILE OF KPUPR MEMBERS
Profil Ketua KPUPR, Agit Atriantio, dapat dilihat bagian Profil The profile of KPUPR Chair, Agit Atriantio, can be seen in the
Dewan Komisaris pada bab Profil Perusahaan dalam Laporan Board of Commissioners profile section in the Company Profile
Terintegrasi ini. chapter of this Integrated Report.
Agit Atriantio
Ketua KPUPR/Komisaris Independen
Head of KPUPR/Independent Commissioner
Profil Ketua Komite KPUPR Agit Atriantio dapat dilihat bagian Profil Dewan Komisaris pada bab Profil Perusahaan dalam Laporan Tahunan
Terintegrasi ini.
The profile of KPUPR Head, Agit Atriantio, can be seen in the Board of Commissioners profile section in the Company Profile chapter of this
Integrated Report.
Endang Tardiana
Anggota KPUPR
KPUPR Member
Data Pribadi Warga Negara Indonesia | Indonesian Citizens
Personal Data Usia 45 tahun | 45 years old
Kelahiran Kuningan, 10 Oktober 1979 | Born in Kuningan, October 10, 1979
Pendidikan • Sarjana Teknik, Jurusan Mechanical Engineering dari Institut Teknologi Sepuluh Nopember
Education (2007)
• Diploma Jurusan Mechanical Engineering dari Politeknik Institut Teknologi Bandung tahun
(2003)
• Bachelor of Engineering, Department of Mechanical Engineering from the Sepuluh Nopember
Institute of Technology (2007)
• Diploma in Mechanical Engineering from the Polytechnic of Bandung Institute of Technology
(2003)
Gary Louis Lumempouw
Anggota KPUPR
KPUPR Member
Data Pribadi Warga Negara Indonesia | Indonesian Citizens
Personal Data Usia 67 tahun | 67 years old
Kelahiran Prabumulih, 17 Agustus 1957 | Born in Prabumulih, 17 August, 1957
Pendidikan • Sarjana Teknik Industri dari Institut Teknologi Bandung (1984)
Education • Magister Administrasi Bisnis – Sekolah Bisnis dan Manajemen dari Institut Teknologi Bandung
(2006)
• Bachelor of Industrial Engineering from Bandung Institute of Technology (1984)
• Master of Business Administration – School of Business and Management from Bandung
Institute of Technology (2006)
Pengalaman Kerja • Direktur Utama PT Multi Kreasi Investama (2013-sekarang)
Work Experience • Direktur Operasional PT Graha Cemerlang (2011-2013)
• Direktur Operasional PT Teknologi Riset Global Investama (2010-2011)
• President Director of PT Multi Kreasi Investama (2013-present)
• Operational Director of PT Graha Cemerlang (2011-2013)
• Operational Director of PT Teknologi Research Global Investama (2010-2011)
INDEPENDENSI DAN RANGKAP INDEPENDENCY AND CONCURRENT
JABATAN KPUPR POSITION OF KPUPR
Independensi anggota KPUPR penting untuk menghindari KPUPR members need to be independent to avoid any conflict of
adanya benturan kepentingan dalam proses pengambilan interest in making a decision to achieve the Company’s objective
keputusan dalam pencapaian tujuan GMF maupun tujuan grup or a group purpose with the Parent Company.
bersama Induk Perseroan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
316 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 317
Tata Kelola Perusahaan
Corporate Governance
Independensi Anggota KPUPR
Indepedency of KPUPR Members
Kriteria Independensi Gary Louis
Agit Atriantio Endang Tardiana
Independence Criteria Lumempouw
Bukan Anggota Manajemen ✓ ✓ ✓
Not a Management Member
Bebas dari hubungan usaha dan hubungan lainnya yang dapat ✓ ✓ ✓
mempengaruhi keputusan
Free from business relationships and others that can influence
decisions
Bukan pemegang saham mayoritas perusahaan atau pegawai ✓ X ✓
yang berhubungan langsung dengan pemegang saham
mayoritas Perseroan
Not the majority shareholder of the company or employees who
deal directly with the majority shareholder of the Company
Bukan pegawai atau pernah bekerja sebagai eksekutif pada ✓ ✓ ✓
Perseroan atau anggota perusahaan afiliasi, setidaknya 3 (tiga)
tahun sebelum menjadi anggota Komite
Not an employee or has worked as an executive in a company
or a member of an affiliated company, at least 3 (three) years
before becoming a member of the Committee
Bukan penasihat atau konsultan utama profesional yang ✓ ✓ ✓
material bagi Perseroan atau perusahaan afiliasi, atau pegawai
yang berhubungan langsung dengan penyedia jasa, setidaknya
3 (tiga) tahun sebelum menjadi anggota Komite
Not a professional advisor or principal consultant for the
Company or affiliated company, or employees who deal
directly with the service provider, at least 3 (three) years before
becoming a member of the Committee
Bukan pemasok atau pelanggan utama dari Perseroan atau ✓ X ✓
afiliasi atau pegawai dari/atau yang berhubungan langsung
atau tidak langsung dengan pemasok atau pelanggan utama
Not a supplier or main customer of the Company or its affiliation
or employee of/or who has direct or indirect contact with the
main supplier or customer
Tidak memiliki hubungan perjanjian dengan Perseroan atau ✓ ✓ ✓
perusahaan afiliasi lainnya sebagai Direksi
Has no agreement relationship with the Company or other
affiliated companies as Directors
Keterangan | Notes:
v = terpenuhi | fulfilled
x = tidak terpenuhi | not fulfilled
Rangkap Jabatan Anggota KPUPR
Concurrent Position of KPUPR Members
Nama Jabatan Rangkap Jabatan di GMF Rangkap Jabatan di Perusahaan/Instansi Lain
Name Position Concurrent Position at GMF Concurrent Position at Other Companies
Agit Atriantio Ketua merangkap Komisaris Independen Staf Khusus Kementerian Kelautan dan Perikanan
Anggota KPUPR Independent Commissioner Special Staff of the Ministry of Marine Affairs and
Head & Member KPUPR Fisheries
G a r y L o u i s Anggota KPUPR - Direktur Utama PT Multi Kreasi Investama
Lumempouw Member KPUPR President Director of PT Multi Kreasi Investama
Endang Tardiana Anggota KPUPR - Vice President Aircraft Maintenance Management
Member KPUPR PT Garuda Indonesia (Persero) Tbk
317
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 318
PEDOMAN KERJA KPUPR WORK GUIDELINE FOR KPUPR
Pedoman kerja KPUPR berlandaskan pada Piagam KPUPR The KPUPR work guideline are based on the Committee Charter
yang telah ditandatangani oleh seluruh anggota Komite pada which has been signed by all members of the Committee on
tanggal 2 Agustus 2023 dengan penekanan kepada: August 2, 2023, with emphasis on::
1. Monitoring dan evaluasi rencana bisnis Perseroan dan 1. Monitoring and evaluation of the Company’s business plan
pengembangannya. and its development;
2. Identifikasi dan penerapan manajemen risiko; 2. Identification and implementation of risk management;
3. Identifikasi dan kontrol faktor-faktor keberhasilan strategic 3. Identification and control of key success factors in the
plan; dan strategic plan; and
4. Tugas khusus. 4. Special assignments.
Pedoman KPUPR ditinjau ulang secara berkala sesuai dengan KPUPR guidelines are reviewed periodically according to the
kebutuhan dan relevansi penerapannya di dalam Perseroan. needs and relevance of their application in the Company. The
Versi terakhir dari Piagam yang digunakan adalah per tanggal latest version of the Charter used is dated August 2, 2023, based
2 Agustus 2023 berdasarkan Surat Keputusan DEKOM-GMF/ on the Decree of DEKOM-GMF/SKEP/5004/23 regarding the
SKEP/5004/23 perihal Penetapan Piagam Komite Dewan Determination of the 2023 Board of Commissioners Committee
Komisaris Tahun 2023. Charter.
Piagam KPUPR berisi tentang Latar Belakang; Visi dan Misi; The KPUPR Charter contains the following sections:
Maksud dan Tujuan, Keanggotaan, Kedudukan, Tugas, Tanggung Background; Vision and mission; Aims and Objectives;
Jawab, dan Wewenang; Prosedur Kerja, Rapat, Pelaporan dan Membership, Position, Duties, Responsibilities, and Authority;
Penanganan Pengaduan; Program Pengembangan; Kerahasiaan; Work Procedures, Meetings, Reporting, and Complaint
Penutup. Handling; Development Program; Confidentiality; Closing.
TUGAS DAN TANGGUNG JAWAB KPUPR DUTIES AND RESPONSIBILITIES OF KPUPR
Berdasarkan Piagam KPUPR, KPUPR bertugas untuk membantu Based on the KPUPR Charter, the KPUPR has a responsibility to
Dewan Komisaris dalam mewujudkan sistem dan pelaksanaan assist the Board of Commissioners in conducting a competent
pengawasan yang kompeten dan independen di Perseroan, and independent supervisory system in the Company, which
termasuk namun tidak terbatas: include but not limited to:
1. Tugas terkait dengan Manajemen Risiko 1. Tasks associated with Risk Management
a. Mengakses seluruh informasi yang relevan tentang a. Accessing all relevant information about the Company
Perseroan dengan tugas dan fungsi komite pemantau with the duties and functions of the risk monitoring
risiko; committee;
b. Melakukan komunikasi dengan kepala unit kerja b. Communicating with the heads of working units and
dan pihak lain dalam Perseroan untuk memperoleh other parties within the Company to obtain information,
informasi, klarifikasi serta meminta dokumen dan clarification and request the necessary documents and
laporan yang diperlukan; reports;
c. melakukan pemantauan dan penelaahan terhadap c. monitoring and reviewing the Risk Management report
laporan Manajemen Risiko dan laporan lainnya terkait and other reports related to the implementation of Risk
penerapan Manajemen Risiko baik Perseroan maupun Management of both the Company and its subsidiaries;
anak Perusahaan Perseroan;
d. Melakukan pemantauan dan evaluasi atas kesesuaian d. Monitoring and evaluating the appropriateness of
penerapan kebijakan dan strategi manajemen Risiko the implementation of risk management policies and
Perseroan dan anak perusahaan perseroan; strategies of the Company and its subsidiaries;
e. Memberikan rekomendasi kepada Dewan Komisaris e. Provide recommendations to the Company's Board
Perseroan atas hal yang mendukung efektivitas of Commissioners on matters that support the
penerapan Manajemen Risiko dan kesesuaian antara effectiveness of the implementation of Risk Management
kebijakan Manajemen Risiko Perseroan dan Manajemen and the compatibility between the Company's Risk
Risiko Anak Perusahaan Perseroan; dan Management policies and the Company's Subsidiaries'
Risk Management.; and
f. Melaksanakan pemantauan dan evaluasi terhadap f. Carry out monitoring and evaluation of the
pelaksanaan fungsi manajemen Risiko lainnya sesuai implementation of other risk management functions in
dengan ketentuan peraturan perunsang-undangan, accordance with the provisions of laws and regulations,
anggaran dasar, dan/ atau keputusan RUPS. articles of association, and / or resolutions of the GMS.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
318 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 319
Tata Kelola Perusahaan
Corporate Governance
2. Tugas terkait dengan Pengembangan Usaha 2. Tasks associated with Business Development
a. Menyampaikan rekomendasi kepada Dewan Komisaris a. Provide recommendations to the Board of
atas kebijakan yang telah diambil oleh Direksi berkaitan Commissioners on the policies adopted by the Board
dengan Pengembangan Usaha; of Directors in relation to Business Development;
b. Melakukan penilaian atas situasi yang diperkirakan b. Assess the situation that is expected to threaten the
dapat membahayakan kelangsungan usaha Perseroan; continuity of the Company's business;
c. Melakukan monitoring dan evaluasi terhadap realisasi c. Monitor and evaluate the realisation of the Company's
bisnis Perseroan termasuk Rencana Kerja dan Anggaran business including the Company's Work Plan and
Perusahaan dan Rencana Jangka Panjang Perusahaan; Budget and the Company's Long Term Plan;
d. Mengevaluasi rencana pengembanan/ ekspansi bisnis d. Evaluate the Company's business development/
Perseroan. expansion plan.
3. Menjaga kerahasiaan dokumen, data dan informasi 3. Maintain the confidentiality of the Company's documents,
Perseroan. data and information.
4. Melakukan identifikasi hal-hal yang memerlukan perhatian 4. Identify matters that require the attention of the Board of
Dewan Komisaris Perseroan serta tugas-tugas Dewan Commissioners of the Company and other relevant duties
Komisaris Perseroan bersangkutan lainnya of the Board of Commissioners of the Company
5. Melaksanakan tugas lain yang diberikan oleh Dewan 5. Carry out other duties assigned by the Board of
Komisaris berdasarkan ketentuan peraturan perundang- Commissioners based on the provisions of the prevailing
undangan yang berlaku. laws and regulations.
RAPAT KPUPR KPUPR MEETING
Mengacu kepada Piagam KPUPR, rapat KPUPR diadakan Following the provisions in its work charter, KPUPR conducts a
setidaknya sekali dalam sebulan. Pada tahun 2024, KPUPR meeting at least once every month. In 2024, KPUPR conducted
melakukan rapat sebanyak 5 (lima) kali. 5 (five) meetings.
Rekapitulasi Kehadiran KPUPR pada Rapat
Recapitulation of the Presence of KPUPR at the Meeting
Jumlah Wajib Rapat
Anggota KPUPR Jumlah Kehadiran Kehadiran
Number of Mandatory
KPUPR Members Number of Presence Presence
Meeting
Agit Atriantio 5 5 100%
Ketua
Chair
Endang Tardiana 5 5 100%
Anggota
Member
Gary Louis Lumempouw 5 5 100%
Anggota
Member
Rata-rata
100%
Average
Risalah Rapat KPUPR
Minutes of KPUPR Meeting
Tanggal Agenda Rapat
Date Meeting Agenda
13 Februari 2024 Kerja Sama Landing Gear
February 13, 2024 Landing Gear Partnership
27 Maret 2024 Kategori dan Klasifikasi Risiko GMF
March 27, 2024 GMF Risk Category and Classification
2 Mei 2024 Pemenuhan ICoFR KPUPR
May 2, 2024 Fulfilment of ICoFR for KPUPR
26 Juli 2024 Pelepasan Aset Tetap berupa 1 (satu) unit Engine
July 26, 2024 Release of Fixed Assets in form of 1 (one) Engine unit
6 Desember 2024 Pembahasan Rancangan RKAP 2025 GMF
December 6, 2024 Discussion on GMF 2025 RKAP Plan
319
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 320
PENGEMBANGAN KOMPETENSI KPUPR COMPETENCY DEVELOPMENT FOR KPUPR
Informasi mengenai daftar kegiatan pelatihan dan peningkatan Information on the list of training and competency development
kompetensi yang diikuti KPUPR di sepanjang tahun 2024 activities for KPUPR throughout 2024 is available in the chapter
dapat dilihat pada bab Fungsi Penunjang Bisnis dalam Laporan of Business Support Function of this Integrated Report.
Terintegrasi ini.
KEBIJAKAN REMUNERASI REMUNERATION POLICY
Remunerasi anggota KPUPR ditetapkan oleh Dewan Komisaris. The remuneration of KPUPR members was determined by the
Ketentuan pemberian honorarium untuk Anggota Komite Board of Commissioners. The honorarium for members of the
Dewan Komisaris diatur berdasarkan ketentuan berikut: Board of Commissioners’ Committee are regulated based on
the following:
1. Besarnya Honorarium bagi Anggota Komite Dewan 1. The Honorarium for Independent Members of the Board
Komisaris Independen dan/atau yang tidak berstatus of Commissioners’ Committee and/or those who are not
sebagai Pegawai Perseroan atau Pegawai PT Garuda employees of the Company or Employees of PT Garuda
Indonesia (Persero) Tbk (“Garuda Indonesia”). Indonesia (Persero) Tbk (“Garuda Indonesia”).
2. Besarnya Honorarium bagi Anggota Komite Dewan 2. The Honorarium for Members of the Board of
Komisaris yang berstatus masih sebagai pegawai Perseroan Commissioners’ Committee who are employees of the
atau Pegawai Garuda Indonesia. Company or Garuda Indonesia.
3. Honorarium tidak diberikan kepada Ketua/Anggota Komite 3. The Honorarium is not given to the Chairman/Committee
Dewan Komisaris yang berstatus sebagai Anggota Direksi Member of the Board of Commissioners who is also a
di Garuda Indonesia dan/atau merangkap sebagai Dewan Member of the Board of Directors at Garuda Indonesia
Komisaris Perseroan. and/or the Company's Board of Commissioners.
4. Pajak atas Honorarium Anggota Komite Dewan Komisaris 4. Taxes on the Honorarium of Members of the Board of
dan/atau penghasilan lainnya ditanggung oleh Perseroan. Commissioners’ Committee and/or other income shall be
borne by the Company.
5. Biaya yang timbul atas pemberian honorarium ini menjadi 5. The Company is responsible for the costs incurred from
beban Perseroan. this honorarium.
PENCAPAIAN KPUPR KPUPR’S ACHIEVEMENT
Setiap tahunnya KPUPR menyusun rencana kerja untuk KPUPR made an annual working plan to do the duties and
mendukung pelaksanaan tugas dan tanggung jawab dengan responsibilities efficiently and effectively. The realization of
efisien dan efektif. Berikut pencapaian Rencana Kerja KPUPR KPUPR’s work plan for 2024 was as follows:
tahun 2024:
Program Kerja KPUPR 2024 Realisasi
No. KPUPR Work Plan 2024 Realization
1. Melakukan kajian dan evaluasi atas pengembangan usaha MRO 100%
Conduct studies and evaluations of MRO business development
2. Melakukan kajian dan evaluasi atas kecukupan kebijakan, konsistensi praktik pengelolaan risiko, dan efektivitas 100%
tindakan mitigasi
Reviewing and evaluating the adequacy of policies, the consistency of risk management practices, and the
effectiveness of mitigation actions
3. Memberikan rekomendasi perbaikan atas praktik pengelolaan dan penanganan risiko Perseroan 100%
Providing recommendations for improvements to the Company's risk management and management practices
4. Melaksanakan tugas lain yang diberikan oleh Dewan Komisaris sepanjang masih dalam ruang lingkup tugas 100%
dan kewajiban Dewan Komisaris berdasarkan ketentuan yang berlaku
Performing other duties given by the Board of Commissioners as long as within the coverage of duties and
obligations of the Board according to regulation
5. Menyusun rencana kerja KPUPR tahun 2024 100%
Prepare KPUPR work plan for 2024
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
320 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 321
Tata Kelola Perusahaan
Corporate Governance
Program Kerja KPUPR 2024 Realisasi
No. KPUPR Work Plan 2024 Realization
6. Membuat laporan berkala Triwulanan/setiap 3 bulan sekali kepada Dewan Komisaris 100%
Creating a quarterly report/once every 3 months to the Board of Commissioners
7. Melaksanakan rapat periodik sekurang-kurangnya 1 kali dalam 3 bulan 100%
Held a periodic meeting at least once every three months
8. Melakukan Self-Assessment terhadap kinerja anggota KPUPR 100%
Conducted Self-Assessment on the performance of KPUPR members
LAPORAN PELAKSANAAN TUGAS TAHUN REPORT OF 2024 DUTIES
2024
Selama tahun 2024, KPUPR telah melaksanakan berbagai Throughout 2024, KPUPR has performed the following
kegiatan dalam rangka melaksanakan tugas dan tanggung activities to fulfill the duties and responsibilities that cover:
jawab, di antaranya meliputi:
1. Melakukan reviu dan rekomendasi terkait Kategori dan 1. Review and provide recommendations on GMF’s Risk
Klasifikasi Risiko GMF; Categories and Classifications;
2. Melakukan reviu dan rekomendasi terhadap penyesuaian 2. Review and provide recommendations on adjustments to
organisasi induk; the parent organization;
3. Melakukan reviu atas Laporan Triwulan Perseroan; 3. Review the Company’s Quarterly Reports;
4. Melakukan reviu dan rekomendasi atas rencana pelepasan 4. Review and provide recommendations on the plan for fixed
aset tetap; asset divestment;
5. Melakukan reviu dan rekomendasi atas buku rancangan 5. Review and provide recommendations on the draft revised
revisi rencana jangka panjang Perseroan; long-term plan of the Company;
6. Melakukan reviu atas Rancangan Rancangan Rencana Kerja 6. Review the Draft of the Company’s Work Plan and Budget
dan Anggaran Perseroan Tahun 2025; for 2025.
321
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 322
Sekretaris Perusahaan & Legal
Corporate Secretary & Legal
Berdasarkan Surat Keputusan Direktur Human Capital & Based on the Decree of Director of Human Capital & Corporate
Corporate Affairs No. DC/SKEP-5181/20 tanggal 17 Juli 2020 Affairs No. DC/SKEP-5181/20dated July 17th 2020 regarding
tentang Struktur Organisasi Corporate Secretary & Legal PT Organizational Structure of Corporate Secretary & Legal PT
Garuda Maintenance Facility Aero Asia Tbk, GMF melakukan Garuda Maintenance Facility Aero Asia Tbk, GMF was updated
perubahan atas struktur organisasi unit dengan fungsi sebagai the organization structure of Corporate Secretary and Legal.
Sekretaris Perusahaan dan Legal. Fungsi Sekretaris Perusahaan The Corporate Secretary is to comply with OJK Regulation No.
ini juga telah menyesuaikan dengan Peraturan OJK No. 35/ 35/POJK.04/2014 concerning Corporate Secretary of Issuers
POJK.04/2014 tentang Sekretaris Perusahaan Emiten atau or Public Companies.
Perusahaan Publik.
PROFIL VP CORPORATE PROFILE OF CORPORATE
SECRETARY & LEGAL SECRETARY & LEGAL VP
Berdasarkan Surat Keputusan Direktur Human Capital & Based on the Director of Human Capital & Corporate Affairs
Corporate Affairs No. DC/SKEP-5181/20 tanggal 17 Juli Decree No. DC/SKEP-5181/20 on July 17, 2020, the Company
2020, Perseroan menunjuk Rian Fajar Isnaeni sebagai VP has appointed Rian Fajar Isnaeni as the Corporate Secretary &
Corporate Secretary & Legal. Pengangkatan VP Corporate Legal VP. The appointment of the Corporate Secretary & Legal
Secretary & Legal telah dilaporkan kepada OJK dan Bursa Efek VP has been reported to OJK and Indonesia Stock Exchange
Indonesia pada tanggal 21 Juli 2020 melalui surat No. GMF/ on July 21, 2020, through letter No. GMF/DT/SPE-2001/20 to
DT/SPE-2001/20 untuk memenuhi Peraturan OJK No. 35/ meet the OJK Regulation No. 35/POJK.04/2014 concerning
POJK.04/2014 tentang Sekretaris Perusahaan Emiten atau Corporate Secretary of an Emitent or a Public Company.
Perusahaan Publik.
Rian Fajar Isnaeni
VP Corporate Secretary & Legal
Periode Jabatan Menjabat sejak 21 Juli 2020
Period Took up the position on July 21, 2020
Data Pribadi Warga Negara Indonesia | Indonesian Citizen
Personal Data Usia 48 tahun | 48 years old
Kelahiran Palembang, 17 Januari 1977 | Born in Palembang, January 17, 1977
Domisili Jakarta Timur, DKI Jakarta, Indonesia
Domicile East Jakarta, DKI Jakarta, Indonesia
Bergabung di GMF 7 Januari 2019 sebagai GM Legal & Corporate Governance
Join GMF January 7, 2019, as the GM Legal & Corporate Governance
Pendidikan Sarjana (S1) Program Hukum di Universitas Diponegoro
Education Bachelor’s Degree (S1) of Law in Diponegoro University
Pengalaman Kerja • GM Legal & Corporate Governance PT Garuda Maintenance Facility Aero Asia Tbk (2019-2020)
Work Experience • Legal Counsel and Compliance Officer PT SEI Consulting Jakarta (2015-2018)
• Corporate Legal Manager PT Panasonic Gobel Indonesia (2013-2015)
Pendidikan dan/atau Sertifikasi Profesi yang • Mengelola Risiko Siber dalam Industri Digital (23 September 2021) oleh LPPI
Berlaku • Advokasi Pelaku Usaha KPPU – AEI tentang Pedoman Penilaian terhadap Penggabungan,
Education and/or Valid Professional Peleburan atau Pengambilalihan (18 Desember 2020) Jakarta – KPPU
Certifications • Pemahaman Filosofi dan Model Struktural Pengelolaan GRC Terpadu, 2020, Tangerang – PT
Sinergi Daya Prima
• Managing the Cyber Risk in the Digital Industry (September 23, 2021) by LPPI
• KPPU – AEI Entrepreneurs Advocacy concerning Assessment Guidelines for Merger,
Consolidation or Acquisition (December 18, 2020) Jakarta – KPPU
• Understanding the Philosophy and Structural Model of Integrated GRC Management, 2020,
Tangerang – PT Sinergi Daya Prima
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
322 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 323
Tata Kelola Perusahaan
Corporate Governance
STRUKTUR CORPORATE CORPORATE SECRETARY &
SECRETARY & LEGAL LEGAL STRUCTURE
Corporate Secretary & Legal
Investor Relation
Legal & Corporate Corporate
Business Contract
Governance Communication & CSR
Kedudukan Sekretaris Perusahaan dalam struktur organisasi The Corporate Secretary & Legal is positioned under the
Perseroan berada langsung di bawah Direktur Utama. Sekretaris President Director. The Corporate Secretary & Legal has several
Perusahaan memiliki beberapa fungsi di bawahnya yaitu fungsi functions underneath, including Corporate Communication,
Corporate Communication, Business Contract, dan Legal & Business Contract, and Corporate Legal, which is also
Corporate Governance yang juga bertanggung jawab dalam responsible for implementing corporate governance and acting
pelaksanaan tata kelola perusahaan serta berfungsi sebagai as the liaison between the internal and external parties of GMF.
penghubung dengan pihak eksternal maupun internal GMF.
Hingga akhir tahun 2024, jumlah karyawan yang tergabung By the end of 2024, the employees of the Corporate Secretary
dalam unit Sekretaris Perusahaan sebanyak 22 orang. & Legal consist of 22 people.
Jabatan Jumlah Karyawan
Position Total Employee
Corporate Secretary 1
SM Business Contract Specialist 1
SM Corporate Communication & CSR 1
SM Legal & Corporate Governance 1
Government Relation Executive 1
Secretary 1
Senior Business Contract Specialist 1
Business Contract Specialist 3
Corporate Governance Analyst 2
Corporate Secretary Officer 1
Legal Advisor 2
Legal Officer 2
Corporate Communication Executive 2
Corporate Communication Officer 3
Jumlah
22
Total
323
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 324
PEDOMAN KERJA CORPORATE CORPORATE SECRETARY &
SECRETARY & LEGAL LEGAL WORK GUIDELINE
Sekretaris Perusahaan GMF telah dilengkapi dengan Pedoman GMF Corporate Secretary has been equipped with Work
Kerja yang tertuang pada Surat Keputusan Direktur Utama Guidelines as stated in the President Director Decree No.
No. DT/SKEP-5015/24 tentang Organisasi Induk PT Garuda DT/SKEP-5015/24 concerning the Parent Organisation of
Maintenance Facility Aero Asia Tbk., dalam Pedoman Direksi PT Garuda Maintenance Facility Aero Asia Tbk, in the Board
Bab 9 tentang Organ Pendukung Direksi Hal.49-50, dan Surat of Directors Guidelines Chapter 9 concerning Supporting
Keputusan Direktur Human Capital & Corporate Affairs No. Organs of the Board of Directors Page 49-50, and Decree of
DC/SKEP-5354/22 tentang Struktur Organisasi Unit Corporate the Director of Human Capital & Corporate Affairs No. DC/
Secretary & Legal PT Garuda Maintenance Facility Aero Asia SKEP-5354/22 concerning the Organisational Structure of the
Tbk. Corporate Secretary & Legal Unit of PT Garuda Maintenance
Facility Aero Asia Tbk.
TUGAS DAN TANGGUNG JAWAB CORPORATE SECRETARY & LEGAL
CORPORATE SECRETARY & LEGAL DUTIES AND RESPONSIBILITIES
Tugas Sekretaris Perusahaan meliputi: The duties of the Corporate Secretary include:
1. Memastikan penyelenggaraan Perseroan oleh Direksi dan 1. Ensuring that the Company's management by the Board
Dewan Komisaris agar sesuai dengan Undang-undang of Directors and Board of Commissioners is in accordance
Perseroan Terbatas, Anggaran Dasar Perusahaan, Peraturan with the Limited Liability Company Law, the Company's
Bapepam dan LK, Otoritas Jasa Keuangan, peraturan Bursa Articles of Association, Bapepam and LK Regulations, the
Efek dan peraturan terkait lainnya; Financial Services Authority, Stock Exchange regulations
and other related regulations;
2. Mengikuti perkembangan seluruh peraturan-peraturan 2. Following the development of all regulations related to
terkait penyelenggaraan Perseroan pada umumnya, the Company's management in general, employment,
ketenagakerjaan, pasar modal guna memberikan capital markets in order to provide recommendations or
rekomendasi atau pertimbangan kepada Direksi dan Dewan considerations to the Board of Directors and Board of
Komisaris dalam pengembalian keputusan; Commissioners in returning decisions;
3. Memberikan masukan kepada Direksi dan Dewan Komisaris 3. Providing input to the Board of Directors and Board
terkait pengelolaan dan administrasi kesekretariatan of Commissioners regarding the management and
Perseroan dalam pengambilan keputusan sesuai dengan administration of the Company's secretariat in making
ketentuan peraturan perundang-undangan yang berlaku decisions in accordance with the provisions of laws and
di bidang perseroan terbatas dan pasar modal; regulations applicable in the field of limited liability
companies and capital markets;
4. Bertindak selaku penghubung atau liaison officer bagi 4. Acting as a liaison officer for the Board of Directors and/or
Direksi dan/atau Dewan Komisaris dengan Pemegang Board of Commissioners with Shareholders, the Financial
Saham, Otoritas Jasa Keuangan, masyarakat dan pemangku Services Authority, the public and other stakeholders;
kepentingan lainnya;
5. Memastikan pengelolaan, menatausahakan, serta 5. Ensuring the management, administration, and storage
menyimpan dokumen Perseroan yang termasuk, tetapi of Company documents including, but not limited to, the
tidak terbatas pada Daftar Pemegang Saham, Daftar Khusus Shareholders Register, Special Register and minutes of
dan risalah rapat Direksi, rapat Dewan Komisaris dan RUPS; Board of Directors meetings, Board of Commissioners
meetings and GMS;
6. Mengkoordinasikan penyelenggaraan Sistem Pelaporan 6. Coordinating the implementation of the Whistleblowing
Pelanggaran (Whistleblowing System/WBS) dengan System (WBS) by ensuring that the Violation Report is
memastikan Laporan Pelanggaran ditindaklanjuti oleh followed up by the WBS Officer and submitting the results
WBS Officer dan menyampaikan hasil tindak lanjut Laporan of the Violation Report follow-up to the Board of Directors
Pelanggaran kepada Direksi dan/atau Dewan Komisaris and/or Board of Commissioners and/or Shareholders;
dan/atau Pemegang Saham;
7. Menjamin penatalaksanaan dan ketersediaan informasi 7. Ensuring the implementation and availability of information
yang diperlukan dalam pengambilan keputusan oleh required in decision-making by the Board of Directors and
Direksi dan Dewan Komisaris, termasuk memastikan Board of Commissioners, including ensuring the quorum
kuorum kehadiran peserta rapat sehingga dapat melakukan of meeting participants so that they can make legitimate
pengambilan keputusan yang sah sesuai dengan ketentuan decisions in accordance with applicable provisions;
yang belaku;
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
324 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 325
Tata Kelola Perusahaan
Corporate Governance
8. Mempersiapkan dan mengkoordinasikan penyelenggaraan 8. Preparing and coordinating the implementation of Board
Rapat Direksi, Rapat Dewan Komisaris, Rapat Analis dan of Directors Meetings, Board of Commissioners Meetings,
RUPS serta forum korporasi lainnya; Analyst Meetings and GMS and other corporate forums;
9. Memastikan dan mengkoordinasikan pelaksanaan program 9. Ensuring and coordinating the implementation of
orientasi terhadap perusahaan dan pelatihan bagi Direksi orientation programs for the company and training for
dan/atau Dewan Komisaris; the Board of Directors and/or Board of Commissioners;
10. Memastikan tindakan koreksi terhadap hasil temuan pada 10. Ensuring corrective actions against the findings of the
penilaian dan evaluasi atas penerapan GCG dan pada ranah assessment and evaluation of the implementation of GCG
lainnya yang merupakan tanggung jawab dari unit 1 (satu) and in other areas that are the responsibility of the unit 1
tingkat di bawah Direksi yang membidangi Sekretaris (one) level below the Board of Directors in charge of the
Perusahaan; Corporate Secretary;
11. Menyampaikan secara berkala paling kurang 1 (satu) kali 11. Submit periodically at least 1 (one) time in 1 (one) year
dalam 1 (satu) tahun mengenai pelaksanaan unit 1 (satu) regarding the implementation of unit 1 (one) level below the
tingkat di bawah Direksi yang membidangi Sekretaris Board of Directors in charge of Corporate Secretary to the
Perusahaan kepada Direksi dan ditembuskan kepada Board of Directors and copy to the Board of Commissioners;
Dewan Komisaris;
12. Menjalankan unit 1 (satu) Tingkat di bawah Direksi yang 12. Running unit 1 (one) Level below the Board of Directors
membidangi Sekretaris Perseroan dengan tidak mengambil in charge of Corporate Secretary without taking personal
keuntungan Pribadi baik secara langsung maupun tindak advantage either directly or indirectly, which is detrimental
langsung, yang merugikan Perseroan; to the Company;
13. Menjaga kerahasiaan dokumen, data dan informasi yang 13. Maintaining the confidentiality of documents, data and
bersifat rahasia kecuali dalam rangka memenuhi kewajiban information that are confidential except in order to fulfill
sesuai dengan peraturan perundang-undangan atau obligations in accordance with laws and regulations or
ditentukan lain dalam peraturan perundang-undangan; otherwise determined in laws and regulations;
14. Bertanggung jawab terhadap penyusunan strategi dan 14. Responsible for the preparation of the Company's strategies
kebijakan Perseroan terkait struktur dan mekanisme and policies related to the structure and mechanism of
tata kelola perusahaan, berdasarkan prinsip-prinsip corporate governance, based on GCG principles and based
GCG dan berlandaskan peraturan perundang-undangan on laws and regulations and business ethics in general
serta etika bisnis pada umumnya secara konsisten dan consistently and continuously;
berkesinambungan;
15. Mengelola dan memitigasi risiko hukum bagi Perseroan 15. Managing and mitigating legal risks for the Company in
dalam setiap rencana dan pelaksanaan perikatan dengan every plan and implementation of engagement with third
pihak ketiga sesuai dengan ketentuan Anggaran Dasar parties in accordance with the provisions of the Company's
Perusahaan dan peraturan perundang-undangan terkait; Articles of Association and related laws and regulations;
16. Mencegah terjadinya pelanggaran dalam Perseroan; 16. Preventing violations in the Company;
17. Memastikan penyusunan segala jenis kontrak bisnis antara 17. Ensure the preparation of all types of business contracts
Perseroan dengan customer, vendor, partner, dan pihak between the Company and customers, vendors, partners,
lainnya, dengan tetap menjaga kepentingan Persereoan and other parties, while maintaining the interests of the
dan ketentuan yang berlaku; Company and applicable provisions;
18. Bertanggung jawab dalam memastikan ketersediaan 18. Responsible for ensuring the availability of the
pelaksanaan keterbukaan informasi atau fakta material implementation of information disclosure or relevant
yang relevan pada situs web atau media komunikasi lainnya material facts on the website or other communication media
termasuk dampak hukumnya sesuai dengan ketentuan including its legal impact in accordance with applicable
yang berlaku; provisions;
19. Mengikuti perkembangan pasar modal termasuk namun 19. Follow the development of the capital market including
tidak terbatas pada peraturan perundang- undangan yang but not limited to the laws and regulations applicable in
berlaku di bidang pasar modal; the capital market sector;
20. Mengelola dan memitigasi risiko hukum bagi Perseroan 20. Manage and mitigate legal risks for the Company in every
dalam setiap rencana dan pelaksanaan perikatan dengan plan and implementation of engagement with third parties
pihak ketiga sesuai dengan ketentuan Anggaran Dasar in accordance with the provisions of the Company's Articles
Perusahaan dan peraturan perundang-undangan terkait; of Association and related laws and regulations;
21. Mengembangkan strategi komunikasi Perseroan secara 21. Develop the Company's communication strategy effectively
efektif dan wajar sejalan dengan tujuan, sasaran Perusahaan and fairly in line with the Company's goals, objectives and
dan prinsip GCG; GCG principles;
22. Membangun terbentuknya citra Perseroan yang positif 22. Build a positive image of the Company by shareholders
oleh pemegang saham dan seluruh pemangku kepentingan; and all stakeholders;
325
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 326
23. Memastikan aktivitas Perseroan yang terkait dengan 23. Ensure that the Company's activities related to the CSR
program CSR terselenggaran sesuai dengan visi dan misi program are carried out in accordance with the Company's
Perseroan; vision and mission;
24. Menyelenggarakan dan mengkoordinir pelaksanaan 24. Organize and coordinate the implementation of the activities
kegiatan-kegiatan Direksi dan Dewan Komisaris dalam of the Board of Directors and Board of Commissioners in
setiap aksi atau kegiatan korporasi termasuk namun tidak every corporate action or activity including but not limited
terbatas pada korespondensi, keprotokolan, dokumentasi to correspondence, protocol, documentation and logistics;
dan kelogistikan;
25. Bertanggung jawab untuk menjalin hubungan baik 25. Responsible for establishing good relations with the
dengan pemerintah terkait guna mendukung kelancaran relevant government to support the smooth development
pengembangan bisnis Perseroan; of the Company's business;
26. Menyampaikan laporan berkala perusahaan kepada 26. Submitting periodic company reports to the Financial
Otoritas Jasa Keuangan dan Bursa Efek sesuai dengan Services Authority and the Stock Exchange in accordance
ketentuan yang berlaku; with applicable provisions;
27. Bertanggung jawab terhadap keberjalanan fungsi 27. Responsible for the implementation of the Investor
Investor Relations guna memastikan komunikasi dengan Relations function to ensure communication with strategic
relasi strategis, aksi korporasi terkait pasar modal, serta relations, corporate actions related to the capital market,
pengelolaan informasi Perseroan dilaksanakan dengan and management of the Company's information are carried
wajar dan berimbang kepada investor, calon investor, analis out fairly and in a balanced manner to investors, prospective
dan pemangku kepentingan pasar modal pada umumnya investors, analysts and capital market stakeholders in
dengan tetap mengutamakan prinsip kehati-hatian dalam general while still prioritizing the principle of prudence
menjaga kerahasiaan Perseroan sesuai dengan ketentuan in maintaining the confidentiality of the Company in
yang berlaku; accordance with applicable provisions;
28. Memastikan tindakan koreksi terhadap setiap temuan hasil 28. Ensuring corrective actions for each finding of the audit
pelaksanaan audit. results.
PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT FOR
CORPORATE SECRETARY & LEGAL CORPORATE SECRETARY & LEGAL
Informasi mengenai daftar kegiatan pelatihan dan peningkatan Information on the list of Corporate Secretary’s training and
kompetensi yang diikuti VP dan pegawai Corporate Secretary development programs for its VP and officers throughout 2024
& Legal sepanjang tahun 2024 dapat dilihat pada bab Fungsi is available in the chapter of Business Support Function of this
Penunjang Bisnis dalam Laporan Terintegrasi ini. Integrated Report.
PELAKSANAAN TUGAS CORPORATE IMPLEMENTATION OF CORPORATE
SECRETARY & LEGAL SECRETARY & LEGAL DUTIES
Pelaksanaan tugas Corporate Secretary & Legal diklasifikan ke The implementation of the Corporate Secretary & Legal’s duties
dalam beberapa fungsi dengan rincian sebagai berikut: is seen in several functions as follows:
Legal & Corporate Governance Legal & Corporate Governance
Memastikan kepatuhan GMF terhadap segala peraturan Ensured GMF’s compliance with the prevailing laws and
perundang-undangan yang berlaku terkait dengan operasional regulations in terms of business operation and others. This
dan peraturan lainnya. Kepatuhan ini termasuk kepatuhan compliance also covered the GCG principles and administration
Perseroan dalam menerapkan prinsip-prinsip GCG, of the Company's documents. Providing analysis and
sekaligus pendokumentasian dokumen-dokumen Perseroan. consultation related to legal issues in general, Company
Menyediakan analisis dan konsultasi terkait masalah hukum policies and its management to ensure the suitability of the
pada umumnya, kebijakan Perseroan dan penata kelolanya guna implementation of the Company's business activities.
memastikan kesesuaian pelaksanaan kegiatan usaha Perseroan.
Business Contract Business Contract
Menyusun dan mengevaluasi perjanjian atau kerja sama dengan Prepare and evaluate the agreements or cooperations with
pihak ketiga untuk memastikan kepentingan GMF terlindungi third parties to protect GMF's interests in terms of business
baik dari sisi bisnis maupun hukumnya. Adapun bentuk kerja and legal perspectives. The forms of cooperation throughout
sama yang terjadi selama tahun 2024 dapat dilihat pada bagian 2024 can be seen in the Cooperation with Other Partners in
Kerja Sama dengan Mitra Lain di Bab Profil Perusahaan dalam the Company Profile Chapter within this Integrated Report.
Laporan Tahunan Terintegrasi ini.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
326 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 327
Tata Kelola Perusahaan
Corporate Governance
Komunikasi Perusahaan Corporate Communication
GMF berkomitmen untuk menjalin komunikasi yang efektif GMF is committed to establishing effective communications
dengan publik dan pemangku kepentingan lainnya melalui with the public and other stakeholders through various
berbagai saluran. Perseroan secara rutin menerbitkan siaran channels. The Company regularly issues press releases and
pers dan melakukan korespondensi dengan Otoritas Jasa corresponds with the Financial Services Authority (OJK) and
Keuangan (OJK) serta Bursa Efek Indonesia (BEI) untuk the Indonesia Stock Exchange (IDX) to ensure accurate and
memastikan keterbukaan informasi yang akurat dan tepat timely information disclosure. Additionally, GMF periodically
waktu. Selain itu, GMF secara berkala menyampaikan informasi provides employees with updates on company performance,
kepada karyawan mengenai kinerja perusahaan, peristiwa significant events, and strategic initiatives. The Company also
penting, dan inisiatif strategis. Perseroan juga menyediakan offers platforms for employees to share feedback and strategic
platform bagi karyawan untuk memberikan masukan dan opinions to foster overall performance improvement.
opini strategis guna mendorong peningkatan kinerja secara
keseluruhan.
Siaran Pers Press conference
Pada tahun 2024 GMF telah menerbitkan Siaran Pers sebanyak In 2024, GMF has published 9 (nine) press releases which also
9 (sembilan) siaran yang dimuat di website resmi Perseroan. available on the Company's official website.
Siaran Pers 2024
Press Release in 2024
Judul Tanggal Terbit
No. Title Published Date
1 GMF dan Airbus Sepakati Kerja Sama Perawatan Super Puma 23 Februari 2024
Airbus and GMF Sign Contract to Upgrade Indonesia's Super Puma Fleet February 23, 2024
2 GMFI Capai Pertumbuhan Signifikan pada Kinerja Finansial Tahun Buku 2023 1 April 2024
GMFI Achieves Significant Growth in Financial Performance for the Fiscal Year 2023 April 1, 2024
3 Catatkan Perbaikan Finansial Signifikan, GMFI Terus Genjot Profitabilitas 28 Juni 2024
Records Significant Financial Improvement, GMFI Continues to Boost Profitability June 28, 2024
4 Asia Digital Engineering (ADE) dan GMF Bentuk Strategic Joint Investment untuk Memperluas 18 September 2024
Layanan Landing Gear September 18, 2024
Asia Digital Engineering (ADE) and GMF Form Strategic Joint Investment to Expand Landing Gear
Services
5 GMF dan Citilink Perkuat Sinergi Perawatan Armada 19 September 2024
GMF and Citilink Strengthen Fleet Maintenance Synergy September 19, 2024
6 GMF dan AHI Jalin Kerja Sama Strategis Perawatan Pesawat di Halim Perdanakusuma 20 September 2024
GMF and AHI Establish Strategic Aircraft Maintenance Cooperation at Halim Perdanakusuma September 20, 2024
7 GMF Perkuat Dominasi di Industri Aviasi Melalui Partisipasi di Bali International Airshow 2024 24 September 2024
GMF Strengthens Aviation Industry Dominance at Bali International Airshow 2024 September 24, 2024
8 GMF Jalin Kerja Sama dan Eksplorasi Potensi Kolaborasi di MRO Asia Pacific 2024 27 September 2024
GMF Establishes Partnerships and Explores Potential Collaborations at MRO Asia Pacific 2024 September 27, 2024
9 GMFI Gelar RUPSLB, Akselerasikan Proses Right Issue Guna Perkuat Struktur Permodalan 28 Oktober 2024
Shareholders (EGMS) to Accelerate Rights Issue Process for Strengthening Capital Structure October 28, 2024
327
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 328
Kegiatan Legal & Corporate Governance Legal & Corporate Governance Activities
Memastikan kepatuhan GMF terhadap segala peraturan Ensure GMF complies with all laws and regulations concerning
perundang-undangan yang berlaku terkait dengan operasional the Company's operations and others. This compliance includes
bisnis Perseroan maupun peraturan lainnya. Kepatuhan ini applying the principles of Good Corporate Governance, as well
termasuk kepatuhan dalam menerapkan prinsip-prinsip Good as administration of Company documents. These activities, in
Corporate Governance, sekaligus pendokumentasian dokumen- 2024, comprised of:
dokumen Perseroan. Kegiatan tersebut pada tahun 2024, di
antaranya:
1. Penyampaian Laporan Harta Kekayaan Penyelenggaraan 1. Submission of State Officials' Wealth Report (LHKPN) to
Negara (LHKPN) kepada Komisi Pemberantasan Korupsi the Corruption Eradication Commission (KPK) by the Board
(KPK) oleh Direksi; of Directors;
2. Penandatanganan Pernyataan Kepatuhan atas Kode Etik 2. Signing of the Statement of Compliance with the Company's
Perseroan (Code of Conduct); Code of Ethics (Code of Conduct);
3. Pelaksanaan kegiatan pengendalian gratifikasi sebagaimana 3. Implementation of gratification control activities as
diatur dalam Surat Keputusan Direktur Utama Nomor stipulated in the Decree of the President Director Number
DT/SKEP-5017/24 tanggal 4 Oktober 2024 tentang DT/SKEP-5017/24 dated October 4th, 2024 concerning
Pengendalian Gratifikasi di Lingkungan PT Garuda Gratification Control within PT Garuda Maintenance
Maintenance Facility Aero Asia Tbk; Facility Aero Asia Tbk;
4. Terkait kebijakan pengendalian gratifikasi dan 4. Regarding the gratification control policy and
Whistleblowing System, Perseroan menetapkan fungsi Whistleblowing System, the Company has determined the
Compliance Officer yang diatur dalam Surat Keputusan Compliance Officer function as stipulated in the Decree of
Keputusan Direktur Utama Nomor DT/SKEP-5020/20 the President Director Number DT/SKEP-5020/[20 dated
tanggal 14 Oktober 2020 sebagai pihak yang bertanggung October 14th ,2020as the party collectively responsible
jawab secara kolektif dalam pembuatan laporan efektivitas for preparing reports on the effectiveness of gratification
pengendalian gratifikasi dan berperan menjaga mekanisme control and playing a role in maintaining the Whistleblowing
Whistleblowing System; System mechanism;
5. Pembayaran pajak pribadi tepat waktu dan tepat jumlah; 5. Payment of personal taxes on time and in the correct
amount;
6. Penyampaian laporan Daftar Khusus Kepemilikan Saham 6. Submission of the Special List of Share Ownership Reports of
Direksi dan anggota keluarganya guna menghindari the Directors and their family members to avoid conflicts of
benturan kepentingan secara berkala setiap tahun; interest periodically every year; Increasing the effectiveness
of the Whistleblowing
7. Peningkatan efektivitas Whistleblowing System melalui 7. System through reviewing the effectiveness and following
peninjauan efektivitas dan penindaklanjutan setiap up on every report received by the party tasked with
pelaporan yang masuk oleh pihak yang bertugas untuk managing violation reports and optimizing the delivery of
mengelola pelaporan pelanggaran dan optimalisasi the Whistleblowing System through several media every
penyampaian Whistleblowing System melalui beberapa six months.
media setiap enam bulan sekali.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
328 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 329
Tata Kelola Perusahaan
Corporate Governance
Internal Audit
Internal Audit
Internal Audit bertugas membantu manajemen dalam Internal Audit is responsible for assisting the management in
memaksimalkan efektivitas pengendalian intern. Internal Audit optimizing the effectiveness of internal control. Internal Audit
berperan sebagai assurance and consultant dalam mengevaluasi acts as an assurance and consultant in evaluating the internal
sistem pengendalian internal, pengelolaan risiko, dan penerapan control system, risk management, and the GCG implementation
GCG atas kegiatan operasional. in operational activities.
PROFIL KEPALA INTERNAL AUDIT PROFILE OF INTERNAL AUDIT HEAD
Berdasarkan Surat Keputusan No. DC/SKEP-5315/21 tanggal Based on Decree No. DC/SKEP-5315/21 dated November
10 November 2021 dan persetujuan Dewan Komisaris dengan 10, 2021, and approval from the Board of Commissioners
surat No. GMF/DEKOM-031/21 tanggal 30 September with letter No. GMF/DEKOM-031/21 dated September 30,
2021, Perseroan menunjuk Deddy Fezantino sebagai Kepala 2021, the Company appointed Deddy Fezantino as Head of
Unit Internal Audit. Pengangkatan VP berdasarkan pada the Internal Audit Unit. The appointment of VP is based on his
aspek kemampuan, kompetensi, dan keahlian sesuai yang ability, competence, and expertise as required by the Company.
dipersyaratkan Perseroan.
Deddy Fezantino
Kepala Unit Internal Audit
Head of Internal Audit Unit
Periode Jabatan Menjabat sejak 22 November 2021
Period Serving since November 22, 2021
Data Pribadi Warga Negara Indonesia | Indonesian Citizen
Personal Data Umur 50 tahun | 50 years old
Kelahiran Padang, 8 Februari 1975 | Born in Padang on February 8, 1975
Domisili Bekasi, Jawa Barat, Indonesia
Domicile
Bergabung di GMF 1 September 2014 sebagai GM Budgeting & Controlling
Join GMF September 1, 2014, as the GM Budgeting & Cotrolling
Pendidikan Magister Administrasi dan Kebijakan Bisnis – Universitas Indonesia (2004)
Education Sarjana Akuntansi – Universitas Indonesia (1998)
Master of Business Policy & Administration – University of Indonesia (2004)
Bachelor of Accounting - University of Indonesia (1998)
Pengalaman Kerja VP Accounting, PT GMF Aero Asia Tbk (2018-2021)
Work Experience GM Management Reporting & Financial Planning, PT GMF Aero Asia Tbk (2016-2018)
GM Payable & Receivable Accounting, PT GMF Aero Asia Tbk (2015-2016)
GM Budgeting & Controlling, PT GMF Aero Asia Tbk (2014-2015)
Finance Manager, PT Indonesia Air Transport Tbk (2010-2014)
Department Head of Accounting, PT Aero Systems Indonesia (2005-2010)
Tax, Finance & Accounting Supervisor, PT Indomobil Trada Nasional (2004-2005)
Accounting Section Head, PT Tempo Inti Media Tbk (1999-2004)
Administration Staff, IPMI Management Center (1998)
Jabatan Rangkap VP Internal Audit, PT GMF Aero Asia Tbk (2020-saat ini)
Concurrent Position VP Internal Audit, PT GMF Aero Asia Tbk (2020-present)
Sertifikasi Profesi Qualified Internal Auditor (QIA) dari Yayasan Pendidikan Internal Audit (YPIA) (2022-saat ini)
Professional Certification Chartered Accountant (CA) dari Ikatan Akuntan Indonesia (2014-saat ini)
Qualified Internal Auditor (QIA) from the Internal Audit Education Foundation (YPIA) (2022-present)
Chartered Accountant (CA) from Institute of Indonesia Chartered Accountants (2014-present)
329
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 330
STRUKTUR DAN KEDUDUKAN STRUCTURE AND POSITION
INTERNAL AUDIT OF INTERNAL AUDIT
Struktur Internal Audit Perusahaan mengacu pada Surat The Company’s Internal Audit structure refers to Decree
Keputusan No. DC/SKEP-5127/21 tentang Struktur Organisasi No. DC/SKEP-5127/21 on June 8, 2021, concerning the
Unit Internal Audit PT Garuda Maintenance Facility Aero Asia Organization Structure of Internal Audit of PT Garuda
Tbk tanggal 8 Juni 2021. Kedudukan Unit Internal Audit berada Maintenance Facility Aero Asia Tbk. The Internal Audit Unit
langsung di bawah Direktur Utama. is positioned under the President Director.
Internal Audit
Audit Internal
Lead Audit Internal Audit Quality
Assurance & Development
Production & Engineering
Financial, Material & Asset
IT & HCM
Corporate Function & Marketing
Corporate & Financial Audit Operational & IT Audit
Hingga akhir tahun 2024, jumlah auditor internal Perseroan By the end of 2024, the Company’s internal auditors were
adalah sebanyak 16 orang. comprised of Sixteen 16 people.
Jabatan Jumlah Karyawan
Position Total Employee
Vice President 1
Senior Manager 2
Lead Auditor 4
Senior Auditor 3
Auditor 6
Jumlah
16
Total
KUALIFIKASI ATAU SERTIFIKASI AUDITOR PROFESSIONAL
PROFESI AUDITOR QUALIFICATION OR CERTIFICATION
Mayoritas auditor internal Perseroan telah tersertifikasi QIA. Most of the Company’s internal auditors are a certified QIA.
Informasi tersebut dapat dilihat di tabel berikut: The information is available in the following table:
Jumlah Personil Persentase Terhadap Keseluruhan Tim
Sertifikasi Jabatan Terserfikasi (orang) Internal Audit
Certification Position Certified Personnel Percentage Against the Entire Internal Audit
(person) Team
Certified Risk Management Senior Manager 1 6.25%
Professional (CRMP)
Chartered Accountants (CA) Vice President 1 6.25%
Qualified Internal Auditor (QIA) Vice President 10 6.25%
Senior Manager
Lead Auditor Senior Auditor
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
330 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 331
Tata Kelola Perusahaan
Corporate Governance
KODE ETIK AUDITOR CODE OF CONDUCT FOR AUDITOR
Kode Etik yang berlaku bagi auditor internal Perseroan adalah: The code of conduct for the Company’s internal auditor covers
the following:
1. Integritas, dengan mendemonstrasikan integritas dalam 1. Integrity, by demonstrating integrity in work and behavior.
pekerjaan dan perilaku.
1.1. Melaksanakan pekerjaannya secara professional 1.1. Carry out their work in a professional manner based
berlandaskan prinsip kejujuran dan keberanian. on the principles of honesty and courage.
1.2. Memahami, menghormati, memenuhi, dan berkontribusi 1.2. Understand, respect, fulfill, and contribute to applicable
terhadap etika yang berlaku dan mampu mengidentifikasi ethics and be able to identify behaviors that conflict with
perilaku yang bertentangan dengan etika tersebut. these ethics.
1.3. Memahami dan mematuhi perundang-undangan yang 1.3. Understand and comply with applicable laws both inside
berlaku baik di dalam maupun luar area Perusahaan. and outside the Company area.
2. Objektivitas, dengan mempertahankan sikap tidak memihak 2. Objectivity, by maintaining an impartial and unbiased
dan tidak bias ketika melakukan jasa audit internal dan attitude when performing internal audit services and
mengambil keputusan. making decisions.
2.1. Menjaga objektivitas profesional ketika melaksanakan 2.1. Maintain professional objectivity when performing
penugasan. engagements.
2.2. Tidak menerima barang berwujud atau tidak berwujud, 2.2. Not accepting tangible or intangible items, such as
seperti hadiah, imbalan, atau bantuan, yang dapat gifts, rewards, or favors, that could impair or be perceived
mengganggu atau dianggap mengganggu objektivitas to impair objectivity.
2.3. Mengungkap pelemahan objektivitas baik secara fakta 2.3. Disclose any weakening of objectivity in fact or
maupun penampilan (in fact or appearance) kepada pihak appearance to interested parties.
yang berkepentingan.
3. Kompetensi, dengan menerapkan pengetahuan, 3. Competence, by applying the knowledge, skills and abilities
keterampilan, dan kemampuan untuk memenuhi peran to fulfill their roles and responsibilities successfully.
dan tanggung jawabnya dengan sukses.
3.1. Memiliki kompetensi untuk melaksanakan tanggung 3.1. Have the competence to carry out their responsibilities
jawabnya dan terus mengembangkan serta menerapkan and continuously develop and apply the competencies
kompetensi yang diperlukan untuk memenuhi tanggung necessary to fulfill their professional responsibilities.
jawab profesionalnya.
3.2. Mengupayakan pengembangan profesional 3.2. Pursue continuous professional development including
berkelanjutan termasuk pendidikan dan pelatihan. education and training.
4. Kecermatan Profesional, dengan menerapkan kecermatan 4. Professional Care, by applying professional care in planning
profesional dalam merencanakan dan melaksanakan jasa and performing internal audit services.
audit internal.
4.1. Merencanakan dan melaksanakan jasa audit internal 4.1. Plan and perform internal audit services in accordance
sesuai dengan Standar Audit Internal Global. with Global Internal Auditing Standards.
4.2. Menerapkan kecermatan profesional dengan menilai 4.2. Apply professional care by assessing the nature,
sifat, keadaan, dan persyaratan jasa yang akan diberikan. circumstances, and requirements of the services to be
provided.
4.3. Melaksanakan skeptisisme profesional ketika 4.3. Exercise professional skepticism when planning and
merencanakan dan melaksanakan jasa audit internal. performing internal audit services.
5. Kerahasiaan, dengan menggunakan dan melindungi 5. Confidentiality, by using and protecting information
informasi dengan tepat. appropriately.
5.1. Tidak menyebarkan informasi untuk keuntungan pribadi 5.1. Not disseminate information for personal gain or in a
atau dengan cara yang bertentangan dengan peraturan manner contrary to Company regulations.
Perusahaan.
5.2. Melindungi informasi dan menjaga kerahasiaan, privasi, 5.2. Protect information and maintain the confidentiality,
dan kepemilikan informasi yang diperoleh saat melakukan privacy, and ownership of information obtained while
jasa audit internal atau sebagai hasil hubungan profesional. performing internal audit services or as a result of a
professional relationship.
331
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 332
PEDOMAN KERJA WORK GUIDELINES
Piagam Internal Audit telah diunggah di website resmi GMF dan dapat diakses oleh publik
Internal Audit Charter has been uploaded to the official website of GMF and accessible for the public
CLICK HERE
Dalam menjalankan tugas dan tanggung jawabnya, Internal In carrying out its duties and responsibilities, Internal Audit
Audit mengacu pada pedoman kerja sebagai berikut: refers to the following work guidelines:
1. Piagam Internal Audit 1. Internal Audit Charter
Piagam Internal Audit merupakan rujukan tertinggi The Internal Audit Charter is the highest reference for the
pelaksanaan aktivitas Audit Internal yang ditetapkan oleh implementation of Internal Audit activities determined
Direktur Utama dan Komisaris Utama. Piagam Internal by the President Director and the Chief Commissioner.
Audit pertama kali disahkan pada bulan Januari 2005. The Internal Audit Charter was first ratified in January
Dokumen tersebut telah dikaji ulang kembali dalam rangka 2005. The document has been reviewed again in the
penyesuaian peraturan kondisi dan organisasi Perseroan context of adjusting the Financial Services Authority (OJK)
disahkan pada tanggal 27 Desember 2024. Piagam Internal regulations and ratified on December 27, 2024. The Internal
Audit berisi visi, misi, sasaran audit internal, kedudukan Audit Charter contains the vision, mission, internal audit
unit Internal Audit, wewenang, kewajiban, independensi, objectives, the position of the Internal unit Audit, authority,
tanggung jawab, standar audit, ruang lingkup kegiatan obligation, independence, responsibility, audit standards,
Audit, hubungan dengan eksternal auditor dan Komite the scope of Audit activities, relations with external auditors
Audit. and the Audit Committee.
2. Kebijakan Internal Audit 2. Internal Audit Policy
Kebijakan Internal Audit merupakan hasil dari revisi yang The Internal Audit Policy is the result of a revision that
disahkan pada 10 Mei 2017, sebagai salah satu langkah was passed on May 10, 2017, as one step in harmonizing
dalam menyeleraskan dengan kondisi organisasi yang ada with existing organizational conditions and adjusting the
serta menyesuaikan format SOP terbaru. Kebijakan Internal latest SOP format. Internal Audit Policy contains roles
Audit berisi peran dan tanggung jawab, standar profesi, and responsibilities, professional standards, policies, risk
kebijakan, penilaian risiko dan perencanaan audit, layanan assessment and audit planning, audit services, evidence and
audit, bukti dan kertas kerja audit, pengendalian aktivitas audit working papers, internal audit activity control, internal
audit internal, monitoring aktivitas audit internal, sistem audit activity monitoring, internal audit unit information
informasi unit audit internal, layanan investigasi, layanan systems, investigation services, advisory services, and
advis, dan pengembangan karir auditor dan konseling. auditor career development and counseling.
3. Prosedur Bisnis dan Instruksi Kerja 3. Business Procedures and Work Instructions
Prosedur bisnis dan instruksi kerja ditetapkan oleh VP Business procedures and work instructions are established
Internal Audit sebagai panduan operasional aktivitas by VP Internal Audit as a guide to operational activities
Internal Audit. Prosedur bisnis yang telah ditetapkan yakni, for Internal Audit. The established business procedures
PB-07-002 Audit internal dan tindak lanjut Atas Audit are PB-07-002 Internal Audit and follow-up to Internal
internal, PB-07-010 Pelayanan Jasa Konsultasi dan PB- Audit, PB07-010 Consultancy Services and PB-07-003
07-003 Quality Assurance Review. Instruksi kerja yang Quality Assurance Review. Work instructions that have
telah ditetapkan seperti Pelaksanaan Entry Meeting, been determined include the Implementation of Entry
Pendokumentasian Kertas Kerja Audit, Penyusunan Meetings, Documentation of Audit Working Papers,
Laporan Hasil Audit, Pengelolaan Tindak Lanjut Audit, dan Preparation of Audit Reports, Management of Follow-Up
Penyusunan Laporan Interim Audit. Saat ini Unit Internal Audit, and Preparation of Interm Audit Reports.
Audit sedang melakukan review terhadap SOP yang ada
disesuaikan dengan kondisi dan situasi organisasi Perseroan
saat ini.
Internal Audit juga bekerja dengan berpedoman pada Audit Internal Audit also works according to the Audit Plan and
Plan dan perangkat operasional melalui aplikasi Audit Work operational tools such as those available in the Audit Work
System (AWS). System (AWS) application.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
332 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 333
Tata Kelola Perusahaan
Corporate Governance
TUGAS, KEWENANGAN, DAN DUTIES, AUTHORITIES, AND
RUANG LINGKUP KEGIATAN SCOPE OF ACTIVITIES
Kewenangan Internal Audit adalah sebagai berikut: The authorities of Internal Audit are as follows:
1. Memiliki akses tanpa batas terhadap data, catatan, 1. Have unrestricted access to necessary data, records,
informasi, personel, dan properti fisik yang diperlukan information, personnel, and physical property related to
terkait dengan tugas dan fungsi audit internal. internal audit duties and functions.
2. Melakukan komunikasi secara langsung dengan Direksi, 2. Communicate directly with the Board of Directors, Board
Dewan Komisaris dan/atau Komite Audit. of Commissioners and/or Audit Committee.
3. Melakukan penyelenggaraan rapat secara berkala dan 3. Organize regular and incidental meetings with the Board of
insidentil dengan Direksi, Dewan Komisaris, dan Komite Directors, Board of Commissioners, and Audit Committee.
Audit.
4. Melakukan koordinasi kegiatan Audit Internal dengan 4. Coordinating Internal Audit activities with External Auditor
kegiatan Auditor Eksternal agar tidak terjadi duplikasi activities to avoid duplication of audit processes in the
proses audit pada area yang sama. same area.
5. Memberikan jasa advisori dan asurans terkait hal yang 5. Provide advisory and assurance services related to
bersifat strategis baik pada saat perencanaan maupun pada strategic matters both during planning and during
saat pelaksanaan kegiatan operasional seperti audit kinerja, the implementation of operational activities such as
asurans mengenai pengendalian internal atas pelaporan performance audits, assurance regarding internal control
keuangan, dan investigasi. over financial reporting, and investigations.
6. Mengalokasikan sumber daya audit termasuk melakukan 6. Allocate audit resources including the selection of
pemilihan sumber daya manusia yang kompeten, competent human resources, determine the focus, and
menentukan fokus, ruang lingkup dan jadwal audit, serta selection of competent human resources, determining
menerapkan teknik yang dipandang perlu untuk mencapai the focus, scope and schedule of the audit, and applying
tujuan audit. Jika dipandang perlu, audit internal memiliki techniques deemed necessary to achieve the audit
wewenang untuk mendapatkan saran dan nasehat dari objectives applying techniques deemed necessary to
tenaga profesional (tenaga ahli) dengan biaya perusahaan. achieve the audit objectives. If necessary, internal audit is
Jika sumber daya yang dimiliki tidak cukup untuk mencakup authorized to obtain advice and counsel from professionals
penugasan yang direncanakan, audit internal dapat meminta (experts) at company expense. If resources are insufficient
seorang ahli dari dalam perusahaan untuk bertindak to cover planned engagements, internal audit may request
sebagai auditor tamu, mempekerjakan staf tambahan, an expert from within the company to act as a guest auditor,
mengandalkan penyedia asurans lain, mengembangkan hire additional staff, rely on other assurance providers,
program rotasi audit, atau kontrak dengan penyedia jasa develop an audit rotation program, or contract with external
eksternal. service providers.
7. Wewenang Auditor Internal sebatas pada penilaian dan 7. The authority of the Internal Auditor is limited to the
analisa atas aktifitas yang direviu/diaudit. Auditor Internal assessment and analysis of the activities reviewed/
tidak mempunyai wewenang dalam hal pelaksanaan dan audited. The Internal Auditor has no authority in terms
tanggung jawab atas aktifitas yang direviu/diaudit tersebut. of implementation and responsibility for the activities
reviewed/audited.
Ruang lingkup Internal Audit adalah sebagai berikut: The scope of Internal Audit work is as follow:
Mencakup seluruh organisasi yang menjadi tanggung jawab Covers the entire organization for which the internal audit
fungsi audit internal (baik jasa asurans maupun jasa advisori). function is responsible (both assurance and advisory services).
Hal ini mencakup seluruh aktivitas, aset, dan personel dari This includes all activities, assets, and personnel of the company
perusahaan termasuk anak usaha, meliputi: including subsidiaries, including:
1. Efektivitas pelaksanaan tata kelola, manajemen risiko, dan 1. The effectiveness of the Company's governance, risk
pengendalian internal Perusahaan. management, and internal controls.
2. Efisiensi dan efektivitas di bidang keuangan, komersial, 2. Efficiency and effectiveness in financial, commercial,
operasional, sumber daya manusia, teknologi informasi operational, human resources, information technology
dan keamanan siber, dan kegiatan lainnya. and cybersecurity, and other activities.
3. Efisiensi dan efektivitas ketaatan terhadap kebijakan, 3. Efficiency and effectiveness of compliance with applicable
prosedur, peraturan dan etika organisasi yang berlaku. policies, procedures, regulations and organizational ethics.
4. Tata kelola teknologi informasi, risiko fraud, dan bidang 4. Information technology governance, fraud risk, and other
berisiko tinggi lainnya. high-risk areas.
5. Menjamin pelaksanaan audit internal pada masing-masing 5. Ensure the implementation of internal audit at each
Anak Perusahaan. Subsidiary. Competency Development for Internal Audit
333
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 334
PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT
INTERNAL AUDIT FOR INTERNAL AUDIT
Informasi mengenai daftar kegiatan pelatihan dan peningkatan Information on the list of Internal Audit’s training and
kompetensi yang diikuti pejabat dan personil Internal Audit development programs for its executives and officers
sepanjang tahun 2024 dapat dilihat pada Laporan Keberlanjutan throughout 2024 is available in Sustainability Report of this
dalam Laporan Terintegrasi ini. Integrated Report.
PELAKSANAAN TUGAS INTERNAL AUDIT IMPLEMENTATION OF
INTERNAL AUDIT DUTIES
Unit Internal Audit telah merealisasikan Audit Plan untuk The Internal Audit Unit has implemented the Audit Plan for
periode tahun 2024 sebanyak 10 pemeriksaan. Adapun secara the 2024 period with 10 audits. Overall, there are 8 monitoring
keseluruhan atas laporan pengawasan oleh Internal Audit yang reports by Internal Audit issued during 2024, including annual
diterbitkan selama tahun 2024 sebanyak 8 laporan, termasuk audits and audits at the request of the Management. Apart from
di dalamnya pemeriksaan tahunan dan permeriksaan atas carrying out inspections, the Internal Audit unit also carries out
permintaan Manajemen. Selain menjalankan pemeriksaan, other work programs which include the following activities:
unit Internal Audit juga melaksanakan program kerja lainnya
yang meliputi kegiatan sebagai berikut:
1. Pendampingan Audit Eksternal; 1. External Audit Assistance;
2. Pendampingan Assessment Eksternal; 2. External Assessment Assistance;
3. Melaksanakan Fungsi Konsultasi; 3. Implementing Consultation Function;
4. Melaksanakan Peningkatan Fungsi Quality Assurance; 4. Implementing Quality Assurance Function Improvement;
5. Melaksanakan Komunikasi dengan Komite Audit; 5. Implementing Communication with Audit Committee;
6. Melaksanakan Komunikasi dengan Direktur Utama; 6. Implementing Communication with President Director;
7. Melaksanakan Assessment terhadap Dinas Internal Audit 7. Carry out Assessment of the Internal Audit Service in 2023;
Tahun 2023;
8. Menyusun Audit Plan 2025; 8. Develop Audit Plan 2025;
9. Pengembangan Profesi Berkelanjutan Internal Audit; 9. Internal Audit Continuous Professional Development;
10. Melaksanakan Continous Auditing. 10. Implement Continous Auditing.
QUALITY ASSURANCE REVIEW QUALITY ASSURANCE REVIEW
GMF memiliki Quality Assurance Review (QAR) untuk GMF has a Quality Assurance Review (QAR) to develop,
mengembangkan, menjaga, dan memperbaiki kualitas audit maintain, and improve the quality of internal audit according
internal sesuai standar Institute of Internal Auditors (AII) tahun to the Institute of Internal Auditors (AII) standard in 2016 by the
2016 oleh Badan Pengawas Keuangan dan Pembangunan Financial and Development Supervisory Agency (BPKP), with
(BPKP), dengan hasil dari sisi kepatuhan tergolong “Patuh” the results in terms of compliance classified as "Compliant" and
dan dan dari sisi efektivitas kegiatan tergolong “Cukup Efektif”. in terms of effectiveness of activities classified as "Moderately
Effective".
Perseroan telah melakukan peningkatan dari sisi kepatuhan dan The Company has improved its internal audit’s compliance
efektivitas audit internal di tahun 2018-2019 dengan merujuk and effectiveness from 2018 to 2019 using the Opportunity
kepada Opportunity of Improvement (OFI) yang disampaikan of Improvement (OFI) issued by BPKP.
oleh BPKP.
Pada tahun 2024 dilakukan assessment terhadap kualitas fungsi In 2024, an external assessment was carried out on the quality
internal audit oleh pihak eksternal dan pada proses tersebut of the internal audit function and the result is Level 3 With
memperoleh hasil Level 3 Dengan Catatan (3 DC). Notes (3 DC).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
334 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 335
Tata Kelola Perusahaan
Corporate Governance
MONITORING TINDAK LANJUT MONITORING ON FOLLOW-UP OF
TEMUAN INTERNAL AUDIT 2022-2023 INTERNAL AUDIT FINDINGS IN 2022-2023
Pada tahun 2024, Unit Internal Audit telah melakukan In 2024, the Internal Audit Unit had monitored the follow-up
monitoring tindak lanjut temuan auditor internal sebanyak action on the internal auditor’s 63 (sixty three) findings, which
63 (enam puluh tiga) temuan dengan status sebagai berikut: resulted in the following status:
Tahun Temuan
Open Closed
Year Finding
2024 50 5 45
2023 13 0 13
Jumlah
63 5 58
Total
335
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 336
Quality Assurance & Safety
Quality Assurance & Safety
Perseroan memiliki Quality Assurance & Safety untuk The Company has a Quality Assurance & Safety to help the
membantu manajemen menerapkan standar peraturan management comply with the national and international
undang-undang penerbangan, yang berlaku secara nasional dan aviation regulations to gain assurance of aircraft maintenance's
internasional, untuk mendapatkan jaminan dalam mewujudkan airworthiness.
proses pemeliharaan pesawat yang laik terbang.
PROFIL KEPALA QUALITY PROFILE OF QUALITY ASSURANCE
ASSURANCE & SAFETY & SAFETY HEAD
Quality Assurance & Safety dipimpin oleh seorang Vice Quality Assurance & Safety is led by a Vice President (VP)
President (VP) yang bertanggung jawab langsung kepada who reports directly to the President Director. Based on the
Direktur Utama. Berdasarkan Surat Keputusan Direktur Human Decree of the Director of Human Capital & Corporate Affairs
Capital & Corporate Affairs No. DC/SKEP-5097/22 tanggal 1 No. DC/SKEP-5097/22 dated March 1st, 2022, the Company
Maret 2022, Perseroan menunjuk Arif Sugianto sebagai Kepala appointed Arif Sugianto as Head of the Quality Assurance &
Unit Quality Assurance & Safety. Unit Quality Assurance & Safety Unit. The Quality Assurance & Safety Unit is equipped
Safety dilengkapi pedoman kerja yang tertuang dalam Surat with work guidelines contained in Decree No. DC/SKEP-
Keputsan No. DC/SKEP-5222/24 tentang Struktur Organisasi 5222/24 concerning Organizational Structure of the Quality
Unit Quality Assurance & Safety PT Garuda Maintenance facility Assurance & Safety Unit of PT Garuda Maintenance facility
Aero Asia Tbk. Aero Asia Tbk.
Arif Sugianto
Kepala Unit Quality Assurance & Safety
Head of Quality Assurance & Safety Unit
Periode Jabatan Menjabat sejak 1 Agustus 2021
Period Serving since August 1, 2021
Data Pribadi Warga Negara Indonesia | Indonesian Citizen
Personal Data Usia 56 tahun | 56 years old
Kelahiran Pasuruan, 25 Maret 1969 | Born in Pasuruan on March 25, 1969
Domisili Tangerang, Banten, Indonesia
Domicile
Bergabung di GMF 1 Februari 2002 sebagai Staff Dept Aircraft Engineering (Master Engineer)
Join GMF February 1, 2002, as the Staff of Aircraft Engineering Department (Master Engineer)
Pendidikan • S3 Production & Information Science, Utsunomiya University (2008)
Education • S2 Mechanical Systems Engineering, Utsunomiya University (2005)
• S1 Teknik Mesin, Institut Teknologi Sepuluh November (ITS) Surabaya (1994)
• Doctorate Degree in Production & Information Science, Utsunomiya University, Utsunomiya
University (2008)
• Master’s Degree in Mechanical Systems Engineering, Utsunomiya University (2005)
• Bachelor’s Degree in Engineering, Sepuluh Nopember Institute of Technology (ITS) Surabaya
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
336 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 337
Tata Kelola Perusahaan
Corporate Governance
Pengalaman Kerja • SM Safety Inspection GMF (Juli 2020-Juli 2021)
Work Experience • GM Quality System & Auditing Engine Maintenance GMF (Desember 2018-Juli 2020)
• GM Aircraft Data Group GMF (Oktober 2017-Desember 2018)
• GM Reliability Engineering & Services GMF (Juli 2013-Oktober 2017)
• Master Engineering GMF (Desember 2012-Juli 2013)
• Senior Development Engineer GMF (Juli 2011-November 2012)
• Aircraft Engineer GMF (Februari 2002 - Juli 2011)
• Aircraft Engineer Garuda Indonesia (Desember 1994 - Januari 2002)
• SM Safety Inspection GMF (July 2020-July 2021)
• GM Quality System & Auditing Engine Maintenance GMF (December 2018-July 2020)
• GM Aircraft Data Group GMF (October 2017-December 2018)
• GM Reliability Engineering & Services GMF (July 2013-October 2017)
• Master Engineering GMF (December 2012-July 2013)
• Senior Development Engineer GMF (July 2011-November 2012)
• Aircraft Engineer GMF (February 2002 - July 2011)
• Aircraft Engineer Garuda Indonesia (December 1994 - January 2002)
STRUKTUR QUALITY ASSURANCE & SAFETY QUALITY ASSURANCE & SAFETY STRUCTURE
Quality Assurance & Safety
Quality System & Auditing
base Maintenance
Engine & Component Services
Engineering,
Material & Logistic Service
Line Maintenance
Personnel
Base Maintenance Line Maintenance
Qualification & Safety Shop & Material AMO Learning
Aircraft Quality Aircraft Quality
Quality System Inspection Quality Inspection Services
Inspection Inspection
Documentation
Personnel Base Line Maintenance Engine
Safety Mandatory
Qualification & Maintenance Quality Control Maintenance
Promotion Training
Licensing Quality Group A Group A Quality Control
Base Line Maintenance Safety Component
Quality System Performance General
Maintenance Quality Control Services Quality
Documentation Analysis & Control Training
Quality Group B Group B
Investigation
Base Line Maintenance Receiving
Maintenance Quality Control Material
Quality Group C Group C Inspection
Base Line Maintenance
Maintenance Quality Control
Quality Group D Group D
Base Line Maintenance
Maintenance Quality Control
Quality Group E Group E
Base
Maintenance
Quality Group F
337
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 338
Hingga akhir tahun 2024, jumlah personil unit Quality Assurance By the end of 2024, the Quality Assurance & Safety Unit had
& Safety adalah sebanyak 260 (dua ratus enam puluh) orang. 260 (two hundred sixty) people.
Jabatan Jumlah Pegawai
Position Total Employee
Vice President 1
Assistant Vice President 1
Senior Manager 11
Manager 20
Senior Aircraft Quality Inspector 19
Aircraft Quality Inspector 40
Senior Aircraft Maintenenace Engineer 0
Aircraft Maintenance Engineer 32
Senior Aircraft Maintenance Technician 27
Aircraft Maintenance Technician 0
Certified Quality Auditor 10
Associate Quality Auditor 19
Senior Quality System Engineer 8
Quality System Engineer 16
Quality System Officer 0
Quality System Support 9
Senior Qualification & Licensing Assessor 1
Qualification & Licensing Assessor 6
Senior Quality Material Inspector 2
Quality Material Inspector 9
Senior Instructor 2
Instructor 5
Senior Quality Material Receiving Officer 0
Planner 2
Senior Training Planner 1
Quality Material Receiving Officer 6
Senior Shop Quality Inspector 5
Shop Quality Inspector 7
Secretary 1
Jumlah
260
Total
SERTIFIKASI PROFESI PROFESSIONAL CERTIFICATION
Mayoritas personil Quality Assurance & Safety telah Most of the Quality Assurance & Safety personnel are all
tersertifikasi. Informasinya dapat dilihat di tabel berikut: certified professionals. The information is as follows:
Persentase Terhadap
Jumlah Personil
Jabatan Keseluruhan Tim Internal
Sertifikasi Terserfikasi (orang)
Position Audit
Certification Certified Personnel
Percentage Against the Entire
(person)
Internal Audit Team
Aircraft Maintenance Senior Aircraft Quality Inspector, Aircraft Quality 91 100%
Engineer License Inspector, Aircraft Maintenance Engineer
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
338 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 339
Tata Kelola Perusahaan
Corporate Governance
Persentase Terhadap
Jumlah Personil
Jabatan Keseluruhan Tim Internal
Sertifikasi Terserfikasi (orang)
Position Audit
Certification Certified Personnel
Percentage Against the Entire
(person)
Internal Audit Team
Certified Quality Auditor Certified Quality Auditor 10 18.5%
Associate Quality Auditor Associate Quality Auditor 26 48.1%
Qualification & Licensing Senior Qualification & Licensing Assessor, 7 100%
Assessor Qualification Licensing Assessor
TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES
Tugas Quality Assurance & Safety adalah sebagai berikut: The Quality Assurance & Safety has the following duties:
1. Menjamin sistem mutu yang independen untuk memantau 1. Ensuring an independent quality system to monitor the
kepatuhan organisasi Perseroan terhadap persyaratan otoritas, Company's compliance with the requirements from the
memfasilitasi implementasi Safety Management System authorities, facilitating the Safety Management System
(“SMS”) termasuk administrasinya agar kegiatan perawatan ("SMS") practice, including its administration to ensure the
pesawat yang dilakukan Perseroan dapat memenuhi standar Company’s aircraft maintenance has met the high quality
kualitas yang tinggi dan memenuhi ketentuan penerbangan standards and follow the national/international civil aviation
sipil nasional/internasional maupun persyaratan pelanggan, regulations and customer requirements, becoming a trusted
menjadi wakil kepercayaan otoritas penerbangan sipil dalam representative of the civil aviation authority within the
Perseroan, sebagai konsultan internal dalam aspek pemenuhan Company, as an internal consultant in terms of of compliance
standar kualitas dan peraturan penerbangan sipil. with quality standards and civil aviation regulations.
2. Bertanggung jawab memantau implementasi sistem mutu 2. Responsible for monitoring the Company’s quality system,
yang diterapkan Perseroan, mengeluarkan perintah perbaikan issuing corrective orders if there was a deviation from the
yang harus dikeluarkan atas penyimpangan sistem mutu, quality system, organizing the manufacturing, development,
mengorganisir pembuatan dan pengembangan serta improvement of the quality system to be in line with
peningkatan sistem mutu agar selaras dengan kebijakan Company’s policies and applicable regulations and standards,
Perseroan dan sesuai dengan ketentuan regulasi serta standar developing a system to determine product airworthiness and
yang berlaku, pengembangan sistem untuk menentukan compliance with civil aviation and customer requirements,
airworthiness produk dan pemenuhan ketentuan penerbangan formulating quality policies.
sipil serta pelanggan, merumuskan kebijakan kualitas.
3. Bertanggung jawab dalam menangani dan mengendalikan 3. Responsible for managing and controlling the mandatory
pemberian mandatory training (CASR 145) yang dipersyaratkan training (CASR 145) for all employees and guiding all mentors
bagi seluruh karyawan Perseroan serta melakukan pembinaan to increase the competencies (knowledge, skill and attitude)
seluruh mentor yang ada untuk peningkatan kompetensi of authorized persons in the Company.
(knowledge, skill, attitude) authorized persons di Perseroan.
4. Melaksanakan program efisiensi. 4. Performing an efficiency program.
5. Membuat rencana kerja tahunan melalui Balanced Scorecard 5. Preparing an annual work plan through the Balanced
serta alignment-nya. Scorecard and its alignment.
6. Menjalankan PDCA Cycle dalam setiap aktivitas Unit 1 (satu) 6. Performing the PDCA Cycle on all activities of the Unit 1
tingkat di bawah Direksi yang membidangi Quality Assurance (one) level below the Board of Directors in charge of Quality
& Safety. Assurance & Safety.
7. Melakukan mentoring dan coaching terhadap subordinate. 7. Mentoring and coaching subordinates.
8. Mempersiapkan kaderisasi. 8. Preparing for regeneration.
9. Mengarahkan dan mengendalikan jalannya seluruh kegiatan 9. Directing and controlling the activities of the Unit 1 (one)
Unit 1 (satu) tingkat di bawah Direksi yang membidangi Quality level below the Board of Directors in charge of Quality
Assurance & Safety melalui perencanaan, penelusuran, serta Assurance & Safety through planning, tracking, and reviewing
peninjauan kinerja seluruh Senior Manager di Unit 1 (satu) the performance of all Senior Managers in the Unit 1 (one)
tingkat di bawah Direksi yang membidangi Quality Assurance level below the Board of Directors in charge of Quality
& Safety. Assurance & Safety.
10. Bertanggung jawab atas kinerja dan ketersediaan sumber 10. Responsible for the performance and availability of qualified
daya yang memenuhi syarat sehingga peran Unit 1 (satu) resources, therefore the Unit 1 (one) level below the Board
tingkat di bawah Direksi yang membidangi Quality Assurance of Directors in charge of Quality Assurance & Safety can
& Safety dapat terlaksana dengan baik untuk mencapai target perform its role appropriately to achieve targets.
yang ditetapkan.
339
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 340
PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT FOR
QUALITY ASSURANCE & SAFETY QUALITY ASSURANCE & SAFETY
Informasi mengenai daftar kegiatan pelatihan dan peningkatan Information on the list of Quality Assurance and Safety’s training
kompetensi yang diikuti pejabat dan personil Quality Assurance and development programs for its executives and officers
& Safety sepanjang tahun 2024 dapat dilihat pada bab Fungsi throughout 2024 is available in the chapter of Business Support
Penunjang Bisnis dalam Laporan Terintegrasi ini. Function of this Integrated Report.
PELAKSANAAN TUGAS QUALITY IMPLEMENTATION OF QUALITY
ASSURANCE & SAFETY ASSURANCE & SAFETY DUTIES
Quality Assurance & Safety telah melaksanakan sejumlah Quality Assurance & Safety has conducted several programs
program kerja dan melakukan audit sesuai Audit Plan 2024, serta and performed audit activities according to the 2024 Audit Plan
melakukan escort authority. Terdapat 223 (dua ratus dua puluh in addition to escort authority. There were 223 (two hundred
tiga) subjek audit yang terdiri dari 198 (seratus sembilan puluh twenty three) audit subjects comprised of 198 (one hundred
delapan) subyek Quality Audit dan 25 (dua puluh lima) subjek ninety eight) Quality Audits and 25 (twenty five) Safety Audits.
Safety Audit. Audit dilakukan terhadap Home Base Cengkareng The audit was conducted on Home Base Cengkareng, on 4 (four)
maupun 4 (empat) Multibase dan seluruh Out Station. Multibases and all Out Stations.
Selain melakukan audit, Quality Assurance & Safety juga In addition to conducting audits, Quality Assurance & Safety
melakukan escort authority untuk memastikan GMF sudah also conducts an escort authority to ensure that GMF has met
memenuhi izin untuk menjalankan bisnis. Selama tahun 2024 its license to run a business. During 2024 there were 29 9twenty
terdapat 29 (dua puluh sembilan) Authority Approval valid nine) valid Authority Approvals and Authority Approvals that
seperti: are still in the process of being extended, namely:
DGCA Indonesia, FAA, EASA, CASA Australia, CAA Malaysia, DGCA Indonesia, FAA, EASA, CASA Australia, CAA Malaysia,
CAA United Kingdom, DGCA India, CAA FIJI, BROA - MOLIT CAA United Kingdom, DGCA India, CAA FIJI, BROA - MOLIT
Korea, Bailiwick of Guernsey, CAA Thailand, CAA Bangladesh, Korea, Bailiwick of Guernsey, CAA Thailand, CAA Bangladesh,
CAA Cayman Island, CAA Uzbekistan, BCAA Bermuda, JCAB CAA Cayman Island, CAA Uzbekistan, BCAA Bermuda, JCAB
Japan, CASA of Papua New Guinea, CAA Vanuatu, CAA Japan, CASA of Papua New Guinea, CAA Vanuatu, CAA
Philippines, DCA of LAO PDR, CAA MOLDOVA, GDCA Armenia. Philippines, DCA of LAO PDR, CAA MOLDOVA, GDCA Armenia.
MTCR of Belarus, San Marino CAA, CAA Azerbaijan, NCAA MTCR of Belarus, San Marino CAA, CAA Azerbaijan, NCAA
Nigeria, ECAA Egypt, CAA Oman, SSCA Cambodia. Nigeria, ECAA Egypt, CAA Oman, SSCA Cambodia.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
340 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 341
Tata Kelola Perusahaan
Corporate Governance
Enterprise Risk Management
Financial & Management Accounting
Komitmen GMF menerapkan manajemen risiko salah satunya GMF's risk management commitment is manifested through the
diwujudkan dengan membentuk Bidang Risk Management Risk Management Division, part of the Financial & Management
yang merupakan bagian dari Unit Financial & Management Accounting Unit based on the Decree Number: DT/SKEP-
Accounting berdasarkan Surat Keputusan Nomor: DT/SKEP- 5015/24 dated August 21, 2024.
5015/24 tanggal 21 Agustus 2024.
PROFIL KEPALA ENTERPRISE PROFILE OF FENTERPRISE RISK
RISK MANAGEMENT MANAGEMENT HEAD
Enterprise Risk Management dipimpin oleh seorang Executive Enterprise Risk Management is led by an Executive General
General Manager (EGM) yang diangkat dan diberhentikan Manager (EGM) whose appointed and dismissed by the
oleh Direktur Utama. Berdasarkan Surat TH/SKEP-5126/I/24 President Director. Based on Letter TH/SKEP-5126/I/24 dated
tanggal 1 Oktober 2024, Perseroan menunjuk Santi Agustina October 1st, 2024, the Company appointed Santi Agustina as
sebagai Kepala Unit Enterprise Risk Management. Head of Enterprise Risk Management.
Santi Agustina
Executive General Risk Management
Periode Jabatan Menjabat sejak 1 Oktober 2024
Period Serving since October 1, 2024
Data Pribadi Warga Negara Indonesia | Indonesian Citizen
Personal Data Usia 36 tahun | 36 years old
Kelahiran Surabaya, 12 Agustus 1988 | Born in Surabaya on August 12, 1988
Domisili Tangerang, Banten, Indonesia
Domicile Tangerang, Banten, Indonesia
Bergabung di GMF 05 Mei 2010, sebagai Material Planner
Join GMF May 05, 2010, as Material Planner
Pendidikan Sarjana Teknik Industri Institut Teknlologi Sepuluh Nopember (2006)
Education Bachelor’s Degree of Industrial Engineering from the Sepuluh Nopember Institute of Technology
(2006)
Pengalaman Kerja • EGM Risk Management (Okt 2024-sekarang)
Work Experience • SM Risk Management (Mei 2024 – Okt 2024)
• SM Profitability & Budget Control (Juli 2022 – April 2022)
• SM Price Management & Owner Estimate ( Februari 2017 – Juni 2022)
Sertifikasi Profesi Certified Risk Management Professional (CRMP) sejak 30 Agustus 2024
Professional Certification Certified Risk Management Professional (CRMP) since August 30, 2024
STRUKTUR ENTERPRISE FINANCIAL & MANAGEMENT
RISK MANAGEMENT ACCOUNTING STRUCTURE
Hingga akhir tahun 2024, jumlah personil unit Risk Management By the end of 2024, the Enterprise Risk Management unit has
adalah sebanyak 5 orang. 5 people.
Jabatan Jumlah Karyawan
Position Total Employee
EGM Risk Management 1
Senior ERM & Internal Control 3
OJT to Senior ERM & Internal Control 1
Total 5
341
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 342
SERTIFIKASI PROFESI PROFESSIONAL CERTIFICATION
Pada tahun 2024, unit Risk Management memberikan pelatihan In 2024, unit Risk Management provided training for its
untuk mendapatkan sertifikasi kepada personilnya sebagai personnel to obtain the following certifications:
berikut:
1. Pelatihan dan Sertifikasi CRMP (Certified Risk Management 1. Training & certification of CRMP (Certified Risk
Professional) untuk EGM Risk Management Management Professional) for EGM Risk Management
2. Pelatihan dan Sertifikasi CRMO (Certified Risk Management 2. Training & certification of CRMO (Certified Risk
Officer) untuk 2 (dua) orang Senior ERM & Internal Control Management Officer) for 2 (two) Senior ERM & Internal
Control
TUGAS DAN TANGGUNG JAWAB DUTIES AND RESPONSIBILITIES
Sesuai dengan Surat Keputusan Nomor: DT/SKEP-5015/24 In accordance with the Decree Number: DT/SKEP-5015/24
tanggal 21 Agustus 2024, Risk Management bertanggung jawab dated August 21, 2024, Risk Management division is responsible
dalam pengelolaan risiko Perseroan, yang meliputi: for managing the Company’s risks, which includes:
1. Perencanaan, perancangan dan pengembangan metodologi 1. Planning, designing, and developing risk management
& kerangka kerja manajemen risiko dan pengendalian methodologies and internal control frameworks at the
internal di tingkat Perseroan. corporate level.
2. Penerapan, pemantauan, dan evaluasi manajemen risiko 2. Implementing, monitoring, and evaluating risk management
dan pengendalian internal di tingkat Perseroan. and internal controls at the corporate level.
3. Menganalisis dan melakukan koordinasi mitigasi risiko 3. Analyzing and coordinating risk mitigation efforts.
serta menjamin manajemen risiko.
4. Pengelolaan risk register Perseroan dan pelaporan 4. Managing the Company’s risk register and overseeing risk
manajemen risiko. management reporting.
PENGEMBANGAN KOMPETENSI COMPETENCY DEVELOPMENT FOR
ENTERPRISE RISK MANAGEMENT ENTERPRISE RISK MANAGEMENT
Informasi mengenai daftar kegiatan pelatihan dan peningkatan Information on the list of Enterprise Risk Management training
kompetensi yang diikuti Enterprise Risk Management di and development programs for its executives and officers
sepanjang tahun 2024 dapat dilihat pada Laporan Keberlanjutan throughout 2024 is available in the Sustainability Report of
dalam Laporan Tahunan Terintegrasi ini. this Integrated Report.
PELAKSANAAN TUGAS ENTERPRISE IMPLEMENTATION OF ENTERPRISE
RISK MANAGEMENT RISK MANAGEMENT
Kegiatan Risk Management dalam melakukan Manajemen The Enterprise Risk Management activities in carrying out Risk
Risiko dikelompokkan berdasarkan sasaran yang ingin dicapai. Management are grouped based on the targets to be achieved.
Kegiatan tersebut mencakup peningkatan wawasan dan budaya These activities include increasing risk insight and culture,
risiko, kegiatan manajemen risiko tingkat korporat, kegiatan corporate level risk management activities, risk management
proses manajemen risiko di dinas dan unit. process activities in services and units.
Nama Kegiatan Jumlah Peserta
No.
Number of Participants
1. Benchmark Penerapan Risk Management di Aerowisata Group 7 orang (3 orang dari Aero Wisata, 4 orang
Benchmark of Risk Management Implementation in Aerowisata Group dari GMF)
7 people (3 people from Aero Wisata, 4
people from GMF)
2. Penilaian Risk Maturity Index oleh penilai independen 21 orang (8 orang dari GMF, 13 orang dari
Risk Maturity Index assessment by independent assessor penilai independen)
21 people (8 people from GMF, 13 people
from independent appraisers)
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
342 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 343
Tata Kelola Perusahaan
Corporate Governance
Nama Kegiatan Jumlah Peserta
No.
Number of Participants
3. Training Risk Based Planning dengan pembicara dari RWI Consulting 50 orang
Risk Based Planning Training with speakers from RWI Consulting terdiri dari Dewan Komisaris, Komite,
Direksi, VP, Risk Officer, dan Risk Analyst
50 people
consists of Board of Commissioners,
Committees, Board of Directors, VP, Risk
Officer, and Risk Analyst
4. Sosialisasi hasil penilaian RMI dan rekomendasi tindak lanjut 50 orang
Socialization of RMI assessment results and follow-up recommendations terdiri dari Dewan Komisaris, Komite,
Direksi, VP, Risk Officer, dan Risk Analyst
50 people
Consists of Board of Commissioners,
Committees, Board of Directors, VP, Risk
Officer, and Risk Analyst
5. Sharing Session di Dinas Financial and Accounting Management 30 orang
Sharing Session at the Unit of Financial Management and Accounting Topik Sharing: Penilaian Risk Maturity
GMF
30 people
Sharing Topic: GMF Risk Maturity
Assessment
6. Sharing Session di Dinas Internal Audit 15 orang
Sharing Session at Internal Audit Topik Sharing: Risk Strategy GMF
15 people
Topic Sharing: GMF Risk Strategy
7. GA Group Risk Forum 20 orang
Dilaksanakan sebanyak 5x, pada Bulan
Juni 2x, Juli, September, dan November
2024
20 people
Implemented 5 times, 2 times in June, July,
September, and November 2024
8. Training dan Workshop Pengisian Risk Register 2025 30 orang
Training and Workshop of Risk Register Filing for 2025 30 people
Kegiatan Peningkatan Wawasan dan Budaya Risiko Risk Insight and Culture Improvement Activity
1. Perusahaan terus melakukan sosialisasi manajemen risiko 1. The Company has kept on socializing the risk management
melalui beberapa pelatihan. Ada Pelatihan Pengenalan through several trainings. There are Risk Management
Manajemen Risiko untuk Manager/setingkat (Training MRO Introduction Training for Manager/level (MRO Finance
Finance), Pelatihan Risk Based Planning untuk semua organ Training), Risk Based Planning Training for all risk
pengelola risiko, dan Pelatihan pengisian risk register untuk management organs, and Risk register filling training for
Risk Officer. Selama tahun 2024 telah dilakukan pelatihan Risk Officers. The training activities in 2024 were:
pada:
a. 5 Februari 2024: Pelatihan MRO Finance; a. February 5, 2024: Training MRO Finance;
b. 22 November 2024: Pelatihan Risk Based Planning b. November 22, 2024: Risk Based Planning Training and
dan sosialisasi hasil penilaian RMI dan rekomendasi socialization of RMI assessment results and follow-up
tindak lanjut recommendations
c. 18 Desember 2024: Pelatihan pengisian risk register c. December 18, 2024: Training on risk register filling
untuk Risk Officer for Risk Officer.
2. Kampanye manajemen risiko juga dilakukan melalui 2. The risk management campaign was also done through
WhatsApp Group Komunitas Risk Officer dan one on one WhatsApp Group called Komunitas Risk Officer and one
dengan risk officer dan risk owner. on one with risk officer and risk owner.
343
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 344
MANAJEMEN RISIKO TINGKAT KORPORAT CORPORATE LEVEL RISK MANAGEMENT
1. Pengelolaan Risk Register 1. Risk Register Management
Risk Register dilakukan untuk seluruh risiko yang telah Risk Register applies to all identified risks of the KPI (Key
teridentifikasi baik dari hasil manajemen risiko terhadap KPI Performance Indicator) risks, project risks, investment risks,
(Key Performance Indicator), risiko proyek, risiko investasi, and business process risks. The Risk Register management
dan risiko proses bisnis. Pengelolaan Risk Register selama in 2024 covered the following:
tahun 2024 mencakup:
a. Keuntungan tidak tercapai; a. Revenue is not achieved;
b. Net profit margin tidak tercapai; b. Net profit margin not achieved;
c. Risiko likuiditas; c. Liquidity risk;
d. Kurangnya modal kerja & GMF tdk diperbolehkan d. Lack of working capital & GMF is not allowed to receive
menerima fasilitas pendanaan dari Bank selama masa funding facilities from the Bank during restructuring
restrukturisasi; period;
e. Tidak mendapatkan kontrak jangka Panjang; e. Not getting long-term contracts;
f. Cyber Security; f. Cyber Security;
g. Suspense /surrender sertifikasi dari regulasi; g. Suspense/surrender certification from regulation;
h. Risiko Geopolitik; h. Geopolitical Risk;
i. SCM Terhambat; i. SCM Impede;
j. Ketersediaan kapasitas yang terbatas j. Limited capacity availability.
2. Koordinasi ERM GMF-GA 2. GMF-GA ERM Coordination
Koordinasi antara GMF dengan GA merupakan hal yang The coordination between GMF and GA is important to align
penting untuk melakukan aligment antara risiko Perusahaan the risks between the Parent Company and Subsidiaries,
Induk yang disebabkan oleh Anak Perusahaan, maupun which are caused by and affect each other, to create a joint
sebaliknya, sehingga dapat diantisipasi bersama untuk effort to anticipate the risks for a sustainable business. The
menjaga kesinambungan bisnis grup secara keseluruhan. ERM coordination of GA Group throughout 2024 was as
Selama tahun 2024 telah dilakukan koordinasi ERM GA follows:
Group, yaitu:
a. Penjelasan Laporan Profil Risiko Anak Perusahaan pada a. Explanation of Subsidiary Risk Profile Report on June
11 Juni 2024; 11, 2024;
b. Sosialisasi Tata Kelola Risiko dan Pelaporan Manajemen b. Socialization of Risk Governance and Risk Management
Risiko di Anak Perusahaan PT Garuda Indonesia Reporting to Subsidiaries of PT Garuda Indonesia
(Persero) Tbk pada 21 Juni 2024; (Persero) Tbk on 21 June 2024;
c. Pembahasan Risk Capacity 2025 GA Group Pada 30 c. Discussion of Risk Capacity 2025 GA Group on July
Juli 2024; 30, 2024;
d. Workshop Management Resiko Garuda Indonesia d. Garuda Indonesia Group Risk Management Workshop
Group pada 6 September 2024; on September 6, 2024;
e. Risk Talkshow & Seminar Garuda Indonesia Group pada e. Risk Talkshow & Seminar Garuda Indonesia Group on
22 November 2024 November 22, 2024.
3. Koordinasi ERM GMF-GDPS (Anak Usaha) 3. GMF-GDPS ERM Coordination (Subsidiary)
Koordinasi antara GMF dengan GMF merupakan hal yang Coordination between GMF and GMF is important to align
penting untuk melakukan aligment antara risiko Perusahaan the risks of the Parent Company caused by the Subsidiary,
Induk yang disebabkan oleh Anak Perusahaan, maupun and vice versa, so that they can be anticipated together to
sebaliknya, sehingga dapat diantisipasi bersama untuk maintain the continuity of the group's business as a whole.
menjaga kesinambungan bisnis grup secara keseluruhan. During 2024, GA Group ERM coordination has been carried
Selama tahun 2024 telah dilakukan koordinasi ERM GA out, namely:
Group, yaitu:
a. 16 Juli 2024 Koordinasi self assessment kategori dan a. July 16, 2024 Coordination of self-assessment of the
klasifikasi anak usaha; category and classification of subsidiaries;
b. 22 November 2024 Training Risk Based Planning dan b. November 22, 2024 Training on Risk Based Planning and
sosialisasi hasil penilaian RMI dan rekomendasi tindak Socialization of RMI assessment results and follow-up
lanjut; recommendations;
c. 18 Desember 2024 Pelatihan pengisian risk register c. December 18, 2024 Training on risk register filling for
untuk Risk Officer. Risk Officers.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
344 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 345
Tata Kelola Perusahaan
Corporate Governance
4. Survei Budaya Risiko 4. Risk Culture Survey
Survei budaya risiko tahun 2024 telah dilakukan di bulan The 2024 risk culture survey was conducted in December.
Desember. Jumlah responden adalah 296 orang atau 63% The number of respondents was 296 people or 63% of the
dari total populasi responden (467 orang) yang terdiri total respondent population (467 people) consisting of VP,
dari VP, SM, Manager, Risk Officer, serta PDCA. Indeks SM, Manager, Risk Officer, and PDCA. The Risk Culture
Budaya Risiko menunjukkan trend peningkatan sejak Index has shown an increasing trend since 2019. However,
tahun 2019. Akan tetapi, jumlah responden risk culture the number of respondents to the risk culture survey
survey mengalami penurunan 30% dibandingkan tahun decreased by 30% compared to the previous year. The 2024
sebelumnya. Indeks budaya risiko tahun 2024 adalah risk culture index is 4.02 on a scale of 5. The survey results
sebesar 4.02 dari skala 5. Hasil survei menunjukkan bahwa show that of the 4 dimensions measured, 3 dimensions
dari 4 dimensi yang diukur, 3 dimensi mendapat skor 4, scored 4, while 1 dimension scored 3.7. The dimension
sedangkan 1 dimensi mendapat skor 3.7. Dimensi yang that is rated low is the transparency of risk management.
dinilai rendah adalah transparansi pengelolaan risiko yang
dihadapi.
Dimensi yang mendapatkan penialain rendah akan menjadi Dimensions that receive low ratings will be the focus of
focus perbaikan dengan tetap menjaga pencapaian nilai improvement while maintaining the achievement of other
dimensi lainnya. Fokus perbaikan dituangkan dalam dimension scores. The focus of improvement is outlined in
program kerja 2025 melalui upaya-upaya: the 2025 work program through efforts:
a. Meningkatkan kolaborasi antar lini dan menanamkan a. Improving collaboration between lines and embedding
kesadaran risiko sebagai budaya perusahaan risk awareness as a corporate culture.
b. Pemenuhan compliance penerapan Manajemen Risiko b. Fulfillment of compliance of Risk Management
sesuai PER-2/MBU/03/2023 implementation in accordance with PER-2/
MBU/03/2023
c. Peningkatan kualifikasi dan kompetensi organ pengelola c. Improving the qualifications and competencies of risk
risiko management organs
d. Peningkatan sistem pengelolaan risiko yang terintegrasi d. Improvement of an integrated risk management system
dengan berbasis teknologi with technology-based
Indeks Budaya Risiko GMF
Risk Culture of GMF
21 96 166 253 244 330 423 296
500 4,02 4.2
3,9
4
400
3,8
3,8 3,8 3.8
300 3,7
3.6
3,6
200 3,4 3.4
100 3.2
0 3
2017 2018 2019 2020 2021 2022 2023 2024
Jumlah Responden Indeks
Number of Respondents Index
345
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 346
MANAJEMEN RISIKO TINGKAT DINAS/ DIVISION/UNIT LEVEL RISK MANAGEMENT
UNIT
1. Manajemen Risiko KPI 1. KPI Risk Management
Kegiatan ini secara konsisten dilaksanakan setiap tahunnya Every year, the Company identifies business risks as a basis
untuk mengidentifikasi risiko sehingga dapat ditetapkan to create a plan for controlling the risks and achieving
rencana pengendalian risiko untuk memastikan pencapaian the KPI of 2024 at the Department level. Department
KPI 2024 di tingkat Dinas. Dinas juga melakukan manajemen also conducted a KPI risk management at the Unit level
risiko KPI Unit Tahun 2024 agar risiko dan pengendalian throughout 2024 to align the risk management between
yang ditetapkan oleh Unit selaras dengan Korporasi. Selama the Unit and Corporate. Monitoring of KPI risk control
tahun 2024 juga dilakukan monitoring atas pelaksanaan has also been done throughout 2024. The risk monitoring
pengendalian risiko KPI. Kegiatan monitoring risiko activity was aimed to control the High and Crisis risk levels
bertujuan untuk memantau pengendalian terhadap risiko in every KPI of the Department level throughout 2024.
dengan level High dan Crisis pada setiap KPI di tingkat
Dinas selama tahun 2024.
Kegiatan monitoring risiko dilakukan oleh Dinas dan The risk monitoring was done by the Department and
dilaporkan bersamaan dengan pencapaian kinerja dalam reported altogether with the achievement in monthly
monthly review kepada Unit Corporate Planning. Di review to Corporate Planning Unit. At this level, the risk
tingkat ini, pengendalian terhadap risiko menjadi bagian control becomes part of the performance review to make
performance review agar para Business Owner dan Risk Business Owners and Risk Owners of Department level
Owner di tingkat Dinas dapat lebih merasakan manfaat feel the benefit of risk management. The significant issues
pengelolaan risiko. Isu-isu signifikan yang muncul akibat arising due to the risk monitoring will be directed to the
monitoring risiko akan dialihkan ke tingkat korporasi oleh corporate level, managed by the Financial & Management
Unit Financial & Management Accounting. Hasil monitoring Accounting. The risk monitoring results in 2024 will be
risiko selama tahun 2024 dapat menjadi pertimbangan used to draft the risk profile in 2025.
dalam menyusun profil risiko pada tahun 2025.
2. Risk Control Self-Assessment (RCSA) 2. Risk Control Self-Assessment (RCSA)
RCSA di tahun 2024 bertujuan menumbuhkan inisiatif The RSCA in 2024 was aimed to make the risk owners
pengelolaan risiko oleh risk owner. Bidang Manajemen more active in managing risks. The Risk Management Unit
Risiko berperan lebih sebagai fasilitator dalam proses acts as a facilitator in identifying the process, making an
identifikasi, asesmen, dan penentuan aktivitas pengendalian. assessment, and determining the controlling activity. RSCA
RSCA terus memantau kondisi ekonomi di 2024 yang sudah continues to monitor economic conditions in 2024 which
bertumbuh dengan kuat. Kondisi tersebut menjadi dasar are already growing strongly. These conditions are the
pelaksanaan Risk Assessment 2024 dengan jumlah 73 RCSA basis for implementing the 2024 Risk Assessment with
Investasi. 73 Investment RCSAs.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
346 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 347
Tata Kelola Perusahaan
Corporate Governance
Akuntan Publik
Public Accountant
Akuntan publik merupakan organ eksternal Perseroan yang A public accountant is the Company’s external body that
berfungsi memberikan opini terkait kesesuaian penyajian views the financial statements against the prevailing Financial
laporan keuangan Perseroan terhadap Standar Akuntansi Accounting Standards (SAK) in Indonesia.
Keuangan (SAK) yang berlaku di Indonesia.
PROSEDUR AUDIT EKSTERNAL EXTERNAL AUDIT PROCEDURE
DAN STANDAR AUDIT AND STANDARD
Aktivitas audit yang dilakukan terhadap laporan keuangan The audit on the Company's financial statements is based
Perseroan dilakukan berdasarkan Standar Profesional Akuntan on the Indonesian Institute of Certified Public Accountants’
Publik yang diterbitkan oleh Institut Akuntan Publik Indonesia Professional Standards. The audit includes reviewing and
(IAPI). Aktivitas audit meliputi pengujian dan evaluasi terhadap evaluating the internal control system and examining, based
sistem pengendalian intern serta pemeriksaan, atas dasar on a review mechanism, the supporting evidence of the amounts
pengujian, bukti-bukti yang mendukung jumlah-jumlah dan and disclosures in the financial statements. The audit also
pengungkapan dalam laporan keuangan. Audit juga meliputi includes an assessment of the accounting principles and the
penilaian atas prinsip akuntansi yang digunakan dan estimasi management’s significant estimation with an evaluation of
signifikan yang dibuat oleh manajemen, serta penilaian atas the overall financial statement according to the Statement of
penyajian laporan keuangan secara keseluruhan sesuai Financial Accounting Standards (PSAK) issued by IAI.
dengan Pernyataan Standar Akuntansi Keuangan (PSAK) yang
dikeluarkan oleh IAI.
Proses audit oleh KAP diawasi oleh KAKCG, yang berkoordinasi The audit process by KAP is supervised by KAKCG, which
dengan Unit Internal Audit Perseroan. KAKCG memastikan coordinates with the Company's Internal Audit Unit. KAKCG
bahwa seluruh temuan dapat ditindaklanjuti dan berupaya ensures that all findings can be followed up and seeks to
untuk menekan temuan-temuan di tahun berikutnya. suppress the findings in the following year.
MEKANISME PENUNJUKAN AKUNTAN MECHANISM FOR APPOINTING A PUBLIC
PUBLIK ACCOUNTANT
Mekanisme penunjukan Akuntan Publik dan KAP yang berlaku The mechanism of GMS to appoint a Public Accountant and
di GMF adalah sebagai berikut: KAP is as follows:
Surat Surat
Dewan Komisaris PT Permohonan Pemberian
Garuda Indonesia Arahan terkait KAP dari Pemberian Arahan
Keputusan RUPS GMF (Persero) Tbk Direktur Utama GMF Telaah KAKCG terkait Penunjukan KAP
GMS resolution of GMF Letter of Letter to Review from KAKCG Supervision concerning
Board of Commissioners Request a Supervision the Appointment of KAP
of PT Garuda Indonesia on KAP from the CEO
(Persero) Tbk of GMF
347
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 348
AKUNTAN PUBLIK TAHUN 2024 2024 PUBLIC ACCOUNTANT
Keputusan RUPS GMF menyetujui penunjukkan KAP untuk GMF GMS approved the appointment of KAP for the Company
Perseroan disesuaikan dengan KAP yang ditunjuk oleh entitas in accordance with the KAP appointed by the parent entity, PT
induk, PT Garuda Indonesia (Persero) Tbk. Penunjukan ini Garuda Indonesia (Persero) Tbk. This appointment was carried
dilaksanakan berdasarkan persetujuan Dewan Komisaris out based on the approval of the Board of Commissioners
melalui surat No. GMF/DEKOM-035/24 tanggal 10 Juli 2024 through letter No. GMF/DEKOM-035/24 dated July 10, 2024
berdasarkan pendelegasian kewenangan pada RUPS tanggal 28 based on the delegation of authority at the GMS dated June
Juni 2023. Adapun KAP yang ditunjuk untuk melakukan audit 28, 2023. The KAP appointed to audit the Company's Financial
Laporan Keuangan Perseroan untuk Tahun Buku yang berakhir Statements for the Financial Year ending December 31, 2024
pada 31 Desember 2024 adalah KAP Rintis, Jumadi, Rianto & is KAP Rintis, Jumadi, Rianto & Associates (PwC Indonesia).
Rekan (PwC Indonesia). Bahwa berdasarkan pemberitahuan That based on PwC Indonesia's notification to the Company,
PwC Indonesia kepada Perseroan, telah terdapat perubahan there has been a change in the name of the KAP which was
nama KAP yang sebelumnya merupakan KAP Tanudiredja, previously KAP Tanudiredja, Wibisana, Rintis & Rekan to KAP
Wibisana, Rintis & Rekan menjadi KAP Rintis, Jumadi, Rianto Rintis, Jumadi, Rianto & Rekan.
& Rekan.
Akuntan Publik Tahun 2024
Public Accountant in 2024
Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan (PwC Indonesia)
Public Accounting Firm
Akuntan Ade Setiawan Elimin
Accountant
Periode Penugasan 2024
Assignment Period
Periode Penunjukan Ketiga
Appointment Period Third
Jasa • Prosedur yang disepakati bersama atas laporan KPPK
Services • Audit Laporan Keuangan Konsolidasan Perseroan Tahun Buku 2024
• Audit laporan keuangan konsolidasian untuk periode enam bulan yang berakhir pada tanggal 30
Juni 2024
• Audit atas Laporan Keuangan Konsolidasian per 30 Juni 2024 untuk keperluan Penambahan Modal
Dengan Hak Memesan Efek Terlebih Dahulu (“PMHMETD”)
• Laporan hasil prosedur yang telah disepakati untuk Laporan Hasil Evaluasi Kinerja (LHEK) untuk
tahun yang berakhir pada tanggal 31 De
• Mutually agreed procedures for the KPPK report
• Audited the Company’s Consolidated Financial Statement for 2024 Fiscal Year
• Audit of the consolidated financial statements for the six-month period ended June 30, 2024
• Audit of the Consolidated Financial Statements as of June 30, 2024 for the purpose of Capital Increase
with Pre-emptive Rights (“PMHMETD”)
• Report on the results of the agreed-upon procedures for the
Pada tahun 2024, KAP Rintis, Jumadi, Rianto & Rekan (PwC Indonesia), memberikan jasa kepada GMF
dengan nilai Rp8,900,000,000.
In 2024, KAP Rintis, Jumadi, Rianto & Associates (PwC Indonesia), provide services to GMF for
Rp8,900,000,000.
Jasa Lainnya KAP Rintis, Jumadi, Rianto & Rekan (PwC Indonesia) selama tahun 2024 tidak memberikan jasa lain
Other Services kepada GMF
KAP Rintis, Jumadi, Rianto & Associates (PwC Indonesia) during 2024 does not provide other services
to GMF.
Biaya Rp8.900.000.000 | (delapan miliar sembilan ratus juta rupiah | eight billion nine hundred million rupiah)
Cost
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
348 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 349
Tata Kelola Perusahaan
Corporate Governance
DAFTAR AKUNTAN PUBLIK PUBLIC ACCOUNTANT LISTS
GMF memenuhi ketentuan Peraturan Menteri Keuangan No. GMF follows the Minister of Finance Regulation No. 17/
17/PMK.01/2008 tentang Jasa Akuntan Publik, dimana KAP PMK.01/2008 concerning Public Accountant Services, where
yang ditunjuk hanya boleh melakukan audit paling lama 6 the appointed KAP may only conduct an audit for a maximum
(enam) tahun buku berturut-turut dan oleh seorang Akuntan of 6 (six) consecutive financial year and by a Public Accountant
Publik maksimal 3 (tiga) tahun buku berturut-turut. Berikut a maximum of 3 (three) consecutive financial year. Here is
disampaikan informasi daftar Akuntan Publik GMF sebelum information on the list of Public Accountants before the 2024
tahun buku 2024: financial year:
Kantor Akuntan
Tahun Buku Akuntan Publik Ruang Lingkup Audit Opini Audit Biaya Audit (Rp)
Financial Accountant Public Audit Scope Audit Opinion Audit Fee (Rp)
Year Accountant Firm
2024 Ade Setiawan R i n t i s , • Prosedur yang disepakati bersama atas Wajar dalam 8.900.000.000
Elimin Jumadi,Rianto & laporan KPPK semua hal yang
Izin AP.0225 Rekan, PWC • Audit Laporan Keuangan Konsolidasan material
Perseroan Tahun Buku 2024 F a i r, i n a l l
• Audit laporan keuangan konsolidasian m a t e r i a l
untuk periode enam bulan yang berakhir respects
pada tanggal 30 Juni 2024
• A u d i t a t a s L a p o ra n Ke u a n g a n
Konsolidasian per 30 Juni 2024 untuk
keperluan Penambahan Modal Dengan
Hak Memesan Efek Terlebih Dahulu
(“PMHMETD”)
• Laporan hasil prosedur yang telah
disepakati untuk Laporan Hasil Evaluasi
Kinerja (LHEK) untuk tahu
• Mutually agreed procedures for the
KPPK report
• Audited the Company’s Consolidated
Financial Statement for 2024 Fiscal Year
• Audit of the consolidated financial
statements for the six-month period
ended June 30, 2024
• Audit of the Consolidated Financial
Statements as of June 30, 2024 for the
purpose of Capital Increase with Pre-
emptive Rights (“PMHMETD”)
• Report on the results of the agreed-upon
procedures for the
2023 Ade Setiawan Ta n u d i r e d j a , • A u d i t a t a s L a p o ra n ke u a n g a n Wajar dalam 3.790.000.000
Elimin Wibisana, Rintis konsolidasian PT Garuda Maintenance semua hal yang
Izin AP.0225 & Rekan, PWC Facility Aero Asia Tbk tahun buku 31 material
Desember 2023 F a i r, i n a l l
• Laporan atas Hasil Prosedur yang m a t e r i a l
disepakati bersama atas laporan KPK respects
terhdap laporan kegiatan penerapan
prinsip kehati-hatian
• Audit od the Consolidated Financial
Statements of PT Garuda Maintenance
Facilits Aero Asia Tbk for the financial
year as of December 31, 2023
• Report on the mutually agreed
procedure of the report from KPK on
the implementation of the precautionary
principle (KPPK).
349
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 350
Kantor Akuntan
Tahun Buku Akuntan Publik Ruang Lingkup Audit Opini Audit Biaya Audit (Rp)
Financial Accountant Public Audit Scope Audit Opinion Audit Fee (Rp)
Year Accountant Firm
2022 Ade Setiawan Ta n u d i r e d j a , • A u d i t a t a s L a p o ra n Ke u a n g a n Wajar dalam 3.700.000.000
Elimin Wibisana, Rintis Konsolidasian PT Garuda Maintenance semua hal yang
Izin AP.0225 & Rekan, PWC Facility Aero Asia Tbk tahun buku 31 material
Desember 2022. F a i r, i n a l l
• Laporan atas Hasil Prosedur yang m a t e r i a l
disepakati bersama atas laporan KPK respects
terhadap laporan kegiatan penerapan
prinsip kehati-hatian (KPPK).
• Audit of the Consolidated Financial
Statements of PT Garuda Maintenance
Facility Aero Asia Tbk for the financial
year as of December 31, 2022.
• Report on the mutually agreed
procedure of the report from KPPK on
the implementation of the precautionary
principle (KPPK).
2021 Daniel Kohar Ta n u d i r e d j a , • Audit atas Laporan Keuangan Wajar dalam 3.830.000.000
Izin No. AP.1130 Wibisana, Rintis Konsolidasian PT Garuda Maintenance semua hal yang
& Rekan, PWC Facility Aero Asia Tbk tahun buku 31 material
Desember 2021. F a i r, i n a l l
• Audit atas laporan Keuangan PT Garuda m a t e r i a l
Daya Pratama Sejahtera tahun buku 31 respects
Desember 2021
• Laporan atas Hasil Prosedur yang
disepakati bersama atas laporan KPK
terhadap laporan kegiatan penerapan
prinsip kehati-hatian (KPPK).
• Audit of the Consolidated Financial
Statements of PT Garuda Maintenance
Facility Aero Asia Tbk for the financial
year as of December 31, 2021.
• Audit of the financial statements of PT
Garuda Daya Pratama Sejahtera for the
financial year as of December 31, 2021.
• Report on the mutually agreed
procedure of the report from KPK on
the implementation of the precautionary
principle (KPPK).
2020 Daniel Kohar Ta n u d i r e d j a , • Audit atas laporan keuangan T i d a k 1.600.000.000
Izin No. AP.1130 Wibisana, Rintis • Audit atas laporan kepatuhan terhadap menyatakan
& Rekan, PWC perundang-undangan pendapat
• Audit atas laporan kepatuhan terhadap Disclaimer
sistem pengendalian internal
• Prosedur yang disepakati bersama atas
laporan evaluasi kinerja
• Prosedur yang disepakati bersama atas
laporan KPPK
• Audit of financial statements
• Audit of compliance reports
• Audit of compliance reports with the
internal control system
• Procedure mutually agreed upon in the
performance evaluation report
• Procedure mutually agreed upon with
the KPPK report
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
350 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 351
Tata Kelola Perusahaan
Corporate Governance
Kantor Akuntan
Tahun Buku Akuntan Publik Ruang Lingkup Audit Opini Audit Biaya Audit (Rp)
Financial Accountant Public Audit Scope Audit Opinion Audit Fee (Rp)
Year Accountant Firm
2019 Daniel Kohar Ta n u d i r e d j a , • Audit atas laporan keuangan Wajar terhadap 2.535.000.000
Izin No. AP.1130 Wibisana, Rintis • Audit atas laporan kepatuhan terhadap semua hal yang
& Rekan, PWC perundang-undangan material
• Audit atas laporan kepatuhan terhadap Fair in all
sistem pengendalian internal material aspects
• Prosedur yang disepakati bersama atas
laporan evaluasi kinerja
• Prosedur yang disepakati bersama atas
laporan KPPK
• Audit of financial statements
• Audit of compliance reports
• Audit of compliance reports with the
internal control system
• Procedure mutually agreed upon in the
performance evaluation report
• Procedure mutually agreed upon with
the KPPK report
2018 K a s n e r Tanubrata Sutanto • Audit atas laporan keuangan Wajar terhadap 736.000.000
SirumapeaIzin Fahmi Bambang & • Reviu laporan evaluasi kinerja semua hal yang
No. AP: 0563 Rekan (BDO) • Laporan kepatuhan terhadap peraturan material
perundang-undangan
• Laporan kepatuhan sistem pengendalian Fair in all
internal material aspects
• Jasa atestasi terhadap laporan kegiatan
penerapan prinsip kehati-hatian (KPPK)
• Audit of financial statements
• Review on performance evaluation
report
• Report of compliance with laws and
regulations
• Control system compliance report
• Attestation services to the prudent
principles of activity report (KPPK)
TINDAK LANJUT TEMUAN KAP FOLLOW-UP FROM KAP FINDINGS
Dalam pelaksanaan audit, KAP dapat menemukan sejumlah When auditing, KAP may find several findings that the Company
temuan yang nantinya akan dimonitor oleh Perseroan. Realisasi may need to monitor. The follow-up that the Company has done
tindak lanjut oleh Perseroan selama 2019-2024 adalah sebagai from 2019 to 2024 are as follows:
berikut:
Jumlah Temuan Audit Sistem
Jumlah Temuan Audit Keuangan Informasi Realisasi Tindak Lanjut
Tahun Buku
Number of Finding in Financial Number of Finding in Information Realization of Follow-Up
Financial Year
Audit System Audit
2024 10 3 23%
2023 14 4 42,8%
2022 7 5 71.4%
2021 10 2 58%
2020 11 - 54%
2019 15 5 85%
351
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 352
Manajemen Risiko
Risk Management [OJK E.3]
Sejak diterbitkannya Peraturan Menteri BUMN Nomor PER- Since the issuance of the Ministry SOE’s Regulation No. PER-2/
2/MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan MBU/03/2023 concerning on Guidelines for Governance and
Korporasi Signifikan Badan Usaha Milik Negara, Garuda Significant Corporate Activities of State-Owned Enterprises,
Indonesia sebagai induk Perusahaan GMF telah melakukan Garuda Indonesia as the parent company of GMF has conducted
sosialisasi kepada seluruh anak usaha dan menghimbau untuk socialization for all its subsidiaries and urged them to ratify
meraktifikasi peraturan tersebut sebagai kerangka manajemen the regulation as the company's risk management framework.
risiko Perusahaan. Oleh karena itu, sejak 2024, kerangka Therefore, since 2024, GMF’s risk management framework has
manajemen risiko GMF telah mengacu PER-2/MBU/03/2023 referred to PER-2/MBU/03/2023 by implementing risk strategy
dengan menerapkan strategi risiko melalui pernyataan selera through Risk Appetite Statement (RAS) and determining risk
risiko, dan penentuan nilai ambang batas risiko yang meliputi threshold values, which include risk capacity, risk tolerance,
kapasitas risiko, toleransi risiko, selera risiko, dan batasan risiko. risk appetite, and risk limit.
Perseroan menjaga konsistensi penerapan manajemen risiko The Company remains consistent in implementing risk
melalui Pedoman Tata Kelola Perusahaan dan Kebijakan Manajemen management through the Corporate Governance Guidelines
Risiko No. KB-01-009. Pelaksanaan pedoman ini telah diatur dalam and Risk Management Policy No. KB-01-009. These guidelines
serangkaian Standard Operating Procedure untuk memastikan have been put in a series of Standard Operating Procedures to
penerapan manajemen risiko yang seragam dan selaras. ensure uniform and harmonized risk management.
Kebijakan Manajemen Risiko telah diunggah di website resmi GMF dan dapat diakses oleh publik
The Risk Management Policy has been uploaded to the official website of GMF and accessible for the public
CLICK HERE
KERANGKA KERJA MANAJEMEN RISIKO RISK MANAGEMENT FRAMEWORK
Strategi risiko terdiri dari pernyataan selera risiko dan nilai The risk strategy consists of a risk appetite statement, risk
ambang batas. threshold values, and risk strategy metrics.
1. Pernyataan selera risiko 1. Risk appetite statement
Pernyataan selera risiko dilakukan secara top-down dari The risk appetite statement is conducted by GMF in a
Top Management atas sikap terhadap risiko kedepan. top-down manner from Top Management on the attitude
Berdasarkan empat sikap terhadap risiko, pernyataan selera towards future risks. Based on four attitudes toward risk,
risiko GMF, antara lain: GMF's risk appetite statements include:
a. Tidak Toleran a. Not Tolerant
• GMF tidak mentoleransi risiko yang dapat • GMF does not tolerate risks that could impact on
berdampak pada aspek airworthiness dan safety. airworthiness and safety aspects.
• Insan professional GMF berkomitmen untuk • GMF professional are committed to upholding
menjunjung tinggi Integritas dan core value Integrity and the core value of AKHLAK.
AKHLAK.
• GMF berkomitmen untuk patuh terhadap peraturan • GMF is committed to complying with the applicable
perundangan yang berlaku. laws and regulations.
• GMF menjaga penilaian dan kewajaran penyajian • GMF maintains the assessment and fairness of the
kinerja keuangan Perusahaan sesuai kaidah dan Company's financial performance in accordance
Tata Kelola yang baik with principles and best practices of good corporate
governance.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
352 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 353
Tata Kelola Perusahaan
Corporate Governance
b. Konservatif b. Conservative
• GMF berupaya optimal menjaga kepuasan • GMF strives to optimize customer satisfaction to
pelanggan untuk meningkatkan jumlah loyal increase the number of loyal customers ensuring
customer agar dapat diperoleh kepastian long-term revenue certainly.
pendapatan dalam jangka panjang.
• GMF berupaya menjaga efektivitas biaya dengan GMF strives to maintain cost-effectiveness by
•
melakukan program optimasi dan efisiensi. implementing optimization and efficiency programs.
• GMF berkomitmen meningkatkan efektivitas • GMF is committed to improving the effectiveness
manajemen risiko untuk melindungi dan of risk management to protect and create Company
menciptakan nilai Perusahaan. value.
c. Moderat c. Moderate
• GMF berupaya optimal untuk menjaga kinerja • GMF strives to optimize company performance with
Perusahaan dengan struktur keuangan yang a healthy financial structure to ensure sustainable
sehat demi menjaga kelangsungan usaha yang business continuity.
berkesinambungan.
• GMF melakukan optimalisasi dalam investasi untuk • GMF optimizes investment to enhance capabilities.
meningkatkan kapabilitas
d. Strategis d. Strategies
• GMF secara aktif mendorong berjalannya • GMF actively encourages innovation, both for
inovasi, baik untuk perbaikan proses maupun process improvement and business development.
pengembangan usaha
• GMF mendorong program pengembangan usaha, • GMF encourages business development programs,
kerja sama strategis, dan peningkatan pendapatan strategic partnership, and revenue growth
usaha initiatives.
2. Nilai Ambang Risiko 2. Risk Threshold Value
Nilai ambang risiko terdiri dari risk capacity, risk tolerance, Risk threshold value consists of risk capacity, risk
risk appetite, dan risk limit. Risk capacity GMF sebesar tolerance, risk appetite, and risk limit. GMF's risk capacity
USD17,373,324, risk tolerance sebesar USD6,620,217, is USD17,373,324, risk tolerance of USD6,620,217, risk
risk appetite sebesar USD6,018,379, dan risk limit sebesar appetite of USD6,018,379, and risk limit of USD5,416,541.
USD5,416,541.
RKAP Berbasis Risiko
Risk-Based RKAP
RJPP RKAP Berbasis Risiko
Visi
Visi
Misi
Misi
Sasaran: Penerimaan Risiko Level Entitas/Korporate Risk Appetite Statement BUMN
Penerimaan Risiko Level Entitas/Korporate Risk Appetite Statement BUMN
• Aspek Bisnis
• Aspek Keuangan Loss Event Database Tahun
• Aspek HC Risk Appetite
Sebelumnya Kapasitas Risiko Corporate
• Aspek Pemasaran Statement BUMN
Kapasitas Risiko Corporate
Tidak Toleran Konservatif
Toleransi Risiko Corporate Tidak Toleran Konservatif
Toleransi Risiko Corporate
Taksonomi isiko KBUMN
Selera Risiko Corporate Teragregasi dengan BUMN
Moderat Strategis
Selera Risiko Corporate
Moderat Strategis
Batasan Risiko Corporate
Batasan Risiko Corporate
Nilai Eksposur Risiko Residual Tidak
Melebihi Batas Risiko Korporat
Metrik Strategi Risiko Pilihan Sasaran & Strategi Bisnis Profil Risiko Risiko Inheren Risiko Residual Rencana Perlakuan Risiko
Metrik Strategi Risiko Pilihan Sasaran & Strategi Bisnis Profil Risiko Risiko Inheren Risiko Residual Rencana Perlakuan Risiko
Perlakuan risiko untuk mencapai
Memetakan strategi risiko Memilih alternatif strategi yang tepat Menghubungkan sasaran target risiko residual yang diharapkan
berdasarkan sasaran taksonomi, mempertimbangkan risiko yang dengan peristiwa risiko dengan Menghitung nilai eksposur, level dan Menghitung target nilai eksposur, • Accept/Monitor
disesuaikan dengan RAS dan sikap timbul dan hasil yang diharapkan menggunakan KRI dan threshold skala risiko sesudah pelaksanaan level dan skala risiko setiap triwulan • Reduce/Mitigate
risiko serta nilai batas atas risiko untuk mencapai nilai RKAP untuk menjaga nilai RKAP existing control di awal tahun dan tahunan • Transfer/Share
yang dimaksud sebagai EWS sebagai EWS Menghitung nilai eksposur, level dan Menghitung target nilai eksposur, • Avoid/Hindari
Memetakan strategi risiko Memilih alternatif strategi yang Menghubungkan sasaran dengan skala risiko sesudah pelaksanaan level dan skala risiko setiap triwulan Perlakuan risiko untuk mencapai
berdasarkan sasaran taksonomi, tepat mempertimbangkan risiko yang peristiwa risiko dengan menggunakan existing control di awal tahun dan tahunan target risiko residual yang diharapkan
disesuaikan dengan RAS dan sikap timbul dan hasil yang diharapkan KRI dan threshold untuk menjaga nilai • Accept/Monitor
risiko serta nilai batas atas risiko untuk mencapai nilai RKAP RKAP sebagai EWS • Reduce/Mitigate
yang dimaksud sebagai EWS • Transfer/Share
• Avoid/Hindari
• Taksonomi Risiko • Sasaran
• Parameter dan satuan ukur • Strategi • Peristiwa Risiko • Nilai Dampak • Target Nilai Dampak • Rencana Perlakuan Risiko
• Nilai Batasan Risiko • Keputusan • Key Risk Indicator • Nilai Kemungkinan • Target Nilai Kemungkinan • Biaya Perlakuan
• Metrik Strategi Risiko • Penetapan • Existing Control • Nilai Eksposur • Target Nilai Eksposur • Timeline
• Taksonomi Risiko • Sasaran • Peristiwa Risiko • Nilai Dampak • Target Nilai Dampak • Rencana Perlakuan Risiko
• Parameter dan satuan ukur • Strategi • Key Risk Indicator • Nilai Kemungkinan • Target Nilai Kemungkinan • Biaya Perlakuan
• Nilai Batasan Risiko • Keputusan • Existing Control • Nilai Eksposur • Target Nilai Eksposur • Timeline
• Metrik Strategi Risiko • Penetapan
• Skala Dampak Heatmap
• Skala Kemungkinan Heatmap
• Skala Dampak
Monitoring pergerakan risiko
• Skala Kemungkinan
353
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 354
Sebagaimana yang tertuang di PER 2/MBU/03/2023 bahwa As stated in PER 2/MBU/03/2023, Stated-Owned Enterprises
BUMN dan anak usahanya wajib menerapkan model tata Kelola and their subsidiaries are required to implement the Three
risiko Model Tiga Lini (three lines model) dalam melaksanakan Lines Model in risk governance. Thus, GMF has established
manajemen risiko. Dengan demikian, GMF telah membentuk an Enterprise Risk Management (ERM) Team as one of the
Tim Enterprise Risk Management (ERM) sebagai salah satu supporting organs of the Board of Directors responsible for
organ pendukung Direksi yang bertanggung jawab menjalankan executing risk management within the Company as the second
manajemen risiko di lingkup Perseroan sebagai lini kedua. line. The organizational structure is designed so that there is a
Struktur organisasi dirancang agar terjadi pemisahan fungsi separation of functions between the risk-owning business units
antara unit bisnis pemilik risiko yang langsung mengidentifikasi that directly identify and manage risks in business processes,
dan mengelola risiko dalam proses bisnis, fungsi manajemen the risk management function that measures, monitors, and
risiko yang mengukur, memantau, dan memperlakukan risiko treats risks in aggregate, develops enterprise risk management
secara agregat, mengembangkan metodologi dan kebijakan methodologies and policies, and the internal audit function that
manajemen risiko perusahaan, dan fungsi audit intern yang ensures governance and risk control.
memastikan tata Kelola dan pengendalian risiko.
ROADMAP MANAJEMEN RISIKO RISK MANAGEMENT ROADMAP
GMF menyusun Roadmap ERM 2024-2028 sebagai langkah GMF compiled the 2024-2028ERM Roadmap as a strategic
strategis dalam menunjang pengelolaan risiko GMF. Berikut initiative in supporting GMF risk management. The following
Roadmap ERM 2024-2028 yang dimiliki GMF: is the 2024-2028 ERM Roadmap of GMF:
2024 2025 2026 2027 2028
Penguatan dan Integrasi Integrasi Data dan Embedded Risk
Pondasi dan Komitmen Proaktif dan Sistematis
Proses Kolaborasi Management
• Penilaian Risiko Awal • Penguatan Tim Manajemen • Pengembangan Sistem • Pendekatan Risiko berbasis • Pengelolaan Risiko secara
• Pelatihan Dasar Manajemen Risiko Informasi Risiko permodelan data Global
Risiko • Integrasi Manajemen Risiko • Penguatan Pengendalian • Kolaborasi dengan pihak • Penerapan Risiko berbasis
• Penyesuaian Kebijakan dan dalam Proses Bisnis Risiko eksternal Teknologi
Prosedur Manajemen Risiko • Peningkatan Kesadaran • Peningkatan Proses • Penilaian Risiko • Manajemen Risiko yang
mengacu pada PER-2 Risiko di Tingkat Organisasi Pengambilan Keputusan berkelanjutan dan inovatif terintegrasi sepenuhnya
• Penilaian Risiko Awal • Penguatan Tim Manajemen • Pengembangan Sistem • Pendekatan Risiko berbasis • Pengelolaan Risiko secara
• Pelatihan Dasar Manajemen Risiko Informasi Risiko permodelan data Global
Risiko • Integrasi Manajemen Risiko • Penguatan Pengendalian • Kolaborasi dengan pihak • Penerapan Risiko berbasis
• Penyesuaian Kebijakan dan dalam Proses Bisnis Risiko eksternal Teknologi
Prosedur Manajemen Risiko • Peningkatan Kesadaran • Peningkatan Proses • Penilaian Risiko • Manajemen Risiko yang
mengacu pada PER-2 Risiko di Tingkat Organisasi Pengambilan Keputusan berkelanjutan dan inovatif terintegrasi sepenuhnya
PROFIL RISIKO RISK PROFILE
Bidang usaha GMF memiliki risiko inheren yang bersifat GMF business has an inherent internal and external risks. The
internal dan eksternal. Perseroan selalu melakukan risk Company annually assess the risks to identify potential risks and
assessment setiap tahunnya untuk mengenali potensi risiko dan classify them into various levels of risk profiles to manage the
mengklasifikasikannya menjadi profil risiko ke dalam berbagai risks more effectively. The risk profile in 2024 was as follows:
tingkatan untuk membantu penanggulangan risiko yang lebih
efektif. Profil risiko yang dihadapi GMF pada tahun 2024 adalah
sebagai berikut:
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
354 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 355
Tata Kelola Perusahaan
Corporate Governance
Risiko Dampak
No. Impact
Risk
Risiko Keuangan
Finance Risk
1 Pendapatan tidak tercapai • Target laba tidak tercapai
Revenue not achieved • Arus kas Perseroan terhambat
• Rencana pengembangan perusahaan terhambat
• Profit target is not achieved
• Company cashflow is hampered
• The company's development plan is hampered
2 Net profit margin tidak tercapai • Arus kas Perseroan terhambat
Net profit margin not achieved • Rencana pengembangan perusahaan (investasi) terhambat
• Modal tidak meningkat/menurun
• Company cashflow is hampered
• Business development plan (investment) is hampered
• Equity does not increase/decrease
3 Risiko likuiditas • Target arus kas tidak tercapai
Liquidity risk • Utang meningkat (utang di luar pemenuhan kebutuhan modal kerja dan kewajiban
jangka pendek)
• Kekurangan modal kerja untuk operasional
• Kekurangan modal investasi untuk pengembangan usaha
• Tuntutan PKPU
• Cash flow target not achieved
• Increased company debt (debt beyond meeting working capital needs and short-term
liabilities)
• Lack of working capital for operations
• Lack of investment capital for company development
• PKPU demands
4 Kurangnya modal kerja & GMF tdk • Operasional usaha terhambat
diperbolehkan menerima fasilitas • Rencana pengembangan usaha (investasi) terhambat
pendanaan dari bank selama masa • SCM terhambat
restrukturisasi • Company operations are hampered
Lack of working capital & GMF is not • Company development plan (investment) is hampered
allowed to receive funding facilities • SCM is hampered
from banks during the restructuring
period
Risiko Strategi
Strategic Risk
1 Tidak mendapatkan kontrak jangka • Target pendapatan tidak tercapai
panjang • Kualitas hasil pekerjaan yang kurang bai
Not getting a long-term contract • GMF tidak berkembang, going concern Perseroan diragukan
• Revenue target not achieved
• Poor quality of work
• GMF does not develop, the Company's going concern is doubtful
2 Cyber security • Operasional bisnis terganggu
• Terjadi pembajakan situs yang dapat menyebabkan krisis di mata publik
• Keterlambatan update module yang menyebabkan data tidak terupdat dan kesalahan
dalam bekerja
• Business operations are disrupted
• Site hijacking occurs which can cause a crisis in the public eye
• Delays in updating modules that cause data to be out of date and errors in work
3 Suspense/surrender sertifikasi dari • Kredibilitas GMF menurun
regulasi • Pendapatan tidak tercapai
Suspense/surrender of regulatory • Laba tidak tercapai
certification • CSI (Customer Satisfaction Index) tidak tercapai
• GMF credibility decreases
• Revenue is not achieved
• Profit is not achieved
• CSI (Customer Satisfaction Index) is not achieved
4 Risiko geopolitik • Rantai pasok/global supply chain terhambat
Geopolitical risks • Embargo, mempersempit penerimaan customer dan vendor
• Krisis energi, harga avtur meningkat
• Global supply chain obstructed
• Embargo, narrowing customer and vendor acceptance
• Energy crisis, fuel price increases
355
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 356
Risiko Dampak
No. Impact
Risk
Risiko Operasional
Operational Risks
1 SCM terhambat • TAT tidak terpenuhi
SCM disrupted • Menimbulkan denda dari ketidaktercapaian SLA
• CSI menurun karena adanya komplain dari customer
• Hilangnya customer
• TAT not met
• Incurring fines from SLA non-achievement
• CSI decreases due to complaints from customers
• Loss of customers
2 Ketersediaan kapasitas yang terbatas • TAT tidak terpenuhi
Limited capacity availability • Menimbulkan denda dari ketidaktercapaian SLA
• Adanya rework yang menyebabkan peningkatan biaya
• Pendapatan tidak tercapai
• Laba tidak tercapai
• TAT not met
• Incurring fines from SLA non-achievement
• Rework that causes an increase in costs
• Revenue is not achieved
• Profit is not achieved
MITIGASI RISIKO RISK MITIGATION
Perseroan merancang upaya penanggulangan (mitigasi) risiko The Company designs a risk mitigation for every identified risk
dari setiap risiko yang teridentifikasi sebagai bentuk antisipasi to anticipate the risk from showing again in the future. Based
terhadap kemungkinan risiko yang muncul di masa mendatang. on the risk profile earlier, GMF has made several mitigations
Berdasarkan profil risiko yang telah disampaikan sebelumnya, as follows:
GMF telah melakukan mitigasi sebagai berikut:
Mitigasi Risiko GMF
GMF Risk Mitigation
Jenis Risiko Mitigasi
No. Risk Type Mitigation
1 Risiko Strategis • Partnership dengan MRO lain
Strategic Risk • Iterasi customer baru dan lama dilakukan secara regular dan intensif sebelum MRO lain melakukannya
• Melakukan pendekatan dengan customer sampai mendapatkan kontrak kerjasama sebelum memasuki
periode/tahun baru (untuk sales level 3 dan 4)
• Mencari rootcause COPQ yang pernah terjadi dan memastikan tidak akan terjadi kembali dengan
membuat program
• Menelaah kapasitas dan kapabilitas yang tersedia diimbangi dengan pemenuhannya sehingga SLA
dan TAT penyelesaian sesuai target yang disepakati dengan customer
• Meningkatkan QCDS secara optimal sepanjang 2024
• Ditetapkan target efisiensi di semua dinas dengan hitungan yang mempengaruhi (PnL dan cashflow
secara riil)
• Meningkatkan kontrol dan profitability project, termasuk hitungan COPQ
• Memberikan batasan COPQ di setiap proyek
• Memberikan batasan minimal profit margin project agar dapat menyerap fixed cost
• Mengidentifikasi kesenjangan aktiva dan kewajiban lancar
• Melakukan debt restructuring
• Meningkatkan cadangan kas
• Target free cashflow berdasarkan level penerimaan customer di level 3-4
• Efisiensi dilakukan secara masif
• Melakukan joint operation
• Payment plan hasil negosiasi dijalankan dan collection tepat waktu
• Fokus pada pengembangan bisnis aviasi (pembelian tools dan investasi yang menunjang operasional)
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
356 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 357
Tata Kelola Perusahaan
Corporate Governance
Mitigasi Risiko GMF
GMF Risk Mitigation
Jenis Risiko Mitigasi
No. Risk Type Mitigation
• Partnerships with other MROs
• Regular and intensive iteration with new and existing customers before other MROs do
• Engaging with customers to secure cooperation contracts before entering a new period/year (for
sales level 3 and 4)
• Identifying the root cause of previously occurred COPQ and ensuring it will not happen again by
implementing a dedicated program
• Assessing available capacity and capability and ensuring fulfillment to meet SLA and TAT targets
agreed with customers
• Optimizing QCDS throughout 2024
• Setting efficiency targets across all departments with calculations that impact PnL and real cash flow
• Enhancing project control and profitability, including COPQ calculations
• Setting COPQ limits for each project
• Setting minimum project profit margin thresholds to absorb fixed costs
• Identifying gaps in current assets and liabilities
• Carrying out debt restructuring
• Increasing cash reserves
• Setting free cash flow targets based on customer receipts at levels 3-4
• Conducting massive efficiency efforts
• Executing joint operations
• Implementing payment plans as negotiated and ensuring timely collection
• Focusing on aviation business development (tool procurement and operational-supporting investments)
2 Risiko Keuangan • Alokasi dana untuk menggunakan Network Access Control
Financial Risk • Alokasi dana untuk melakukan pelatihan kesadaran dan keamanan secara berkala
• Membuat program manager untuk meningkatkan IT Security
• Melakukan back up DATA dan jaringan secara konsisten
• Memastikan Perseroan selalu mematuhi/memenuhi persyaratan dan regulasi yang berkaitan dengan
sertifikasi yang dimiliki
• Mempertahankan Certificate Approval from prime Authority (DGCA, FAA, EASA, CASA, CAAM, CAAC)
• Menyediakan lisensi lainnya sesuai kebutuhan bisnis
• Meningkatkan peran & fungsi pengawalan, konsultasi, audit (ECA)
• Melakukan koordinasi secara intensif dengan pemasaran terkait rencana bisnis
• Melakukan komunikasi secara intensif dengan regulator terkait
• Menggunakan asuransi risiko politik
• Mempersiapkan recana darurat dalam menghadapi krisis dan pemulihan bisnis untuk mengurangi
dampak negatif pada pendapatan Perseroan
• Memantau perkembangan politik dan ekonomi di Indonesia secara aktif untuk dapat merespon
perubahan situasi dengan cepat
• Kebijakan yang berbasis 3T, yaitu tepat waktu, tepat kebijakan, dan tepat sasaran
• Funding allocation for Using Network Access controll
• Allocation of funds to Conduct regular security awareness and training
• Create a program manager to improve IT Security.
• Consistently back up DATA and network
• Ensure that the company always complies with / fulfills the requirements and regulations relating
to the certifications held
• Maintain Certificate Approval from prime Authority (DGCA, FAA, EASA, CASA, CAAM, CAAC)
• Provide other licenses according to business needs.
• Increase the role & function of escort, consultation, audit (ECA)
• Coordinate intensively with marketing related to business plan
• Intensive communication with related authorities
• Use political risk insurance
• Prepare emergency plans in the face of crisis and business recovery to reduce the negative impact
on the Company's revenue
• Actively monitor political and economic developments in Indonesia to be able to respond quickly to
changes in the situation
• Policies based on the 3Ts, i.e. right time, right policy, and right target.
3 Risiko Operasional • Melakukan diversivikasi vendor
Operational Risk • Mempunyai persediaan darurat
• Melakukan planing stock yang baik dan menelaah kinerjanya
• Melakukan analisa permintaan pasar dan evaluasi kapasitas secara rutin
• Melakukan investasi dalam peningkatan kapasitas seperti penambahan tools, facility, manpower
• Memastikan investasi didasarkan pada analisis permintaan jangka panjang dan kebutuhan Perseroan
• Melakukan perencanaan produksi yang efisien dengan memanfaatkan teknologi
• Melakukan outsource untuk kegiatan clerical atau pekerja lapangan
• Diversify vendors
• Have emergency stock
• Perform good stock planning and review its performance
• Analyze market demand and evaluate capacity regularly
• Invest in capacity building such as additional tools, facilities and manpower
• Ensure investments are based on long-term demand analysis and Company needs
• Conduct efficient production planning by utilizing technology
• Outsource clerical activities or field workers
357
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 358
EVALUASI SISTEM MANAJEMEN RISIKO RISK MANAGEMENT SYSTEM EVALUATION
Sistem manajemen risiko GMF tidak terlepas dari peran The risk management system is inseparable from the Enterprise
Enterprise Risk Management (ERM) sebagai penangung jawab Risk Management (ERM), as the team in charge of risk
pengelolaan risiko. Penilaian dan evaluasi terhadap kinerja management. Assessment and evaluation of ERM performance
ERM pada tahun 2024 telah disampaikan di pembahasan in 2024 are available in the discussion regarding its assessment
mengenai penilaian kinerja dan organ pendukung Direksi pada and the supporting bodies of the Board of Directors in the
pembahasan sebelumnya. earlier discussion.
PANDANGAN DEWAN VIEWS FROM THE BOARD
KOMISARIS DAN DIREKSI OF COMMISSIONERS AND
BOARD OF DIRECTORS
Dewan Komisaris dan Direksi memandang bahwa GMF secara The Board of Commissioners and Directors consider that GMF
aktif menerapkan strategi yang melibatkan pengelolaan risiko is actively implementing a strategy that involves managing risk
sebagai bagian integral dari rencana bisnis, mengambil risiko as an integral part of the business plan, taking higher risks in
lebih tinggi dalam rangka mencapai pertumbuhan dan inovasi order to achieve greater growth and innovation.
yang lebih besar.
Jika diperlukan pengambilan keputusan bisnis, maka If business decisions are required, they are based on risk analysis
keputusan tersebut didasarkan pada analisis risiko dan potensi and the potential for long-term return on investment and can
pengembalian investasi jangka panjang serta dapat menanggung bear a large burden.
beban yang besar.
RENCANA MANAJEMEN RISIKO 2025 RISK MANAGEMENT PLAN 2025
Dengan mempertimbangkan pencapaian di tahun 2024, juga Taking into account the achievements in 2024, as well as the
peraturan Menteri BUMN PER-2/MBU/03/2023, dan profil regulation of the Minister of SOEs PER-2/MBU/03/2023,
risiko pada tahun 2025, maka Perseroan akan menyusun and the risk profile in 2025, the Company will prepare risk
rencana manajemen risiko sesuai dengan profil risiko yang management plan according to risk profile that may arise in
mungkin timbul di tahun 2025. 2025.
Guna mendukung tercapainya program kerja Enterprise To support the achievement of the Enterprise Risk Management
Risk Management pada 2025, maka program perbaikan work programme in 2025, the continuous improvement
berkelanjutan yang akan dilakukan antara lain: programme includes:
1. Meningkatkan kolaborasi antar lini dan menanamkan 1. Improving collaboration between lines and embedding risk
kesadaran risiko sebagai budaya perusahaan awareness as a corporate culture.
2. Pemenuhan compliance penerapan Manajemen Risiko 2. Fulfillment of compliance of Risk Management
sesuai PER-2/MBU/03/2023 implementation in accordance with PER-2/MBU/03/2023
3. Peningkatan kualifikasi dan kompetensi organ pengelola 3. Improving the qualifications and competencies of risk
risiko management organs
4. Peningkatan sistem pengelolaan risiko yang terintegrasi 4. Improvement of an integrated risk management system
dengan berbasis teknologi with technology-based
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
358 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 359
Tata Kelola Perusahaan
Corporate Governance
Sistem Pengendalian Internal
Internal Control System
Sistem Pengendalian Internal (SPI) merupakan proses yang The Internal Control System (ICS) is a process designed and
dirancang dan dijalankan oleh Dewan Komisaris, Direksi, dan implemented by the Board of Commissioners, the Board of
struktur manajemen lainnya, serta seluruh personil Perseroan Directors, other management structures, and all personnel of
yang bertujuan untuk mewujudkan komitmen Perseroan dalam the Company. It aims to realize the Company’s commitment to
menerapkan prinsip Tata Kelola Perusahaan yang Baik, juga the implementation of Good Corporate Governance principles,
untuk memberikan keyakinan yang memadai atas tercapainya as well as to provide reasonable assurance of the achievement
efektivitas dan efisiensi operasi, keandalan pelaporan keuangan, of operational effectiveness and efficiency, reliability of financial
kepatuhan terhadap hukum, dan peraturan yang berlaku serta reporting, compliance with applicable laws and regulations, and
penerapan mekanisme check and balance. the enforcement of a check and balance mechanism.
Sebagai organ Perseroan yang bertanggung jawab atas As the Company's organ responsible for corporate management,
pengelolaan perusahaan, Direksi harus memastikan bahwa the Board of Directors must ensure that internal control and
fungsi pengendalian internal dan manajemen risiko telah risk management functions are in place and implemented across
tersedia dan diterapkan pada semua aspek dan lini perusahaan. all aspects and levels of the Company.
KEBIJAKAN PENGENDALIAN INTERNAL INTERNAL CONTROL POLICY
Perseroan memiliki surat keputusan KB-01-009 Kebijakan The Company has two decrees of KB-01-009 Risk Management
Manajemen Risiko dan KB-01-010 Kebijakan Pengendalian Policy and KB-01-010 Internal Control Policy which was issued
Internal yang dicetuskan oleh Direktur Utama sebagai pedoman by the President Director as the internal control guideline. These
sistem pengendalian internal. Pedoman tersebut memastikan guidelines ensure that the Company's management activities
kegiatan pengelolaan Perseroan berjalan dengan baik dan run approrirately and do not deviate from the prevailing rules
tidak menyimpang dari ketentuan dan peraturan yang berlaku. and regulations. The Company adopts the 3 Lines of Defense
Perseroan mengadopsi konsep 3 Lines of Defense dalam concept in risk management and internal control as follows:
pengelolaan risiko dan pengendalian internal yang dapat dilihat
dalam kerangka sistem pengendalian internal sebagai berikut:
Kerangka Sistem Pengendalian Internal
Internal Control Framework
*Set the from the top*
Menetapkan dan mengarahkan sistem internal perusahaan framework
BoD Perform Oversight manajemen risiko
Determining and directing risk management framework of the corporate internal
system
1. Pertahanan lapis ketiga
2. Melakukan Pengujian yang independen dan objektif untuk memastikan
efektivitas dan Efisiensi proses bisnis
3. Menjamin implementasi manajemen risiko berfungsi sesuai desain
Unit Pengawasan Internal mengidentifikasi kemungkinan perbaikan proses
Internal Control Unit 1. Third Line of Defense
2. Conducting independent and objective evaluation to ensure the effectiveness
and efficiency of business process
3. Ensuring that risk management implementation is functioning according to
the design identifying chances of process improvement
1. Pertahanan Lapis Kedua
2. Mendesain dan mengembangkan Framework Manajemen Risiko
Unit Pengawasan Internal Memfasilitasi dan mengevaluasi kepatuhan terhadap peraturan yang
Internal Control Unit berlaku
1. Second Line of Defence
2. Designing and developing Risk Management according to the implemented
framework and Evaluating compliance with prevailing regulations
1. Pertahanan Lapis Kedua
Manajemen Operasional 2. Mendesain dan mengembangkan Framework Manajemen Risiko
Operational Management Memfasilitasi dan mengevaluasi kepatuhan terhadap peraturan yang
berlaku
1. Second Line of Defence
2. Designing and developing Risk Management according to the implemented
SBU Bidang Unit Bidang framework and Evaluating compliance with prevailing regulations
SBU Division Unit Division
359
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 360
ADAPTASI PRINSIP COSO ADAPTATION OF COSO PRINCIPLES
Perseroan mengadopsi konsep 3 Lines Model dalam The Company adopts the Committee of Sponsoring
pengelolaan risiko dan pengendalian internal yang diambil Organizations of the Treadway Commission’s (COSO) 3 Lines
dari prinsip Committee of Sponsoring Organizations of the Model concept in risk management and internal control.
Treadway Commission (COSO). Unit kerja, sebagai Manajemen The working units, as the Operational Management, play an
Operasional, berperan penting dalam mengendalikan aktivitas important role in controlling work activities. With their function
kerja di unitnya masing-masing. Risk Management, dengan as Management Control, Risk Managementare tasked with
fungsinya sebagai Manajemen Pengendali, bertugas mengelola managing corporate risk as a whole that includes assessment
risiko korporat secara keseluruhan yang melakukan berbagai and monitoring of corporate risk control measures.
aktivitas asesmen dan melakukan monitoring tindakan
pengendalian risiko korporat.
PENGENDALIAN INTERNAL UNTUK INTERNAL CONTROL FOR OPERATIONAL
ASPEK OPERASI DAN KEUANGAN AND FINANCIAL ASPECTS
Manajemen menempatkan individu dalam posisi yang tepat The Management positioned the individuals in the correct
sesuai kompetensi. Terdapat sejumlah pedoman kerja yang telah position according to their competence. There are several
disusun untuk menjamin adanya standar dalam melaksanakan guidelines to ensure work standards work. The Company has
kerja. Perseroan memiliki berbagai unit bisnis yang dibentuk various business units to carry out their respective functions
untuk menjalankan fungsinya masing-masing untuk memastikan to ensure adequate internal control, namely:
adanya pengendalian internal yang memadai yaitu:
1. Unit Budget and Control yang bertanggung jawab dalam 1. Budget and Control Unit, responsible for controlling the
mengontrol realisasi penggunaan anggaran. budget and its use.
2. Unit Security Management yang bertanggung jawab dalam 2. Security Management Unit, responsible for the Company’s
menjamin keamanan Perseroan. security.
3. Unit Financial & Management Accounting, Internal Control, 3. Financial & Management Accounting Unit, Internal Control,
dan Safety Inspection yang bertanggung jawab dalam and Safety Inspection Units, responsible for designing and
mendesain dan mengembangkan kerangka manajemen developing a risk management framework and controlling
risiko serta mengontrol implementasinya. its implementation.
4. Unit Quality System & Auditing yang bertanggung jawab 4. Quality System & Auditing Unit, responsible for quality
dalam melakukan kontrol kualitas terhadap material dan control on the Company's materials and products.
produk Perseroan.
5. Unit Corporate Legal dan Unit Aircraft Quality Performance 5. The Corporate Legal Unit and the Aircraft Quality
Monitoring yang bertanggung jawab dalam menjamin Performance Monitoring Unit, responsible for ensuring
kepatuhan Perseroan sesuai dengan regulasi yang berlaku the Company's compliance with regulations from the
baik dari pemerintah maupun otoritas penerbangan. government and aviation authorities.
6. Unit Human Capital Management dan Unit Strategic 6. The Human Capital Management Unit and the Strategic
Management Office yang bertanggung jawab mendesain Management Office Unit, responsible for designing the
struktur organisasi. organizational structure.
Direksi berperan untuk mengarahkan sistem pengendalian The Board of Directors plays a role to direct the internal control
internal. Dewan Komisaris bertindak sebagai pengawas untuk system. The Board of Commissioners acts as a supervisor and
memastikan jalannya Perseroan dan memberikan arahan serta gives direction and advice to prevent irregularities. External
nasihat yang diperlukan untuk mencegah adanya penyimpangan. parties such as KAP, Aviation Authority Institutions, Quality
Pihak eksternal seperti KAP, Lembaga Otoritas Penerbangan, Certification Bodies, and Regulators are all independent parties
Lembaga Sertifikasi Mutu, dan Regulator menjadi pihak assessing the Company's internal control according to their
independen yang menilai pelaksanaan pengendalian internal respective fields.
Perseroan sesuai bidangnya masing-masing.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
360 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 361
Tata Kelola Perusahaan
Corporate Governance
EVALUASI PENGENDALIAN INTERNAL INTERNAL CONTROL EVALUATION
Evaluasi terhadap efektivitas pengendalian internal tidak Evaluation of internal control effectiveness is inseparable from
terlepas dari evaluasi terhadap seluruh unit bisnis, terutama the evaluation of all business units, especially those related to
unit-unit yang terkait pengelolaan risiko dan audit internal. risk management and internal audit. Of course, the assessment
Tentunya penilaian terhadap masing-masing unit bisnis tersebut of each unit is available in the earlier discussion in this
dapat dibaca di pembahasan sebelumnya yang ada di Laporan Integrated Report. However, in general, the Company already
Terintegrasi ini. Akan tetapi, secara garis besar, Perseroan telah has an appraisal system for each unit to evaluate overall KPI
memiliki sistem penilaian kinerja masing-masing unit bisnis achievement. This assessment is one of the bases for assessing
sebagai bentuk evaluasi dari pencapaian KPI Perseroan secara internal control, which is always monitored periodically.
keseluruhan. Penilaian ini menjadi salah satu dasar evaluasi
pengendalian internal yang selalu dimonitor secara berkala.
PANDANGAN DEWAN VIEWS FROM THE BOARD
KOMISARIS DAN DIREKSI OF COMMISSIONERS AND
BOARD OF DIRECTORS
Perseroan memastikan efektivitas sistem pengendalian The Company ensured the effectiveness of the internal control
internal dengan melakukan sejumlah audit di mana dapat system through several audits which can be concluded that the
disimpulkan bahwa sistem pengendalian internal Perusahaan Company’s internal control system was adequate. Nevertheless,
sudah memadai. Walaupun demikian, Perusahaan memandang the Company believes that a continuous improvement effort
perlu adanya perbaikan secara berkelanjutan untuk lebih is needed to maximize the internal control according to the
memaksimalkan efektivitas pengendalian internal sesuai dengan recommendations from the audit.
rekomendasi dari hasil audit.
Dewan Komisaris dan Direksi sangat mempedulikan jalannya The Board of Commissioners and Board of Directors care about
sistem pengendalian internal Perusahaan dan memberikan the Company’s internal control system and always pay special
perhatian khusus terhadap proses dan hasil audit, serta attention to the audit process and its results, as well as its
rekomendasinya. Dewan Komisaris memanfaatkan Komite recommendation. The Board of Commissioners utilizes the
Audit sebagai organ pendukung yang turut memantau dan Audit Committee as the supporting body that monitors and
bekerja sama dengan auditor eksternal (bilamana diperlukan) cooperates with the external auditor (if needed) before the
sebelum kemudian memberikan opini yang bersifat independen committee provides an independent opinion concerning the
terhadap hasil audit. Direksi memiliki mekanisme rapat berkala audit result. The Board of Directors has its periodic meeting
yang salah satunya agendanya senantiasa membahas mengenai that discusses various issues, which among others, including
proses audit Perusahaan. the audit.
Berdasarkan hasil audit terhadap sistem pengendalian internal Based on the audit result on the internal control system stated
yang telah disampaikan di atas, Dewan Komisaris dan Direksi above, the Board of Commissioners and Board of Directors had
juga berkesimpulan bahwa sistem pengendalian internal come to the same conclusion that the internal control system
Perusahaan sudah memadai dan diperlukan upaya terus- has been adequate and continuous improvement is needed to
menerus untuk memaksimalkan efektivitas pengendalian. maximize the control effort.
361
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 362
Perkara Penting [GRI 2-27]
Important Cases [GRI 2-27]
PERMASALAHAN HUKUM LEGAL ISSUES
Permasalahan dan/atau perkara hukum yang dihadapi Perseroan Legal issues and/or cases that the Company or its Commissioners
serta anggota Dewan Komisaris dan Direksi sepanjang tahun or Directors faced in 2024 and 2023 are as follows:
2024 dan 2023 adalah sebagai berikut:
2024 2023
Permasalahan Hukum
Legal Issues Perdata Pidana Perdata Pidana
Civil Criminal Civil Criminal
GMF
Selesai dan telah mempunyai kekuatan hukum tetap Nihil Nihil Nihil Nihil
Settled with legally-binding decision None None None None
Dalam proses penyelesaian Nihil Nihil Nihil Nihil
Ongoing None None None None
Dewan Komisaris dan Direksi
Board of Commissioners and Directors
Selesai dan telah mempunyai kekuatan hukum tetap Nihil Nihil Nihil Nihil
Settled with legally-binding decision None None None None
Dalam proses penyelesaian Nihil Nihil Nihil Nihil
Ongoing None None None None
Jumlah Nihil Nihil Nihil Nihil
Total None None None None
Dengan demikian, berdasarkan informasi yang disajikan pada Hence, from the table, there were no ongoing legal cases
tabel, tidak ada permasalahan hukum yang dihadapi Perseroan, involving the Company or those that have finished in 2024 to
maupun yang telah selesai pada tahun 2024 yang dapat be reported in this Integrated Report.
diungkapkan dalam Laporan Terintegrasi ini.
SANKSI ADMINISTRASI ADMINISTRATIVE SANCTIONS
Terdapat 4 (empat) sanksi administratif yang dijatuhkan There were 4 (four) administrative sanctions imposed on the
terhadap Perseroan. Tidak terdapat sanksi yang dijatuhkan Company. There were no sanctions imposed on the Board of
kepada Direksi maupun Dewan Komisaris. Directors nor the Board of Commissioners.
PERKARA PENTING DI LUAR ASPEK HUKUM IMPORTANT MATTERS OUTSIDE
THE LEGAL ASPECTS
Sepanjang tahun 2024, Perseroan tidak mendapatkan adanya Throughout 2024, the Company did not receive any important
perkara penting di luar aspek hukum yang melibatkan Perseroan cases outside the legal aspects involving the Company or the
maupun Dewan Komisaris dan Direksi. Board of Commissioners and the Board of Directors.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
362 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 363
Tata Kelola Perusahaan
Corporate Governance
Akses Informasi dan Data Perusahaan
Access to Information and Company Data
Perseroan memiliki Pedoman Tata Kelola Perusahaan (PTKP) The Company has Corporate Governance Guidelines (PTKP)
yang mengatur Kebijakan Komunikasi Keluar Perseroan. governing the Company's Exit Communication Policy. This policy
Kebijakan ini mencakup antara lain ketentuan yang mengatur includes, among other things, the roles and responsibilities of
peran dan tanggung jawab beberapa organ Perseroan (Komisaris the Company’s bodies (President Commissioner, President
Utama, Direktur Utama, Direktur Keuangan, Investor Relation, Director, Finance Director, Investor Relations, and Corporate
dan Sekretaris Perusahaan) terkait pengelolaan informasi Secretary) concerning the Company’s information management.
Perseroan.
PKP juga menjelaskan mengenai informasi yang bersifat PKP also explains confidential information (material
rahasia (informasi material). Pengelompokan informasi publik information). When categorizing public information, the
mengacu pada informasi minimal (minimum requirement) yang Company refers to the minimum requirements in any
dapat diberikan dalam setiap hubungan komunikasi dengan communication relationship with shareholders and other
pemegang saham dan pemangku kepentingan terkait lainnya. relevant stakeholders. Information or other matters beyond
Pemberian informasi atau hal lain di luar batasan informasi the minimum requirement must be approved by the Board
minimal tersebut, harus mendapatkan persetujuan Direksi dan of Directors, acknowledged by the Board of Commissioners.
dengan sepengetahuan Dewan Komisaris.
Saluran Permintaan Informasi Secara Langsung
Direct Communication/Information Request
Lantai 2 Lobby Selatan Hangar 4 PT Garuda Maintenance Facility Aero Asia Tbk, Area Perkantoran Bandar Udara Soekarno Hatta
Kelurahan Pajang Kecamatan Benda Kota Tangerang
Telp. 021 5508717
Email: corporatecommunications@gmf-Aero Asia.co.id
Media Informasi Perseroan
The Company’s Media Channels
Media Keterangan
Channel Description
Website GMF Pengelolaan website GMF diatur dalam Prosedur Bisnis Komunikasi Perusahaan (PB-13-003) tanggal 10
GMF Website Juli 2015 tentang Website Perusahaan.
Website GMF: www.gmf-Aero Asia.co.id yang dapat diakses oleh publik.
The GMF website is managed based on the Corporate Communication Business Procedure (PB-13-003)
on July 10, 2015, concerning the Company Website.
GMF website: www.gmf-Aero Asia.co.id accessible for the public.
Laporan Perseroan memiliki Laporan Terintegrasi yang disampaikan kepada pemegang saham dan regulator. Informasi
Report ini dapat diakses di website dan dipergunakan dengan semestinya oleh masyarakat dan media massa.
The Company submits Integrated Report to shareholders and regulators. This information can be accessed
at the website and used appropriately by the public and the mass media.
MyHC Share Point Portal informasi terintegrasi yang memuat mengenai employee online services, kebijakan dan prosedur
MyHC Share Point bisnis, pelatihan, hingga prosedur dan manual kerja.
A integrated information portal that contains about online employee services, business policies and
procedures, training, and work procedures and manuals.
Buletin Penity Penity merupakan buletin bulanan untuk internal yang diterbitkan oleh unit Quality Assurance & Safety
Penity Bulletin yang secara khusus membahas masalah safety dalam industri penerbangan.
Penity is a monthly internal bulletin issued by the Quality Assurance & Safety unit, specifically addressing
safety issues in the aviation industry.
363
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 364
KETERBUKAAN INFORMASI PASAR INFORMATION TRANSPARENCY ON
MODAL DAN RILIS BERITA CAPITAL MARKET AND PRESS RELEASE\
Pada tahun 2024, terdapat 56 (lima puluh enam) surat yang In 2024, there were 56 (fifty six) letters reported to the IDX
dilaporkan ke Bursa dan OJK mengenai berbagai hal yang terkait and OJK concerning capital market activities. The Company
aktivitas pasar modal. Perseroan juga telah merilis 9 (sembilan) also issued 9 (nine) news releases to the media concerning
berita ke berbagai media terkait dengan informasi bisnis GMF business information and other matters. Information on releases
dan hal-hal penting lainnya. Informasi terkait rilis dapat dilihat is available in the discussion concerning Corporate Secretary
di pembahasan mengenai Sekretaris Perusahaan dalam Laporan in this Integrated Report.
Tahunan Terintegrasi ini.
KEGIATAN PUBLIKASI INFORMASI LAINNYA OTHER ACTIVITIES OF INFORMATION
DISCLOSURE
Seiring dengan situasi yang telah berjalan normal di 2024, As the situation has become normal in 2024, the Company has
Perseroan telah melakukan sejumlah kegiatan publikasi organized several activities. In particular, the events in 2024
informasi. Secara khusus, kegiatan publikasi tahun 2024 were focused to establish a relationship with a new customer
dikhususkan untuk memperluas relasi dengan basis pelanggan base from new business segments that GMF has just launched to
baru dari segmen bisnis baru yang diluncurkan GMF untuk face business challenges. The activities include public exposure,
menghadapi tantangan bisnis. Kegiatan publikasi tersebut investor relations, and customer gathering as follows.
mencakup public expose, investor relation, customer gathering
sebagai berikut.
Aktivitas Publikasi Informasi
Information Disclosures Events
Tanggal Nama Aktivitas Deskripsi Peserta
Date Event Explanation Participants
3 Maret 2024 Kunjungan Sesko TNI AU Sesko TNI eksplorasi peran dan kontribusi GMF sebagai industri 100 orang
March 3, 2024 Visit from Sesko TNI AU (Air pertahanan terhadap kemandirian perawatan alutsista di 100 people
Force) Indonesia.
Sesko TNI explored GMF’s role and contribution as a defense
industry player in supporting Indonesia’s self-reliance in military
equipment maintenance (alutsista).
6 Juni 2024 Kunjungan Royal Thai Air Ekplorasi dalam rangka membangun hubungan relasi dan 15 orang
June 6, 2024 Force potensi peluang kerjasama baru dengan GMF. 15 people
Visit from the Royal Thai Air Exploration to build relationships and new cooperation
Force opportunities with GMF.
28 Juni 2024 RUPST dan RUPSLB Ajang komunikasi GMF dengan para pemegang saham. Agenda 70 orang
June 28, 2024 AGMS and EGMS yang dipaparkan di antaranya mencakup pengangkatan Direksi 70 people
baru, perubahan Anggaran Dasar, dan pembagian dividen.
GMF's communication event with shareholders. The agenda
includes the appointment of new Directors, changes to the
Articles of Association, and dividend distribution.
8 Agustus 2024 Kunjungan Kerja Potensi Memperdalam kerjasama serta identifikasi peluang IDKLO 30 orang
Augut 8, 2024 Pertahanan Kementrian untuk PT GMF. 30 people
Pertahanan RI Deepening cooperation and identifying IDKLO opportunities
Working Visit on Defense for PT GMF.
Potential by the Indonesian
Ministry of Defense
17-21 September 2024 Bali International Show GMF menjalin kerja sama strategis dengan berbagai mitra 30 orang
September 17-21, 2024 bisnis, baik dari dalam negeri maupun internasional, untuk 30 people
memperluas layanan dan memperkuat kompetensi di bidang
Maintenance, Repair, and Overhaul (MRO).
GMF establishes strategic cooperation with various business
partners, both domestic and international, to expand services
and strengthen competence in the field of Maintenance, Repair,
and Overhaul (MRO).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
364 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 365
Tata Kelola Perusahaan
Corporate Governance
Aktivitas Publikasi Informasi
Information Disclosures Events
Tanggal Nama Aktivitas Deskripsi Peserta
Date Event Explanation Participants
24-26 September 2024 MRO Asia Pacific GMF aktif membangun jejaring dengan berbagai pemain utama 20 orang
September 24-26, 2024 industri aviasi global, serta mengeksplorasi peluang kolaborasi 20 people
strategis yang dapat mendukung pertumbuhan bisnisnya.
GMF is actively building networks with major players in
the global aviation industry, as well as exploring strategic
collaboration opportunities that can support its business
growth.
28 Oktober 2024 RUPSLB Ajang komunikasi GMF dengan para pemegang saham. Agenda 70 orang
October 28, 2024 EGMS ini bertujuan untuk persetujuan pemegang saham terkait 70 people
rencana penambahan modal melalui mekanisme Penambahan
Modal Dengan Memberikan Hak Memesan Efek Terlebih
Dahulu (PMHMETD - Right Issue).
GMF's communication event with shareholders. This agenda
aims to obtain shareholder approval regarding the plan to
increase capital through the Capital Increase by Providing
Pre-emptive Rights (PMHMETD - Right Issue) mechanism.
20 November 2024 Partisipasi GMF dalam GMF berpartisipasi dalam penyambutan pesawat baru Pelita 50 orang
November 20, 2024 Seremoni Pesawat Baru Air jenis A320-200 yang ke 11. GMF dalam hal ini berperan 50 people
Pelita Air dalam memastikan pesawat tersebut dalam kondisi prima
GMF’s Participation in the dan siap digunakan untuk mendukung layanan penerbangan
Ceremony of New Pelita Air Pelita Air.
Aircraft GMF participated in welcoming Pelita Air's 11th A320-200
aircraft. In this case, GMF plays a role in ensuring that the
aircraft is in prime condition and ready to be used to support
Pelita Air's flight services.
365
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 366
Kode Etik [ESG G-07]
Code of Conduct [ESG G-07]
Kode Etik berlaku untuk seluruh insan GMF dari seluruh level The Code of Conduct shall be followed by all personnel of GMF
organisasi, tanpa terkecuali. from all levels within the organizational structure, without
exception.
Pedoman Perilaku (Code of Conduct/COC) menjadi salah satu The Code of Conduct (COC) becomes a method for the Company
upaya Perseroan dalam menegakan prinsip-prinsip tata kelola to uphold the principles of governance for all employees. The
bagi seluruh insan GMF. Pedoman Perilaku telah disosialisasikan Code of Conduct has been distributed to all organizational
ke seluruh tingkatan di dalam Perseroan dan tertulis dalam levels and become part of the recruitment contract that all
kontrak kerja perekrutan karyawan yang harus dipahami dan employees must understand and signed. All employees are
ditandatangani oleh seluruh karyawan. Seluruh karyawan expected to behave according to the Company's core values and
diharapkan dapat berperilaku sesuai nilai-nilai Perseroan dan follow the code of conduct in their daily activities. The Company
menerapkan kode etik dalam kegiatan sehari-hari. Perseroan also organizes periodic events to remind and emphasize the
secara berkala mengadakan acara untuk mengingatkan dan application of a code of conduct among employees.
menekankan penerapan kode etik bagi para pegawai.
PENGESAHAN PEDOMAN CODE OF CONDUCT RATIFICATION
ETIKA PERUSAHAAN
Pedoman Etika Perusahaan telah diunggah di website resmi GMF dan dapat diakses oleh publik
The Code of Conduct has been uploaded to the official website of GMF and accessible for the public
CLICK HERE
Pedoman Etika Perusahaan ditetapkan melalui Keputusan The Code of Conduct was validated August 20, 2024, with
Direktur Utama tanggal 20 Agustus 2024 No. GMF/DT- the issuance of the President Director Decree No. GMF/DT-
2134/2024 tentang Pemberlakukan dan Penerapan Pedoman 2134/24 concerning Enforcement and Implementation of Code
Perilaku (Code of Conduct). COC telah diperbaharui dan of Conduct. COC has been updated and ratified by the Board
disahkan oleh Direksi dan Dewan Komisaris pada tanggal of Directors and the Board of Commissioners on September
6 September 2024. Pelaksanaan etika perusahaan yang 6, 2024. Continuous implementation of corporate conduct is
berkesinambungan diharapkan dapat: expected to:
1. Menjadi landasan bagi seluruh insan GMF dalam mengatur 1. As the foundation for all personnel in regulating and shaping
dan membentuk tingkah laku yang bersahaja baik di dalam modest behavior both inside and outside the Company.
maupun di luar Perseroan.
2. Menciptakan suasana kerja yang sehat dan nyaman dalam 2. Create a healthy and comfortable work atmosphere in the
lingkungan Perseroan. Company's environment.
3. Menjadi acuan perilaku bagi insan GMF untuk melaksanakan 3. Become a reference for employees to carry out their duties
tugas dan tanggung jawab masing masing dan berinteraksi and responsibilities and interact with stakeholders.
dengan pemangku kepentingan.
4. Sebagai pedoman yang mengatur, mengawasi sekaligus 4. As a guideline that regulates, supervises, and prevents abuse
mencegah penyalahgunaan wewenang dan jabatan setiap of authority and position of each employee.
insan GMF.
5. Sebagai acuan bagi seluruh insan GMF dalam proses 5. As a reference for all GMF personnel in the decision-making
pengambilan keputusan. process.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
366 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 367
Tata Kelola Perusahaan
Corporate Governance
POKOK-POKOK ISI KODE ETIK OUTLINE OF CODE OF CONDUCT
Secara umum muatan Kode Etik yang dimiliki GMF memuat In general, the Code of Conduct of GMF contains the following
pokok-pokok isi sebagai berikut: main points:
1. Komitmen Dewan Komisaris dan Direksi 1. Commitment of the Board of Commissiones and Board
of Directors
2. Nilai-nilai Inti GMF (Core Values) 2. GMF Core Values
3. Etika Bisnis 3. Business Ethics
a. Kepatuhan terhadap peraturan perundangan a. Compliance with laws and regulations
b. Penerimaan hadiah, suap dan gratifikasi b. Acceptance of gifts, bribes, and gratifications
c. Kepedulian terhadap kesehatan, keselamatan dan c. Concern for health, safety and the work environment
lingkungan kerja
d. Komitmen Perusahaan kepada Stakeholders d. Company Commitments to Stakeholders
4. Etika Kerja 4. Work Ethics
a. Komitmen Insan GMF di dalam dan di luar Perseroan a. Commitments of GMF employees inside and outside
the Company
b. Komitmen sebagai Atasan b. Commitment as a Superior
c. Komitmen sebagai Bawahan c. Commitment as a Subordinate
d. Komitmen terhadap Implementasi Safety & Quality Policy d. Commitment to implement Safety & Quality Policy
e. Komitmen terhadap Kerahasiaan Data dan Informasi e. Commitment to the Secrecy of Company's Data and
Perseroan Information
f. Komitmen terhadap Perlindungan Hak Atas Kekayaan f. Commitment on the Protection of Rights on Intellectual
Intelektual dan Intangible Assets Property and Intangible Assets
g. Komitmen terhadap Aset Perseroan g. Commitment to Company assets
h. Menjaga Rahasia Perseroan dan Perilaku Insiders h. Commitment on Company Secrets and Insiders Behaviour
i. Komitmen terhadap Benturan Kepentingan i. Commitment to conflicts of interest
j. Komitmen terhadap Kegiatan Politik j. Commitment to political activities
k. Perilaku Asusila, Narkoba, Obat Terlarang, Perjudian k. Immoral behavior, drugs, illegal drugs, gambling and
dan Merokok smoking
l. Komitmen terhadap Keberagaman l. Commitment to Diversity
m. Komitmen terhadap Corporate Social Responsibility m. Commitment to Corporate Social Responsibility
n. Penggunaan Media Sosial n. Social Media Use
o. Penerapan dan Penegaka o. Implementation and Enforcement
SOSIALISASI PEDOMAN SOCIALIZATION OF CODE OF CONDUCT
ETIKA DAN PERILAKU
Sosialisasi COC pada tahun 2024 merupakan upaya The COC socialization in 2024 was an ongoing effort that is
berkelanjutan yang relatif sama dengan upaya sosialisasi di relatively the same as the socialization efforts in previous years.
tahun-tahun sebelumnya. Perseroan menilai bahwa upaya ini The Company believes that it needs to be continued since it
patut untuk dilanjutkan karena dinilai efektif untuk menegakan effectively enforced ethical and behavioral attitudes to all
pedoman etika dan perilaku yang berlaku bagi seluruh karyawan. employees.
Upaya sosialisasi melibatkan segenap karyawan di seluruh Socialization involves all employees at all organizational levels at
jenjang organisasi di Kantor Pusat dan Kantor Perwakilan. the Head Office and Representative Offices. CoC socialization
Sosialisasi CoC juga dilakukan melalui website korporat yang is also carried out through the corporate website that internal
dapat diakses oleh pihak internal maupun eksternal dan and external parties can access.
juga dilakukan melalui pelatihan karyawan baru dan pejabat
struktural serta media internal GMF lainnya.
367
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 368
Selain itu, sosialisasi CoC juga disosialisasikan kepada Pemasok Socialization was also carried out through training of new
dan Pelanggan, melalui acara gathering dan dimuat dalam employees and structural officers, and other internal GMF
website Perseroan serta media portal internal Perseroan. media.
PENANDATANGANAN PAKTA INTEGRITAS SIGNING OF THE INTEGRITY PACT
Perseroan mewajibkan setiap karyawan dan manajemen untuk The Company requires employees and the management to
menandatangani Pakta Integritas mengenai kepatuhan terhadap sign an Integrity Pact in compliance with the Code of Ethics
Kode Etik dan Perilaku. Seluruh anggota Direksi juga diwajibkan and Conduct. All members of the Board of Directors are also
untuk menandatangani Pakta Integritas Tahunan sebagai bukti required to sign the Annual Integrity Pact as evidence that the
bahwa Direksi tidak terlibat dalam perbuatan-perbuatan Board of Directors is not involved in any action or relationship
ataupun hubungan yang berpotensi menimbulkan benturan that can create conflicts of interest and always comply with the
kepentingan dan senantiasa mematuhi COC. Seluruh anggota COC. All serving members of the Board of Directors in 2024
Direksi yang menjabat pada tahun 2024 telah menandatangani have signed the integrity pact.
pakta integritas dimana masing-masing pakta integritas tersebut
ditandangani dengan rincian sebagai berikut:
1. Direktur Utama tertanggal 9 Januari 2025; 1. President Director dated January 9, 2025;
2. Direktur Keuangan tertanggal 10 Januari 2025; 2. Director of Finance dated January 10, 2025;
3. Direktur Human Capital & Corporate Affairs tertanggal 3. Director of Human Capital & Corporate Affairs dated
10 Januari 2025; January 10, 2025;
4. Direktur Line Operation tertanggal 9 Januari 2025; 4. Director of Line Operation dated January 9, 2025;
5. Direktur Base Operation tertanggal 9 Januari 2025. 5. Director of Base Operation dated January 9, 2025.
SANKSI PELANGGARAN KODE ETIK SANCTION FOR VIOLATING
CODE OF CONDUCT
Berdasarkan Perjanjian Kerja Bersama PT GMF Aero Asia Tbk, Based on the Joint Work Agreement with PT GMF Aero Asia
terdapat sanksi bagi setiap insan GMF yang melanggar kode Tbk, here is a sanction for all personnel of GMF if they broke a
etik, yang dikategorikan ke dalam 3 (tiga) jenis sebagai berikut: code of conduct, which can be categorized into the following
3 (three) types:
1. Sanksi Ringan, berupa Surat Peringatan Tertulis; 1. Light Sanction, through a Written Warning;
2. Sanksi Sedang, berupa penurunan Base Salary sebesar 2. Moderate Sanctions, reducing 12% of the Basic Salary for
5-10% selama 4 (empat) bulan atau pembebasan dari 4 (four) months or release from structural positions for 6
Jabatan Struktural selama 6 (enam) bulan; (six) months;
3. Sanksi Berat, berupa Penurunan Base Salary sebesar 10% 3. Severe Sanctions, in reducing 12% of the Basic Salary for
selama 12 (dua belas) bulan atau pembebasan dari Jabatan 12 (twelve) months or release from structural positions for
Struktural selama 3 (tiga) tahun atau Pemutusan Hubungan 3 (three) years or termination of employment.
Kerja (PHK).
PELANGGARAN KODE ETIK VIOLATION ON CODE OF CONDUCT
GMF memiliki Fungsi Compliance Officer yang bertugas GMF has a Compliance Officer Function whose job is to follow
menindaklanjuti laporan mengenai adanya indikasi pelanggaran up on reports regarding indications of COC violations. Each
COC. Setiap laporan akan dikaji dan disampaikan kepada Direksi report will be reviewed and submitted to the Board of Directors
yang akan memutuskan sanksi yang berlaku sesuai dengan who will decide on the applicable sanctions in accordance with
ketentuan dalam Perjanjian Kerja Bersama (PKB). Sampai the provisions of the Collective Work Agreement (PKB). As of
dengan 31 Desember 2024 terdapat pelanggaran terhadap December 31 2024, there were violations of the COC within
COC dalam lingkungan GMF, yaitu pelanggaran kategori GMF, namely light category violations as many as 0, medium
ringan sebanyak 0, pelanggaran kategori sedang sebanyak category violations as many as 13, serious category violations as
13, pelanggaran kategori berat sebanyak 6. Semua pelanggaran many as 6. All these violations have been subject to appropriate
tersebut telah dikenakan sanksi sebagaimana mestinya. sanctions.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
368 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 369
Tata Kelola Perusahaan
Corporate Governance
Kebijakan Anti Korupsi dan Pengendalian
Gratifikasi [ESG G-07]
Anti-Corruption and Gratuities Control [ESG G-07]
Pengendalian Gratifikasi telah diunggah di website resmi GMF dan dapat diakses oleh publik
The Control of Gratuities has been uploaded to the official website of GMF and accessible for the public
CLICK HERE
GMF berkomitmen untuk melaksanakan berbagai upaya guna GMF is committed to implementing various efforts to prevent
mencegah tindak korupsi, gratifikasi, dan penyelewengan (fraud) corruption, bribery, and fraud within the company to create a
di dalam tubuh Perusahaan demi menciptakan praktik tata culture of clean corporate governance and compliance with the
kelola Perusahaan yang bersih dan patuh kepada hukum. Dalam law. In creating a clean business practice, free from any fraud
rangka menciptakan praktik bisnis yang bersih dan terhindar activities according to prevailing regulations in Indonesia, the
dari segala bentuk kecurangan (fraud) serta memenuhi seluruh Company owns and has implemented a policy of gratification
aspek regulasi yang berlaku di Indonesia, Perseroan memiliki control. The Company constantly reminds all of its personnels
dan menerapkan kebijakan pengendalian gratifikasi. Himbauan to refuse gratification and prohibit any corruption act, which all
kepada seluruh insan Perseroan untuk tidak menerima can be found in the President Director’s Decree No. DT/KEP-
gratifikasi dan melakukan tindakan korupsi tertuang dalam 5002/16 on June 27, 2016, concerning Gratification Control
Keputusan Direktur Utama No. DT/KEP-5002/16 tanggal 27 at PT Garuda Maintenance Facility Aero Asia Tbk, which was
Juni 2016 tentang Pengendalian Gratifikasi di Lingkungan updated with the President Director’s Decree No. DT/SKEP-
PT Garuda Maintenance Facility Aero Asia Tbk yang telah 5017/24 on October 4, 2024, concerning Gratification Control
dimutakhirkan sesuai dengan Surat Keputusan Direktur at PT Garuda Maintenance Facility Aero Asia Tbk.
Utama No. DT/SKEP-5017/24 tanggal 4 Oktober 2024 tentang
Pengendalian Gratifikasi di Lingkungan PT Garuda Maintenance
Facility Aero Asia Tbk.
Perseroan berkomitmen untuk menciptakan iklim usaha yang The Company is committed in creating a healthy business
sehat, menghindari tindakan, perilaku ataupun perbuatan- climate, evading action or behavior that might cause a conflict
perbuatan yang dapat menimbulkan konflik kepentingan, of interest, corruption, collusion, and nepotism. The Company
Korupsi, Kolusi dan Nepotisme (KKN). Perseroan selalu always puts its interest above any interest, be it personal,
mengutamakan kepentingan perusahaan di atas kepentingan family, group, or class. The Company also pays attention to the
pribadi, keluarga, kelompok ataupun golongan. Perseroan juga policy concerning anti-corruption such as Law No. 20 of 2001
senantiasa memperhatikan kebijakan tentang anti korupsi concerning the Amendment on Law No. 31 of 1999 concerning
seperti yang tertulis dalam Undang-Undang No. 20 Tahun 2001 Eradication of Corruption Act.
tentang Perubahan atas Undang-Undang No. 31 Tahun 1999
tentang Pemberantasan Tindak Pidana Korupsi.
Pengelolaan pelaporan dan tindak lanjut atas korupsi dan The management and follow-up on the corruption and
gratifikasi ini dilakukan oleh Compliance Officer, yakni Fungsi gratification is conducted by the Compliance Officer from Legal
Legal & Corporate Governance. & Corporate Governance function.
Sepanjang tahun 2024, terdapat 4 (empat) laporan gratifikasi Throughout 2024, there were 4 (four) reports of gratification
yang dilaporkan karyawan diantaranya 2 (dua) laporan reported by employees, including 2 (two) report of gratification
gratifikasi berupa uang dan 2 (dua) laporan gratifikasi berupa in the form of money and 2 (two) report of gratification in
barang. Laporan ini meningkat dari 2 (dua) laporan gratifikasi the form of goods. This report is an increase from 2 (two)
yang diterima pada tahun 2023. gratification reports received in 2023.
369
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 370
KOMUNIKASI DAN PELATIHAN TENTANG COMMUNICATION AND TRAINING
KEBIJAKAN & PROSEDUR ANTI KORUPSI REGARDING ANTI-CORRUPTION
POLICY & PROCEDURE
Perseroan memiliki kebijakan untuk melarang keterlibatan The Company has a policy of prohibiting individual involvement,
individu, atas nama GMF, dalam kegiatan politik, termasuk on behalf of GMF, in political activities, including making
memberikan donasi untuk kepentingan politik. Secara tegas, donations for political purposes. Strictly speaking, the Company
Perseroan tidak mengizinkan insan GMF menggunakan fasilitas does not allow GMF personnel to use the Company's facilities
atau sumber daya milik Perseroan untuk tujuan kampanye or resources for political campaign purposes, raising political
politik, penggalangan dana politik maupun untuk tujuan funds or for political participation purposes. This confirmation
partisipasi politik. Penegasan ini sesuai dengan yang telah diatur is in accordance with what is regulated in the Company's Code
dalam Pedoman Etika dan Perilaku Perseroan. of Ethics and Conduct.
Komitmen Perseroan terhadap pencegahan korupsi dan fraud The Company's commitment to preventing corruption and
salah satunya dibuktikan tidak ditemukan insiden korupsi yang fraud, one of which is evident through the fact that there
berdampak signifikan terhadap reputasi dan kinerja Perseroan were no incidents of corruption with significant impact on the
sepanjang tahun 2024. Company's reputation and performance throughout 2024.
Informasi Pemberian Dana
Untuk Kegiatan Politik
Information on Funding for Political Activities
Perseroan memiliki kebijakan untuk melarang keterlibatan The Company has a policy to prohibit individual involvement, on
individu, atas nama GMF, dalam kegiatan politik, termasuk behalf of GMF, in political activities, including making donations
memberikan donasi untuk kepentingan politik. Secara tegas, for political purposes. Strictly speaking, the Company does
Perseroan tidak mengizinkan insan GMF menggunakan fasilitas not allow GMF personnel to use the Company's facilities or
atau sumber daya milik Perseroan untuk tujuan kampanye resources for the purpose of political campaigns, political
politik, penggalangan dana politik maupun untuk tujuan fundraising or for the purpose of political participation. This
partisipasi politik. Penegasan ini sesuai dengan yang telah diatur affirmation is in accordance with what has been regulated in
dalam Pedoman Etika dan Perilaku Perseroan. the Company's Code of Ethics and Conduct.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
370 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 371
Tata Kelola Perusahaan
Corporate Governance
Laporan Harta Kekayaan Penyelenggara
Negara (LHKPN)
State Officers’ Asset Reports (LHKPN)
PRINSIP DASAR BASIC PRINCIPLES
Sebagai anak usaha dari BUMN yang dimiliki oleh Negara As the subsidiary of SOE, owned by the State through the
melalui Pemerintah Indonesia, Perseroan berkewajiban untuk Indonesian Government, the Company is obligated to submit the
menyampaikan Laporan Harta Kekayaan Penyelenggara Negara State Officer’s Asset Report (LHKPN). The report is submitted
(LHKPN). Pelaporan dituangkan dalam formulir LHKPN yang through the LHKPN form regulated by the Commission of
ditetapkan oleh Komisi Pemberantasan Korupsi (KPK) dalam Corruption Eradication (KPK) in the Decree of KPK No. KEP 07/
Keputusan KPK No. KEP 07/KPK/02/2005 tentang Tata Cara KPK/02/2005 concerning Registration Procedure, Inspection,
Pendaftaran, Pemeriksaan dan Pengumuman Laporan Harta and Announcement of the State Officer’s Asset Report, which
Kekayaan Penyelenggara Negara. Para wajib lapor LHKPN is accustomed to Law No. 28 of 1999 chapter 2 (7) and its
disesuaikan dengan Undang-Undang No. 28 Tahun 1999 pasal 2 explanation. The Law states that the strategic officers related
(7) beserta penjelasannya. Dalam UU tersebut diuraikan bahwa with state officials including Board of Commissioners, Board of
pejabat yang memiliki fungsi strategis dalam kaitannya dengan Directors, and structural officers of SOE or ROE are obligated
penyelenggara negara termasuk Dewan Komisaris, Direksi, to submit LHKPN report.
dan pejabat struktural lainnya pada BUMN dan BUMD adalah
merupakan wajib lapor LHKPN.
PELAPORAN LHKPN LHKPN REPORTING
Sesuai dengan Peraturan KPK Nomor 7 Tahun 2016, para In accordance with KPK Regulation No. 7/2016, the Company's
pejabat wajib lapor Perseroan menyampaikan laporan mandatory reporting officials submit reports through the
melalui aplikasi LHKPN secara elektronik untuk selanjutnya LHKPN application electronically to be published by the KPK.
dipublikasikan oleh KPK. Pada tahun 2024, seluruh Direksi In 2024, all GMF Directors have submitted LHKPN reporting.
GMF telah menyampaikan pelaporan LHKPN. Dengan demikian Thus the percentage of the Company's LHKPN reporting in
persentase pelaporan LHKPN Perseroan tahun 2024 adalah 2024 is 100%.
100%.
371
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 372
Kebijakan Pengadaan
Barang dan Jasa
Procurement Policy
Kebijakan Pengadaan Barang dan Jasa telah diunggah di website resmi GMF dan dapat diakses oleh publik
The Procurement Policy has been uploaded to the official website of GMF and accessible for the public
CLICK HERE
Proses pengadaan barang dan jasa Perseroan mengacu pada The Company’s goods and services procurement refers to
kebijakan mengenai Pengadaan Barang dan Jasa sesuai the Goods and Services Procurement policy according to the
Keputusan Direktur Utama melalui KB-01-015 yang disahkan President Director’s Decree of KB-01-015, which was validated
pada tanggal 26 September 2013 sebagai Pedoman Pengadaan on September 26, 2013, and treats as a guideline ever since.
Barang dan Jasa. Revisi terakhir (Edisi D Revisi 0) dilakukan pada The latest revision (Edition, Revision 0) was on July 12, 2023, as
tanggal 12 Juli 2023 sebagai upaya penyesuaian perkembangan an adjustment to the Company’s organizational development.
organisasi Perseroan.
GMF berupaya mewujudkan kegiatan pengadaan yang GMF tries to create an efficient, effective, competitive,
efisien, efektif, kompetitif, transparan, adil, wajar, terbuka dan transparent, fair, open, and accountable procurement activity
akuntabel, dengan melakukan hal-hal sebagai berikut: through the followings:
1. Senantiasa tunduk dan patuh terhadap regulasi internal 1. Follows and complies with the internal and external
maupun eksternal; regulations;
2. Berpedoman terhadap Budaya Perseroan dan Code of 2. Use the Corporate Culture and Code of Conduct as
Conduct; guidelines;
3. Menggunakan sistem teknologi informasi. 3. Utilize the information technology system.
METODE PENGADAAN BARANG DAN JASA PROCUREMENT METHOD
Pengadaan barang dan jasa yang dilakukan oleh GMF The goods and services procurement by GMF is categorized
dikategorikan ke dalam beberapa metode sebagai berikut: into several methods as follows:
Tender/Seleksi Umum Dilaksanakan untuk pengadaan barang dan/atau jasa non Applied for the non-specific goods and/or services procurement
Tender/General Selection spesifik dan dilaksanakan bilamana memenuhi kondisi dengan and if it meets the conditions with a PO/Annual Value contract
nilai PO/Annual Value kontrak di atas USD2.000.000,00 (dua above USD2,000,000.00 (two million United States dollars) or
juta dollar Amerika Serikat) atau setara dengan nilai tukar mata equivalent to the exchange rate of other currencies at the time
uang lain pada saat transaksi. of the transaction.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
372 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 373
Tata Kelola Perusahaan
Corporate Governance
Penunjukan Langsung Penunjukan langsung adalah pengadaan yang dilaksanakan A direct appointment is a procurement carried out by directly
Direct Appointment dengan menunjuk langsung 1 (satu) penyedia barang dan jasa appointing 1 (one) provider of goods and services or through
atau penunjukan melalui beauty contest. Metode pengadaan a beauty contest. This method is carried out if the goods and
barang dan jasa ini dilakukan dengan ketentuan barang dan jasa services are in accordance with the business sector of the
yang dibutuhkan merupakan produk atau layanan sesuai dengan providers and possible by sectoral regulations.
bidang usaha dari penyedia barang dan jasa bersangkutan dan
dimungkinkan dalam peraturan sektoral.
Penunjukan langsung dilaksanakan bilamana memenuhi salah A direct appointment is feasible only when one of the conditions
satu kondisi dibawah ini: below is met:
• Barang dan jasa yang dibutuhkan bagi kinerja utama • Goods and services are required to support the company's
perusahaan dan tidak dapat ditunda keberadaannya core performance and cannot be delayed (business-critical
(business critical asset). assets).
• Hanya terdapat satu Penyedia barang dan jasa yang dapat • There is only one provider of goods and services who can
melaksanakan pekerjaan sesuai kebutuhan pengguna (user work according to user requirements or according to the
requirement) atau sesuai dengan ketentuan peraturan applicable laws and regulations.
perundangan yang berlaku.
• Barang dan jasa yang bersifat knowledge intensive dimana • Goods and services that are knowledge-intensive require
untuk menggunakan dan memelihara produk tersebut these products to be used and maintained continuously
membutuhkan kelangsungan pengetahuan dari penyedia using the providers' knowledge.
barang dan jasa.
• Bila pelaksanaan pengadaan barang danjasa dengan • If the procurement of goods and services uses the tender/
menggunakan metode tender/seleksi umum atau tender general selection method or limited tender/limited
terbatas/seleksi terbatas telah 2 (dua) kali dilakukan selection has been carried out 2 (two) times and fail to
dan tidak mendapatkan Penyedia barang dan jasa yang obtain the required goods and services or no vendors able
dibutuhkan atau tidak ada pihak yang memenuhi kriteria to meet the criteria or no vendors show up to participate
atau tidak ada pihak yang mengikuti tender/seleksi. in the selection process.
• Barang dan jasa yang dimiliki oleh pemegang hak atas
kekayaan intelektual (HAKI) atau yang memiliki jaminan • Goods and services owned by holders of intellectual
(warranty) dari Original Equipment Manufacture (OEM). property rights (IPR) or which have a warranty from an
• Penanganan darurat untuk keamanan, keselamatan Original Equipment Manufacture (OEM).
masyarakat dan aset strategis perusahaan. • Emergency handling for security, community safety and
• Barang dan jasa merupakan pembelian berulang (repeat company’s strategic assets.
order) sepanjang harga yang ditawarkan menguntungkan • Goods and services are categorized as repeat orders for
dengan tidak mengorbankan kualitas barang dan jasa. as long as the price is profitable without sacrificing the
• Penanganan darurat akibat bencana alam, baik yang quality of goods and services.
bersifat lokal maupun nasional (force majeure).
• Barang dan jasa lanjutan yang secara teknis merupakan • Emergency handling due to natural disasters, both local
satu kesatuan yang sifatnya tidak dapat dipecah-pecah dari and national (force majeure).
pekerjaan yang sudah dilaksanakan sebelumnya. • Advanced goods and services that considered a unit of one
• Penyedia barang dan jasa adalah BUMN, Anak perusahaan entity (insperable) from the previous work.
atau Perusahaan Terafiliasi BUMN, sepanjang kualitas,
harga, dan tujuannya dapat dipertanggungjawabkan dan • Providers of goods and services are SOE, Subsidiaries,
barang dan jasa yang dibutuhkan merupakan produk atau or Affiliated Companies of SOE, as long as the quality,
layanan sesuai dengan bidang usaha dari Penyedia barang price, and purpose can be accounted for and the goods and
dan jasa bersangkutan. services are in line with the provider’s business.
• Pengadaan barang dan jasa dalam jumlah dan nilai
tertentu yang ditetapkan Direksi dengan terlebih dahulu
mendapatkan persetujuan Dewan Komisaris.
• Konsultan yang tidak direncanakan sebelumnya untuk • Procurement of goods and services in a certain amount and
menghadapi permasalahan tertentu yang sifat pelaksanaan value as determined by the Board of Directors with prior
pekerjaannya harus segera dan tidak dapat ditunda. approval from the Board of Commissioners.
• Consultants who have not planned in advance to face
certain problems that the nature of the work must be
immediate and cannot be postponed.
Te n d e r Te r b a t a s / S e l e k s i • Tender Terbatas/Seleksi Terbatas adalah pelaksanaan • Limited Tender/Limited Selection is the procurement of
Terbatas peengadaan barang dan jasa yang dilakukan dengan goods and services from at least 2 (two) participants.
Limited Tender/Selection menawarkan sekurang-kurangnya 2 (dua) peserta penyedia
barang dan jasa.
• Tender Terbatas/Seleksi Terbatas dilaksanakan bilamana • Limited Tender/Limited Selection is carried out if it meets
memenuhi salah satu kondisi dibawah: one of the conditions below:
1. Pengadaan barang dan jasa umum (barang dan/atau 1. Procurement of general goods and services (non-
jasa non spesifik) yang nilai PO/Annual Value kontrak specific goods and/or services) with a PO/Annual
sampai dengan USD2.000.000,00 (dua juta dollar Value up to USD2,000,000.00 (two million United
Amerika Serikat) atau setara dengan nilai tukar mata States dollars) or equivalent to the exchange rate
uang lain pada saat transaksi. of other currencies at the time of the transaction.
2. Pengadaan barang dan jasa yang termasuk dalam 2. Procurement of goods and services that fall into a
kategori barang spesifik. specific category of goods.
Pengadaan Langsung Pembelian terhadap barang yang terdapat di pasar, dengan Purchase of goods available at the market will make the value
Direct Purchase demikian nilainya berdasarkan harga pasar, termasuk determined based on the market, including E-Purchasing.
E-Purchasing.
373
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 374
Alur Pengadaan Barang dan Jasa
Procurement Flow
Evaluasi oleh unit Pembentukan
Tahap Pertama pengadaan terkait tim pengadaan Proses pengadaan
First Stage Evaluation by related Establishment Procurement process
procurement unit of procurement
• Aircraft Parts Pemilihan metode v Pemilihan metode • Lol
• Non-Aircraft Parts Selection of procurement pengadaan • RFP
method Selection of procurement • Proposal submission
method • Proposal evaluation
• Due diligence
• Negotiation
• Winner
announcement
• Agreement signing
PROGRAM BAGI PEMASOK PROGRAM FOR SUPPLIERS
Perseroan menjaga hubungan yang harmonis dengan para The Company maintains a harmonious relationship with
pemasok melalui penyediaan fasilitas Kawasan Berikat dan suppliers through Bonded Facility, which will then be changed
selanjutnya diubah menjadi Pusat Logistik Berikat. Upaya ini to Bonded Logistics Center. Hopefully, the suppliers will find
diharapkan memberi kemudahan bagi para pemasok untuk this facility useful to make them easier in conducting export
melakukan proses ekspor dan impor. and import.
Perseroan memiliki program penilaian kinerja dan kepuasan The Company has a performance and satisfaction assessment
penyedia barang & jasa yang disusun oleh tim untuk mengetahui program for goods & services providers that is prepared by a
tingkat kinerja pemasok yang diadakan secara konsisten team to determine the level of supplier performance that is
setiap tahunnya dan mendapatkan kepuasan pemasok selama held consistently every year and to obtain supplier satisfaction
melakukan Kerjasama dengan GMF. Program tersebut telah during the Cooperation with GMF. The program has been
diatur dan ditetapkan dalam kebijakan Perusahaan. regulated and stipulated in the Company's policy.
Penilaian kinerja dan kepuasan penyedia barang & jasa dilakukan Performance and satisfaction assessments for goods & services
terhadap penyedia yang sudah masuk kategori penilaian providers are carried out on providers that have entered
perusahaan baik yang memiliki kontrak kerja sama maupun the company's assessment category, both those who have
transaksi retail. Harapannya yaitu guna mengevaluasi kinerja cooperation contracts and retail transactions. The hope is to
pemasok, mengidentifikasi area yang perlu ditingkatkan, dan evaluate supplier performance, identify areas that need to be
membangun hubungan yang lebih kuat dengan pemasok, yang improved, and build stronger relationships with suppliers, which
pada akhirnya dapat meningkatkan kualitas produk dan layanan can ultimately improve the quality of products and services
AUDIT PENGADAAN BARANG DAN JASA PROCUREMENT AUDIT
GMF juga memiliki audit tahunan terkait pengadaan barang GMF also has an annual audit related to the procurement of
dan jasa yang telah dilakukan pada tahun 2024 yaitu Audit goods and services that has been carried out in 2024, namely the
Pengadaan Barang dan Jasa Umum. Hasil dari audit tersebut General Goods and Services Procurement Audit. The result of
adalah pelaksanaan pengadaan barang dan jasa secara the audit is the general implementation of procurement of goods
umum telah sesuai dengan prosedur, namun beberapa hal and services has generally been in accordance with procedures,
perlu dilakukan perbaikan diantaranya penyimpanan dan however, several things need to be improved, including the
distribusi dokumen pengadaan kepada tim pengelola dokumen storage and distribution of procurement documents to the
perusahaan serta pembuatan form SPK (Surat Perintah Kerja) company's document management team and the creation of
yang lebih jelas dan terpisah dari surat pengumuman pengadaan. a clearer SPK (Work Order) form that is separate from the
procurement announcement letter.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
374 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 375
Tata Kelola Perusahaan
Corporate Governance
Whistleblowing System [2-16, 2-25, 2-26]
Whistleblowing System [2-16, 2-25, 2-26]
KEBIJAKAN POLICY
Kebijakan Whistleblowing System telah diunggah di website resmi GMF dan dapat diakses oleh publik
The Whistleblowing System has been uploaded to the official website of GMF and accessible for the public
CLICK HERE
Sebagai upaya mendorong pendeteksian secara dini atas setiap To encourage early detection of fraud, GMF owns a policy
tindakan penyimpangan, GMF telah memiliki kebijakan yang regulating the Whistleblowing System (WBS). The WBS
mengatur tentang Whistleblowing System (WBS). Pengelolaan management refers to the Business Policy KB-01-017
WBS Perseroan mengacu pada Kebijakan Bisnis KB-01-017 concerning the Whistleblowing Policy and the PB-13-010
Kebijakan Pengelolaan Sistem Pelaporan Pelanggaran yang Business Procedure concerning Whistleblowing System, which
disahkan pada tanggal 6 Agustus 2020 dan Prosedur Bisnis PB- all were validated on August 6, 2020. As part of building the
13-010 Pengelolaan Sistem Pelanggaran yang disahkan pada Fraud Control System (FCS), the preparation of WBS policies
tanggal 6 Agustus 2020. Sebagai bagian dalam membangun has the objectives of:
Fraud Control System (FCS), penyusunan kebijakan WBS
memiliki tujuan:
1. Sebagai wadah dan panduan untuk penerimaan pelaporan 1. As a forum and guide for receiving reports on various alleged
dari berbagai dugaan pelanggaran hukum dan peraturan violations of the Company’s laws and regulations, conflicts
Perseroan, benturan kepentingan, kecurangan, korupsi, suap of interest, fraud, corruption, bribery and theft that occur
serta pencurian yang terjadi di lingkungan kerja Perseroan; in the Company’s work environment;
2. Membangun sistem penanganan pengaduan yang tanggap, 2. Building a complaint handling system that is responsive,
transparan, aman dan bertanggung jawab; transparent, safe and responsible;
3. Memberi pemahaman yang sama tentang fungsi, peran 3. Providing the same understanding of the functions, roles and
dan proses-proses Sistem Pelaporan Pelanggaran serta processes of the Violation Reporting System and ensuring
menjamin kesinambungan sistem manajemen meskipun the sustainability of the management system despite
terjadi perubahan organisasi dan rotasi sumber daya changes in organization and rotation of human resources
manusia dengan menciptakan budaya GCG; by creating a culture of Good Corporate Governance;
4. Menyediakan cara penyampaian yang efektif untuk 4. Providing an effective way to deliver important and critical
informasi penting dan kritis bagi Perseroan kepada pihak information for the Company to those who must handle
yang harus segera menanganinya secara aman; it safely;
5. Menciptakan keengganan untuk melakukan pelanggaran, 5. Creating reluctance to commit violations, with increasing
dengan semakin meningkatnya kesediaan untuk melaporkan willingness to report violations, and trust in an effective
terjadinya pelanggaran, dan kepercayaan terhadap Sistem Violation Reporting System;
Pelaporan Pelanggaran yang efektif;
6. Menyediakan mekanisme deteksi dini (early warning 6. Provide an early detection mechanism (early warning
system) atas kemungkinan terjadinya suatu pelanggaran; system) of the possibility of a violation;
7. Menyediakan kesempatan untuk menangani masalah 7. Providing an opportunity to handle the problem of violations
pelanggaran secara internal terlebih dahulu, sebelum internally first, before expanding into problems of violations
meluas menjadi masalah pelanggaran yang bersifat publik that are public and involve the authorities;
dan melibatkan aparat yang berwenang; 8. Reducing the risks faced by the Company, as a result of
8. Mengurangi risiko yang dihadapi Perseroan, akibat dari violations in terms of financial, operational, legal, work
pelanggaran baik dari segi keuangan, operasi, hukum, safety, and reputation;
keselamatan kerja, dan reputasi;
9. Mengurangi biaya dalam menangani suatu perkara akibat 9. Reducing costs in handling a case due to violations;
dari terjadinya pelanggaran;
375
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 376
10. Meningkatnya reputasi Perseroan di mata pemangku 10. Increasing the Company’s reputation in the eyes of
kepentingan (stakeholders), regulator, dan masyarakat stakeholders, regulators and the general public;
umum;
11. Memberikan masukan kepada Perseroan untuk melihat 11. Provide input to the Company to look further at critical
lebih jauh area kritikal dan proses kerja yang memiliki areas and work processes that have internal control
kelemahan pengendalian internal, serta untuk merancang weaknesses, as well as to design the necessary corrective
tindakan perbaikan yang diperlukan. actions.
RUANG LINGKUP COVERAGE
Lingkup kebijakan WBS yang berlaku di GMF mencakup The scope of WBS policies at GMF includes violations of the
pelanggaran terhadap kebijakan internal Perseroan terkait GCG Company's internal policies concerning GCG and COC. In
dan COC. Selain itu lingkup kebijakan juga mencakup perbuatan addition, the policy also includes actions that might endanger
yang membahayakan keselamatan penerbangan, keamanan aviation safety, occupational safety and health or the security of
dan kesehatan kerja atau keamanan Perseroan, pelanggaran the Company, violations of SOPs that may harm the Company's
terhadap SOP yang berpotensi merugikan keuangan Perseroan finances or the corporate image. In general, the WBS policy
maupun yang dapat menimbulkan efek negatif terhadap citra includes violations of corruption, fraud, dishonesty, or those
korporat. Lingkup kebijakan WBS secara umum meliputi injuring the applicable laws and regulations.
pelaporan terhadap perbuatan pelanggaran seperti korupsi,
kecurangan, ketidakjujuran, perbuatan melanggar hukum dan
peraturan perundangan yang berlaku.
Kebijakan WBS mengatur peran dan tanggung jawab semua The WBS policy regulates the roles and responsibilities of all
pihak yang terkait, jenis pelanggaran yang bisa dilaporkan, related parties, types of violations, protection of whistleblowers,
ketentuan perlindungan pelapor pelanggaran, penerimaan reports, follow-up, and gratification management.
laporan pelanggaran, tindak lanjut laporan pelanggaran dan
penerimaan serta pengelolaan gratifikasi.
SOSIALISASI WBS WBS SOCIALIZATION
Sosialisasi WBS telah dilakukan melalui pertemuan tatap muka WBS was socialized through periodic face-to-face meetings
yang dilakukan secara periodik sejak tahun 2018. Sosialisasi since 2018. All personnel attended the socialization, including
dihadiri oleh seluruh insan GMF termasuk Dewan Komisaris, the Board of Commissioners, Board of Directors, and structural
Direksi, dan pejabat struktural. Perseroan juga menyebarkan officers. The Company also distributes pamphlets and published
pamphlet dan informasi yang dimuat dalam artikel GMF News, information through GMF News article and Monthly Bulletin to
Buletin Bulanan yang dibagikan kepada seluruh pegawai. Pada all employees. Information about WBS is also available at the
website Perseroan juga terdapat informasi mengenai WBS website www.gmf-Aero Asia.co.id at the corporate governance
di www.gmf-Aero Asia.co.id bagian corporate governance section (whistleblowing system).
(whistleblowing system).
Sosialisasi WBS akan terus dilakukan secara berkelanjutan dan WBS will be socialized continuously and gradually to all
bertahap kepada seluruh pemangku kepentingan dalam rangka stakeholders to increase the effectiveness of its implementation.
meningkatkan efektivitas pelaksanaan WBS.
Pada tahun 2024, WBS disosialisasikan dengan cara In 2024, the WBS was socialized through various methods,
penyampaian materi WBS pada Orientation Training/pelatihan including delivering WBS materials during Orientation Training/
internal, himbauan serta penyebaran media digital (infografis internal training sessions, reminders and dissemination of WBS
& poster) WBS melalui email blast kepada seluruh karyawan digital media (infographics & posters) via email blasts to all
GMF secara berkala, pembuatan video WBS yang diunggah GMF employees on a regular basis, the creation of a WBS video
pada social media GMF, pemutaran video WBS pada area kerja uploaded on GMF’s social media platforms, video screenings in
GMF, sosialisasi dalam sesi khusus bersama dinas-dinas di GMF, GMF work areas, dedicated socialization sessions with various
pemanfaatan platform internal berupa Whatsapp dan Teams, departments within GMF, the use of internal communication
penyediaan dokumen resmi terkait WBS yang dapat diakses platforms such as WhatsApp and Teams, and the provision of
karyawan melalui SharePoint ataupun situs Perseroan. official WBS-related documents accessible to employees via
SharePoint or the Company’s website.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
376 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 377
Tata Kelola Perusahaan
Corporate Governance
PIHAK PENGELOLA PENGADUAN COMPLAINTS MANAGER
GMF telah menunjuk pihak eksternal yaitu PT Integrity GMF has appointed an external party, PT Integrity Indonesia,
Indonesia sebagai pihak independen yang mengelola as an independent party that manages reports of violations
laporan pelanggaran di lingkungan GMF. Pengelola laporan within GMF. The report manager analyses the report to gather
menganalisis laporan untuk mengumpulkan bukti dan informasi evidence and information before submitting it to GMF internal
sebelum kemudian disampaikan kepada internal GMF untuk for follow-up.
ditindaklanjuti.
PENYAMPAIAN LAPORAN REPORT SUBMISSION
Seluruh insan GMF wajib melaporkan setiap dugaan tindakan All personnel must report every allegation of fraud at the
penyimpangan yang terjadi di lingkungan Perseroan. Pelapor Company. The whistleblower may report any violation through
dapat melaporkan pelanggaran yang terjadi melalui jalur sebagai the following channels:
berikut:
1. Atasan pelapor masing-masing 1. Their own superior
2. Fungsi Compliance Officer 2. Through Compliance Officer
Fungsi Compliance Officer adalah pegawai yang ditunjuk The Compliance Officer is appointed by the Company
oleh Perseroan yang berasal dari unit dua tingkat di bawah who came from the units two levels under the Board of
Direksi yang membidangi Legal & Corporate Governance. Directors regarding Legal & Corporate Governance. The
Fungsi Compliance Officer yang bertanggungjawab atas Compliance Officer is responsible for the Company’s
program kepatuhan Perseroan dan memastikan bahwa compliance program and ensures all personnel follows
seluruh Insan GMF mematuhi peraturan dan ketentuan the rules, regulations, and other policies, including the Code
baik peraturan perundang-undangan, peraturan, ketentuan of Conduct.
dan kebijakan lain yang berlaku di Perseroan termasuk juga
Pedoman Perilaku (Code of Conduct).
3. Whistleblowing System dengan alamat website http:// 3. Whistleblowing System with website address http://
www.gmf-whistleblower.com dan email gmf-Aero Asia@ www.gmf-whistleblower.com and email gmf-Aero Asia@
whistleblowing.link whistleblowing.link
Alur Whistleblowing System GMF
Whistleblowing Flow at GMF
Mulai
Start
Pengaduan oleh Pelapor
Violation reports by Reporting Person
Pengumpulan Data dan Analisis
Laporan oleh Fungsi Pelaporan
Pelanggaran
Collecting and analyzing data by the
Function of Violation Reports
Apakah pelaku adalah Dewan Tidak
Apakah Pelaku adalah Direksi? Apakah pelaku adalah No Penerima Laporan
Komisaris?
Is the Board of Directors a pegawai Corporate Secretary/ The Recipient of Violation Reports
Is the Board of Commissioner a reported
reported person? Fungsi Investigasi/
person? Tidak Tidak
No No
Compliance Officer Tidak
Is reported person an No
employee/staff/investigation
function/Compliance Officer? Perlu Investigasi?
Investigation Needed?
Ya Ya Ya
Yes Yes Yes Ya
Yes
Pelapor Awal Kepada Dewan Penunjukan Tim Investigasi
Pelapor Awal Kepada Pemegang
Komisaris Pelapor Awal kepada Direksi Designation Investigation Team
Saham
Reporting the Investigation Reporting the Investigation
Reporting the Investigation Result
Result to the Board of Result to the Board of Director
Shareholders
Commissioners
Investigasi?
Investigation?
Pelaporan Hasil Investigasi
Reporting the Investigation Result
Tindak Lanjut Penetapan Status Hukum
Following Up Penalties
Selesai
Finish
377
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 378
PERLINDUNGAN WHISTLEBLOWER PROTECTION FOR WHISTLEBLOWER
Seluruh pemangku kepentingan Perseroan dapat melaporkan All stakeholders can report the violations. All personnel, from
pelanggaran. Seluruh insan Perseroan mulai dari Dewan the Board of Commissioners, Board of Directors, and employees,
Komisaris, Direksi, hingga karyawan dapat dilaporkan jika can be reported if proven guilty.
terbukti bersalah.
Perseroan akan melindungi setiap pelapor dari segala macan The Company will protect the whistleblower from all kinds of
tekanan, ancaman, dan tindakan pembalasan lainnya. Perseroan pressure, threats, and other retaliations. The Company will
juga akan melindungi pelapor dari perlakuan yang merugikan also protect the whistleblowers from adverse treatment such
seperti pemecatan yang tidak wajar, penurunan jabatan atau as improper dismissal, demotion, harassment, or discrimination
pangkat, pelecehan atau diskriminasi dalam segala bentuknya, in all its forms and records detrimental to the Personal File.
dan catatan yang merugikan Personal File Record. Apabila When the Company cannot resolve the issue internally, the
tidak dapat diselesaikan secara internal Perseroan, pelapor whistleblower can take the case to an independent institution
dijamin haknya untuk membawa ke lembaga independen di outside the Company, such as a mediator, the police, or the
luar Perusahaan, seperti mediator, kepolisian atau Lembaga Witness and Victim Protection Agency (LPSK), under the
Perlindungan Saksi dan Korban (LPSK) dan dibiayai Perusahaan. Company’s cost.
Bagi pelapor yang terlibat dalam Pelanggaran akan mendapat For whistleblowers involved in the Offence will receive
keringanan sanksi. Perseroan juga akan menyediakan perlindungan sanction relief. The Company will also provide legal protection
hukum jika diperlukan, sejalan dengan yang diatur pada UU No. if necessary, in line with what is stipulated in Law No. 8 of 2010
8 tahun 2010 tentang Pencegahan dan Pemberantasan Tindak on Prevention and Eradication of Money Laundering and Law
Pidana Pencucian Uang dan UU No. 1 tahun 2023 tentang Kitab No. 1 of 2023 on the Criminal Code and Law No. 13 of 2006
Undang-Undang Hukum Pidana dan UU No. 13 Tahun 2006 as amended by Law No. 31 of 2014 on Witness and Victim
sebagaimana telah diubah dengan UU No. 31 tahun 2014 tentang Protection, and Article 5 of Government Regulation No. 57 of
Perlindungan Saksi dan Korban, dan Pasal 5 PP No. 57 tahun 2003 2003 on Special Protection Procedures for Whistleblowers
tentang Tata Cara Perlindungan Khusus bagi Pelapor dan Saksi and Witnesses in the Crime of Money Laundering.
dalam Tindak Pidana Pencucian Uang.
SANKSI BAGI PELANGGAR SANCTIONS FOR VIOLATORS
Sanksi bagi terlapor yang terbukti melakukan pelanggaran telah Sanctions for the object of allegation have been stipulated
diatur dalam Perjanjian Kerja Bersama (PKB) yang disahkan in the Collective Labor Agreement (PKB), which was
pada bulan 23 April 2019. Sanksi bagi pegawai yang terbukti ratified on April 23, 2019. Sanctions for employees who
melakukan pelanggaran antara lain berupa teguran, peringatan are proven to have committed violations are in many
tertulis, penurunan kelas jabatan, hingga pemecatan. Sanksi bagi forms, including reprimands, written warnings, demotion,
pihak lain yang bekerja sama dengan GMF antara lain berupa and dismissal. Sanctions for those collaborating with GMF
pemutusan kontrak kerja sama. include termination of the contract.
PENGADUAN TAHUN 2024 INCOMING COMPLAINTS IN 2024
2024 2023 2022
Media Pelaporan
Reporting Channel Jumlah Penerima Jumlah Penerima Jumlah Penerima
Total Receiver Total Receiver Total Receiver
Email - PT Integrity 3 PT Integrity 1 Internal GMF
Email Indonesia Indonesia
Web WBS 5 PT Integrity 2 PT Integrity - -
Web WBS Indonesia Indonesia
Jumlah Laporan Masuk 5 PT Integrity 5 PT Integrity 1 Internal GMF
Number of Incoming Report Indonesia Indonesia
Jumlah Laporan Dihentikan (Tidak 2 5 1
Terbukti
Number of Stopped Report (No proof)
Jumlah Laporan Diproses 3 0 1
Number of Processed Report
Komposisi Laporan Masuk dan 100% 0% 100%
Laporan Diproses
Composition of Incoming & Processed
Report
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
378 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 379
Tata Kelola Perusahaan
Corporate Governance
Transparansi Praktik Bad Governance
Transparency on Bad Governance
Laporan atas Aktivitas Perusahaan yang Mencemari Reports on Company’s Activities Polluting the
Lingkungan Environment
Selama tahun 2024, tidak terdapat laporan atas pencemaran Throughout 2024, there were no reports of environmental
lingkungan yang dapat disampaikan pada laporan ini. pollution that can be disclosed in this report.
Pengungkapan Pemenuhan Kewajiban Perpajakan Disclosure of Tax Compliance
Nilai kontribusi pajak Perseroan pada tahun 2024 mencapai The value of the Company's tax contribution in 2024 reached
Rp234,514,251,102. Rp234,514,251,102.
Pada tahun 2024, pembayaran pajak belum sepenuhnya In 2024, tax payments were not yet fully made in a timely
dilakukan secara tepat waktu mengingat likuiditas Perseroan manner, considering the Company's liquidity was still in the
setelah pandemi masih dalam proses pemulihan. recovery process following the pandemic.
Ketidaksesuaian Penyajian Laporan Tahunan Incompatibility of Annual Report Presentation and
dan Laporan Keuangan dengan Peraturan yang Financial Statements with Applicable Regulations
Berlaku dan Standar Akuntasi Keuangan (SAK) and Financial Accounting Standards (SAK)
Seluruh penyajian informasi dalam Laporan Tahunan ini, The entire presentation of information in this Annual Report,
khususnya terkait kinerja keuangan dan hal-hal lainnya, mengacu particularly related to financial performance and other
pada Laporan Keuangan untuk tahun-tahun yang berakhir 31 matters, refers to the Financial Statements for the years
Desember 2024 dan 31 Desember 2023 yang telah diaudit ended 31 December 2024 and 31 December 2023 which have
oleh Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan. been audited by the Public Accounting Firm Rintis, Jumadi,
Penyajian dan pengungkapan laporan keuangan Perseroan Rianto & Associates. The presentation and disclosure of the
disusun dan disajikan sesuai Standar Akuntansi Keuangan Company's financial statements are prepared and presented
di Indonesia, yaitu Pernyataan Standar Akuntansi Keuangan in accordance with Indonesian Financial Accounting
(PSAK), yang diterbitkan oleh Ikatan Akuntan Indonesia (IAI) Standards, namely the Statement of Financial Accounting
dan Peraturan Badan Pengawas Pasar Modal dan Lembaga Standards (PSAK), issued by the Indonesian Institute of
Keuangan (Bapepam-LK) No. VIII.G.7 tentang Pedoman Accountants (IAI) and the Regulation of the Capital Market
Penyajian Laporan Keuangan, dengan Surat Keputusan Ketua Supervisory Agency and Financial Institutions (Bapepam-LK)
Bapepam-LK No. KEP-347/BL/2012 tentang Penyajian dan No. VIII.G.7 concerning Guidelines for the Presentation of
Pengungkapan Laporan Keuangan Emiten atau Perusahaan Financial Statements, with the Decree of the Chairman of
Publik. Bapepam-LK No. KEP-347/BL/2012 concerning Presentation
and Disclosure of Financial Statements of Issuers or Public
Companies.
Kasus Terkait dengan Buruh dan Karyawan Cases Related to Labor and Employees
Sepanjang 2024, tidak terdapat kasus terkait dengan buruh Throughout 2024, there were no cases related to labor and
dan karyawan. employees.
Pengungkapan Segmen Operasi pada Laporan Keuangan Disclosure of Operating Segments in Financial
Statements
Sebagaimana yang tercantum dalam PSAK No. 5 tentang As stated in PSAK No. 5 concerning Operating Segments and
Segmen Operasi dan untuk kepentingan manajemen, Perseroan for the management’s interest, the Company has presented
telah menyajikannya menurut pengelompokkan (segmen) jasa them according to the grouping (segment) of services, namely
yang diberikan, yaitu jasa pemeliharaan dan perbaikan pesawat maintenance and repair services for airframe aircraft, engines
airframe, engine, component; serta jasa pemeliharaan dan and components; as well as maintenance and repair services
perbaikan pesawat line maintenance dan technical ground for line maintenance and technical ground aircraft handling,
handling, sebagaimana telah disampaikan dalam Laporan as stated in the 2024 Audited Financial Statements. The
Keuangan Teraudit tahun 2024. Perseroan tidak melaporkan Company does not report information related to performance
informasi terkait kinerja berdasarkan daerah geografis. based on geographic areas.
379
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 380
Kesesuaian Buku Laporan Tahunan dan Laporan Tahunan Suitability of the Annual Report between
Digital the Book and Digital Version
Laporan Tahunan digital Perseroan, baik yang disampaikan The Company's digital Annual Reports, whether submitted to
kepada pemegang saham, pemangku kepentingan, maupun yang shareholders, stakeholders, or those uploaded on the Company's
telah diunggah pada situs web resmi Perseroan telah sesuai official website, are according to the Annual Report book that
dengan buku Laporan Tahunan yang dicetak dan diterbitkan is printed and published by the Company.
oleh Perseroan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
380 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 381
Tata Kelola Perusahaan
Corporate Governance
381
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 382
Page 383
LAPORAN KEBERLANJUTAN Sustainability Report
Page 384
Ikhtisar Kinerja Keberlanjutan 2024
Highlights of Sustainable Performance In 2024
IKHTISAR KINERJA EKONOMI [OJK B.1] HIGHLIGHTS OF ECONOMIC
PERFORMANCE [OJK B.1]
Keterangan Satuan
2024 2023 2022
Description Unit
Pelibatan Pemasok Lokal (Barang dan Jasa) Perusahaan/Mitra
108 36 112
Local Suppliers (Goods and Services) Company/Partner
Jumlah Pendapatan Usaha
USD 421,223,186 373,206,984 238,703,893
Total Operating Revenues
(Rugi)/Laba Bersih Tahun Berjalan
USD 26,900,045 20,168,689 3,628,331
(Loss)/Profit for the Year
IKHTISAR KINERJA LINGKUNGAN [OJK B.2] HIGHLIGHTS OF ENVIRONMENTAL
PERFORMANCE [OJK B.2]
Keterangan Satuan
2024 2023 2022
Description Unit
Penggunaan Energi (Listrik dan BBM)
GigaJoule (GJ) 73,916.99 81,734 84,921.2
Energy Usage (Electricity and Fuel)
Penggunaan Air
M3 162,439 466,284 139,667
Water Usage
Total Limbah Dihasilkan
Ton 1,136.42 1,012.73 420.75
Total Waste Generated
Emisi Gas Rumah Kaca
TonCO2eq 1,077.4 1,382.5 1,270.4
Greenhouse Gas Emissions
Pelestarian Keanekaragaman Hayati (Penanaman Pohon) Pohon
825 1,140 663
Conservation of Biodiversity (Tree Planting) Trees
Pengaduan Lingkungan Kasus Nihil Nihil Nihil
Environmental Complaints Cases None None None
IKHTISAR KINERJA SOSIAL [OJK B.3] HIGHLIGHTS OF SOCIAL
PERFORMANCE [OJK B.3]
Keterangan Satuan
2024 2023 2022
Description Unit
Jumlah Total Pegawai* Orang
5,134 4,875 4,690
Total Employees Person
Jumlah Pegawai Wanita* Orang
555 502 473
Total Female Employees Person
Jumlah Pegawai Pria* Orang
4,579 4,373 4,217
Total Male Employees Person
Jumlah Rekrutmen Orang
631 436 167
Total Recruitment Person
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
384 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 385
Laporan Keberlanjutan
Sustainability Report
Keterangan Satuan
2024 2023 2022
Description Unit
Jumlah Karyawan Meninggalkan Perusahaan Orang
312 141 197
Total Resigned Employees Person
Turnover Pegawai Persen
2.98 2.94 4.36
Employee Turnover Percentage
Jumlah Kecelakaan Kerja yang Menyebabkan Kematian [ESG S-06] Kasus Nihil Nihil Nihil
Work Accidents Leading to Death Cases None None None
Jumlah Pengaduan Pelanggan Kasus
26 19 40
Customer Complaints Cases
Jumlah Penyaluran Dana TJSL Rp Juta
352.50 201.54 178.62
Funding to Finance the TJSL Rp Million
Kepuasan Konsumen Target 4
4 3.97 3.7
Customer Satisfaction
Keterangan:
*Jumlah pegawai yang tercatat di sini merupakan pegawai secara keseluruhan Perseroan saja (pegawai tetap dan pegawai tidak tetap), tidak beserta entitas anak.
Notes:*This is the total employees of the Company only (permanent and non-permanent employees), excluding subsidiaries.
KETERANGAN TERKAIT PRODUK INFORMATION REGARDING ECO-
RAMAH LINGKUNGAN [OJK B.1] [OJK F.5] FRIENDLY PRODUCTS [OJK B.1] [OJK F.5]
GMF memberikan pelayanan MRO kepada maskapai GMF offers MRO services to airlines and clients across diverse
penerbangan dan klien lainnya yang membutuhkan dari berbagai industrial sectors. The activities of GMF’s services rely on
bidang industri. Aktivitas pelayanan GMF menggunakan specialized materials, but the aircraft parts and other machinery
material khusus, namun parts pesawat dan mesin-mesin lainnya are not produced by the Company. Additionaly, those materials
bukan merupakan hasil produksi Perseroan. Selain itu, material cannot be considered as eco-friendly materials.
yang digunakan juga tidak dapat dikategorikan sebagai material
ramah lingkungan.
Aktivitas usaha memang menghasilkan limbah, namun hal While business operations generate waste, this cannot be
tersebut tidak dapat dikategorikan sebagai produk yang categorized as a byproduct resulting from GMF’s activities.
dihasilkan dari aktivitas usaha GMF. Selain itu, GMF juga Additionally, GMF does not engage in financing activities
tidak memiliki pembiayaan yang termasuk kategori kegiatan falling under the category of Sustainable Finance as outlined
Keuangan Berkelanjutan dalam POJK Nomor 60/POJK.04/2017 in POJK Number 60/POJK.04/2017 concerning the Issuance
tentang Penerbitan dan Persyaratan Efek Bersifat Utang and Requirements for Environmentally Friendly Debt Securities
Berwawasan Lingkungan (Green Bond). (Green Bonds).
385
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 386
Tentang Laporan Keberlanjutan
About This Sustainability Report
Laporan Keberlanjutan ini disusun berdasarkan ketentuan This Sustainability Report is prepared based on the Financial
Peraturan Otoritas Jasa Keuangan No. 51/POJK.03/2017 Services Authority (OJK) Regulation No. 51/POJK.03/2017
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa concerning the Implementation of Sustainable Finance for
Keuangan, Emiten, dan Perusahaan Publik, berikut Surat Edaran Financial Service Institutions, Issuers, and Public Companies,
Otoritas Jasa Keuangan No. 16/ SEOJK.04/2021 tentang along with OJK Circular Letter No. 16/SEOJK.04/2021
Bentuk dan Isi Laporan Tahunan Emiten atau Perusahaan Publik. concerning the Form and Content of the Annual Reports of
Pengungkapan Laporan Keberlanjutan juga mengikuti pedoman Issuers or Public Companies. This Sustainability Report also
yang ada pada panduan Global Reporting Initiatives (GRI) follows the reference from the Global Reporting Initiatives
2021. Pada tahun pelaporan 2024, GMF juga mengaplikasikan (GRI) Standards 2021. For the reporting year 2024, GMF also
pengungkapan berdasarkan ketentuan terbaru BEI yaitu Matrik applied the disclosure based on the latest IDX’s regulation
ESG IDX. called the IDX ESG Matrix.
Laporan Keberlanjutan ini memuat kinerja keberlanjutan This Sustainability Report discusses the Company’s
Perseroan untuk periode 1 Januari 2024 sampai dengan sustainability performance with the reporting period from
31 Desember 2024 yang juga disesuaikan dengan periode January 1, 2024, until December 31, 2024, which is also adjusted
pelaporan laporan keuangan konsolidasian teraudit. with the reporting period of the audited consolidated financial
Walaupun laporan keuangan yang ditampilkan merupakan statement. Although the financial statement presented here is a
laporan terkonsolidasi dengan entitas anak, namun kinerja consolidated report that includes subsidiary, the sustainability
keberlanjutan yang ditampilkan pada Laporan Keberlanjutan ini performance displayed in this Sustainability Report does not
tidak mencakup entitas anak. Perseroan menerbitkan Laporan include the subsidiary. This Sustainability Report is published
Keberlanjutan ini secara tahunan dalam satu buku dengan annually in the same book of the Company’s Annual Report and
Laporan Tahunan dan disebut sebagai Laporan Terintegrasi. thus referred to as Integrated Report. [GRI 2-2, 2-3]
[GRI 2-2, 2-3]
Tidak terdapat penyajian kembali atas informasi pada There is no restatement in the information published in the
Laporan sebelumnya ataupun pada laporan keuangan previous Report nor in the audited consolidated financial
konsolidasian teraudit yang telah disampaikan. Semua data statements that have been submitted. All data and information
dan informasi dari pihak internal Perseroan yang disajikan dapat presented from the Company’s internal resources can be
dipertanggungjawabkan kredibilitasnya. Laporan Keberlanjutan accounted for in terms of credibility. This Sustainability Report
ini tidak diverifikasi oleh pihak ketiga independen. Direksi dan was not verified by an independent third party. The Board of
Dewan Komisaris, bersama dengan Sekretaris Perusahaan, Directors and Commissioners, together with the Corporate
sebagai penanggung jawab harian pembuatan Laporan Secretary, who is responsible for the daily preparation of this
Keberlanjutan ini, ikut terlibat dalam proses pembuatan laporan. Sustainability Report, were involved in the preparation process.
[GRI 2-4, 2-5] [OJK G.1] [GRI 2-4, 2-5] [OJK G.1]
Perseroan sudah mempublikasikan Laporan Keberlanjutan The Company has published the Sustainability Report for 2023,
tahun 2023 namun hingga akhir periode pelaporan dari Laporan however, until the end of the reporting period of Sustainability
Keberlanjutan 2023 per 31 Desember 2024 tidak terdapat Report for 2023 as of December 31, 2024, there was no
tanggapan dari para pemangku kepentingan terhadap isi dari feedback from stakeholders on the content of the Sustainability
Laporan Keberlanjutan 2023. [OJK G.3] Report for 2023. [OJK G.3]
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
386 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 387
Laporan Keberlanjutan
Sustainability Report
KONTAK PELAPORAN [GRI 2-3]
REPORTING CONTACT [GRI 2-3]
Kantor Pusat | Head Office
PT Garuda Maintenance Facility AeroAsia Tbk
Hangar 4, Lobby Selatan Lantai 2,
Area Perkantoran Bandara Internasional Soekarno Hatta International, Kelurahan Pajang,
Kecamatan Benda, Kota Tangerang, 15125
PO. Box 1303, BUSH 19130
Telepon (call center): +62 21 550 8717/ +62 21 550 8609
Email: corporatecommunications@gmf-Aero Asia.co.id/ Marketing@gmf-Aero Asia.co.id
387
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 388
Hubungan Dengan Pemangku Kepentingan
dan Penentuan Topik Material [GRI 2-29]
Stakeholders Engagement and Materiality Analysis [GRI 2-29]
UJI TUNTAS DUE DILIGENCE
Perseroan memiliki tujuan agar kegiatan TJSL dapat memenuhi The Company has an objective to make TJSL activities fulfill the
kebutuhan pemangku kepentingan yang terdampak aktivitas needs of stakeholders who are affected by operational activities
operasional dari sisi sosial, ekonomi, dan lingkungan. Hal ini from a social, economic, and environmental perspective. This
membuat Perseroan senantiasa melakukan pemetaan secara makes the Company continue making internal mapping on the
internal terkait kondisi lingkungan masyarakat dari berbagai community’s conditions from various sides to maximize TJSL
sisi agar program TJSL berjalan tepat sasaran dan memberikan program to those who truly deserve it.
manfaat maksimal.
Perseroan melakukan uji tuntas (due diligence) secara internal The Company has internal due diligence activities on the
terhadap kegiatan operasional dan dampaknya terhadap operation and assesses its impact on the economy, environment,
ekonomi, lingkungan, maupun sosial berdasarkan tingkat and society based on the materiality level and negative impacts.
materialitas serta dampak negatif yang mungkin timbul. Isu Priority issues are formulated and then designed as programs
prioritas dirumuskan untuk kemudian dirancang sebagai that can ensure the stakeholders receive continuous benefits.
program yang dapat memastikan keberlanjutan manfaat bagi The due diligence activities are:
para pemangku kepentingan. Aktivitas due diligence dari
kegiatan TJSL meliputi:
1. Survei kepuasan karyawan; 1. Employee satisfaction survey;
2. Survei pelanggan; 2. Customer survey;
3. Survei kepuasan pemasok; 3. Vendor performance evaluation;
4. Focus Group Discussion; 4. Focus Group Discussion;
5. Rencana Kerja dan Anggaran Perseroan (RKAP). 5. 5Company’s Work and Budget Plan.
PEMANGKU KEPENTINGAN KEY STAKEHOLDERS AND
DAN ISU PENTING [OJK E.4] IMPORTANT ISSUES [OJK E.4]
Perseroan melibatkan pemangku kepentingan internal dan The Company actively engages both internal and external
eksternal dalam menerapkan strategi operasional serta stakeholders in implementing operational strategies and
menyelaraskan tujuan korporasi dalam mewujudkan bisnis yang aligning corporate goals to realize sustainable business
berkelanjutan. Keterlibatan pemangku kepentingan menjadi practices. Stakeholder involvement is important to the
kunci dari keberlanjutan Perusahaan. Hubungan baik, sikap Company’s sustainability efforts. Maintaining strong
saling menghormati, dan komunikasi dua arah dengan pemangku relationships, fostering mutual respect, and facilitating two-
kepentingan sangat penting untuk kestabilan operasional way communication with stakeholders are crucial for ensuring
Perusahaan. Perseroan terbuka terhadap berbagai kesempatan operational stability. The Company remains open to various
untuk berdialog, menerima umpan balik, dan mempertimbangkan opportunities for dialogue, welcomes feedback, and considers
masukan pemangku kepentingan dalam pengambilan keputusan. stakeholder input in decision-making processes.
Perseroan telah mengidentifikasi tujuh pemangku kepentingan Seven main stakeholders have been identified, including clients,
utama yang terdiri dari klien, pemegang saham dan investor, shareholders and investors, employees, government/regulators,
pegawai, pemerintah/regulator, mitra kerja, media massa, partners, mass media, and the public. This identification stems
masyarakat. Identifikasi tersebut didapatkan dari analisa pola from an analysis of interaction patterns and the nature of
interaksi dan sifat keterlibatan dengan kegiatan bisnis GMF involvement with GMF’s business activities, as well as those
serta mereka yang memiliki pengaruh signifikan terhadap bisnis who are anticipated to exert significant influence on GMF’s
GMF pada tahun 2024. business in 2024.
Tabel berikut ini menggambarkan interaksi Perseroan dengan The following table outlines the Company’s interactions with
para pemangku kepentingan, yang dipilih berdasarkan rentang stakeholders, selected based on their level of influence and
pengaruh dan kepentingannya terhadap keberlanjutan importance to the Company’s sustainability.
Perseroan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
388 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 389
Laporan Keberlanjutan
Sustainability Report
Pemangku Kepentingan Topik/Harapan terhadap Perseroan Metode dan Frekuensi Pelibatan
Stakeholders Topics/Expectation to the Company Engagement Methods and Frequencies
• Pertemuan pelanggan (sesuai kebutuhan)
• Kualitas produk dan layanan yang terjaga dan
Customer gathering (as required)
optimal
• Survei kepuasan pelanggan (minimal setahun
Klien Quality of products and services are
sekali)
Clients maintained and optimal
Customer satisfaction survey (at least once a year)
• Harga pelayanan yang kompetitif
• Mekanisme pengaduan (sesuai kebutuhan)
Competitive maintenance rate
Complaint mechanism (as required)
• Rapat Umum Pemegang Saham (minimal setahun
sekali)
General Meeting of Shareholders (at least once
a year)
• Paparan Publik (minimal setahun sekali)
• Kinerja Perseroan
Public Expose (at least once a year)
The Company’s performance
• Laporan Tahunan dan Laporan Keberlanjutan
• Perolehan dividen
(setahun sekali)
Earnings of dividends
Pemegang Saham dan Investor Annual Report and Sustainability Report (once
• Transparansi laporan kondisi Perseroan
Shareholders and Investors a year)
Transparency of the Company's condition
• Laporan Keuangan (4 kali setahun)
report
Financial Statements (4 times a year)
• Inovasi layanan
• Keterbukaan informasi dalam situs web
Maintenance services innovation
Perusahaan (sesuai kebutuhan)
Information disclosure in the Company’s website
(as required)
• Pertemuan dengan analis
Meeting with analyst
• Kesejahteraan
Welfare
• Kesetaraan dan keadilan dalam penilaian • Pendidikan dan pelatihan (sesuai kebutuhan)
kinerja, pengembangan kompetensi, jenjang Education and training (as required)
karir dan remunerasi • Reviu Kinerja (tahunan)
Pegawai Equality and fairness in performance appraisal, Performance review (annually)
Employees competency development, career path and • Perlakuan yang adil dan setara dalam
remuneration pengembangan karir dan remunerasi
• Fasilitas/tempat kerja yang sehat, aman dan Fair and equal treatment in career development
nyaman and remuneration
A healthy, safe and comfortable workplace/
facilities
• Terjalinnya hubungan yang harmonis dan
konstruktif dengan regulator
• Laporan berkala dan insidentil yang disampaikan
Establishing a harmonious and constructive
tepat waktu (sesuai kebutuhan)
relationship with regulators
Pemerintah/Regulator Regular and incidental report submitted on time
• Pemenuhan ijin usaha
Government/Regulator (as required)
Fulfillment of business license
• Rapat konsultasi (sesuai kebutuhan)
• Kepatuhan terhadap peraturan perundang-
Meeting consultation (as required)
undangan
Compliance to prevailing regulations
389
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 390
Pemangku Kepentingan Topik/Harapan terhadap Perseroan Metode dan Frekuensi Pelibatan
Stakeholders Topics/Expectation to the Company Engagement Methods and Frequencies
• Tender pengadaan (sesuai kebutuhan)
Procurement tender (as required)
• Evaluasi pemasok (sekali setahun)
Supplier evaluation (once a year)
• Pertemuan (sesuai kebutuhan)
Proses tender dan seleksi secara terbuka dan
Gathering (as required)
Mitra Bisnis (Pemasok) transparan.
• Perjanjian kerja sama (sesuai kebutuhan)
Business Partners (Suppliers) Tender and selection process, openly and
Work agreement (as required)
transparently.
• Pakta Integritas dengan mitra bisnis untuk
menghindari praktik gratifikasi atau kecurangan
(fraud) lainnya
Integrity Pact with business partners to avoid any
gratification or other fraud practices
• Paparan Publik (setahun sekali)
Public Expose (once a year)
• Keterbukaan informasi dalam website Perseroan
Media Massa Pembaruan informasi tepat waktu. (sesuai kebutuhan)
Mass Media Timely information update. Information disclosure on the Company’s website
(as required)
• Siaran pers (jika diperlukan)
Press release (if necessary)
• Terjalinnya hubungan yang harmonis dengan
masyarakat sekitar menara Perusahaan
Establishing a harmonious relationship with
the community around the Company’s towers
• Meminimalisir dampak operasional Pelibatan masyarakat dalam perencanaan dan
Perusahaan terhadap lingkungan pelaksanaan kegiatan tanggung jawab sosial
Masyarakat
Minimizing the impact of the Company’s perusahaan (sesuai kebutuhan).
Community
operations to the environment Community involvement in planning and implementing
• Berkontribusi terhadap kehidupan ekonomi , corporate social responsibility activities (as required).
sosial dan lingkungan masyarakat sekitar
Contributing to the economic, social and
environmental life of the surrounding
communities
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
390 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 391
Laporan Keberlanjutan
Sustainability Report
Penentuan Topik Material [GRI 3-1, 3-2]
Materiality Analysis [GRI 3-1, 3-2]
Setelah berdiskusi dengan Direksi, Dewan Komisaris ("Dekom"), After discussions with the Board of Directors (“BOD”), Board of
serta eksekutif senior dan manajer pada tahun 2024, kami Commissioners (“BOC”), and senior executives and managers
meyakini bahwa topik material yang kami ungkapkan dalam in 2024, we believe that the material topics highlighted in
Laporan tahun sebelumnya tetap relevan dan mencerminkan isu prior year’s Report are still relevant and constitute the most
keberlanjutan yang paling signifikan bagi kami. Selain itu, seperti material sustainability issues for us. In addition, as we have
yang telah disampaikan sebelumnya, tidak ada perubahan previously mentioned, no significant changes have occurred to
signifikan yang terjadi pada organisasi, bisnis inti, rantai nilai, our organization, core business, value chain, or other business
atau hubungan bisnis lainnya sejak Laporan sebelumnya. relationships since our previous Report. [GRI 3-1]
[GRI 3-1]
Dalam upaya kami melakukan validasi terhadap topik material To solidify the material topics that we have chosen, we took
yang telah dipilih, kami juga mempertimbangkan interaksi notes from conversations we had with customers, auditors,
dengan pelanggan, auditor, dan pihak terkait lainnya. Kami and relevant parties. We also enriched ourselves with the rise
juga memperoleh wawasan dari perkembangan penerapan of sustainability-conscious practices in our field to upgrade
praktik keberlanjutan dalam industri kami untuk memperkaya the content of this Report with other references applicable
konten Laporan ini dengan mencakup penggunaan referensi according to capital market regulators (IDX ESG Matrix).
yang berlaku menurut regulator pasar modal (Matrik ESG IDX). [GRI 2-23]
[GRI 2-23]
Hasil dari proses ini dirangkum dalam tabel berikut. Direksi The results of this process are summarized in the following
dan Dekom memainkan peran penting dalam menentukan table. Our BOD and BOC were instrumental in defining the
isi Laporan ini. Semua topik dan tema telah didiskusikan dan subject matter of this Report. All of the topics and themes
disetujui oleh Direksi dan Dekom. Selama proses penyusunan, were discussed and approved by the BOD and BOC. During
anggota Direksi dan Dekom secara aktif terlibat untuk the writing process, members of the BOD and BOC were also
memberikan masukan mengenai isu keberlanjutan. Seluruh actively engaged to receive their input on sustainability issues.
anggota Direksi dan Dekom telah membaca dan menyetujui All members of the BOD and BOC have read and approved this
Laporan ini. [GRI 2-14] report. [GRI 2-14]
Daftar Topik Material Berdasarkan GRI 2021 [GRI 3-2]
List of Material Topics Based on GRI 2021 [GRI 3-2]
Topik Indeks GRI SDG Terkait
No.
Topics GRI Index Related SDGs
Topik Ekonomi
Economic Topics
Kinerja Keuangan/Ekonomi GRI 201:
1.
Financial/Economic Performance Kinerja Ekonomi | Economic Performance
Dukungan untuk Pemasok Lokal GRI 204:
2.
Support for Local Suppliers Praktik Pengadaan | Procurement Practices
Topik Lingkungan
Environmental Topics
Memerangi Perubahan Iklim,
Menurunkan Dampak terhadap
GRI 302:
3. Lingkungan
Energi | Energy
Combating Climate Change,
Lowering Environmental Footprint
391
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 392
Daftar Topik Material Berdasarkan GRI 2021 [GRI 3-2]
List of Material Topics Based on GRI 2021 [GRI 3-2]
Topik Indeks GRI SDG Terkait
No.
Topics GRI Index Related SDGs
Pengaruh terhadap Sumber Daya
GRI 303:
4. Air
Air dan Efluen | Water and Effluents
Impact on Water Resources
Dampak terhadap Sistem Alam GRI 305:
5.
Impact on Nature System Emisi | Emission
Pengelolaan Limbah GRI 306:
6.
Waste Management Limbah | Waste
Topik Sosial
Social Topics
Perekrutan Karyawan GRI 401:
7.
Employee Recruitment Kepegawaian | Employment
Hak Asasi Manusia perihal Tempat
GRI 403:
Kerja yang Sehat Aman
8. Kesehatan dan Keselamatan Kerja |
Human Rights in Healthy and Safe
Occupational Health and Safety
Work Conditions
GRI 405:
Kesetaraan antar Karyawan
9. Keanekaragaman dan Kesempatan Setara |
Equality Among Employees
Diversity and Equal Opportunity
Memperlakukan Karyawan Setara GRI 406:
10.
Treating Employees Equally Nondiskriminasi | Non-discrimination
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
392 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 393
Laporan Keberlanjutan
Sustainability Report
Komitmen Kebijakan Dan Strategi
Keberlanjutan [GRI 2-23] [OJK A.1]
Policy Commitment and Sustainability Strategy [GRI 2-23]
[OJK A.1]
Tujuan pelaksanaan operasional yang berfokus pada The objective of conducting operation with a focus on
keberlanjutan adalah untuk membina hubungan pihak sustainability is to foster strong relations with internal and
internal dan eksternal guna mewujudkan keberlanjutan bisnis. external parties to achieve business sustainability. The Company
Operasional keberlanjutan juga bertujuan untuk mendukung supports the government through the sustainability operation to
pemerintah dalam membantu pencapaian tujuan pembangunan achieve sustainable development goals. Internally, sustainability
berkelanjutan. Secara internal, keberlanjutan juga berdampak will help to build a harmonious and conducive relationship with
positif dalam membangun hubungan harmonis dan kondusif all stakeholders to support the Company’s vision and mission.
dengan seluruh stakeholders dalam rangka mendukung Sustainable operation hopefully will enhance the Company’s
pencapaian visi dan misi Perseroan. Operasional keberlanjutan reputation and credibility.
diharapkan akan meningkatkan reputasi dan kredibilitas
Perseroan.
Strategi Keberlanjutan Berdasarkan 3P
Sustainable Strategies Based on 3P
People
SUSTAINABILITY
Planet Profit
Strategi keberlanjutan berprinsip 3P (people, profit, planet) The sustainability strategy is based on the 3P principles (people,
berorientasi pada penciptaan nilai tambah kepada pemangku profit, planet) that are oriented to create added value for
kepentingan dan mendukung program pembangunan stakeholders and support sustainable development programs,
berkelanjutan, terutama untuk masyarakat sekitar. Strategi ini especially for the surrounding community. This strategy creates
menciptakan garis besar program kerja keberlanjutan Perseroan an outline of the Company’s sustainability program as follows:
sebagai berikut:
1. Program berkelanjutan tahunan yang disesuaikan dengan 1. Making an annual sustainable program tailored to
kebutuhan pemangku kepentingan. stakeholders’ needs.
2. Mengelola program TJSL terintegrasi yang dapat dimonitor, 2. Managing an integrated TJSL program that can be
termasuk dalam hal pengelolaan dana. monitored, including its funding management.
3. Melakukan pelaporan berkelanjutan melalui Integrated 3. Submitting continuous sustainable reports through
Reporting yang disesuaikan dengan perundang-undangan Integrated Reporting according to international laws and
dan standar internasional. standards.
393
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 394
Menanamkan Budaya Keberlanjutan Secara
Berkesinambungan [GRI 2-24] [OJK F.1]
Embedding the Sustainability Culture Continously [GRI 2-24]
[OJK F.1]
GMF memiliki sejumlah budaya korporasi untuk membantu GMF upholds several corporate cultures to enhance the
menjalankan bisnis Perseroan dengan lebih baik. Hal ini penting Company’s operation to be better. This ensures that operational
untuk memastikan aktivitas operasional Perseroan berjalan activities align with strong corporate values, facilitating the
sesuai dengan nilai korporasi yang baik untuk memastikan achievement of business objectives beneficial to shareholders
pencapaian tujuan usaha yang bermanfaat bagi pemegang and stakeholders.
saham dan seluruh pemangku kepentingan.
Budaya korporasi yang berlaku di GMF adalah: The corporate cultures at GMF are:
1. Visi dan Misi Usaha 1. Business Vision and Mission
2. Nilai Perusahaan AKHLAK 2. AKHLAK Corporate Values
3. GMF Spirit 3. GMF Spirit
4. Respectful Workplace Policy 4. Respectful Workplace Policy
5. Integritas for GMF People 5. Integrity for GMF People
Budaya korporasi tersebut telah menjadi satu kesatuan dan These corporate cultures are integrated into the Company’s
saat ini telah digunakan Perseroan untuk menjadi budaya practices to foster a sustainable culture that governs daily
keberlanjutan yang membantuk praktik bisnis sehari-hari. business operations. It is the responsibility of all employees
Menjadi tanggung jawab seluruh pegawai untuk mengamalkan to embody these corporate cultures in their daily practices.
setiap budaya korporasi sebagai budaya keberlanjutan dalam Each statement of corporate culture serves as a fundamental
praktik bisnis sehari-hari. Setiap pernyataan dari budaya principle guiding interactions among employees and partners,
korporasi telah menjadi prinsip dasar dalam berinteraksi baik forming the foundation for workplace behavior.
antar sesama karyawan maupun terhadap mitra kerja serta
menjadi landasan dalam berperilaku di tempat kerja.
Budaya korporasi GMF telah diinformasikan kepada seluruh GMF’s corporate culture is communicated to and applicable for
pegawai dan berlaku bagi seluruh Insan GMF termasuk anggota all employees, including members of the Board of Commissioners
Dewan Komisaris dan Direksi, serta para organ pendukungnya. and Directors, and their supporting organs. Continuous efforts
Upaya penanaman budaya korporasi dan internalisasi yang are made to reinforce and internalize corporate culture through
lebih intensif terus dilakukan melalui berbagai saluran media various internal media channels of GMF, including a dedicated
internal GMF mencakup intranet khusus untuk pegawai, email intranet for employees, email communication, and banners.
blast, serta spanduk.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
394 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 395
Laporan Keberlanjutan
Sustainability Report
Kendala, Tantangan, Dan Peluang [OJK E.5]
Obstacles, Challenges, and Opportunities [OJK E.5]
Secara garis besar, upaya keberlanjutan yang dijalankan Overall, the Company’s sustainability endeavors have been
Perseroan telah berjalan dengan baik dan tercermin dalam successful, evident in its daily business practices. GMF continues
praktik bisnis yang dijalankan Perseroan setiap harinya. to make economic contributions, positively affect the society,
Perseroan tetap mampu berkontribusi secara ekonomi, preserve the environment, and protect the human rights of its
memberikan dampak positif bagi masyarakat, membantu employees. However, the current challenge lies in maintaining
melestarikan lingkungan, dan melindungi hak asasi manusia this positive performance consistently and expanding
dari para pegawai. Dengan demikian, tantangan yang dihadapi sustainability efforts for broader and long-term benefits.
Perseroan saat ini adalah konsistensi dalam mempertahankan
kinerja positif dan mengembangkan upaya keberlanjutan agar
dapat memberikan dampak yang lebih luas dan bermanfaat
secara jangka panjang.
Konsistensi menjadi sebuah tantangan namun juga menjadi Consistency poses both a challenge and an opportunity when
peluang ketika Perseroan berhasil meningkatkan kinerja dan the Company has to strive in sustaining its positive performance,
memperluas cakupan komitmen ke dalam aspek operasional yet it offers opportunities for improvement and broadening
lainnya. Perseroan akan mendorong karyawan untuk commitments to other operational aspects. The Company plans
mengikuti berbagai program pelatihan terkait keberlanjutan to encourage employee participation in various sustainability-
untuk memperkaya kebijakan internal dan meningkatkan related training programs to enhance internal policies and daily
penerapannya di dalam aktivitas operasional sehari-hari. business practice. By responsibly managing operational waste,
Saat menjalankan bisnis yang bertanggung jawab dalam hal reducing emissions, and fostering a culture of energy efficiency,
keberlanjutan, seperti saat mengelola limbah operasional, GMF can indirectly bolster its business operations.
mengurangi emisi, dan menekankan budaya sadar efisiensi
energi, secara tidak langsung akan berdampak positif terhadap
bisnis Perseroan.
Dukungan dari pemangku kepentingan akan memastikan Stakeholder support is crucial for ensuring the continuity of
keberlangsungan bisnis GMF dan memastikan aktivitas GMF’s business and seamless operational activities without
operasional berjalan dengan lancar tanpa adanya hambatan. any obstacle.
395
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 396
Memaksimalkan Kinerja Ekonomi
Maximizing Economic Performance
PENGUNGKAPAN MANAJEMEN DISCLOSURE OF MATERIAL
TOPIK MATERIAL [GRI 3-3] TOPIC MANAGEMENT [GRI 3-3]
Kinerja ekonomi merupakan salah satu topik material yang Economic performance is one of the material topics that
menjadi perhatian utama dalam pelaporan keberlanjutan becomes a key focus in the Company’s sustainability reporting.
Perseroan. Hal ini dikarenakan kinerja ekonomi tidak hanya This is because economic performance not only reflects business
mencerminkan keberlanjutan bisnis, tetapi juga memiliki sustainability but also has a broad impact on shareholders,
dampak luas bagi pemegang saham, pemangku kepentingan, stakeholders, and society. By ensuring stable economic growth,
dan masyarakat. Dengan memastikan pertumbuhan ekonomi the Company can continue its operations sustainably and
yang stabil, Perseroan dapat terus menjalankan operasionalnya provide long-term benefits to various parties.
secara berkelanjutan serta memberikan manfaat jangka panjang
bagi berbagai pihak.
Pencapaian kinerja ekonomi yang positif berdampak langsung The achievement of positive economic performance directly
pada peningkatan nilai bagi pemegang saham, kontribusi contributes to increasing shareholder value, supporting national
terhadap pendapatan negara melalui pembayaran pajak, revenue through tax payments, ensuring employee welfare
kesejahteraan karyawan melalui pemberian remunerasi yang through fair remuneration, and maintaining stable business
layak, serta kesinambungan hubungan bisnis dengan para mitra relationships with partners. Additionally, a strong economic
usaha. Selain itu, kinerja ekonomi yang solid juga memungkinkan performance enables an increased budget allocation for TJSL
peningkatan anggaran program TJSL, yang pada akhirnya programs, ultimately benefiting the surrounding communities.
memberikan manfaat bagi masyarakat sekitar.
Dalam mengelola kinerja ekonomi, Perseroan menjunjung In managing economic performance, the Company upholds
tinggi transparansi dan akuntabilitas. Setiap informasi transparency and accountability. All financial information is
mengenai kinerja keuangan diungkapkan secara jelas melalui clearly disclosed through periodic reports, public presentations,
laporan berkala, paparan publik, serta mekanisme komunikasi and other communication mechanisms accessible to
lainnya yang dapat diakses oleh pemegang saham, pemangku shareholders, stakeholders, regulators, and the public. This
kepentingan, regulator, dan masyarakat luas. Pendekatan ini approach not only reflects the Company’s commitment to good
tidak hanya mencerminkan komitmen Perseroan terhadap tata corporate governance but also encourages all employees to
kelola perusahaan yang baik, tetapi juga mendorong seluruh perform their duties with integrity and adherence to the internal
karyawan untuk menjalankan tugasnya dengan penuh integritas control policies in place.
dan kepatuhan terhadap kebijakan pengendalian internal yang
berlaku.
NILAI EKONOMI [GRI 201-1] ECONOMIC VALUE [GRI 201-1]
Nilai Ekonomi yang Diperoleh dan Didistribusikan
Generated and Distributed Economic Value
KETERANGAN 2024 2023 2022
DESCRIPTION (USD) (USD) (USD)
Nilai Ekonomi yang Dihasilkan
Generated Economic Value
Pendapatan Usaha
421,223,186 373,206,984 238,703,893
Revenue
Jumlah Nilai Ekonomi yang Dihasilkan (A)
421,223,186 373,206,984 238,703,893
Total Generated Economic Value (A)
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
396 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 397
Laporan Keberlanjutan
Sustainability Report
Nilai Ekonomi yang Diperoleh dan Didistribusikan
Generated and Distributed Economic Value
KETERANGAN 2024 2023 2022
DESCRIPTION (USD) (USD) (USD)
Nilai Ekonomi yang Didistribusikan
Distributed Economic Value
Beban Usaha*
379,219,103 345,505,584 213,836,674
Operating Expenses
Beban Pajak Penghasilan
2,155,930 438,665 1,874,974
Income Tax Expense
Jumlah Penyaluran Dana TJSL 12,713.18
21,810.41 517,540
Funding to finance the TJSL
Jumlah Nilai Ekonomi yang Didistribusikan (B)
381,396,843 355,450,487 311,462,838
Total Distributed Economic Value (B)
Nilai Ekonomi yang Ditahan (A-B)
39,826,343 17,756,497 (72,758,945)
Retained Economic Value (A-B)
Catatan:
*Beban Usaha sudah mencakup Beban Pegawai, Beban Material, dan beban operasional lainnya sesuai yang disajikan dalam Laporan Keuangan Teraudit untuk Tahun
Buku 2024.
Notes:
*Operating Expenses have covered Emplyoee Expenses, Material Expenses, and other operating expenses in accordance with the information presented in the
Audited Financial Statements for the Financial Year of 2023.
Jumlah nilai ekonomi yang dihasilkan Perseroan didapatkan The economic value generated by the Company primarily stems
hanya dari pendapatan usaha yang dapat dianalisa dalam tiga from business income, which can be divided into three main
komponen utama yaitu Reparasi dan Overhaul, Perawatan, dan components: Repairs and Overhaul, Maintenance, and Other
Operasi Lain-Lain. Perseroan tidak menghasilkan pendapatan dari Operations. The Company does not generate income from
sumber lain, termasuk instrument keuangan dari hasil penawaran other sources, such as financial instruments resulting from
umum bersifat ekuitas. Sedangkan jumlah nilai ekonomi yang equity public offerings. Meanwhile, the distributed economic
didistribusikan mencakup beban usaha, beban pegawai (biaya gaji value was paid for business expenses, employee expenses
dan tunjangan pegawai, insentif, biaya kontribusi dana pensiun, (including salaries and employee benefits, incentives, pension
imbalan kerja, dan biaya pegawai lainnya), pembayaran pajak fund contribution costs, employee rewards, and other employee
penghasilan, dan penyaluran dana TJSL. costs), income tax payments, and fundings for TJSL.
Pada tahun 2024, nilai ekonomi yang ditahan mencapai USD39,83 In 2024, the retained economic value reached USD39.83
juta. Nilai ini lebih tinggi 124,2% dari tahun sebelumnya ketika GMF million. This figure marks a 124,2% increase compared to the
mencatatkan nilai positif pada nilai ekonomi yang ditahan, yaitu previous year when GMF reported a retained economic value
sebesar USD17,76 juta. Terjadi peningkatan pada pendapatan of USD17,76 million. This increase in retained economic value
usaha yang menyebabkan perbedaan nilai ekonomi yang ditahan between 2024 and 2023 was primarily due to the increase in
pada tahun 2024 dibandingkan 2023. revenues.
Perseroan mengalami peningkatan nilai dari negatif menjadi The Company faced negative retained economic value during
positif pada periode tahun 2023-2024 pada nilai ekonomi yang the 2023-2024 period, despite an increase in revenues.
ditahan yang disebabkan oleh pendapatan usaha Perseroan However, this rise was insufficient to cover expenses and
pada tahun tersebut juga mengalami peningkatan. Peningkatan liabilities associated with the distributed portion of economic
ini kemudian mampu untuk menutupi menutupi beban dan value. This situation was caused by the travel restrictions
kewajiban pada porsi nilai ekonomi yang didistribusikan. Hal ini imposed due to the high number of COVID-19 cases, leading
juga berbanding lurus dengan nilai ekonomi pada tahun 2024 to a negative equity value for the Company. As the aviation
yang juga mengalami peningkatan seiring dengan bertumbuhnya industry gradually rebounds and travel restrictions are lifted,
397
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 398
industri perawatan pesawat di masa pasca pandemi sehubungan GMF enjoys revenue growth that will surpass its obligations,
dengan membaiknya industri penerbangan. Kondisi ini resulting in positive retained economic value for 2023. This
mengakibatkan GMF mampu melampaui kewajiban dan underscores GMF’s ability to capitalize on opportunities for
menghasilkan nilai ekonomi ditahan yang positif pada tahun industry improvement.
2024 yang membuktikan bahwa GMF mampu mengambil
kesempatan dari peluang perbaikan industri.
Seiring dengan peningkatan pendapatan, Perseroan mampu Furthermore, in line with the revenue increase, the Company
memberikan kontribusi lebih besar kepada negara melalui has substantially increased its contribution to the country by
peningkatan pembayaran pajak penghasilan menjadi USD6.85 enhancing income tax payments to USD6.85 million compared
juta dibandingkan tahun sebelumnya sebesar USD438.66 ribu. to USD438.66 thousand in the previous year.
IMPLIKASI FINANSIAL DAN FINANCIAL IMPLICATIONS AND OTHER
RISIKO LAINNYA AKIBAT RISKS DUE TO CLIMATE CHANGE [GRI 201-2]
PERUBAHAN IKLIM [GRI 201-2]
Isu perubahan iklim telah menjadi perhatian serius secara global, The issue of climate change has gained significant global
termasuk di Indonesia. Perseroan juga memperhatikan isu ini attention, including in Indonesia. The Company is also deeply
sebagai salah satu pertimbangan dalam melakukan aktivitas concerned about this matter and being mindful of climate
operasional, terutama yang berkaitan dengan maintenance change implications in its operational activities, particularly
dan reparasi pesawat. those associated with aircraft maintenance and repair.
Operasional maintenance yang dilakukan GMF menghasilkan GMF’s maintenance operations generate waste, including B3
limbah yang terdiri dari limbah B3 dan limbah lainnya. (hazardous) waste and other forms of waste, as elaborated
Penjelasan lebih lanjut dapat ditemukan pada pembahasan in the Environmental Conservation Efforts section of this
Upaya Pelestarian Lingkungan dalam Laporan Keberlanjutan ini. Sustainability Report.
Pengelolaan limbah operasional telah dilakukan sejak pertama Operational waste management has been a priority for GMF
kali GMF dibentuk. Perseroan mengikuti standar operasional since being founded in the first time. The Company adheres
sesuai regulasi yang berlaku dan selalu mengembangkan to operational standards stipulated by relevant regulations
diri untuk mengikuti ketentuan yang ada. Implikasi finansial and continually improves its practices to ensure compliance.
dari aktivitas ini tidak membawa dampak material karena Financially, waste management activities have not generated
pengelolaan limbah sudah menjadi bagian dari aktivitas any material impact as they are integrated into GMF’s daily
operasional GMF sehari-hari. Selain itu pengelolaan limbah juga operations. Moreover, waste management activities have no
tidak mendatangkan risiko lainnya yang dapat mempengaruhi additional risks that could adversely affect GMF; rather, they
GMF, bahkan sebaliknya, GMF turut berkontribusi dalam contribute positively to preserving the nature, particularly by
melindungi kelestarian bumi, terutama dari sisi pencemaran mitigating pollution and safeguarding water quality.
yang dapat mempengaruhi kualitas air.
Untuk memastikan pengelolaan lingkungan dan limbah, pada To ensure environmental and waste management, in 2024,
tahun 2024 Perusahaan mendapatkan Renewal atas Sertifikasi the Company obtained the renewal of the ISO 14001:2015
ISO 14001:2015 untuk Sistem Manajemen Lingkungan. certification for the Environmental Management System.
IMPLIKASI PASCA-KERJA EMPLOYEES POST-EMPLOYMENT
PEGAWAI [GRI 2-30, 201-3] BENEFITS IMPLICATION [GRI 2-30, 201-3]
Perseroan memberikan imbalan pascakerja untuk karyawan The Company provides post-employment benefits to employees
sesuai dengan Undang-Undang Ketenagakerjaan No. 13/2003. in accordance with Employment Law No. 13/2003. In 2021, the
Pada tahun 2021, Perusahaan telah menerapkan Undang- Company has implemented Law No. 11 of 2020 concerning
Undang No. 11 Tahun 2020 tentang Cipta Kerja. Job Creation.
Perseroan menyediakan imbalan pasca-kerja berupa program The Company provides post-employment defined benefitand
manfaat pasti dan imbalan kerja jangka panjang lain untuk other long-term benefits covering its qualifying employees
karyawan yang memenuhi persyaratan program. Sesuai dengan for each program. In accordance with the amendments to the
amandemen Perjanjian Kerja Bersama (PKB) dan Peraturan Cooperation Employment Agreement (PKB) and the Company
Grup (PP) pada tahun 2016, Perseroan menyelenggarakan Regulation (PP) in 2016, the Company provides an additional
tambahan program pensiun iuran pasti GMF memiliki program defined contribution pension plan GMF has a PPMP program
PPMP (manfaat pasti) ke DPGA dan DPLK ke BNI. Perseroan (defined benefit) to DPGA and DPLK to BNI.The Company
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
398 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 399
Laporan Keberlanjutan
Sustainability Report
membayar kontribusi iuran sebesar 6% dari gaji dasar pegawai pays a contribution fee of 6% of employees’ basic salaries and
dan ditambah iuran khusus untuk pegawai yang akan pensiun. additional specific contributions for retiring employees.
Beban iuran pasti yang diakui dalam beban operasi sebesar Contribution expenses recognised under operating expenses
USD868 ribu pada tahun 2024. amounted to USD868 thousand in 2024.
BANTUAN FINANSIAL YANG DITERIMA FINANCIAL ASSISTANCE RECEIVED
DARI PEMERINTAH [GRI 201-4] FROM GOVERNMENT [GRI 201-4]
Sepanjang tahun 2024, Perseroan tidak mendapatkan bantuan Throughout 2024, the Company did not receive financial
finansial dari pemerintah. Namun demikian, dengan Kebijakan assistance from the government. However, the “Bonded &
Ekonomi yang dikeluarkan oleh pemerintah yaitu “Bonded Inventory Control” policy issued by the government regarding
& Inventory Control” terkait penetapan tarif 4 HS serta the 4 HS tariff and the exemption/amendment of the 21 HS
pembebasan/perubahan persentase Bea Masuk (BM) 21 HS Code of Import Duty (BM) to 0% greatly eased the Company’s
Code menjadi 0% sangat meringakan beban Perseroan karena expenses in terms of imported parts for aircraft maintenance.
diberlakukan untuk kategori part yang sering diimpor oleh GMF
guna menunjang perawatan pesawat.
PROPORSI PENGELUARAN UNTUK SPENDING PROPORTION FOR
PEMASOK LOKAL [GRI 204-1] LOCAL SUPPLIERS [GRI 204-1]
Selama tahun 2024, Perseroan telah mengalokasikan In 2024, the Company spent Rp54.12 billion for local suppliers
pengeluaran untuk pemasok lokal sebesar Rp54.12 miliar which consisted of 2 local companies.
yang terdiri dari 2 perusahaan pemasok lokal.
Supplier is also an important part for the Company to ensure its
Keberadaan pemasok sangat penting bagi kelancaran
business runs smoothly and the Company always emphasizes
usaha dan Perseroan selalu menekankan proses
pengadaan yang transparan dan adil. Perseroan a transparent and fair procurement process. The Company
memastikan hak dan kewajiban pemasok selalu terpenuhi creates a working contract with legal force to ensure that
melalui kontrak kerja yang berkekuatan hukum untuk the rights and obligations of suppliers are always fulfilled and
menjaga tingkat kepercayaan kedua belah pihak. maintain the trust level of both parties.
Pemasok Barang dan Jasa
Suppliers of Goods and Services
Jumlah Pemasok Nilai Kontrak Pekerjaan (Rp Juta) di luar PPN 10%
Asal Pemasok Total Suppliers Contract Values (Rp Million) Excluding 10% VAT
Suppliers’ Origins
2024 2023 2024 2023
Pemasok Barang
Supplier of Goods
Nasional
0 0 0 0
National
Lokal
2 3 54,124,981,650 1,925,674,139.96
Local
Jumlah
2 3 54,124,981,650 1,925,674,139.96
Total
Pemasok Jasa
Supplier of Services
Nasional
94 18 28,270,102,425 9,960,692,808.12
National
Lokal
14 18 80,396,213,975 79,423,361,803.00
Local
Jumlah
108 36 108,666,316,400 89,384,054,611.12
Total
399
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 400
Upaya Pelestarian Lingkungan
Environmental Conservation Efforts
PENGUNGKAPAN MANAJEMEN DISCLOSURE OF MATERIAL
TOPIK MATERIAL [GRI 3-3] TOPIC MANAGEMENT [GRI 3-3]
Perseroan memastikan bahwa proses operasional tidak The Company always makes sure that the operation does not
memberikan dampak negatif terhadap lingkungan hidup, harm the environment, especially the surrounding area. The
terutama daerah sekitar operasi. Pengelolaan kegiatan sosial environmental and health management is under the Quality,
bidang lingkungan dan kesehatan dilaksanakan oleh unit Quality, Health, Safety and Environment (QHSE) unit that lies under the
Health, Safety and Environment (QHSE), yang berada di bawah Corporate Affairs & HSE Department. This unit manages several
Dinas Corporate Affairs & HSE. Unit ini mengelola sejumlah aspects of environment and occupational health and safety
aspek yang berkaitan dengan lingkungan hidup dan kesehatan, (OHS) according to the ISO 14001:2015 of Environmental
keselamatan kerja (K3) yang sesuai sertifikasi ISO 14001:2015 Management System (SML). The discussion this time focuses on
Sistem Manajemen Lingkungan (SML). Pembahasan kali ini the management function in the environmental sector, while the
difokuskan kepada fungsi pengelolaan di bidang lingkungan, discussion related to OHS is available in the Appreciation and
sedangkan pembahasan terkait K3 dapat dibaca di pembahasan Protection of Our Employees after this discussion. Additionally,
mengenai Menghargai dan Melindungi Pegawai setelah the environmental program with impact on the community has
pembahasan ini. Sedangkan pembahasan program lingkungan been disclosed in the TJSL programs.
yang bermanfaat bagi masyarakat telah diungkapkan dalam
program TJSL.
Perseroan memiliki sertifikasi ISO 14001:2015 Sistem The Company has ISO 14001:2015 Environmental Management
Manajemen Lingkungan (SML) yang baru diperpanjang pada System (SML) certification which has been extended on
tanggal 13 September 2024 dan berlaku hingga tanggal 3 September 13, 2024, and is valid until April 3, 2027 after
April 2027 setelah proses renewal Audit ISO 14001:2015 a renewal Audit of ISO 14001:2015 has completed. This
selesai dilaksanakan. Sertifikasi ini merupakan sertifikasi certification is an international certification on environmental
berstandar internasional mengenai pengelolaan lingkungan management to identify internal, external, and environmental
untuk mengidentifikasi isu internal, eksternal, dan dampak issues.
lingkungan.
Sistem ini diharapkan dapat membantu Perseroan This system is expected to help the Company minimize the
meminimalkan dampak negatif dari kegiatan operasional dan negative impact of the operation and bring a positive impact
memberikan dampak positif bagi lingkungan. Sistem ini juga on the environment. This system is also integrated with the
menjadi bagian integrasi dari sistem manajemen perusahaan overall management system which includes the organizational
secara keseluruhan yang meliputi struktur organisasi, tanggung structure, responsibilities, procedures, processes, and resources
jawab, prosedur, proses, serta sumber daya dalam mewujudkan in realizing environmental policies.
kebijakan lingkungan.
AKTIVITAS TAHUN 2024 ACTIVITIES IN 2024
Perseroan telah menjalankan sejumlah aktivitas untuk menjaga The Company has conducted several activities to protect the
lingkungan hidup dari dampak negatif aktivitas operasi sebagai environment from the negative impacts of operations as follows:
berikut:
1. Pelaksanaan Zero Budget untuk pengelolaan Hazardous 1. Implementation of Zero Budget for Hazardous Waste
Waste Management; Management;
2. Pelaksanaan program Earth Hour; 2. Implementation of Earth Hour program;
3. Pelaksanaan audit internal HSE berdasarkan ISO 3. Implementation of HSE internal audit based on ISO 14001:
14001:2015; 2015;
4. Pelaksanaan audit renewal SIO 14001:2015; 4. Implementation of SIO 14001: 2015 renewal audit;
5. Pelaksanaan pengendalian dan pemantauan lingkungan, 5. Implementation of environmental control and monitoring,
bekerja sama dengan penyedia jasa laboratorium lingkungan in collaboration with certified environmental laboratory
bersertifikasi; service providers;
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
400 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 401
Laporan Keberlanjutan
Sustainability Report
6. Pelaksanaan pelaporan elektronik pengelolaan limbah B3 6. Implementation of electronic reporting of hazardous waste
per 3 bulan kepada Kementerian Lingkungan Hidup dan management per 3 months to the Ministry of Environment
Kehutanan melalui sistem SIMPEL Kementerian Lingkungan and Forestry through the SIMPEL system of the Ministry
Hidup dna Kehutanan; of Environment and Forestry;
7. Melakukan pengangkutan limbah secara rutin untuk 7. Conducting routine transportation of waste to minimize
meminimalisir pencemaran; pollution;
8. Penyediaan fasilitas TPS limbah organik, anorganik, dan B3 8. Provision of TPS facilities for organic, inorganic and B3
termasuk di dalamnya kelengkapan simbol/label; waste including the completeness of symbols/labels;
9. Penerapan program Continuous Saving Energy, yaitu 9. Implementation of the Continuous Saving Energy program,
pengurangan penggunaan energi Listrik berupa pemadaman which is a reduction in the use of electrical energy in the
lampu kantor pada waktu istirahat, pengurangan form of turning off office lights during breaks, reducing the
penggunaan AHU setelah office hours (setelah pukul 16.00 use of AHU after office hours (after 16.00 WIB);
WIB);
10. Penerapan program pemadaman area Perseroan setiap 10. Implementation of the Company’s area blackout program
akhir bulan selama 1 jam; at the end of each month for 1 hour;
11. Penerapan solar cell sebagai penghasil energi tambahan 11. Implementation of solar cells as an additional energy
yang terpasang di Gedung Maintenance Support Facility producer installed in the Maintenance Support Facility
(MSF) dan Gedung Ground Support Equipment (GSE); (MSF) Building and Ground Support Equipment (GSE)
Building;
12. Kebijakan Walk to Work di area kantor dan perjalanan 12. Walk to Work policy in the office area and official travel
kedinasan dengan meminimalisir utilisasi shuttle bus by minimizing the utilization of employee shuttle buses.
karyawan.
PERIZINAN LINGKUNGAN ENVIRONMENTAL PERMIT
Perseroan telah memiliki izin lingkungan untuk melaksanakan The Company has an environmental permit issued by
kegiatan operasional yang diterbitkan oleh Pemerintah Kota the Tangerang City Government to carry out operational
Tangerang. Izin tersebut mencakup Dokumen Izin Lingkungan activities. Those permits include Environmental Permit
berupa Dokumen Evaluasi Lingkungan Hidup (DELH) dan Documents of Environmental Evaluation Documents (DELH)
Analisis Mengenai Dampak Lingkungan (AMDAL) ketika and Environmental Impact Analysis (AMDAL) when finished
melakukan pembangunan Hangar 4. Perseroan telah memenuhi constructing the new Hangar 4. The Company has fulfilled
kewajiban pembuatan Laporan Rencana Pengelolaan dan the obligation to prepare the Environmental Management
Pemantauan Lingkungan (RKL-RPL) ketika memenuhi perizinan and Monitoring Plan Report (RKL-RPL) when filling out the
lingkungan tersebut. Laporan telah diberikan pada instansi environmental permit. Those reports have been submitted to the
terkait, yaitu Dinas Lingkungan Hidup dan Kehutanan Provinsi relevant agencies including the Banten Province Environment
Banten, Dinas Lingkungan Hidup Kota Tangerang, dan Pusat and Forestry Service, the Tangerang City Environmental Service,
Pengendalian Pembangunan Ekoregion Jawa. and the Java Ecoregion Development Control Center.
PENANGANAN INSIDEN YANG HANDLING INCIDENTS THAT
MENCEMARI LINGKUNGAN POLLUTE THE ENVIRONMENT
Perseroan terus berupaya untuk mengelola dan memantau The Company continues to manage and monitor the
lingkungan dari dampak negatif operasional usaha melalui environment from any negative impact of operation through
Prosedur HSE 6-01 tentang Pemantauan dan Pengukuran HSE Procedure 6-01 concerning Monitoring and Measurement
Kinerja HSE. Pengukuran dilaksanakan berdasarkan dokumen of HSE Performance. The measurement is based on DELH and
DELH dan AMDAL yang telah dimiliki Perseroan. Jika terjadi AMDAL that the Company owns. If there is a discrepancy, when
ketidaksesuaian, seperti hasil pengukuran tidak memenuhi the result does not meet the quality standard, an HSE Inspection
baku mutu, maka akan dilaksanakan Inspeksi K3L sesuai dengan will be carried out according to the HSE 5-13 Procedure as
Prosedur HSE 5-13 yang berujung pada penerbitan evaluasi dan a basis for evaluation and recommendations in the QHSE
rekomendasi dalam dokumen QHSE Report. Pada tahun 2024, Report. In 2024, in general, the environmental measurement
401
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 402
secara garis besar, hasil pengukuran lingkungan memenuhi baku had met the standards reference (wastewater quality, ambient
mutu yang menjadi acuan (kualitas air limbah, kualitas udara air quality, air emission-quality from stationary sources, and
ambien, kualitas emisi udara dari sumber tidak bergerak, dan environmental noise).
kebisingan lingkungan).
PENGGUNAAN MATERIAL MATERIAL USAGE AND
DAN UPAYA EFISIENSI EFFICIENCY EFFORTS
Material merupakan bahan-bahan/materi-materi dasar yang Materials are the basic materials that the Company used in
digunakan dalam kegiatan yang dilakukan Perseroan. Material the operation. The materials in business processes include fuel
yang digunakan dalam proses bisnis mencakup bahan bakar oil (diesel) for transportation of ground support equipment,
minyak (solar) untuk transportasi ground support equipment, hazardous and toxic materials (B3) or chemicals, and paper
bahan berbahaya dan beracun (B3) atau kimia, serta penggunaan for administration purposes. These raw materials are not
kertas untuk administrasi. Bahan baku tersebut bukan bahan taken directly from nature but are purchased from suppliers.
baku yang langsung diambil dari alam (raw material), melainkan Information on how much material the Company used in 2024
dibeli dari pemasok eksternal (supplier). Informasi volume is as follows:
penggunaan material pada tahun 2024 adalah sebagai berikut:
Kenaikan (Penurunan)
Jenis Material Satuan Volume 2024 Volume 2023
Increase (Decrease)
Material Type Unit 2024 Volume 2023 Volume
2023-2024
Solar
Liter 207,778 397,879 -47.78%
Solar
Kimia
Ton 273,062 830,44 32.77%
Chemistry
Kertas
Rim 24,137.71 20,015.16 20.60%
Paper
Pada tahun 2024 terjadi penurunan solar menjadi 207,778 In 2024 there was a decrease in diesel fuel to 207.778 liters or
liter atau 47.78% lebih rendah dari tahun 2024. Penurunan ini 47.78% lower than in 2024. This decrease occurred due to more
terjadi karena penggunaan solar yang lebih efisien, serta proses efficient use of diesel fuel, as well as a better control process in
kontrol yang lebih baik dalam pembelian solar. Penggunaan purchasing diesel fuel. The Company’s chemical material usage
material kimia Perseroan pada tahun 2024 juga menurun in 2024 also decreased to 273,062 tons or 32.77% lower than in
menjadi sebesar 273,062 ton atau 32.77% lebih rendah 2023. This is due to more efficient use of chemical materials, as
dibandingkan tahun 2023. Hal ini dikarenakan penggunaan well as better control process in purchasing chemical materials.
material chemical yang lebih efisien, serta proses kontrol yang
lebih baik dalam pembelian material kimia.
Perseroan terus menjaga penggunaan material kimia dengan The Company continues to maintain the use of chemical
terus mempertahankan sistem consignment yang terbilang materials by maintaining an effective consignment system.
efektif. Melalui sistem ini, ketika material tersebut tidak Through this system, when the material is not used in the
digunakan di Perseroan maka dapat dikembalikan kembali Company, it can be returned back to the supplier. This is the
ke pihak supplier. Ini merupakan upaya Perseroan dalam Company’s effort to reduce the generation of B3 waste from
mengurangi timbulan limbah B3 dari sumber. the source.
Sementara itu, penggunaan material kertas tahun 2024 Meanwhile, the use of paper material in 2024 has increased
mengalami peningkatan menjadi sebesar 24,137.71 rim atau to 24,137.71 reams or increased by 20.60% compared to
naik 20.60% dibandingkan tahun 2023. Hal ini dikarenakan 2023. This is due to the use of more paper than the previous
penggunaan kertas yang lebih banyak dibanding tahun year adjusted to the business needs of the Company. Various
sebelumnya disesuaikan dengan kebutuhan bisnis dari initiatives that continue to be carried out from year to year are:
Perseroan. Berbagai inisiatif yang terus dilakukan dari tahun
ke tahun yaitu:
1. Dokumen internal dan eksternal dibuat dalam bentuk soft 1. Internal and external documents are made in soft copy
copy dengan pengesahan berupa barcode atau e-signature; with attestation in the form of a barcode or e-signature;
2. Pembatasan penggunaan printer, dokumen diarahkan dalam 2. Restrictions on the use of printers, documents are directed
bentuk soft copy; in the form of soft copies;
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
402 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 403
Laporan Keberlanjutan
Sustainability Report
3. Penggunaan printer log-in system sehingga karyawan dapat 3. The use of a printer log-in system so that employees can
memilih terlebih dahulu file yang akan dicetak dan dapat pre-select files to be printed and can cancel printing plans;
membatalkan rencana pencetakan;
4. Efisiensi penggunaan kertas dalam aktivitas Perseroan; 4. Efficiency of paper usage in the Company’s activities;
5. Penggunaan kertas reuse dan cetak bolak-balik untuk 5. Use of reuse paper and back-to-back printing for work
dokumen kerja; documents;
6. Kampanye penghematan kertas melalui stiker yang 6. Paper saving campaign through stickers attached to printers
ditempelkan pada mesin printer dan fotocopy. and photocopiers.
EFISIENSI PENGGUNAAN ENERGI EFFICIENT ENERGY USAGE [GRI
[GRI 302-1, 302-3, 302-4] [OJK F.6, F.7] 302-1, 302-3, 302-4] [OJK F.6, F.7]
Perseroan membutuhkan energi listrik dan Bahan Bakar The Company needs electricity and fuel (BBM) from non-
Minyak (BBM) yang berasal dari sumber tidak terbarukan untuk renewable sources. The Company uses electricity from the
menjalankan kegiatan usahanya. Perseroan menggunakan State Electricity Company (PLN) to power the operational
energi listrik yang dihasilkan oleh Perusahaan Listrik Negara facilities and infrastructures. Meanwhile, BBM is used for
(PLN) sebagai sumber daya fasilitas, sarana, dan prasarana yang operational vehicles.
terdapat di lingkungan operasional. Sedangkan BBM digunakan
untuk kendaraan operasional.
Selain menghitung penggunaan energi dalam satuan masing- In addition to calculating the energy individually, the Company
masing, Perseroan juga menghitung penggunaan energi yang also converted the unit into GigaJoule (GJ) with the following
dikonversikan ke dalam satuan energi GigaJoule (GJ) dengan values:
nilai konversi sebagai berikut:
1. 28.58 liter BBM = 1 GJ Energi 1. 28.58 liters of fuel = 1 GJ of Energy
2. 277.78 kwh listrik = 1 GJ Energi 2. 277.78 kwh of electricity = 1 GJ of Energy
Informasi volume penggunaan energi pada tahun 2024 adalah Information on the volume of energy usage in 2024 is as follows:
sebagai berikut:
Penggunaan Energi Pada Tahun 2024
Energy Usage in 2024
Kenaikan (Penurunan)
Jenis Material Satuan Volume 2024 Volume 2023
Increase (Decrease)
Material Type Unit 2024 Volume 2023 Volume
2022-2023
BBM
Liter 309,807.00 334,450 (7.37%)
Fuel
Listrik [ESG E-03]
Kwh 20,532,551 19,453,362 5.55%
Electricity
BBM
GJ 10,839.99 11,702.2 (7.37%)
Fuel
Listrik
GJ 73,916.5 70,031.5 5.55%
Electricity
Jumlah
GJ 84,756.49 81,733.7 3.70%
Total
Pendapatan
USD 425,058,841 373,206,984 13.89%
Revenue
Intensitas Penggunaan
Energi GJ/USD 0.000199398 0.000219002 (8.95%)
Energy Usage Intensity
403
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 404
Tabel menunjukkan penggunaan energi Perseroan sepanjang The table shows that the Company’s energy use in 2024
tahun 2024 bertambah menjadi 84,756.49 GJ atau 3.70% increased to 84,756.49 GJ or 3.70% higher than the previous
lebih tinggi dibandingkan tahun sebelumnya. Akan tetapi, ada year. However, there are several ways to reduce this figure
beberapa cara untuk menekan angka tersebut dengan cara by way of Reduction, which is the result of the Company’s
Pengurangan, yang merupakan hasil dari upaya Perseroan continuous efforts to reduce energy consumption as follows:
secara berkelanjutan untuk mengurangi konsumsi energi [OJK F.12]
sebagai berikut: [OJK F.12]
1. Penerapan program Continuous Saving Energy, yaitu 1. Implementation of the Continuous Saving Energy program,
pengurangan penggunaan energi listrik berupa pemadaman which is a reduction in the use of electrical energy in the
lampu kantor pada jam istirahat, pengurangan penggunaan form of turning off office lights during breaks, reducing the
AHU setelah office hour (setelah pukul 16.00 WIB). use of AHU after office hour (after 16.00 WIB).
2. Penerapan program pemadaman area Perseroan setiap 2. Implementation of the Company’s area blackout program at
akhir bulan selama 1 jam. Program ini berhasil melakukan the end of each month for 1 hour. This program succeeded
efisiensi atau penghematan sebesar total 5,724.9 kWh in making efficiency or savings of a total of 5,724.9 kWh
selama tahun 2024. during 2024.
3. Penerapan solar cell sebagai penghasil energi terbarukan 3. Implementation of solar cells as a renewable energy
yang terpasang pada Gedung Maintenance Support Facility producer in a pair of Maintenance Support Facility (MSF)
(MSF) dan Gedung Ground Support Equipment (GSE). and Ground Support Equipment (GSE) buildings. During
Selama tahun 2024, solar cell ini telah menghasilkan energi 2024, these solar cells have produced 1,268.8 kWh of
sebesar 1.268,8 kWh. energy.
4. Pelaksanaan program Walk to Work untuk mengurangi 4. Implementation of Walk to Work program to reduce fuel
konsumsi BBM. consumption.
5. Penggunaan forklift bertenaga baterai untuk area logistic 5. Use of battery-powered forklifts for logistics and warehouse
dan warehouse. areas.
EMISI YANG DIHASILKAN [GRI GENERATED EMISSION [GRI 305-
305-1, 305-2, 305-4, 305-5] [OJK F.11] 1, 305-2, 305-4, 305-5] [OJK F.11]
Emisi Gas Rumah Kaca (GRK) memiliki dampak negatif Greenhouse Gas (GHG) emissions are detrimental to global
yang dapat memicu pemanasan global dan perubahan iklim. warming and climate change. The Company is dedicated to
Perseroan berkomitmen untuk turut berpartisipasi mengurangi contribute in reducing emission of carbon dioxide (CO2)
emisi dengan mengurangi konsentrasi karbondioksida (CO2) concentrations resulting from electricity and fuel usage.
karena penggunaan listrik dan BBM.
Dalam Laporan Keberlanjutan ini, emisi yang dilaporkan In this Sustainability Report, the disclosed emissions include
adalah emisi GRK langsung (cakupan 1) yang dihasilkan dari direct GHG emissions (scope 1) from the use of fuel and indirect
penggunaan bahan bakar minyak dan emisi GRK (cakupan GHG emissions (scope 2) from electricity consumption. The
2) tidak langsung yang bersumber dari penggunaan listrik. Company has decided not to report other indirect GHG
Perseroan belum memutuskan untuk melaporkan emisi GRK emissions (scope 3) related to business travel by airplane. The
(cakupan 3) tidak langsung lainnya dari perjalanan dinas dengan GHG emissions from scopes 1 and 2 are dominated by CO2.
pesawat terbang. Emisi GRK dominan yang dihasilkan dari The Company utilizes the Intergovernmental Panel on Climate
cakupan 1 dan 2 adalah CO2. Perseroan menggunakan metode Change (IPCC) method for calculating scope 1 GHG emissions,
penghitungan emisi GRK cakupan 1 dari Intergovernmental employing local emission factors (tier 2) specified by the Energy
Panel on Climate Change (IPCC) dengan menggunakan faktor and Mineral Resources Research and Development Agency
emisi lokal (tier 2) yang telah ditetapkan Badan Penelitian dan (Balitbang ESDM) and the Directorate General of Electricity
Pengembangan Energi dan Sumber Daya Mineral (Balitbang under the Ministry of EMR.
ESDM) dan Direktorat Jenderal Ketenagalistrikan di bawah
naungan Kementerian ESDM.
Dalam melaporkan emisi hasil penggunaan listrik, Perseroan When reporting emissions from electricity consumption, the
menggunakan faktor konversi emisi listrik average grid emission Company adopted the electricity emission conversion factor
factor yang dikeluarkan Kementerian ESDM pada dokumen based on the average grid emission factor provided by the
Rencana Usaha Penyediaan Tenaga Listrik (RUPTL) PLN 2015- Ministry of Energy and Mineral Resources in the 2015-2024
2024. PLN Electricity Procurement Plan (RUPTL) document.
Perseroan memiliki komitmen untuk mengurangi emisi dan The Company is committed to reducing emissions and
mendukung Pemerintah Indonesia dalam mencapai Net Zero supporting the Indonesian Government in achieving Net
Emissions (NZE) 2060, namun Perseroan tidak memiliki target Zero Emissions (NZE) 2060, however, the Company does
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
404 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 405
Laporan Keberlanjutan
Sustainability Report
khusus ataupun tahun pencapaian target internal untuk not have specific internal targets or a timeline for reducing
menurunkan emisi GRK. Selain itu, Perseroan juga tidak memiliki GHG emissions. Additionally, the Company does not have a
manajemen untuk mengawasi pengendalian iklim. Perseroan management system to oversee climate control efforts and
juga belum memiliki target khusus terkait pencapaian target has not set specific targets for NZE achievement. Additionally,
NZE. Selain itu, Perseroan juga tidak memiliki peraturan atau there are also no internal regulations or company documents
dokumen internal perusahaan terkait hal tersebut. [E-06, E-07] related to this matter. [E-06, E-07]
Jumlah Emisi [ESG E-01, E-02] Total Emission [ESG E-01, E-02]
Kenaikan (Penurunan)
Uraian Satuan Volume 2024 Volume 2023
Increase (Decrease)
Description Unit 2024 Volume 2023 Volume
2022-2023
ENERGI BAHAN BAKAR (CAKUPAN 1)
FUEL (SCOPE 1)
BBM
GJ 10,839.99 11,702.2 (7.37%)
Fuel
Emisi BBM
kg CO2eq 650,800 849,580 (23.39%)
Fuel Emission
ENERGI LISTRIK (CAKUPAN 2)
ELECTRICITY (SCOPE 2)
Listrik
GJ 73,916.5 70,031.5 5.55%
Electricity
Emisi Listrik
kg CO2eq 19,177,402.6 18,169,440.11 5.55%
Electricity Emission
Jumlah Emisi Cakupan 1
&2
kg CO2eq 19,251,319.1 19,019,020.11 1.22%
Total Emission of Scope
1&2
Pendapatan
USD 425,058,841 373,206,984 13.89%
Revenue
Intensitas Penggunaan
0,05
Energi kg CO2eq/USD 0,04 (11,13%)
Energy Usage Intensity
Catatan:
Faktor konversi emisi bahan bakar menggunakan standar IPCC (UNEP) 2006 dan Balitbang ESDM 2017
Faktor konversi:
• 1 GJ = 0.001 Tj
• Faktor emisi bahan bakar bensin RON 92 per kg CO2eq = 72,600
Faktor konversi emisi listrik menggunakan average grid emission factor yang dikeluarkan Kementerian ESDM pada dokumen Rencana Usaha Penyediaan Tenaga
Listrik (RUPTL) PLN 2015-2024.
Faktor konversi | Conversion factor:
1 kWh = 0.934 kg CO2 | 1 kWh = 0,934 kg CO2
Remarks:
Conversion factors for fuel emission used the IPCC standard (UNEP) 2006 and Balitbang ESDM 2017
Conversion factor:
• 1 GJ = 0.001 Tj
• Emission factor of fuel type RON 92 every kg CO2eq = 72,600
Conversion factors for electricity emission used the average grid emission factor specified by the Ministry of Energy and Mineral Resources as issued by PLN in
its Electricity Procurement Plan (RUPTL) 2015-2024.
Conversion factor:
1 kWh = 0,934 kg CO2
EFISIENSI PENGGUNAAN EFFICIENT WATER USAGE [GRI 303-5] [OJK F.8]
AIR [GRI 303-5] [OJK F.8]
Perseroan membutuhkan air untuk berbagai keperluan The Company needs water to operate and that includes
operasional mencakup sanitasi karyawan, bangunan kantor, sanitation for employees, office buildings, boarding houses, and
rumah dinas, serta pencucian pesawat dan spare part. Sejak clean aircraft and spare parts. From its establishment until the
awal beroperasi hingga tahun pelaporan, Perseroan tidak current reporting year, the Company did not use groundwater
menggunakan air tanah dan hanya menggunakan sumber air and has only been using water from the Regional Drinking
yang berasal dari Perusahaan Daerah Air Minum (PDAM). Water Company (PDAM). Hence, in 2024, there were no reports
405
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 406
Dengan demikian, pada tahun 2024, tidak terdapat pelaporan of a Company’s action that had significantly reduced water
mengenai adanya sumber air yang secara signifikan dipengaruhi resources.
oleh pengambilan air oleh GMF.
Perseroan tetap mengukur volume penggunaan air dengan The Company continues to measure water use through
menggunakan metode observasi dan pencatatan angka yang observation and record the numbers on the flowmeter since
tertera pada flowmeter karena cara ini dinilai paling akurat. this is still the most accurate method for the Company. The
Pencatatan dilakukan dengan melihat angka yang tertera pada recording is done through calculation between the numbers at
awal dan akhir bulan untuk dihitung selisih nilainya. Berdasarkan the beginning and end of the month. Based on these records,
pencatatan tersebut, volume penggunaan air pada tahun 2024 the water usage in 2024 amounted to 162,439 m3. There was
adalah sebesar 162,439 m3. Terjadi penurunan 303,845 m3 a decrease of 303,845 m3 or 65.17% compared to 2023 which
atau 65.17%% dari tahun 2023 dikarenakan penyesuaian occurred due to an adjustment on the Company’s operational
kegiatan operasional Perusahaan. [ESG E-04] activities. [ESG E-04]
Perseroan memiliki kebijakan efisiensi penggunaan air yang The Company has a policy to make water usage more efficient
diatur dalam Surat Edaran Nomor: DC/SE-7002/18 tentang through a Circular Letter Number: DC/SE-7002/18 concerning
Penghematan Energi Listrik dan Air Bersih di Lingkungan Energy Saving of Electricity and Clean Water. This letter
Perseroan. Surat ini mewajibkan kepada seluruh karyawan requires all employees working at the GMF to save water. It is
di lingkungan GMF agar melakukan upaya penghematan a continuous effort to save water and particularly in 2024 the
penggunaan air dalam setiap kegiatannya. Upaya penghematan Company’s did the water-saving campaign through stickers on
air merupakan upaya berkelanjutan dari tahun ke tahun dan sinks, toilets, and taps.
khusus pada tahun 2024, upaya yang telah dilakukan adalah
kampanye penghematan air melalui stiker hemat air yang
ditempelkan pada wastafel, toilet dan keran wudu musala.
PENGELOLAAN LIMBAH [OJK F.14] WASTE MANAGEMENT [OJK F.14]
Aktivitas operasional Perseroan menghasilkan limbah, baik The Company’s operation generates liquid and solid waste,
cair maupun padat, B3 maupun non-B3. Perseroan mengelola as well as B3 and non-B3 waste. The Company manages its
limbah operasional untuk mencegah terjadinya pencemaran waste to prevent pollution and not damaging the environment.
dan kerusakan lingkungan. Komitmen ini telah diwujudkan This is commitment that the Company has set out in a Health,
khususnya melalui kebijakan khusus Health, Safety and Safety and Environment policy that the President Director
Environment yang telah ditandatangani langsung oleh has signed on June 1, 2017. The Company also has HSE 5-02
Direktur Utama pada tanggal 1 Juni 2017. Perseroan juga Procedure concerning the Hazardous and Toxic Waste (B3)
mempunyai Prosedur HSE 5-02 tentang Pengelolaan Limbah Management based on the Government Regulation No. 101
Bahan Berbahaya dan Beracun (B3) yang disusun berdasarkan concerning Hazardous Waste Management and other applicable
Peraturan Pemerintah No. 101 tentang Pengelolaan Limbah B3 regulations in Indonesia. [306-1]
B3 dan regulasi lainnya terkait pengelolaan limbah B3 yang
berlaku di Indonesia. [306-1]
Perseroan mengelola limbah non-B3 yang terdiri dari kertas The Company manages its non-B3 waste, comprised of
tidak terpakai dan grey water berupa air kotor berdasarkan unused paper and dirty water, according to the Ministry of
Ketentuan Kementerian Lingkungan Hidup (KLH) dan standar Environment (KLH) regulation and industry standards to protect
industri terkait agar tidak menimbulkan dampak negatif the environment. The Company manages its paper waste using
terhadap lingkungan. Perseroan mengelola limbah kertas the reuse and reduce method, while gray water waste from
menggunakan metode reuse and reduce, sedangkan limbah domestic waste that came from dishwashing, toilets, etc, is
grey water dari limbah domestik seperti air cucian piring, channeled to Angkasa Pura II’s STP (Sewage Water Treatment).
flushing toilet, dan sebagainya disalurkan ke STP (Sewage The Company also uses composting methods to turn leaves into
Water Treatment) Angkasa Pura II. Perseroan juga menerapkan compost. This is an effective method to reduce the volume of
cara composting untuk mengelola sampah organik berupa organic waste to be burned at the Final Processing Site (TPA),
dedaunan menjadi pupuk kompos. Cara ini terbilang efektif hence reducing CH4 gas coming from the burning. [306-1]
untuk mengurangi timbunan sampah organik yang diangkut
ke Tempat Pemrosesan Akhir (TPA) untuk dibakar sehingga
mengurangi gas CH4 hasil pembakaran sampah. [306-1]
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
406 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 407
Laporan Keberlanjutan
Sustainability Report
Informasi volume limbah yang dihasilkan pada tahun 2024 Information on the waste volume generated in 2024 is as
adalah sebagai berikut: [F.13] follows: [F.13]
Kenaikan (Penurunan)
Jenis Limbah Satuan Volume 2024 Volume 2023
Increase (Decrease)
Waste Type Unit 2024 Volume 2023 Volume
2023-2024
Limbah B3
Ton 286.14 221.89 28.96%
Hazardous waste
Limbah non-B3
Ton 850.28 751.74 13.11%
Non-hazardous waste
Jumlah [ESG E-05]
Ton 1,136.42 973,63 16.72%
Total [ESG E-05]
Pengelolaan penggunaan material kimia melalui sistem The chemical materials are managed through a consignment
consignment seperti yang telah dijelaskan sebelumnya turut system, as discussed earlier, to maintain the volume of hazardous
membantu menjaga tingkat volume limbah berbahaya yang waste from operational activities. One of them is Turco Oil.
dihasilkan dari aktivitas operasional. Salah satunya adalah In managing hazardous waste, GMF refers to Government
pada Turco Oil. Dalam mengelola limbah B3, GMF mengacu Regulation No. 22 of 2021 concerning Environmental Protection
pada Peraturan Pemerintah No. 22 Tahun 2021 tentang and Management from the packaging, storage, transportation,
Penyelenggaraan Perlindungan dan Pengelolaan Lingkungan and processing which are all done by a business entity that has
Hidup tersebut dilakukan dari mulai proses pengemasan, a license from KLH and the Ministry of Transportation of the
penyimpanan, hingga pengangkutan dan pengolahan oleh Republic of Indonesia. [306-2]
badan usaha yang memiliki izin dari KLH dan Departemen
Perhubungan RI. [306-2]
Berikut disampaikan informasi mengenai volume dan metode Here is information on the volume and management method
pengelolaan limbah B3: [306-5] of handling hazardous waste: [306-5]
Volume Limbah B3*
Nama Limbah B3 Tempat Pengolahan Metode Pengelolaan Tujuan Akhir
Hazardous Waste
Hazardous Waste Type Handling Site Handling Method Final Disposal
Volume
Limbah B3 Padat
Solid Hazardous Waste
Majun & plastik
terkontaminasi B3
Dust cloth & plastic 68,160
contaminated with
hazardous waste
Bekas kemasan B3
Used container of 19,540
Mixing dan pencacahan
hazardous waste
limbah dan dikirimkan
PT Wahana Pamunah PT Wahana Pamunah
Paint stripper untuk diinsinerasi (dibakar) 12,150
Limbah Industri (WPLI), Limbah Industri (WPLI),
Wastes are mixed and
Serang Serang
B3 padat kadaluarsa grined before sent for
Expired solid hazardous incineration 21,390
waste
B3 cair kadaluarsa
Expired liquid hazardous 31,050
waste
Kaleng B3 bekas 19,850
AluminiumOxide 16,850
407
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 408
Volume Limbah B3*
Nama Limbah B3 Tempat Pengolahan Metode Pengelolaan Tujuan Akhir
Hazardous Waste
Hazardous Waste Type Handling Site Handling Method Final Disposal
Volume
Baterai bekas
6,120
Used battery
PT Muhtomas, Cikarang PT Muhtomas, Cikarang
Lampu TL
1,060
TL Lamps
Limbah B3 Cair
Liquid Hazardous Waste
Recycle menjadi solar
Bahan bakar terkontaminasi
industri dan dimanfaatkan
(avtur & oli) PT Angkasa Tunggal Pelanggan
kembali 89,970
Contaminated fuel (avtur Selaras Nugratama Customers
Recycled into industrial
& oil)
diesel and reuse
*satuan dalam kg | in kg
PEMANTAUAN DAMPAK LINGKUNGAN ENVIRONMENTAL IMPACT MONITORING
Perseroan memiliki Prosedur HSE 6-01 tentang Pemantauan The Company has an HSE 6-01 Procedure concerning
dan Pengukuran Kinerja K3L dimana terdapat indikator Monitoring and Measurement of K3L Performance with
lingkungan yang wajib dipantau dan dilaporkan secara periodik environmental indicators that must be monitored and reported
melalui Laporan RKL-RPL GMF per enam bulan yaitu: periodically through the GMF RKL-RPL Report every six months,
namely:
1. Indikator lingkungan yang dipantau per bulan: 1. Monthly environmental indicators:
a. Influen dan effluent air limbah industri a. Industrial wastewater influent and effluent
b. Limbah cair domestik b. Domestic liquid waste
2. Indikator lingkungan yang dipantau per enam bulan: 2. Biannually environmental indicators:
a. Udara lingkungan kerja a. Work environment’s air quality
b. Udara ambien b. Ambient air
c. Kebisingan c. Noise
d. Pencahayaan d. Lighting
e. Emisi boiler e. Boiler emissions
f. Emisi isokinetik f. Isokinetic emission
g. Mikrobiologi (angka kuman) g. Microbiology (germs figure)
3. Indikator lingkungan yang dipantau per satu tahun: 3. Annual environmental indicators:
a. Getaran a. Vibration
b. Iklim kerja b. Work climate
c. Emisi kendaraan bermotor c. Vehicle emissions
d. Ergonomi d. Ergonomics
KEANEKARAGAMAN HAYATI [OJK F.9, F.10] BIODIVERSITY [OJK F.9, F.10]
Perseroan tidak memiliki wilayah operasional, yang terletak The Company does not have operational areas located or
atau berdekatan dengan kawasan dilindungi dan/atau kawasan adjacent to protected areas and/or biodiversity conservation
konservasi keanekaragaman hayati. Akan tetapi, Perseroan areas. Nonetheless, the Company conducted a regular and
melaksanakan program penghijauan secara rutin dan continuous reforestation program to preserve the environment
berkesinambungan untuk membantu melestarikan lingkungan and reduce the global warming impact. By the end of 2024,
hidup dan mengurangi dampak pemanasan global. Pada akhir GMF has 825 trees of many varieties planted with the following
tahun 2024, GMF telah memiliki 825 pohon dalam beragam information:
varietas dengan informasi sebagai berikut:
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
408 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 409
Laporan Keberlanjutan
Sustainability Report
Nama Pohon Jumlah
No.
Tree Name Total
1. Kiara Payung 53
2. Bungur 32
3. Tabebuya 21
4. Angsana 24
5. Sengon 14
6. Tanjung 53
7. Sawo kecik 22
8. Palem 65
9. Pule 29
10. Jakaranda 8
11. Ketapang Kencana 16
12. Bintaro 49
13. Mangga 18
14. Kelapa 28
15. Salam 94
16. Sawo Belanda 2
17. Glodokan Tiang 65
18. Beringin 2
19. Kamboja 54
20. Flamboyan 12
21. Jambu 12
22. Nangka 12
23. Mahoni 126
24. Bisbul 9
25. Pinus 5
Jumlah
825
Total
BIAYA TERKAIT PENGELOLAAN ASPEK COST ON ENVIRONMENTAL
LINGKUNGAN HIDUP [OJK F.4] MANAGEMENT [OJK F.4]
Biaya yang dikeluarkan Perseroan untuk mengelola aspek The Company spent Rp8.52 billion to manage the environmental
lingkungan hidup pada tahun 2024 berjumlah Rp8.52 miliar. aspects in 2024. This represents a decrease of -22.06%
Terjadi penurunan sebesar -22.06% dibandingkan tahun compared to the previous year. This decrease occurred because
sebelumnya. Hal ini terjadi karena penyesuaian kegiatan there was an adjustment in the Company’s operational activities.
operasional Perseroan. Selain itu, penurunan ini juga Additionally, this decrease aligns with the implementation
disesuaikan dengan pelaksanaan program lingkungan yang of environmental programs based on the results of the
disusun berdasarkan hasil Identifikasi Aspek dan Dampak Identification of Environmental Aspects and Impacts to minimize
Lingkungan untuk memperkecil dampak lingkungan dari the environmental impact of the Company’s activities.
aktivitas Perseroan.
409
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 410
Kenaikan
Penyerapan
(Penurunan)
Realisasi 2024 Realisasi 2023 Anggaran 2024 Anggaran 2023
Perihal 2023-2024
2024 Realization 2023 Realization 2024 Budget 2023 Budget
Subject Increase
(Rp) (Rp) (Rp) Absorption
(Decrease)
(%)
2023-2024 (%)
Pengelolaan Lingkungan
Environmental 8,337,455,940 10,824,739,172 7,255,184,000 (22.98%) 114.91%
Preservation
Pemantauan Lingkungan
110,000,000
Environmental 119,250,000 105,094,000 (13.47%) 108.41%
Monitoring
Pelatihan, Sosialisasi, dan
Sertifikasi Lingkungan
Training, Socialization, 68,847,888 8,000,000 55,888,888 (760.59%) 123.19%
and Environmental
Certification
Jumlah
8,525,553,828 10,937,833,927 7,421,072,888 (22.06%) 114.88%
Total
PENCAPAIAN TANGGUNG JAWAB SOSIAL ACHIEVEMENT ON SOCIAL
TERKAIT LINGKUNGAN HIDUP [OJK F.15, F.16] RESPONSIBILITY TO THE
ENVIRONMENT [OJK F.15, F.16]
Perseroan memiliki sejumlah pencapaian di bidang lingkungan The Company earned several environmental achievements
hidup, salah satunya adalah sertifikasi ISO 14001:2015 – including the ISO 14001:2015 –Environmental Management
Environmental Management System yang dikeluarkan oleh System certification issued by Sucofindo International
Sucofindo International Certification Services (SICS). Sertifikasi Certification Services (SICS). This certification was issued on
ini dikeluarkan tanggal 4 April 2018 telah diperbaharui pada April 4, 2018, and has been renewed on September 13, 2024,
tanggal 13 September 2024 dan berlaku hingga 3 April 2027. hence, valid until April 3, 2027
Selain sertifikasi, pengelolaan aspek lingkungan hidup yang In addition to certification, the environmental management is
sesuai dengan peraturan yang berlaku membawa Perseroan also done according to the applicable regulations and succeeded
melalui tahun 2024 tanpa terkena denda ataupun sanksi lainnya in helping the Company to pass 2024 without getting fined or
yang berkaitan dengan pencemaran atau kerusakan lingkungan sanctioned for environmental pollution or damage that was
akibat aktivitas operasional GMF. Selain itu, pada tahun 2024, caused by the Company’s operation. In addition, in 2024, there
tidak terdapat keluhan dari masyarakat sekitar Perseroan was no complaint in terms of environmental damage or pollution
terkait pencemaran atau kerusakan lingkungan. from the community around the Company.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
410 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 411
Laporan Keberlanjutan
Sustainability Report
Menghargai dan Melindungi Pegawai
Appreciation and Protection of Our Employees
PENGUNGKAPAN MANAJEMEN DISCLOSURE OF MATERIAL
TOPIK MATERIAL [GRI 3-3] TOPIC MANAGEMENT [GRI 3-3]
Perjalanan GMF untuk terus bertumbuh, tidak terlepas GMF’s journey to continued growth is inseparable from the role
dari peran pegawai. Hubungan antara Perseroan dengan of its employees. The relationship between the Company and its
para pegawai saling berkaitan dan tidak dapat dipisahkan. employees is interconnected and essential. This understanding
Pemahaman ini membuat kami selalu menghargai dan leads us to consistently value and protect employees as more
melindungi pegawai lebih dari sekedar aset produktif, namun than just productive assets; they are trusted partners who
mitra terpercaya yang selalu dilindungi. Perseroan senantiasa deserve protection. The Company always prioritizes the rights
mengutamakan hak-hak setiap pegawai, memperhatikan of every employee, attends to their welfare, and, above all,
kesejahteraan mereka, dan terutama, memastikan mereka dapat ensures they have opportunities for self-actualization, enabling
mengaktualisasi diri untuk dapat berkembang dan mendapatkan them to develop and lead better lives.
kehidupan lebih baik.
Perhatian Perseroan terhadap keselamatan dan kesehatan The Company’s concern for occupational safety and health
kerja (K3) diwujudkan dengan Sistem Manajemen Kesehatan (K3 or OHS) is manifested by an Occupational Health and
dan Keselamatan Kerja yang bernama Health, Safety and Safety Management System called Health, Safety and
Environment Policy (HSE Policy). Sistem ini tertuang dalam Environment Policy (HSE Policy). This system is set out in the
Manual Occupational Safety and Health yang didukung Occupational Safety and Health Manual which is supported by
dengan sejumlah prosedur terkait K3 dan formulir penunjang other procedures and supporting forms related to OHS. The
lainnya. Kebijakan K3 yang dimiliki Perseroan difokuskan Company’s K3 policy is focused to support HR management
untuk mendukung pengelolaan SDM untuk menciptakan to train employees into qualified, committed, and outstanding
karyawan yang berkualifikasi, berkomitmen, dan luar biasa. personnel. OHS is intended to prevent work accidents that are
K3 dimaksudkan untuk mencegah terjadinya kecelakaan kerja quite likely to occur in the MRO industry of GMF. [GRI 403-1]
yang cukup rentan terjadi di industri MRO yang dijalani GMF. [OJK F.21]
[GRI 403-1] [OJK F.21]
FOKUS PENGELOLAAN SDM TAHUN 2024 HR MANGEMENT FOCUS IN 2024
GMF memiliki Visi "Most Valuable MRO Company”. SDM memiliki GMF has a vision to become the “Most Valuable MRO Company.”
peran penting dalam mencapi Visi agar dapat selalu menjadi bagian Human resources play a crucial role in realizing this vision, as
dari mata rantai kualitas operasional dalam menyediakan solusi they are integral to the operational quality chain in delivering
perawatan pesawat terbang yang terpadu dan handal. integrated and reliable aircraft maintenance solutions.
Dalam perjalanan GMF setiap tahunnya terdapat tantangan dan Each year, GMF encounters challenges and opportunities that
peluang yang membentuk strategi pengelolaan SDM. Salah satu shape its HC management strategies. A pivotal moment in HR
titik balik dari perkembangan SDM adalah pada tahun 2016 saat development occurred in 2016 when GMF implemented the
GMF mengaplikasikan Program “MyHC” yang mengintegrasikan “MyHC” Program, integrating various other HR programs within
berbagai program SDM lainnya di Perseroan. Berawal dari tahun the Company. Since then, the development of GMF’s Human
2016, perkembangan roadmap Human Capital Strategy GMF Capital Strategy roadmap has undergone various advancements
mengalami berbagai perkembangan dan pada 2024 adalah and by the end of the reporting year in 2024, the development
sebagai berikut: is as follows:
Perkembangan SDM Tahun 2024 HR Development in 2024
• Memberikan penghargaan: Special Recognition, • Providing awards: Special Recognition, Productivity License
Productivity Lisensi PMA, Component Maintenance sebagai PMA, and Component Maintenance as part of the attraction
bagian attraction & retention program. & retention program.
• Melakukan penyesuaian: tunjangan perjalanan dinas, • Adjusting: travel allowance and benefits for Airline
manfaat Tiket Konsesi Pesawat Udara kepada pegawai Concession Tickets for employees and their families.
dan keluarga.
411
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 412
• Memberikan kembali manfaat: seragam, Special Greetings • Reintroducing benefits: uniforms, Special Greetings (Baby
(Baby Born Greetings), pemberian kacamata, Daycare, Born Greetings), eyewear assistance, daycare, Long Service
Penghargaan Masa Bakti karyawan, Medical Check-up. Awards, and Medical Check-ups.
• Memberikan harga khusus BPJS kepada anggota keluarga • Offering special BPJS rates for employees’ family members.
pegawai.
• Membangun “ GMF Spirit ” sebagai kalimat afirmasi • Building the “GMF Spirit” as an affirmation statement
pelengkap dari AKHLAK. complementing AKHLAK values.
• Merancang dan menerapkan platform teknologi: NEX • Designing and implementing technology platforms: NEX
sebagai media knowledge management bagi seluruh as a knowledge management platform for all employees,
karyawan, sistem CV Auto Generated di aplikasi myHC, Auto-Generated CV system in the myHC application, and
digitalisasi Succession Planning Program melalui digitalizing the Succession Planning Program through the
pengembangan sistem MyHC. development of the MyHC system.
• Mengadakan acara GMF Olympic sebagai ajang kompetisi • Hosting the GMF Olympic event, a sports competition
olahraga untuk meningkatkan nilai kompeten dan to enhance competence and collaboration values among
kolaboratif bagi seluruh karyawan. employees.
• Melakukan review dan update terbaru nomor PB 06-016 • Reviewing and updating PB 06-016 regarding Bereavement
tentang Pengelolaan Kedukaan. Management.
• Melaksanakan pelatihan: jenis pesawat Airbus A320 dan • Conducting training: Airbus A320 and A330-Neo aircraft
A330-Neo melalui Airbus Remote Training Center; Satellite types through the Airbus Remote Training Center; Satellite
Basic Training di Politeknik Negeri Malang (Polinema), Basic Training at Politeknik Negeri Malang (Polinema),
Institut Teknologi Dirgantara Adisutjipto (ITDA) dan Institut Teknologi Dirgantara Adisutjipto (ITDA), and
Universitas Dirgantara Marsekal Suryadarma (Unsurya), Universitas Dirgantara Marsekal Suryadarma (Unsurya),
program pengembangan kepemimpinan bagi pegawai and a leadership development program for structural
struktural. employees.
• Melakukan perekrutan: Rookie Development Program • Recruiting: Rookie Development Program to attract fresh
untuk menjaring lulusan S1 untuk area kerja di Engineering. graduates (Bachelor’s degree holders) for Engineering roles.
• Reaktivasi program mentoring yang melibatkan pegawai • Reactivating the mentoring program, involving employees
yang aktif kembali setelah memasuki masa purnabakti. returning to active duty after retirement.
STRUKTUR PENGELOLA SDM HC MANAGEMENT STRUCTURE
Struktur Departemen dan Tugas Pokok Human Capital Management GMF
GMF Human Capital Management Department Structure & Main Duties
Plays as a Strategic Partner for the Company
• Human Capital Development
• Employee Services & Payroll
• Corporate Culture & Knowledge Management
• Leader & Talent Development
• Learning Services
• Compensation & Benefit Management
71
personil dalam tim | personnel in the team
6
divisi yang menangani tugas berbeda | divisions handling different tasks
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
412 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 413
Laporan Keberlanjutan
Sustainability Report
Human Capital
Management (TH)
Corporate Culture &
Performance & Reward Human Capital Leader & Talen Employee Services & Payroll
Knowladge Management Learning Services (THW)
(THC) Development (THD) Development (THL) (THS)
(THB)
Employee Data Quality
Quality Training
& Services
Basic Maintenance
Travel Management
Training
Aircraft & Component
Industrial Relation
Type Training
Employee Services &
Payroll (THS)
GMF memiliki Departemen Human Capital Management yang GMF has a Human Capital Management Department that is
bertanggung jawab mengelola SDM Perseroan. Departemen ini responsible for managing the Company’s HC. This department
dipimpin oleh seorang VP Human Capital Management yang is led by a VP Human Capital Management who reports directly
bertanggung jawab langsung kepada Direktur Human Capital & to the Director of Human Capital & Corporate Affairs. The
Corporate Affairs. VP Human Capital Management dijabat oleh VP Human Capital Management is Mr. Eldira Umar Ali Zain.
Bapak Eldira Umar Ali Zain. Sedangkan Direktur Human Capital Meanwhile, the Director of Human Capital & Corporate Affairs
& Corporate Affairs dijabat oleh Bapak Pudjo Sarwoko. Profil is Mr. Pudjo Sarwoko. Their profiles are available in the Profiles
mereka dapat dilihat di Profil Direksi dan Pejabat Eksekutif of Board of Directors and Executive Officers in the Company
dalam Bab Profil Perusahaan dalam Laporan Terintegrasi ini. Profile Chapter of this Integrated Report.
STRATEGI MANAJEMEN SDM HC MANAGEMENT STRATEGY
GMF memastikan adanya hubungan yang erat antara strategi GMF ensures there is a strong relations between HR
manajemen SDM dan strategi manajemen bisnis yang terdapat management strategies and business management strategies
pada Rencana Kerja Perusahaan (RKAP) pada tahun 2024 outlined in the 2024 Company’s Work Plan (RKAP) and the
maupun Rencana Jangka Panjang Perusahaan (RJPP) 2020- 2020-2024 Company’s Long-Term Plan (RJPP), currently in
2024 yang saat ini berlaku. Strategi manajemen SDM yang effect. A well-aligned HR management strategy will support
tepat akan mendukung perkembangan usaha secara maksimal optimal business development towards future sustainability.
menuju keberlanjutan usaha di masa mendatang.
GMF memiliki 6 (enam) tahapan people cycle yang menjadi GMF follows 6 (six) stages of the people cycle as the basis
landasan dalam pengelolaan SDM. Landasan ini terbukti efektif for HR management. This foundational approach has proven
untuk menjaga kapabilitas SDM dan akan terus digunakan effective in maintaining HR capabilities and will continue to
karena kesesuaiannya dengan kondisi yang saat ini dihadapi be utilized due to its suitability to the current conditions faced
GMF. Keenam landasan tersebut adalah Attracting, Utilizing, by GMF. These six stages are Attracting, Utilizing, Developing,
Developing, Rewarding, Maintaining, Terminating. Setiap tahap Rewarding, Maintaining, and Terminating. Each stage of the
dari landasan diimplementasikan dengan pelayanan berbudaya foundation is implemented with the 3S (Smile, Speed, Solution)
kerja 3S (Smile, Speed, Solution), pemanfaatan teknologi work culture services, utilization of information technology,
informasi, peningkatan kualitas, serta Performance Security quality improvement, and Performance Security, including
termasuk Security Device. Security Devices.
413
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 414
Corporate Culture Management
Attracting Utilizing Developing Rewarding Maintaining Terminating
• Career
Benefit non-finansial
• Personalized • Management
untuk mempertahankan • Reward Strategy • Pension & Benefit
Development • Succession
daya tarik terhadap (Base pay & • Program Masa
• Manpower Planning Program Planning (Talent
GMF Contingent Pay) Persiapan Pensiun
• Multirole Program • Leader pool, Successor
Non-financial benefit so • Pension and • Retirement
Development Readiness)
that GMF will remain • Benefit Planning Program
• Training Center • Employee
attractive
Effectiveness
)Human Capital Information System (SAP HCM Module
SISTEM INFORMASI HUMAN CAPITAL HUMAN CAPITAL INFORMATION SYSTEM
TIME MANAGEMENT
PERFORMANCE MANAGEMENT & Work Schedule | Leave | Attendance
GOAL MANAGEMENT
IPP | IPT | IDP | IDAP | Potential Review
PAYROL
Payslip | Payroll Information
SUCCESSION
RTC | Succession Chart | TALENT
Assessment Result MANAGEMENT
BENEFIT
Ticket Concession | Mobile Reimbursement |
Project Management Payment | Eyeglass
Reimbursement | Special Greetings | Eazy X-
Perience | Form Railink | Form Daycare
PROJECT MANAGEMENT
Project Monthly Achievement
EMPLOYEE DATA UPDATE & REPORT
Update Akte Kelahiran | Update Personal Data |
Update Pendidikan | Laporan Pernikahan |
Laporan Kelahiran | Laporan Perceraian |
Laporan Kematian | Laporan Perubahan
COMPENSATION Status Anak
Short Term Incentive |
Long Term Incentive |
Bonuses | Flexible Benefit CHAT BOT
Bridging FAQ MS Team
GMF menerapkan Human Capital Information System (HCIS) GMF implements a Human Capital Information System (HCIS)
untuk membantu mengelola Departemen Human Capital to help the Human Capital Management Department manages
Management mengelola SDM. HCIS berfungsi sebagai strategic the HC operation. HCIS functions as a strategic business
business partnership untuk mendukung daily operation dalam partner to support daily operations, particularly in maintaining
rangka menjaga produktivitas melalui pengelolaan manpower productivity through manpower optimization and manhour
optimization dan manhour efficiency. HCIS (MyHC) telah efficiency. HCIS (MyHC) has been running since 2022, featuring
berjalan sejak tahun 2022 dengan menampilkan fitur - fitur features such as a new landing page, talent management, and
seperti new landing page, talent management, booklet benefit benefit booklets.
dan KM Portal.
Perseroan menggunakan sistem HCIS secara menyeluruh dan The Company utilizes the fully integrated HCIS system on
terintegrasi dengan dukungan aplikasi teknologi modern – all operational aspects, supported by advanced technology
mobile, user experience, social collaboration, analytics untuk – mobile, user experience, social collaboration, analytics. The
mendukung pengelolaan SDM. Prinsip perkembangan HCIS principles of HCIS development are guided by:
berpedoman pada:
1. Performance Management : Streamline Talent Management 1. Performance Management : Streamline Talent Management
by myHC by myHC
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
414 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 415
Laporan Keberlanjutan
Sustainability Report
2. Transaction Excellent: Streamline Core HR and Employee 2. Transaction Excellent: Streamline Core HR and Employee
Services by SAP HCM & myHC MobileApps Services by SAP HCM & myHC MobileApps
3. Support SAP Swift MRO: Streamline Capacity Planning 3. Support SAP Swift MRO: Streamline Capacity Planning
& PEU & PEU
Perkembangan HCIS memberikan sejumlah manfaat untuk Updating HCIS offers numerous benefits to support GMF in
mendukung GMF mengambil keputusan yang cepat dan tepat making quick and appropriate decisions for developing human
dalam mengembangkan SDM secara transparan dan obyektif. resources in a transparent and objective manner. Utilizing
SAP SuccessFactor dan myHC membantu GMF menjaga kualitas SAP SuccessFactor and myHC helps GMF maintain the quality
database pegawai (sharing responsibility). Aplikasi ini juga dapat of the employee database through shared responsibility.
mengurangi pekerjaan administrasi sehingga para leader dapat Additionally, this application streamlines administrative tasks,
lebih fokus memberikan konsultasi dan mengawal pelaksanaan enabling leaders to focus more on providing consultations and
strategi Human Capital (empowerment). overseeing the implementation of Human Capital strategies
for empowerment.
Pada tahun 2024, Perseroan terus meningkatkan kapasitas In 2024, the Company has always increased the HCIS according
HCIS sesuai dengan perkembangan dan tantangan industri to the industry developments and challenges with new feature:
dengan fitur baru yaitu:
1. Transaction Excellence: Tiket Konsesi, Kacamata dengan 1. Transaction Excellence : Concession Tickets, Glasses with
Skema Cashless, CV Pegawai. Cashless Schemes, Employee CVs.
2. Talent Management: Individual Development Plan, 2. Talent Management : Individual Development Plan,
Individual Development Acceleration Plan. Individual Development Acceleration Plan.
3. Compensation: Annual Increment, Incentive 3. Compensation : Annual Increment, Incentive.
REKRUTMEN [GRI 401-1] RECRUITMENT [GRI 401-1]
Metode Perekrutan Karyawan
Employee Recruitment Methods
Karyawan GMF
GMF Employees
Rekrutmen Internal Rekrutmen Eksternal
Internal Recruitment External Recruitment
Mutasi Promosi Make Buy
Mutation Promotion Make Buy
Secara spesifik, sepanjang tahun 2024, GMF melakukan Throughout 2024, GMF specifically carried out employee
perekrutan karyawan guna memenuhi MPP (Manpower recruitment to fulfill Manpower Planning (MPP) through several
Planning) melalui beberapa cara. approaches.
Berdasarkan pemetaan MPP, selanjutnya ditindaklanjuti dengan Based on MPP mapping, the next step was to fulfill workforce
melakukan pemenuhan kebutuhan dari internal perusahaan needs internally first. As part of career development,
terlebih dahulu. Sebagai salah satu bentuk pengembangan employees with the appropriate capabilities could undergo
karir, karyawan yang memiliki kapabilitas yang sesuai dapat cross-department transfers to support the Company’s business
melakukan mutasi lintas dinas sehingga dapat mendukung targets. In addition to transfers, employees who demonstrated
pemenuhan target bisnis Perseroan. Selain melakukan outstanding performance and met the requirements for
mutasi, karyawan yang menunjukkan performa kerja terbaik higher positions were given the opportunity for promotion to
serta memenuhi persyaratan jabatan yang lebih tinggi diberi contribute more actively to the Company.
kesempatan untuk promosi agar bisa memberikan kontribusi
lebih aktif di dalam Perseroan.
415
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 416
Selain melakukan promosi serta mutasi karyawan, cara lain yang In addition to promotions and employee transfers, GMF
dilakukan GMF guna memenuhi MPP yaitu dengan melakukan also conducted external recruitment to fulfill MPP. In 2024,
rekrutmen eksternal. Pada tahun 2024, proses rekrutmen yang recruitment was carried out through make and/or buy
dilakukan dengan melakukan make dan/atau buy. approaches.
Rekrutmen make dilakukan dengan memilih kandidat fresh The make recruitment approach involved selecting fresh
graduate dari lulusan D3, dan Perguruan Tinggi. Setelah graduates from D3 and university programs. Once hired, they
diangkat, nantinya mereka akan mengikuti berbagai tahap would undergo various development stages according to
pengembangan sesuai dengan ketentuan. GMF bekerja sama company policies. GMF collaborated with several institutions
dengan sejumlah institusi untuk mendapatkan kandidat terbaik. to acquire the best candidates. Through the make recruitment
Melalui rekrutmen make, GMF bertujuan untuk mencetak approach, GMF aimed to develop technicians, engineers,
teknisi, engineer, planner, dan inspector. planners, and inspectors.
Rekrutmen buy lebih difokuskan kepada kandidat profesional/ The buy recruitment approach focused on professional/
ahli yang nantinya akan diperkenalkan langsung dengan bisnis, expert candidates, who would be introduced directly to GMF’s
organisasi, sistem dan prosedur, serta budaya perusahaan dari business, organization, systems and procedures, and corporate
GMF. Rekrutmen buy digunakan saat Perseroan membutuhkan culture. The buy recruitment approach was used when the
karyawan pada level tertentu seperti aircraft maintenance company required employees at specific levels, such as aircraft
engineer, internal auditor, treasury management, Legal & maintenance engineers, internal auditors, treasury management
Corporate Governance Expert. personnel, and Legal & Corporate Governance Experts.
Seluruh calon karyawan GMF wajib memenuhi syarat yang All GMF job candidates were required to meet the company’s
ditetapkan oleh Perseroan, yakni berusia minimum 18 tahun stipulated conditions, including a minimum age of 18 years, in
sesuai ketentuan Undang-Undang No. 13 Tahun 2003 tentang accordance with Law No. 13 of 2003 on Employment, Article
Ketenagakerjaan Pasal 68 dan Konvensi ILO 138 tentang 68, and ILO Convention 138 on the Minimum Age for Admission
Usia Minimum untuk Diperbolehkan Bekerja. GMF juga tidak to Employment. GMF also did not practice forced labor, as
menerapkan praktik kerja paksa karena jam kerja karyawan employee working hours were contractually regulated in
telah ditetapkan dalam kontrak sesuai dengan undang-undang compliance with labor laws. These requirements also applied
ketenagakerjaan yang berlaku. Persyaratan ini juga berlaku bagi to GMF’s business partners. Throughout 2024, GMF did not
mitra kerja yang bekerja sama dengan Perseroan. Sepanjang recruit underage employees (under 18 years old), ensuring
tahun 2024, GMF tidak pernah merekrut karyawan di bawah that no incidents of underage employment occurred within the
umur (di bawah 18 tahun) sehingga tidak terdapat insiden company or its partner organizations. [OJK F.19] [ESG S-10]
karyawan di bawah umur yang dipekerjakan oleh Perseroan
maupun mitra kerja yang bekerja sama dengan Perseroan.
[OJK F.19] [ESG S-10]
PROGRAM MANAGEMENT TRAINEE Rookie Development Program
Rookie Development Program (RDP) pertama kali dilaksanakan The Rookie Development Program (RDP) was first implemented
tahun 2023. Ini adalah sebuah program yang dilaksanakan in 2023. This is a two-year program designed to equip Rookies
selama dua tahun untuk membekali Rookies (karyawan baru) (new employees) with knowledge, leadership skills, and attitudes
dengan pengetahuan, leadership skill dan attitude yang selaras aligned with AKHLAK BUMN values, ensuring they are prepared
dengan AKHLAK BUMN agar siap ditempatkan di perusahaan for placement in companies within the Garuda Indonesia Group
yang tergabung di Garuda Indonesia Group pada berbagai posisi across various positions, such as Engineering, Planning, and
seperti Engineering, Planning dan Business Support. Business Support.
HASIL REKRUTMEN 2024 [ESG S-03] 2024 Recruitment [ESG S-03]
Pada tahun 2024, GMF telah melakukan rekrutmen terhadap In 2024, GMF recruited 631 new permanent and non-permanent
631 karyawan baru tetap dan tidak tetap yang merupakan employees as part of the Manpower Planning (MPP) for 2024.
bagian dari MPP di tahun 2024. Jumlah tersebut setara 12% These numbers are equal to 12% of total number of employees
dari jumlah keseluruhan karyawan pada tahun 2024. in 2024.
Rekrutmen ini mengalami kenaikan sebesar 45% dibandingkan This recruitment saw a 45% increase compared to 2023, when
rekrutmen tahun 2023 dimana GMF melakukan rekrutmen 436 GMF hired 436 new employees. The growth in recruitment was
karyawan baru. Kenaikan rekrutmen ini terutama didorong oleh primarily driven by GMF’s business expansion, while the need
perkembangan bisnis GMF, sementara kebutuhan penggantian to replace retiring and resigning employees also contributed
pegawai yang pensiun dan mengundurkan diri juga menjadi as a supporting factor. GMF is committed to strengthening its
faktor pendukung. GMF berkomitmen memperkuat SDM human resources to achieve operational targets and enhance
guna mencapai target operasional dan meningkatkan kualitas service quality.
layanan.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
416 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 417
Laporan Keberlanjutan
Sustainability Report
Perekrutan Berdasarkan Level Jabatan
Recruitment by Position
Karyawan
Employee Status
2024 2023
Keterangan
Description Tetap Tidak Tetap Tetap Tidak Tetap
Permanent Contract Permanent Contract
Level Professional 32 254 1 42
Level Engineer 14 78 4 94
Level Technician 4 249 23 273
Jumlah
50 581 28 408
Total
TINGKAT PERPUTARAN PEGAWAI [ESG S-03] EMPLOYEE TURNOVER [ESG S-03]
GMF menghitung tingkat perputaran pegawai ( turnover) GMF calculates the employee turnover rate annually as one
setiap tahunnya sebagai salah satu dasar untuk menerapkan of the bases for implementing appropriate HC management
manajemen SDM yang tepat, berfokus pada optimalisasi practices, with a focus on optimizing productivity and ensuring
produktivitas dan memastikan loyalitas pegawai. Hasil employee loyalty. The results of the turnover rate calculation
perhitungan turnover rate juga menunjukkan tingkat kompetitif also indicate GMF’s competitiveness as the primary destination
GMF sebagai perusahaan tujuan utama para pencari kerja for job seekers in the MRO industry nationally. Despite not
di industri MRO secara nasional. Walaupun tidak memiliki facing stiff competition from other MRO players nationally, GMF
persaingan yang ketat dengan pemain MRO lainnya secara ensures that employees feel satisfied working at the Company.
nasional, namun GMF juga memastikan bahwa para pegawai
merasa puas bekerja di Perseroan.
Jumlah karyawan yang meninggalkan Perseroan selama tahun The number of employees who left the Company during 2024
2024 adalah 125 orang atau 2.98% dari jumlah keseluruhan was 125 individuals or 2,98% of the total number of employees
karyawan pada tahun 2024. Dengan demikian, turnover in 2024. Therefore, the employee turnover rate was recorded
pegawai tercatat sebesar 2.98%. Tingkat turnover ini sedikit at 2.98%. This turnover rate is slightly higher than 2023 but is
lebih tinggi dari tahun 2023 akan tetapi tidak terlalu signifikan not significant in reducing GMF’s costs and efforts to perform
dalam mengurangi biaya dan upaya GMF untuk melakukan an induction program for new employees.
induksi pegawai baru.
PENGEMBANGAN KOMPETENSI [OJK F.22] COMPETENCY DEVELOPMENT [OJK F.22]
Mekanisme Pengembangan Kompetensi Karyawan GMF
Mechanism of GMF Employee Competency Development
Training Need
Analysis
Knowledge
Learning Service
Management
417
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 418
Knowledge Management Learning Services
Program ini bertujuan untuk meningkatkan pengetahuan dan Dilakukan untuk pegawai GMF sesuai dengan peraturan yang berlaku
keterampilan pegawai agar dapat memiliki daya saing tinggi. Poin untuk industri perawatan pesawat. GMF senantiasa meningkatkan
penting di sini adalah adanya media transfer pengetahuan yang dapat kompetensi pegawai melalui Annual Training Program yang mencakup
diakses seluruh pegawai untuk mengoptimalkan proses peningkatan Technical Training dan Leadership & Management Training. Technical
kemampuan. Terdapat knowledge management portal yang dapat Training berlaku bagi seluruh pegawai GMF.
digunakan pegawai untuk mengakses berbagai macam pengetahuan This program is meant to update the knowledge of GFM employees
yang dapat menunjang proses kerja, terutama yang berkaitan dengan with the latest regulation in the aircraft maintenance industry. GMF
aktivitas perawatan pesawat. always try to enhance the competencies of its employes through Annual
This program is designed to enhance the knowledge and skills of Training Program that includes Technical Training and Leadership &
employees to have high level of competitiveness. The important point Management Training. Technical Training applies to all employees.
here is to have a channel for knowledge transfer that is accessible for
Leadership & Management Training diberikan untuk posisi manajerial
all employees to optimize the process of knowledge enhancement. The
Company also owns a knowledge management portal for employees dan mengacu pada ketentuan GMF Leadership Academy melalui
Leadership & Managerial Development Program (LMDP) sebagai
to gain knowledge on various information to improve their working
process, especially those related to aircraft maintenance. berikut:
Leadership & Management Training is given to employees who are in
Aktivitas program adalah: the managerial position with training material that refer to the GMF
The activities of the programs are as follows: Leadership Academy thugh Leadership & Managerial Development
• Sharing Session; Program (LMDP) as follows:
• Article Writing; • Formal Master Education (S2)
• Discussion Forum; • Emerging Leadership Program (ELP)
• Inspirational Story; • Operational Leadership Program (OLP)
• Best Practice Documentation; • Strategic Leadership Program (SLP)
• Konten edukasi Instagram | Instagram education content: Self • Certified Business Management (CBM)
Development, Aircraft Fact, Innovation Corner. • MRO Finance
• MRO Management
Pengembangan Kompetensi Berdasarkan Level Jabatan
Competency Development by Position
Jumlah Peserta
Level Jabatan Jenis Pelatihan Nama Pelatihan Tujuan Pelatihan
Number of
Position Training Type Training Name Training Purpose
Participants
Diperuntukkan bagi para Manager atau Talent
Manager, untuk belajar peran kepemimpinan
& cara mengelola team. Selain itu untuk
memastikan semua Indikator Kinerja Utama
dapat didelegasikan serta diterapkan dengan
benar agar target keberhasilan Perseroan dapat
Leadership Training Leadership Skill tercapai. 65
Designed for Managers or Talent Managers
to learn about leadership roles and team
management. Additionally, it ensures that
all Key Performance Indicators (KPIs) can be
Manager
properly delegated and implemented to achieve
the Company’s success targets.
Diperuntukkan bagi para Manager atau Talent
Manager, terutama yang mempunyai latar
belakang non-financial untuk dapat memahami
Management financial management pada MRO.
MRO Finance 57
Training Designed for Managers or Talent Managers,
especially those with a non-financial background,
to understand financial management in MRO
(Maintenance, Repair, and Overhaul).
Diperuntukkan bagi Manager atau talent
Manager untuk belajar tentang pengelolaan
penyedia perawatan (MRO) berdasarkan dengan
regulasi terkini, tren bisnis MRO, dan praktik
Management
MRO Management terbaik dalam manajemen MRO. 60
Training
Designed for Managers or Talent Managers to
learn about MRO provider management, based
on the latest regulations, MRO business trends,
and best practices in MRO management.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
418 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 419
Laporan Keberlanjutan
Sustainability Report
Pengembangan Kompetensi Berdasarkan Level Jabatan
Competency Development by Position
Jumlah Peserta
Level Jabatan Jenis Pelatihan Nama Pelatihan Tujuan Pelatihan
Number of
Position Training Type Training Name Training Purpose
Participants
Orientation Training 862
Basic Competency Training 3,652
Berbagai macam program pelatihan yang harus
Job Competency Training dilalui oleh para staff, dan merupakan bagian 1,034
Formal Education to
dari pelatihan dasar dan pengembangan ilmu
pursue Bachelor’s Continuation / Mandatory
Staff sesuai jabatan. 4,946
a n d M a s t e r ’ s Training
Various training programs that employees must
Degree Training
Task Competency Training complete, forming part of basic training and 1,767
knowledge development according to their roles.
Supervisory Training 214
External Training 218
Jumlah
12,693
Total
Pelaksanaan Program Knowledge Pelaksanaan Program Learning
Management 2024 Services 2024 Pelaksanaan Leadership Training 2024
Knowledge Management Program Learning Services in 2024 Leadership Training Program in 2024
Program in 2024
• 360 kali sharing session telah • 507 kelas Technical Training | • 80% pejabat struktural dan 20%
dilaksanakan | times of sharing Technical Training classes talent mendapatkan leadership
session • 6 batch Leadership & Management training | 80% structural officers and
• 64 dokumentasi inspirational story Training 20% talent followed the leadership
telah disebarkan | best practice training
documentation disseminated
• 148 Dokumentasi best practice
telah disebarkan
• 100 buah artikel telah disebarkan |
articles disseminated
Ringkasan Pelatihan Karyawan 2024
Employee Training Summary 2024
Keterangan Jumlah Event Jumlah Peserta
Description Total Events Total Participants
Learning Service
Orientation Training 7 862
Basic Competency Training 242 3,652
Job Competency Training 71 1,034
Task Competency Training 194 1,767
Continuation/Mandatory Training and Remedial Training 250 4,946
Supervisory 13 214
Training for Leaders
Leadership Skill 2 65
MRO Finance 2 57
MRO Management 2 60
419
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 420
Ringkasan Pelatihan Karyawan 2024
Employee Training Summary 2024
Keterangan Jumlah Event Jumlah Peserta
Description Total Events Total Participants
Mandatory Training
Initial Human Factors in Aircraft Maintenance 10 205
Safety Management System Awareness 15 297
Regulation 145 18 276
Dangerous Goods Awareness 7 152
Fuel Tank Safety 10 183
Quality System 21 380
BIAYA PENGEMBANGAN KOMPETENSI Competency Development Cost
Realisasi biaya pengembangan kompetensi karyawan pada tahun In 2024, the Company spent Rp3,672,171,450 to improve
2024 tercatat sebesar sebesar Rp3,672,171,450, menurun 37% the competencies of its employees, 37% lower compared to
dibandingkan tahun 2023 sebesar Rp5,836,429,500. Penurunan Rp5,836,429,500 spent in 2023. The decrease occurred due
ini terjadi karena pelaksanaan pelatihan sebagian besar telah to The implementation of training was largely completed in
terpenuhi pada tahun 2023, sedangkan untuk pelatihan yang 2023, while continuation training follows a biennial schedule.
bersifat continuation berlangsung dua tahunan. Selain itu Additionally, in 2024, budget adjustments have been made to
pada tahun 2024 juga ada penyesuaian anggaran yang lebih better align with the employee recruitment process and position
disesuaikan kepada proses rekrutmen pegawai dan penyesuaian composition adjustments.
komposisi jabatan.
Rata-rata Jam Pelatihan dan Pengembangan Karyawan [S-05]
Average Hour of Employee Training and Development [S-05]
Rata-Rata Jam Pelatihan per
Jumlah Karyawan Berpartisipasi dalam Persentase Jumlah Karyawan Berpartisipasi
Karyawan
Program Pelatihan dalam Program Pelatihan
Average Training Hour per
Total Employees Participated in Training Percentage of Total Employees Participated in
Employee
Programs Training Programs
5.11 jam/karyawan
4,612 90,89%
5.11 hour/employee
PELATIHAN ORGAN TATA KELOLA Training for Corporate Governance Organ [GRI 2-17]
PERSEROAN [GRI 2-17]
Pengembangan kompetensi juga berlaku untuk setiap organ The Company also improves the competencies of its governance
tata kelola Perseroan melalui serangkaian program pelatihan bodies through a series of external training programs. Through
dari pihak eksternal. Pelatihan ini dilakukan untuk mendukung this training, the Company hopes that all members can improve
kompetensi setiap anggota dalam menjalankan tugas dan their competencies to do what must be done to support Good
kewajibannya untuk mendukung Tata Kelola Perusahaan yang Corporate Governance implementation and ensure business
Baik serta memastikan keberlangsungan usaha dalam jangka continuity.
panjang.
Informasi mengenai pendidikan atau pelatihan bagi Dewan Information concerning the training and education programs
Komisaris, Direksi, Komite-komite, Sekretaris Perusahaan, dan until the end of 2023 for the Board of Commissioners, the Board
Audit Internal sampai dengan akhir tahun 2024 dapat dilihat of Directors, Committees, Corporate Secretary, and Internal
dalam informasi berikut, yang mencakup mengenai program Audit, are available in the following information, which covers
pelatihan dan pihak pemberi pelatihan. Tidak semua organ the information regarding training and program and organizers.
Perseroan mengikuti pelatihan dan GMF tidak mengadakan Not all Company organs participated in the training and GMF
pelatihan-pelatihan khusus untuk organ-organ tersebut, namun did not organize any particular training programs for those
masing-masing anggota tetap mengikuti perkembangan industri organs, but each member still followed the current industrial
yang berlaku. development.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
420 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 421
Laporan Keberlanjutan
Sustainability Report
Dewan Komisaris Board of Commissioners
Dharmadi
Komisaris Utama, merangkap Ketua KNR
President Commissioner, concurrently as Chairman of KNR
• Professional Commisioners Program: Indonesian Institute for Corporate Directorship
• Inhouse Training Risk Based Business Strategic Planning and Budgeting: Radian Wicobs Internasional
Rahmat Hanafi
Komisaris, merangkap anggota KNR
Commissioner, concurrently as Member of KNR
Inhouse Training Risk Based Business Strategic Planning and Budgeting: Radian Wicobs Internasional
Ali Gunawan
Komisaris Independen, merangkap Ketua KAKCG
Independent Commissioner, concurrently as Chairman of KAKCG
Inhouse Training Risk Based Business Strategic Planning and Budgeting: Radian Wicobs Internasional
Agit Atriantio
Komisaris Independen, merangkap Ketua KPUPR
Independent Commissioner, concurrently as Chairman of KPUPR
• Qualified Risk Governance Professional (QRGP): Lembaga Sertifikasi Profesi – Mitra Kalyana Sejahtera
Abhan
Komisaris Independen, merangkap anggota KNR
Independent Commissioner, concurrently as Member of KNR
• Professional Commissioners Program: Indonesian Institute for Corporate Directorship
• Inhouse Training Risk Based Business Strategic Planning and Budgeting: Radian Wicobs Internasional
• Qualified Risk Governance Professional (QRGP): Lembaga Sertifikasi Profesi – Mitra Kalyana Sejahtera
Direksi Board of Directors
Andi Fahrurrozi
Direktur Utama
CEO
• Indonesia Aero Summit 2024: Indonesia National Air Carriers Association atau INACA
Pudjo Sarwoko
Direktur Human Capital & Corporate Affairs
Director of Human Capital & Corporate Affairs
Professional Commisioners Program: Indonesian Institute for Corporate Directorship
Irvan Pribadi
Direktur Busines & Base Operation
Director of Business & Base Operation
• CRMP Certification (Certified Risk Management Professional)/Integrated Organizational Risk Management Expert (AMROT-BNSP)/
CRMP-GIRMA: Risk Management Professional Certification Institute (LSPMR/CRMP)
Sekretaris Dewan Komisaris Secretary to the Board of Commissioners
Yogi Aditama
Sekretaris Dewan Komisaris
Secretary to the Board of Commissioners
• Professional Commissioners Program: PT Garuda Indonesia (Persero) Tbk
• Workshop Subsidiary Governance: PT Dinamika Pasifik Solusindo (“DPS Consulting”)
• Training Finnon: Understanding Financial Statement: PPM Manajemen
Komite Audit dan Kebijakan Corporate Governance Audit and Corporate Governance Policy Committee
(KAKCG)
Dodi Yasendri
Anggota
Member
Anggota KAKCG tidak mengikuti pelatihan pada tahun 2024.
Members of KAKCG did not follow any training program in 2024.
421
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 422
Edward Okky Avianto
Anggota
Member
Anggota KAKCG tidak mengikuti pelatihan pada tahun 2024.
Members of KAKCG did not follow any training program in 2024.
Komite Pengembangan usaha dan Pemantau Risiko Business Development and Risk Monitoring
(KPUPR) Committee
Endang Tardiana
Anggota
Member
Inhouse Training Risk Based Business Strategic Planning and Budgeting: Radian Wicobs Internasional
Gary Louis Lumempouw
Anggota
Member
Inhouse Training Risk Based Business Strategic Planning and Budgeting: Radian Wicobs Internasional
Corporate Secretary
Sekretaris Perusahaan
Rian Fajar Isnaeni
VP Corporate Secretary & Legal
• In-House Training Directorship Program: Indonesian Institute for Corporate Directorship
• Exclusive Workshop on Reasons for Criminal Exemption & Legal Protection for Directors/Commissioners of SOEs in Corporate Actions:
Indonesia Training Institute & Consulting Services/CRMS
Audit Internal Internal Audit
Sebanyak 17 peserta mengikuti pelatihan, terdiri dari berbagai tingkat A total of 17 participants took part in the training, comprising various
profesi audit. Peserta pelatihan: VP Internal Audit, Operation & IT levels of audit professionals. The training participants are: VP Internal
Audit, Corporate & Financial Audit, Senior Auditor, dan Auditor. Berikut Audit, Operation & IT Audit and Corporate & Financial Audit, Senior
ini adalah informasi mengenai program pelatihan yang diikuti oleh VP Auditors, Auditors. The following is the information regarding the training
Internal Audit, serta ringkasan pelatihan yang diikuti oleh anggota program of VP Internal Audit, and a summary of the training followed
Internal Audit lainnya: by other member of Internal Audit:
Deddy Fezantino
VP Internal Audit
• Root Cause Analysis of Audit Finding: Inhouse
• Risk Management Officer: Inhouse
• Strengthening Governance and Fraud Prevention: PWC
• Auditing & Monitoring: Pratama Indomitra Konsultan
• Assessment of Risk Maturity Index according to Ministerial Regulation No. 2 of 2023 and RMI Guidelines: Ikatan Akuntan Indonesia
(Institute of Internal Auditor)
• Implementation of Governance, Risk & Control in Higher Education Institutions: Ikatan Akuntan Indonesia
• Towards Integrated Reporting—Analysis of Sustainability and Climate Change Disclosures Based on IFRS S1, IFRS S2, TCFD, and GRI 305:
Pusat Pengembangan Akuntansi Fakultas Ekonomi & Bisnis Universitas Indonesia [OJK E.2]
• Mastering Sustainability Audit—Fostering Transparency, Accountability, and Impact: Institute of Internal Auditor
• Road to Integrated Carbon Economic Value Policy—Opportunities, Challenges, and Risks of Implementing Carbon Economic Value Policies:
Institute of Internal Auditor [OJK E.2]
• IAI East Java, Two Sides of the Coin: Forensic Accounting vs Investigative Auditing in Fraud Prevention and Detection: Pusat Pengembangan
Profesi Keuangan – Kementerian Keuangan
• Key Audit Matters—Matters to All: Pusat Pengembangan Profesi Keuangan – Kementerian Keuangan
• Corporate Forensic Audit—Uncovering Fraud and Enhancing Business Transparency: Ikatan Akuntan Indonesia
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
422 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 423
Laporan Keberlanjutan
Sustainability Report
Program pelatihan anggota lainnya
Training program of other members
• Root Cause Analysis of Audit Finding: Inhouse
• Risk Management Officer: Inhouse
• Human Factors Continuation Training: Inhouse
• Safety Management System Continuation Training: Inhouse
• Risk Management Officer: Forum Komunikasi Satuan Pengawas Intern (FKSPI)
• Know Our Risks, Plan Strategically, by Understanding Today’s Risk Environment: PwC 360
• Auditing & Monitoring IT General Controls: Forum Komunikasi Satuan Pengawas Intern (FKSPI)
• Strengthening the Integrity of State-Owned Enterprises’ Financial Reports—Implementation of Technical Guidelines for Internal Control
over Financial Reporting: PwC 360
• GMF Quality System for Supporting Personnel: Inhouse
• Corruption in Corporate, Banking, and Government Financial Management: Lembaga Berantas Korupsi Indonesia
• Basic Planning: Inhouse
• Elevating Internal Audit as A Value Driver: Inhouse
• Implementing Corporate Governance Based on the State-Owned Enterprises Omnibus Law: Pratama Indomitra Konsultan
• Advanced Level Qualified Internal Audit: Yayasan Pendidikan Internal Audit
• Managerial Level Qualified Internal Audit: Yayasan Pendidikan Internal Audit
• Cultural Transformation—Integrating ESG, Cybersecurity, and Innovative Risk Management: Yayasan Pendidikan Internal Audit [OJK E.2]
Manajemen Risiko Risk Management
Santi Agustina
Executive General Manager Risk Management
Certified Risk Management Professional (CRMP): PT. RAP Indonesia (Sertifikasi Manajemen Risiko RAP Learning Center Jakarta Official)
Risk Based Business Strategic Planning and Budgeting: RWI Consulting
Ria Asyrofa
Senior ERM & Internal Control Analyst
Certified Risk Management Officer (CRMO): PT. RAP Indonesia (Sertifikasi Manajemen Risiko RAP Learning Center Jakarta Official)
Risk Based Business Strategic Planning and Budgeting: RWI Consulting
Muhammad Alvi Hasyemi K.
Senior ERM & Internal Control Analyst
Certified Risk Management Officer (CRMO): PT. RAP Indonesia (Sertifikasi Manajemen Risiko RAP Learning Center Jakarta Official)
Risk Based Business Strategic Planning and Budgeting: RWI Consulting
Brian Marfiansyah
Senior ERM & Internal Control Analyst
Risk Based Business Strategic Planning and Budgeting: RWI Consulting
Quality Assurance & Safety Quality Assurance & Safety
• Aircraft Maintenance Engineer License (Senior Aircraft Quality Inspector, Aircraft Quality Inspector, Aircraft Maintenance Engineer): 91
people certified (100%)
• Certified Quality Auditor: 10 people certified (18.5%)
• Associate Quality Auditor: 26 people certified (48.1%)
• Qualification & Licensing Assessor (Senior Qualification & Licensing Assessor, Qualification Licensing Assessor): 7 people certified (100%)
423
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 424
PENILAIAN KINERJA PEGAWAI EMPLOYEE ASSESSMENT &
& MANAJEMEN KARIER CAREER MANAGEMENT
BSC Corporate
BSC Directorate
BSC Dinas
Mid Year, and End
Year Perfomance Goal Setting
Review
:DEVELOPMENT Evaluating Planning
Promotion, Rotation,
Merit, Incentive
PMS
Managing
Performance Monitoring Continuous
Feedback, Coaching and Counselling
GMF menerapkan sistem manajemen kinerja yang berdasarkan GMF implements a performance management system (planning,
tiga proses yaitu perencanaan, pengelolaan kinerja, dan evaluasi performance management, and evaluation) to assess employee
untuk menilai kinerja para pegawai (assessment). performance.
Individual Performance Plan (IPP) ditetapkan sebagai sasaran The Individual Performance Plan (IPP) becomes the
kinerja yang merupakan turunan dari KPI atau Target Unit performance basis derived from the KPI or Target Unit of its
dan Dinasnya. Kinerja pegawai dipantau dan dinilai dengan Department. Individual Performance Tracking (IPT) will monitor
Individual Performance Tracking (IPT). Hasilnya akan dilaporkan and assess employee performance. The results are available in
dalam Individual Performance Report (IPR). Ketiga proses the Individual Performance Report (IPR). These three processes
tersebut dilakukan dengan menggunakan sistem online, yaitu are carried out using an online system, namely MyHC (Talent
MyHC (Talent Management System). Management System).
IPP IPT IPR CAP
• Mid-year & End-year
• Total hasil dari pencapaian KPI, • Penugasan khusus bagi
• ≥ 1 kali sebulan untuk semua level OCP, dan CA pegawai terpilih
• KPI dan Target jabatan • Balancing • Bobot CAP
• OCP dan Target • Komunikasi dua arah • Komunikasi atasan dan bawahan • Pengukuran kinerja dan
• Bobot KPI dan OCP • Formal dan tercatat untuk persetujuan target
• KPIs and Targets (terdokumentasi) • Mid-year and End-year • C h a l l e n g i n g
• OCP Targets • Once a month for all jobs level • Total results from KPI, OCP, and Assignment for talent
• KPI and OCP Weight • Two-way communication CA achievements • CAP Weight
• Formal and recorded (documented) • Balancing • Performance
• Communication of superiors and Measurement
subordinates for approval
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
424 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 425
Laporan Keberlanjutan
Sustainability Report
Atasan masing-masing pegawai menilai kinerja setiap The supervisor of each employee conducted a fair evaluation
bawahannya secara adil. Penilaian kinerja dilakukan dua kali of his subordinate’s performance. There is a two-time
dalam setahun dan diatur dalam Prosedur Bisnis Performance appraisal program every year, as stipulated in the Performance
Management System (PMS). Hasil tersebut kemudian menjadi Management System (PMS) Business Procedure. The Company
bahan pertimbangan bagi Perseroan dalam memberikan uses the assessment to give rewards and punishments and
reward, punishment, serta program pengembangan kepada development programs to employees. Employees and
karyawan. Karyawan dan atasan dapat melakukan dialog/ supervisors will be able to have dialogue/discussion either
diskusi baik secara daring atau pertemuan tatap muka. Hal ini online or face-to-face meetings. This can provide convenience
dapat memberikan kemudahan bagi para karyawan sehingga for employees, resulting in more effective and efficient working
berdampak kepada waktu kerja yang lebih efektif dan efisien. time.
Pada tahun 2025, GMF memberikan berbagai jenis reward In 2025, GMF provides various types of rewards according
sesuai dengan hasil penilaian kinerja pegawai. Salah satu bentuk to the results of employee performance assessments. Special
reward adalah pemberian apresiasi kepada 69 pegawai yang Recognition is part of reward to give appreciation for 69
dinilai memiliki kinerja terbaik sepanjang tahun 2024 dan employees who are considered to have the best performance
memberikan kontribusi di atas rata-rata kepada Perusahaan. throughout 2024 and have made above-average contributions
Terdapat 3 kategori pemberian apresiasi yaitu: to the Company. There are 3 categories of appreciation, namely:
1. Most Valuable Employee, yaitu penghargaan bagi pegawai 1. Most Valuable Employee, an award for employees with the
dengan penilaian kinerja tertinggi dan diberikan hanya highest performance and given to only 1 person in each
kepada 1 orang di setiap dinasnya. department.
2. Outstanding Performer, yaitu pegawai yang menonjol dalam 2. Outstanding Performer, an award for employees who stand
kinerja dan dedikasinya terhadap pekerjaan. Mereka tidak out in their performance and dedication to their work. Not
hanya mencapai target kinerja tetapi juga menunjukkan only achieve performance targets but also demonstrate
kemampuan ekstra, inisiatif, dan kontribusi positif terhadap extra abilities, initiative, and positive contributions to
tim dan perusahaan secara keseluruhan. Para outstanding the team and the company as a whole. These outstanding
performer ini juga menjadi contoh yang menginspirasi bagi performers are also inspiring examples for their colleagues
rekan-rekannya dan membantu menciptakan lingkungan and help create a productive and positive work environment.
kerja yang produktif dan positif.
3. Excellent PDCA, yaitu pegawai yang diberikan penugasan 3. Excellent PDCA, an award for employees who are given
khusus sebagai PDCA diluar pekerjaan utamanya dan dinilai special assignments as PDCA outside of their main job and
terbaik dalam mengerjakan tugas PDCA. are considered the best in carrying out their PDCA tasks.
425
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 426
Manajemen Karier
Career Management
Manajemen karier berkaitan erat dengan sucession planning Career management is closely related tosucession planning
GMF untuk mempertahankan tingkat kualitas SDM dari risiko GMF to maintain the quality level of human resources from risk
turnover karyawan. Melalui manajemen karier, karyawan diberi turnover employee. Through career management, employees
kesempatan untuk meningkatkan tingkat kesejahteraan dengan are given the opportunity to increase their level of welfare by
mendapatkan posisi yang lebih tinggi. getting a higher position.
Proses Manajemen Karier
Careet Management Process
Penentuan Formasi Jabatan Asesmen Penilaian Akhir
Formation Position Assessment Final Decision
• Penentuan kualifikasi jabatan; • Menilai kompetensi individu • Keputusan akhir promosi
• Landasan penyusunan jalur dengan kualifikasi jabatan; karyawan;
karier. • Dilakukan oleh tim assessor; • Pelatihan dan pengembangan
• Qualification of position; • Melibatkan Komite SDM (expert, lebih lanjut, jika diperlukan.
• Career path foundation. subject matter expert, human • Final decision on employee
capital personnel); promotion;
• Quality personnel for safety (jika • Further training and
dibutuhkan). development, if needed.
• Assessing the individual
competencies with job
qualifications;
• Conducted by an assessor team;
• Involving the HR Committee
(expert, subject matter expert,
human capital personnel);
• Quality personnel for safety (if
needed).
Dual Career Path: Profesional & Struktural
Dual Career Path: Professional & Structural
Jalur profesional memberi karyawan kesempatan untuk menjadi ahli di bidang tertentu. Jalur struktural membuka
kesempatan karier berdasarkan kemampuan manajerial.
The professional track allows employees to become experts in specific areas. The structural path opens career opportunities
based on managerial abilities.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
426 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 427
Laporan Keberlanjutan
Sustainability Report
HASIL MANAJEMEN KARIER 2024 Career Management Results in 2024
Melakukan Review Career Level pada sistem Manajemen Karir Conducting a review of Career Levels in the Career
dengan konsep Job Enrichment & Job Enlargement. Management System using the concepts of Job Enrichment
and Job Enlargement.
Melaksanakan review dan perbaikan secara periodik terhadap Periodically reviewing and improving the Personal Competency
dokumen Personal Competency Manual (PCM) untuk terus Manual (PCM) to ensure continuous updates in line with
melakukan update terhadap perubahan dan kesesuaian changes and the relevance of required competencies, as well
kompetensi yang dibutuhkan serta melakukan revisi PB 06- as revising PB 06-005 on Employee Career Management.
005 Pengelolaan Karir Pegawai
Penetapan pegawai yang termasuk ke dalam kelompok jabatan Determining employees classified in frozen job groups (freeze)
yang dibekukan (freeze) untuk selanjutnya dapat dikembangkan so they can be developed into positions one level higher or
ke jabatan dengan jenjang satu level lebih tinggi atau ditetapkan remain in their current roles until normal retirement.
dalam jabatan tersebut sampai pensiun normal.
Disamping melakukan pembenahan terkait pengelolaan In addition to improving career management within the
karir di perusahaan, melalui Assessment Center, GMF telah company, through the Assessment Center, GMF has conducted
menyelenggarakan proses asesmen terhadap pada Level Vice assessments for 16 on Vice President-level, 40 Senior Managers,
President sebanyak 16 orang, Senior Manager sebanyak 40 and 84 Managers.
orang, dan Manager sebanyak 84 orang.
Promosi dan Mutasi Pegawai tahun 2024
2024 Employees Promotion and Mutation
Promosi Mutasi
Promotion Mutation
• 2 orang level Vice President • 2 persons for Vice President’s level
• 12 orang level Senior Manager • 12 persons for Senior Manager’s level
• 44 orang level Manager • 44 persons for Manager’s level
• 695 orang level Staff • 695 persons for Staff’s level
Salah satu hasil promosi yang perlu untuk dibahas yaitu One of the noteworthy promotional outcomes is the promotion
promosi Andriyono Novan Hartoko. Beliau diangkat menjabat of Andriyono Novan Hartoko. He was appointed as Vice
Vice President Engineering Services pada 1 Oktober 2024 President Engineering Services on October 1, 2024, having
setelah sebelumnya menempati posisi Senior Manager Line previously served as Senior Manager Line Maintenance
Maintenance Production Planning. Beliau bergabung dengan Production Planning. Joining GMF in [2008], his career has
GMF sejak tahun 2008, kariernya terus meningkat sebagai steadily progressed, holding various positions as Engineer.
seorang Engineer. Informasi ini menunjukkan bahwa GMF This shows that GMF has a clear career path for its employees.
memiliki jenjang karier yang jelas.
Informasi tersebut juga menunjukkan bagaimana GMF This information also highlights how GMF fosters employee
dapat mempertahankan loyalitas pegawai, dan sebaliknya, loyalty. Conversely, loyal employees who consistently
pegawai yang loyal dan terus menunjukkan kinerja positif demonstrate positive performance will enjoy various benefits
akan merasakan dampak positif saat komitmen dan integritas when their commitment and integrity align with the Company’s
mereka berjalan beriringan dengan kinerja positif Perseroan. success. This opportunity is available to every employee who
Tentunya kesempatan ini terbuka bagi setiap pegawai yang meets the standard criteria set by GMF.
dapat memenuhi kriteria standar yang berlaku di GMF.
427
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 428
RENCANA PENGEMBANGAN 2024 HC DEVELOPMENT PLAN
SDM TAHUN 2025
GMF senantiasa memperhatikan perkembangan eksternal yang HC development plans are consistently implemented by
berkaitan dengan keberlanjutan usaha, terutama tren industri considering various factors, including the internal business
dan kebijakan Pemerintah Indonesia yang mempengaruhi bidang situation (such as business plans and targets) and external
usaha Perseroan. Meski kondisi pertumbuhan perekonomian factors (such as business trends and challenges). With how the
Indonesia pada tahun 2025 dihadapkan pada kondisi yang situation has been going positive after the pandemic challenge,
menantang, namun diprediksi masih baik, termasuk di sektor GMF is now prepared to take a more proactive approach to
industri penerbangan. Kondisi 2025 diperkirakan bertumbuh enhance human resource capacity, particularly for 2024.
seiring dengan mulai meningkatnya perjalanan udara, baik
domestic maupun internasional. Kondisi ini tentunya sangat
mempengaruhi Perseroan dan perkembangan SDM tahun 2025
tentunya harus memperhitungkan hal ini dengan seksama.
Berdasarkan pertimbangan di atas, Program dan Rencana Kerja Based on these considerations, the Company has outlined the
SDM tahun 2025 akan lebih fokus kepada: following 2024 HR Work Plan and Program:
1. Pengelolaan Biaya Pegawai 1. Employee Cost Management
Melaksanakan monitoring dan review setiap akhir bulan Implement monitoring and review of staff expense reports
atas laporan staff expense untuk menjaga agar tetap sejalan at the end of each month to ensure that they remain in line
dengan pencapaian revenue sebagaimana ditetapkan dalam with revenue achievement as set out in the TECP KPI, which
KPI TECP yaitu 28% terhadap revenue tanpa subcont is 28% of revenue without subcont expenses.
expense.
2. Melakukan evaluasi terhadap Remunerasi 2. Evaluate Remuneration
a. Melakukan tinjauan terhadap salary structure pegawai a. Review employee salary structure to keep it in line with
agar tetap sejalan dengan kondisi keuangan Perseroan, the Company’s financial condition, industry market and
pasar industri dan situasi perekonomian. economic situation.
b. Melakukan evaluasi dan implementasi terkait dengan b. Evaluate and implement Employee Total Reward (Fixed
Employee Total Reward (Fixed Salary, Incentives, Salary, Incentives, Allowances, Benefits) periodically to
Allowances, Benefit) secara periodik agar tetap berjalan keep it running according to the Company’s financial
sesuai kondisi finansial Perseroan. condition.
3. Melakukan evaluasi terhadap Benefit Program Optimization 3. Evaluate Benefit Program Optimization
a. Program GMF EAZY Experience (pengaktifan Kembali a. GMF EAZY Experience Program (reactivation of Eazy
Eazy Umroh/Pilgrimme). Umroh/Pilgrimme).
b. Program Non-Financial Benefit berupa Digital Special b. Non-Financial Benefit Program in the form of Digital
Greetings, (Thank you, Congratulation, Baby Born, Special Greetings, (Thank you, Congratulations, Baby
Graduation) Born, Graduation)
c. Program standarisasi fasilitas nursery room yang telah c. Standardization program for existing nursery room
ada saat ini. facilities.
d. Reaktivasi kebijakan pemberian seragam kerja d. Reactivation of the supporting work uniform provision
supporting. policy.
e. Kebijakan medical check up. e. Medical check up benefit policy.
4. Melakukan evaluasi terhadap Program Tunjangan 4. Conducting an evaluation of the allowance program
a. Tunjangan Perjalanan Dinas a. Travel Allowance
b. Tunjangan Produktivitas b. Productivity Allowance
c. Tunjangan Shift c. Shift Allowance
d. Tunjangan Sertifikasi Profesi d. Professional Certification Allowance
e. Fasilitas Mutasi e. Mutation Facilities
f. Bantuan Tiket Khusus f. Special Ticket Assistance
5. Menjalankan program Special Recognition sebagai bentuk 5. Running a Special Recognition program as a form of
apresiasi dari Perusahaan kepada pegawai yang berkinerja appreciation from the Company to high-performing
tinggi. employees.
6. Melakukan perpanjangan partnership dan penambahan 6. Extending partnerships and adding 2 new partnerships for
2 partnership baru untuk kepentingan manfaat pegawai. the benefit of employees.
7. Leaders Wellbeing berfokus pada peningkatan kesehatan 7. Leaders Wellbeing focuses on improving the physical,
fisik, mental, dan emosional pimpinan guna mendukung mental, and emotional health of leaders to support
efektivitas kepemimpinan dan produktivitas kerja. leadership effectiveness and work productivity.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
428 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 429
Laporan Keberlanjutan
Sustainability Report
8. Corporate Values menginternalisasikan nilai AKHLAK 8. Corporate Values internalizes AKHLAK and GMF Spirit to
dan GMF Spirit untuk memperkuat implementasi budaya strengthen corporate culture implementation.
perusahaan.
9. NEX menyediakan platform terpusat untuk akses dan 9. NEX serves as a centralized platform for knowledge
kolaborasi pengetahuan, sementara Employee Recognition access and collaboration, while Employee Recognition
mendorong apresiasi atas kontribusi karyawan guna fosters appreciation for employee contributions to boost
meningkatkan motivasi dan keterlibatan. motivation and engagement.
10. Learning/KM Program mendukung pengembangan individu 10. The Learning/KM Program supports individual development
melalui program magang, penelitian, dan sharing session. through internship programs, research initiatives, and
sharing sessions.
11. @gmfheroes menjadi sarana employer branding dan 11. @gmfheroes serves as a platform for employer branding
komunikasi HCM, sementara Corporate Intervention and HCM communication, while Corporate Intervention
memperkuat keterlibatan perusahaan melalui berbagai strengthens corporate engagement through various
kegiatan korporasi dan survei pegawai. corporate activities and employee surveys.
12. AOC Program memastikan implementasi budaya 12. 12. The AOC Program ensures the effective implementation
perusahaan berjalan efektif melalui peran Agent of Change of corporate culture through the role of Agents of Change in
di setiap bidang/dinas, sekaligus mendorong transformasi each department, while also driving cultural transformation
budaya dan penerapan nilai perusahaan dalam keseharian. and the application of corporate values in daily operations.
13. Dalam upaya menciptakan lingkungan kerja yang aman, 13. GMF is committed to fostering mutual respect and creating
menghargai, dan melindungi harkat serta martabat manusia, a safe work environment that upholds human dignity. GMF
GMF berkomitmen untuk mengedepankan sikap saling ensures a workplace free from discrimination, exclusion,
menghormati serta menciptakan lingkungan kerja yang restrictions, violence, bullying, harassment, and any other
bebas dari diskriminasi, pengucilan, pembatasan, kekerasan, forms of physical or mental abuse. This commitment is
perundungan, pelecehan, maupun berbagai bentuk realized through the development of policies aligned with
kekerasan lainnya, baik mental maupun fisik. Komitmen AKHLAK values and in support of the Respectful Workplace
ini diwujudkan melalui penyusunan kebijakan yang selaras Policy within BUMN and all its subsidiaries.
dengan nilai-nilai AKHLAK dan mendukung Respectful
Workplace Policy di lingkungan BUMN serta seluruh anak
usahanya.
14. Peningkatan kualitas kerja untuk meningkatkan efektivitas 14. Improving work quality to enhance the effectiveness of
proses industri. industrial processes.
15. Melakukan Regulatory Assessment untuk mempersiapkan 15. Conducting Regulatory Assessment to prepare competent
talent yang kompeten dalam segi safety di GMF. talents in terms of safety at GMF.
16. Peningkatan kompetensi Leader dengan melakukan Training 16. Enhancing Leader competencies by providing training at
pada Level Senior Manager & Vice President the Senior Manager and Vice President levels.
17. Program pengembangan pegawai yang berfokus pada 17. Employee development programs focused on enhancing
peningkatan Knowledge – Skill – Attitude. Knowledge – Skills – Attitude.
18. Pembaruan materi GMF English Test (GET) guna menjaga 18. Updating the GMF English Test (GET) materials to maintain
kualitas pegawai di GMF. the quality of GMF employees.
19. Melanjutkan pelaksanaan Rookie Development Program 19. Continuing the implementation of the Rookie Development
(RDP) sebagai pemenuhan kebutuhan pegawai yang Program (RDP) to fulfill the need for high-quality employees.
berkualitas.
20. Melaksanakan Instructor Regeneration Program melalui 20. Conducting the Instructor Regeneration Program through
Instructor Development Program guna pemenuhan jumlah the Instructor Development Program to ensure a sufficient
instructor yang berkualitas sesuai kapabilitas yang dimiliki number of qualified instructors in accordance with the
oleh AMTO 147 GMF Learning Services. capabilities required by AMTO 147 GMF Learning Services.
21. Pengembangan Kabasitas dan Kapabilitas baru, yaitu 21. Development of new capacities and capabilities, including
Training Boeing 787 (GenX) dan Airbus A320 Neo PW1100 Boeing 787 (GenX) and Airbus A320 Neo PW1100 JM
JM. training.
22. Pembaruan Perjanjian Kerja Bersama. 22. Renewal of the Collective Labor Agreement.
23. Peningkatan pelayanan kepegawaian secara digital melalui 23. Enhancing digital employee services through the planned
rencana migrasi layanan Talentlead dan Wecare ke aplikasi migration of Talentlead and Wecare services to the MyHC
MyHC. application.
429
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 430
PERLAKUAN YANG ADIL DAN SETARA FAIR AND EQUAL TREATMENT FOR
BAGI PEGAWAI [GRI 406-1] [OJK F.18] ALL EMPLOYEES [GRI 406-1] [OJK F.18]
Perseroan memperlakukan semua pegawai secara setara sesuai The Company treats all employees equally according to the basic
prinsip dasar ketenagakerjaan yang termuat dalam Undang- employment principles set out in Law No. 13 of 2003 concerning
Undang No. 13 Tahun 2003 tentang Ketenagakerjaan tanpa Manpower without distinguishing gender, ethnicity, religion,
membedakan jenis kelamin, suku, agama, ras dan pandangan race, and political views. There is a Collective Labor Agreement
politik. Terdapat Perjanjian Kerja Bersama (PKB) antara (PKB) between the Company and employees to ensure that
Perseroan dan pegawai untuk memastikan adanya komitmen there is a written commitment for both parties fulfilling the
tertulis kedua belah pihak dalam pemenuhan HAM yang berlaku human rights when recruiting employees, participating in
dalam hal penerimaan pegawai, pelatihan dan pengembangan training and competency development, career development,
kompetensi, pengembangan karir, dan remunerasi. Perseroan and remuneration. The Company also guarantees employees
juga menjamin kebebasan pegawai berserikat dengan the freedom to associate through a labor union as a forum
memfasilitasi pembentukan serikat pekerja sebagai wadah for effective communication between management and all
komunikasi yang efektif antara manajemen dan seluruh pegawai. employees. The PKB continues to be updated periodically,
PKB terus diperbarui secara periodik dan Serikat Pekerja telah and the Trade Union has been registered with the Manpower
didaftarkan ke Dinas Ketenagakerjaan. Sampai dengan akhir Office. Until the end of 2024, the PKB agreed upon with the
tahun 2024, PKB yang telah disepakati dengan Serikat Pekerja Labor Union fully applies to all employees, both permanent
berlaku sepenuhnya terhadap semua pegawai, baik pegawai and non-permanent. The content of the PKB is prepared in
tetap maupun pegawai tidak tetap, di mana konten dari PKB itu accordance with the applicable laws and regulations.
sendiri disusun mengacu pada peraturan perundang-undangan
yang berlaku.
Komposisi Karyawan Perempuan dalam Manajemen Perseroan [S-01]
Composition of Female Employees in the Company’s Management [S-01]
Pria Wanita
Male Female
Level Jabatan
Level of Position
Jumlah Persentase Jumlah Persentase
Total Percentage Total Percentage
Entry-level 3.317 89,29% 403 87,61%
Mid-level 299 8,05% 37 8,04%
Senior-level 83 2,23% 19 4,13%
Executive-level 16 0,43% 1 0,22%
Total Karyawan
3.715 100% 460 100%
Total Employees
Level Karyawan Berdasarkan Gender dan Kelompok Umur [S-02]
Employee Level by Gender and Age Group [S-02]
Level Jabatan
Rentang Level of Position Total
Usia
Karyawan
(tahun) Entry-level Mid-level Senior-level Executive-level
Total
Age Range
Pria Wanita Pria Wanita Pria Wanita Pria Wanita Employees
(years old)
Male Female Male Female Male Female Male Female
18-25 252 44 0 0 0 0 0 0 296
25-35 2298 288 96 22 14 8 0 0 2726
35-45 450 49 109 14 41 11 9 1 684
45-55 309 22 91 1 28 0 7 0 458
>55 8 0 3 0 0 0 0 0 11
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
430 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 431
Laporan Keberlanjutan
Sustainability Report
REMUNERASI PEGAWAI [GRI 401-2]
EMPLOYEE REMUNERATION [GRI 401-2]
Dalam menetapkan imbal jasa bagi para pegawai, Perseroan
berfokus pada paket remunerasi yang sesuai dan sejumlah In determining employee remuneration, the Company
manfaat material lainnya. Guna menetapkan paket remunerasi prioritizes competitive remuneration packages and other
yang kompetitif, Perseroan merumuskan standar sesuai significant benefits. These packages are formulated based on
pemeringkatan pegawai dan jenjang jabatan, dengan tetap employee ranks and position, while ensuring compliance with
mematuhi ketentuan perundang-undangan dan regulasi yang labor laws and regulations, particularly regarding Provincial/
mengatur tentang tenaga kerja, terutama dalam hal ketentuan Regency/City Minimum Wage (UMP/K) provisions in the
Upah Minimum Provinsi/Kabupaten/Kota (UMP/K) yang Company’s work area. Entry-level employees in the Company,
berlaku di wilayah kerja Perseroan. Karyawan level terendah di classified as Aircraft Maintenance Technician, receive a salary
Perseroan yaitu Aircraft Maintenance Technician mendapatkan of Rp4,800,000 (four million eight-hundred thousand rupiah)
gaji Rp4.800.000 (empat juta delapan ratus ribu rupiah) yang and it is 0.83% higher compared to the Minimum City Payment
lebih besar 0,83% dari Upah Minimum Kota (UMK) daerah (UMK) in Tangerang. [OJK F.20]
Tangerang. [OJK F.20]
Berikut disampaikan juga rasio gaji pokok dan remunerasi Furthermore, the ratio of basic salary and remuneration for
pegawai pria dan wanita sebagai perbandingan. Terlihat bahwa male and female employees is provided for comparison. There
tidak ada perbedaan berdasarkan jenis kelamin karena GMF are no gender-based differences observed, as GMF implements
mengaplikasikan sistem pengelolan pegawai yang setara antara an equal employee management system for both men and
pria dan wanita. [405-2] women. [405-2]
Jabatan Rasio
Position Ratio
Vice President 1:1
General Manager 1:1
Manager 1:1
Staff 1:1
GMF menerapkan sistem remunerasi yang adil sesuai dengan GMF implements a fair remuneration system according to
jenjang jabatan, masa kerja, hasil penilaian kerja individu, dan position level, length of service, individual work assessment
status kepegawaian (pegawai tetap dan tidak tetap). GMF results, and employment status (permanent and non-permanent
memastikan bahwa remunerasi yang diterima karyawan telah employees). GMF ensures that the remuneration received
memenuhi ketentuan perundang-undangan dan sesuai dengan by employees complies with statutory provisions and is
industri yang berlaku. Standar remunerasi juga telah ditentukan in accordance with the prevailing industry. Remuneration
berdasarkan Salary Survey yang dilakukan konsultan eksternal, standards have also been determined based on a Salary Survey
Willis Tower Watson. conducted by an external consultant, Willis Tower Watson.
Karyawan Tidak Tetap
Remunerasi/Fasilitas Karyawan Tetap
No. (PKWT)
Remuneration/Facilities Permanent Employee
Contract Employee
Honorarium
Honorarium
Gaji Pokok
1. V V
Basic salary
Insentif
2. V V
Incentive
Tunjangan
Allowances
Tunjangan Lisensi Perawatan Pesawat Terbang
1. V V
Aircraft Maintenance License Allowance
431
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 432
Karyawan Tidak Tetap
Remunerasi/Fasilitas Karyawan Tetap
No. (PKWT)
Remuneration/Facilities Permanent Employee
Contract Employee
Tunjangan Produktifitas Lisensi
2. V V
License Productivity Allowance
Tunjangan Sertifikasi Profesi
3. V V
Professional Certification Allowance
Tunjangan Tengah Tahun X
4. V
Mid-Year Allowance
Tunjangan Hari Raya
5. V V
Holiday allowance
Tunjangan Jabatan Struktural Sesuai Kontrak Kerja
6. V
Structural Position Allowances Per Working Contract
Tunjangan Transportasi Struktural
7. V V
Structural Position Transportation Allowances
Tunjangan Pajak
8. V V
Tax Allowance
Tunjangan Kemahalan
9. V V
Inconvinient Allowance
Bantuan Istirahat Tahunan
10. V X
Leave Allowance
Uang Perjalanan Dinas
11. V V
Business Travel Allowance
Upah Kerja Lembur
12. V V
Overtime Wages
Bantuan Uang Transport Khusus
13. V V
Special Transportion Allowance
Tunjangan Kerja Shift
14. V V
Shift Working Benefits
Tunjangan Kehadiran
15. V V
Daily Allowance
Fasilitas/Benefit
Facilities/Benefit
Pakaian Seragam dan/atau Pakaian Kerja
1. V V
Uniform and/or Work Clothes
Tiket Konsesi Pesawat Terbang
2. V X
Airplane Concession Ticket
Asuransi Tenaga Kerja
3. V V
Labor Insurance
Asuransi Kesehatan untuk Karyawan dan Keluarga
4. V V
Health Insurance for Employees and Families
Fasilitas mutasi (uang pindah, perumahan/penggantian perumahan) Sesuai Kontrak Kerja
5. V
Mutation facilities (moving expense, housing/housing replacement) Per Working Contract
Bantuan kacamata
6. V X
Glasses allowance
Iuran Dana Kesehatan Pensiun
7. V X
Pension Fund Health Contribution
Program kemudahan (soft loan) ibadah umroh/pilgrim
8. V X
Assistance (soft loan) for umrah/pilgrimage
Bantuan Kepemilikan Kendaraan (COP)
9. V X
Vehicle Ownership Assistance (COP)
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
432 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 433
Laporan Keberlanjutan
Sustainability Report
Karyawan Tidak Tetap
Remunerasi/Fasilitas Karyawan Tetap
No. (PKWT)
Remuneration/Facilities Permanent Employee
Contract Employee
Apresiasi Momen Khusus Pegawai (pernikahan, kelahiran anak, & ulang
tahun pernikahan)
10. V X
Employee Special Moment Appreciation (marriage, child birth &
wedding anniversary)
Penghargaan Masa Bakti
11 V X
Long Service Award
Fasilitas Daycare
12. V V
Daycare Facility at Office
Masa Persiapan Pensiun
13. V X
Retirement Preparation Period
Cuti
Paid Leave
Cuti Tahunan
1. V V
Annual leave
Cuti Istimewa
2. V X
Special leave
Cuti Sakit
3. V V
Sick leave
Cuti di Luar Tanggungan
4. V X
Unpaid Leave
Cuti Ibadah
5. V X
Religious Leave
Lain-Lain
Others
Iuran Pasti (Pensiun)
1. V X
Pension Contribution
Penghargaan Masa Bakti 10, 20, 30, dan 35 Tahun
2. V X
10, 20, 30, and 35 Years of Service Award
Bantuan Duka Cita
3. V X
Grief Support
4. Dana Employee Gathering V V
Pada Tahun 2024, Perseroan sudah mulai menunjukan In 2024, the company has started to show positive developments
perkembangan positif sehingga terdapat beberapa benefit so that there are several benefits that were not previously
yang sebelumnya ditangguhkan mulai diberikan kembali dengan provided, they are starting to be given back, while continuing
tetap menjalankan program efisiensi pada bisnis proses lainnya. to run efficiency programs in other business processes.
PENERAPAN REWARD & PUNISHMENT REWARD & PUNISHMENT
INSENTIF Rewards
GMF mengapresiasi karyawan yang memiliki kinerja baik GMF appreciates employees who have good performance by
dengan mengikutsertakannya ke dalam program pengembangan enrolling them in self-development programs or by providing
diri ataupun melalui pemberian insentif (reward). Pemberian incentives (reward). Giving appreciation is expected to trigger
apresiasi diharapkan dapat memicu semangat karyawan untuk employee enthusiasm to continue to maintain performance
terus mempertahankan kinerja dan berinovasi. and innovate.
433
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 434
Pada tahun 2024 Perseroan berfokus pada sistem reward yang In 2024, the Company focuses on a reward system called
disebut Tunjangan Produktivitas. Tunjangan produktivitas Productivity Allowance. Productivity allowances are given to
diberikan bagi Pegawai yang memiliki keahlian khusus dan employees who have special skills and contribute directly to
berkontribusi langsung dalam menghasilkan pendapatan generating the Company’s revenue. Productivity allowance
Perusahaan. Penghargaan tunjangan produktivitas bersifat awards are variable and are linked to the productivity and
variable yang dikaitkan terhadap produktivitas dan bobot weight of the projects being worked on.
proyek yang dikerjakan.
Perseroan juga memiliki reward non-finansial melalui GMF The company also owns reward non-financially through GMF
Eazy berupa: Eazy in the form of:
• GMF Eazy Umrah & Pilgrim yang memudahkan karyawan • GMF Eazy Umrah & Pilgrim which makes it easy for
melakukan perjalanan umroh atau pilgrim dengan pinjaman employees to travel for Umrah or Pilgrim with interest-
tanpa bunga. free loans.
• GMF Eazy Hajj yang merupakan bantuan dana talangan Haji • GMF Eazy Hajj which is a Hajj bailout fund
• GMF Eazy Home berupa bantuan pembayaran down • GMF Eazy Home in the form of assistance in making a down
payment pembelian rumah pertama payment for the first home purchase
• GMF Eazy Edu yang merupakan bantuan dana talangan • GMF Eazy Edu, which is a bailout fund for educational
biaya pendidikan melalui pinjaman tanpa bunga; expenses through interest-free loans;
Pada Tahun 2024, program GMF Eazy yang dilaksanakan adalah In 2024, the GMF Eazy program implemented is GMF Eazy
GMF Eazy Edu dimana Perseroan tetap turut mendukung Edu where the Company continues to support employee
program pengembangan karyawan secara mandiri melalui development programs independently through educational
bantuan pembiayaan Pendidikan (kuliah atau short course). (college or short course) funding assistance. Meanwhile, the
Sedangkan untuk program GMF Eazy lainnya masih belum other GMF Eazy programs have not yet been implemented
dilaksanakan dan menyesuaikan dengan kondisi Perseroan. and adapted to the conditions of the Company.
HUKUMAN Punishment
GMF memberikan punishment kepada karyawan yang There is a punishment for employees who commit violations.
melakukan pelanggaran. Bentuk-bentuk punishment bervariasi The penalty may be through sanctions or disciplinary action
seperti sanksi atau hukuman disiplin berdasarkan tingkat dan of different levels. The sanctions are categorized into mild,
jenis sanksi yang berlaku. Jenis sanksi yang berlaku meliputi moderate, and severe types. The sanction is determined based
sanksi disiplin ringan, sedang, dan berat. Penetapannya on the type of violation, the impact, and other elements of the
ditentukan dengan berdasarkan pelanggaran yang dilakukan, action.
dampak yang ditimbulkan, dan unsur dari perbuatan.
Sanksi Berdasarkan Jenis Pelanggaran
Sanction by Type of Violation
Sanksi Pelanggaran Disiplin Ringan Saksi Pelanggaran Disiplin Sedang Saksi Pelanggaran Disiplin Berat
Light Disciplinary Sanction Moderate Disciplinary Sanction Severe Disciplinary Sanction
Penurunan base salary sebesar 5%-10% selama Penurunan base salary sebesar 10% selama
Peringatan lisan
4 bulan. 12 bulan.
Verbal warning
Base salary decreases by 5%-10% for 4 months. Base salary decreases by 10% for 12 months.
Pembebasan dari jabatan struktural dan
Pembebasan dari jabatan struktural dan setelah 3 tahun dapat diangkat kembali menjadi
setelah 6 bulan dapat diangkat kembali menjadi pejabat stuktural namun tidak pada posisi
pejabat struktural namun tidak pada posisi jabatan yang sama, dan pemutusan hubungan
Peringatan tertulis
jabatan yang sama. kerja (PHK).
Written warning
Exemption from the structural postion and Exemption from the structural postion and
might be reappointed after 6 months as a might be reappointed after 3 years as a
structural official but not in the same position. structural official but not in the same position,
and work termination.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
434 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 435
Laporan Keberlanjutan
Sustainability Report
GMF memiliki program “ Save Discipline Culture ” untuk GMF embedded culture of discipline among employees through
membangun budaya disiplin di dalam Perseroan. Program ini the “Save Discipline Culture”. This program includes Work Time
meliputi Disiplin Waktu Kerja, Disiplin Penggunaan Seragam Discipline, Work Uniform Discipline, and Briefing Discipline for
Kerja, dan Disiplin Briefing 10 (sepuluh) menit. Program ini 10 (ten) minutes. There is a point system in this program that
menggunakan sistem poin yang dikendalikan oleh setiap both employees and the Company can control. The Company
karyawan dan Perseroan. Laporan disiplin ini memiliki pengaruh may determine the proper rewards and punishments for
terhadap pemberian reward dan punishment kepada pegawai employees based on this discipline report.
bersangkutan.
Pemberian Punishment Terhadap Karyawan 2020-2024
Employee Punishment 2019-2023
Jenis Sanksi
2024 2023 2022 2021 2020
Type of sanction
Sanksi Ringan
0 0 0 0 0
Light Sanction
Sanksi Sedang
13 18 8 9 0
Medium Sanction
Sanksi Berat
6 5 11 4 4
Heavy Sanction
Jumlah
19 23 19 13 4
Total
TANTANGAN PENGELOLAAN K3 [GRI 403-2] CHALLENGES IN MANAGING OHS [GRI 403-2]
Salah satu aspek pengelolaan K3 yang menantang dalam One of the most challenging aspects of OHS or K3 management
lingkungan Perseroan adalah pada area Hangar yang memiliki within the Company is the Hangar area which has the highest
tingkat risiko kecelakaan kerja paling tinggi dibandingkan area risk of work accident compared to other areas. To anticipate
lainnya. Guna mengantisipasi risiko kecelakaan, Perseroan telah the accident risks, the Company has created a mapping strategy
melakukan pemetaan area sebagai berikut: of the following areas:
Wilayah Jenis Pekerjaan dengan Risiko Tinggi
Area Work Type with High Risk
Working at high, remove and assembly heavy part (engine, flaps, landing gear, etc.), welding aircraft
Hangar 1-4 engine, radiation (only if NDT test take place in the hangar), Hydraulic Function Test, plugging and
unplugging of the electrical ground source.
Painting, loading heavy parts, release pressure in a tire, machining (rotary machine TBR), welding,
Workshop 1
plating process TCW, Operation Boiler, Radiation in NDT Lab.
Workshop 2 Release and refill pressurize tube, electrical testing component.
Facility Maintenance in Generator and Motor Room.
Material Building Loading and unloading of a heavy part.
Welding, working at high, the rotary machine, thermal spray (hot work), sanding and painting, electrical
GSE
testing.
Engine Shop Radiation in NDT Test, chemical exposure in cleaning, hot work thermal spray, the rotary machine,
welding, assembly disassembly engine and APU, welding.
Test Cell Fire and explosion in testing APU and Engine.
Chemical Store Loading unloading, fire and exposure chemical.
Learning Service Machining activity.
Apron Working at high places.
435
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 436
Peta Area dengan Risiko Potensi Bahaya Tinggi
Areas with High Potential Risk
Berdasarkan tabel risiko dan peta tersebut, Perseroan telah Based on the table and map, the Company made a comprehensive
menyusun strategi dan pengelolaan K3 secara komprehensif, OHS strategy and management, which will be disclosed in the
yang akan diungkapkan di pembahasan selanjutnya, untuk next discussion, to protect employees and ensure business
melindungi karyawan dan juga memastikan keberlangsungan continuity.
usaha.
PROGRAM KESEHATAN DAN OCCUPATIONAL HEALTH AND SAFETY
KESELAMATAN KERJA [GRI 403-3] [ESG S-11] PROGRAM [GRI 403-3] [ESG S-11]
Perseroan melaksanakan berbagai program K3 secara rutin The Company regularly implements various OHS programs
melalui bincang-bincang health talk di setiap dinas, program of health talks in each department, self-evaluation and self-
evaluasi diri self-measurement, seminar kesehatan, sistem measurement programs, health seminars, hazard mapping
mapping hazard dan mitigasinya, serta jalan sehat atau sepeda system and mitigation, as well as walking and bicycling.
sore.
Perseroan juga memiliki sejumlah peraturan, perundangan The Company also has several regulations, laws, and other
dan persyaratan lainnya yang berlaku terkait Keselamatan, requirements on occupational safety, health, and the
Kesehatan Kerja dan Lingkungan. Berbagai aktivitas yang telah environment. Continous activities carried out for many years
dijalankan secara berkelanjutan dari tahun ke tahun yaitu untuk to enforce the OHS regulations including safety patrols,
menegakkan peraturan-peraturan terkait K3 adalah safety safety induction, waste management, and safety performance
patrol, safety induction, pengelolaan limbah, dan pengelolaan management (safe working hours). Each program has its criteria
safety performance (jam kerja aman). Setiap program memiliki and requirement that must be fulfilled and followed by all
kriteria dan persyaratan yang wajib dipenuhi dan ditaati oleh employees without exception.
segenap karyawan GMF tanpa terkecuali.
Guna menjamin adanya realisasi K3 di lingkungan usaha To ensure OHS has been applied within the Company’s business
Perseroan, terdapat aktivitas penilaian/pengukuran secara environment, there are periodic assessments/measurements
berkala yang mencakup Hazard Identification, Risk Assessment, which include Hazard Identification, Risk Assessment, and
and Determining Control (HIRADC) dari seluruh kegiatan GMF. Determining Control (HIRADC) of all GMF activities.
Berbagai program keselamatan kerja yang telah dilakukan GMF The work safety programs that have been carried out by GMF
di sepanjang tahun 2024 adalah sebagai berikut: throughout 2024 were as follows:
Aktivitas
No.
Activities
Perseroan memberikan program Jaminan Kesehatan bagi pegawai dan keluarga inti mereka berupa asuransi pelayanan kesehatan
komersil guna pelayanan rawat jalan dan rawat inap.
1.
The Company provides a Health Insurance program for employees and their immediate families in the form of commercial health
insurance for outpatient and inpatient services.
Perseroan memberikan program jaminan BPJS Kesehatan bagi pegawai dan keluarga inti pegawai.
2.
The Company provides a BPJS Health Insurance program for employees and their immediate families.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
436 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 437
Laporan Keberlanjutan
Sustainability Report
Aktivitas
No.
Activities
Perseroan memberikan program jaminan BPJS Ketenagakerjaan bagi pegawai.
3.
The Company provides a BPJS Employment Insurance program for employees.
Perseroan melaksanakan dan memfasilitasi pegawai dengan serangkaian program preventif dan promotif untuk menunjang kesehatan
pegawai baik secara luring ataupun daring.
4.
The Company implements and facilitates a series of preventive and promotive programs to support employee health, both offline
and online.
Pelaksanaan Wellness Program berupa Program GMF Fit rutin berkolaborasi dengan GMF Community.
5.
Implementation of the Wellness Program, namely the GMF Fit Program, is carried out routinely in collaboration with the GMF Community.
Pelaksanaan program Webinar Kesehatan bekerjasama dengan rekanan asuransi komersil dan rumah sakit.
6.
Implementation of Health Webinars in collaboration with commercial insurance partners and hospitals.
Pelaksanaan seminar dan Free Check PAPSMEAR bekerjasama dengan rekanan asuransi komersil.
7.
Implementation of seminars and Free PAPSMEAR Checks in collaboration with commercial insurance partners.
Pelaksanaan Audit Internal HSE 2024 berdasarkan Sistem Manajemen Keselamatan dan kesehatan Kerja PP 50 tahun 2012 dan
ISO 45001:2018.
8.
Implementation of 2024 Internal HSE Audit based on the Occupational Health and Safety Management System (PP 50 of 2012) and
ISO 45001:2018.
Pelaksanaan Audit Renewal ISO 45001:2018 dan SMK3 PP 50 tahun 2012.
9.
Implementation of ISO 45001:2018 and SMK3 PP 50 of 2012 Renewal Audit.
Pelaksanaan Safety Patrol 2024 dan pemenuhan Quality, Cost, Delivery Project.
10.
Implementation of 2024 Safety Patrol and fulfillment of Quality, Cost, and Delivery Projects.
Penyediaan matriks training Keselamatan, Kesehatan Kerja dan Lingkungan tahun 2024.
11.
Provision of the 2024 Occupational Health, Safety, and Environmental (K3L) Training Matrix.
Pengawasan pelaksanaan proyek fasilitas dan renovasi bangunan.
12.
Supervision of facility projects and building renovations.
Pelaksanaan kajian dokumen Hazard identification, Risk Assessment & Determining Control (HIRADC) Dinas.
13.
Review of Hazard Identification, Risk Assessment & Determining Control (HIRADC) documentation by relevant authorities.
Pelaksanaan program 5R Korporat tahun 2024.
14.
Implementation of the Corporate 5R Program 2024.
Survei Psikologi 2024.
15.
Implementation of the 2024 Psychological Survey.
Survei Kelelahan Kerja 2024.
16.
Implementation of the 2024 Work Fatigue Survey.
Pelaksanaan QHSE Satisfaction Survey 2024.
17.
Implementation of the 2024 QHSE Satisfaction Survey.
Pengawasan Lost Time Injury (LTI).
18.
Supervision of Lost Time Injury (LTI) cases.
Pelaksanaan Safety Induction bagi pengunjung dan pekerja.
19.
Implementation of Safety Induction for visitors and workers.
Pelaksanaan Emergency Drill untuk kondisi gawat darurat berupa Hurricane di area Hangar 2.
20.
Implementation of an Emergency Drill for hurricane emergency conditions in Hangar 2.
Pelaksanaan Bulan K2 Nasional 2023 di area Perseroan.
21.
Implementation of National Occupational Safety and Health Month (K2) 2023 at the Company premises.
Pelaksanaan Management Review HSE 2024 (Kinerja 2023).
22.
Implementation of the 2024 HSE Management Review (2023 Performance).
Pelaksanaan Workshop HSE & 5R 2024.
23.
Implementation of the 2024 HSE & 5R Workshop.
Penyusunan HSE Plan untuk Contractor Safety Management System (CSMS) proyek non-aviasi.
24.
Preparation of an HSE Plan for the Contractor Safety Management System (CSMS) for non-aviation projects.
Pengukuran lingkungan kerja semester dan tahunan oleh laboratorium tersertifikasi.
25.
Implementation of semi-annual and annual workplace environment measurements by a certified laboratory.
437
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 438
Aktivitas
No.
Activities
Pelaksanaan training kompetensi operator Pressure Vessel.
26.
Implementation of competency training for Pressure Vessel operators.
Penyediaan 1 personil Ahli Muda Hygiene Industri (HIMU).
27.
Provision of 1 Junior Industrial Hygiene Expert (HIMU) personnel.
Pelaksanaan pelatihan kompetensi personil AK3 Lingkungan Kerja.
28.
Implementation of competency training for AK3 Workplace Environment personnel.
Pelaksanaan sertifikasi mesin Computer Numerical Control (CNC), Mesin Drilling, Mesin vertical Turning & Boring, Mesin Drilling
Radial serta Resertifikasi peralatan seperti Overhead Travelling Crane, Monorail Electric Chain Hoist & Engine, Mobile Crane, Single
Grider Overhead Travelling Crane, Double Grider Overhead Travelling Crane, Pilar Mounted Slewing Jib Crane, Forklift, Cargo Lift,
Instalasi Listrik, Fire Alarm, Air Receiver Tank, Tangki Solar, Instalasi Penyalur Petir dan Storage Tank.
29.
Certification of Computer Numerical Control (CNC) machines, Drilling Machines, Vertical Turning & Boring Machines, and Radial
Drilling Machines, as well as re-certification of equipment such as Overhead Travelling Crane, Monorail Electric Chain Hoist & Engine,
Mobile Crane, Single Girder Overhead Travelling Crane, Double Girder Overhead Travelling Crane, Pillar Mounted Slewing Jib Crane,
Forklift, Cargo Lift, Electrical Installations, Fire Alarm, Air Receiver Tank, Diesel Tank, Lightning Protection System, and Storage Tank.
PEMBENTUKAN P2K3 ESTABLISHMENT OF P2K3
Perseroan telah memiliki Panitia Pembina Keselamatan dan The Company has formed an Occupational Safety and Health
Kesehatan Kerja (P2K3) yang mengacu kepada Peraturan Committee (P2K3) which refers to the Regulation of the
Menteri Tenaga Kerja No. PER.04/MEN/1987 tentang Panitia Minister of Manpower No. PER.04/MEN/1987 concerning
Pembina Keselamatan dan Kesehatan Kerja serta Tata Cara the Committee to Guide the Occupational Safety and Health
Penunjukan Ahli Keselamatan Kerja. P2K3 merupakan badan and Procedures to Appoint Occupational Safety Experts. P2K3
pembantu sebagai wadah kerja sama antara Perseroan dan becomes an auxiliary body and a forum of cooperation between
karyawan untuk mengembangkan kerja sama dalam penerapan the Company and employees to cooperate in implementing
keselamatan dan kesehatan kerja. occupational safety and health.
Keputusan Kepala Dinas Tenaga Kerja dan Transmigrasi Based on the Head of the Banten Province Manpower and
Provinsi Banten Nomor 188.4/3/017-DTKT/P2K3/I/2024 Transmigration Service Decree Number 188.4/3/017-DTKT/
tanggal 23 Januari 2024 tentang Susunan Pengurus Panitia P2K3/I/2024 dated January 24th ,2024 concerning the
Pembina Keselamatan dan Kesehatan Kerja (P2K3) PT Garuda Composition of the Management Committee for Occupational
Maintenance Facility Aero Asia Tbk telah mengesahkan struktur Safety and Health (P2K3) of PT Garuda Maintenance Facility
organisasi P2K3 Perseroan. Penanggung jawab pengurus P2K3 Aero Asia Tbk has ratified the organizational structure of the
perusahaan adalah Direktur Utama GMF. Pengurus P2K3 Company’s P2K3. The person in charge of the Company’s
diketuai Direktur Human Capital & Corporate Affairs dengan P2K3 management is the President Director of GMF. P2K3
sekretaris dan jumlah anggota 19 orang, yang merupakan Vice is comprised of 19 members (the Vice President/VP of each
President (VP) dari masing-masing Dinas yang ada di Perseroan. department at the Company) and is chaired by the Director
of Human Capital & Corporate Affairs.
Pengurus P2K3 mempunyai tugas untuk memberikan saran dan P2K3 has to give advice and recommendations regarding
pertimbangan, baik diminta maupun tidak, kepada pengusaha occupational health and safety (OHS), whether requested or
atau pengurus terkait keselamatan dan kesehatan kerja (K3). not, to employers or administrators. The roles and functions
Adapun peran dan fungsi anggota P2K3 adalah sebagai berikut: of P2K3 members are as follows:
1. Menghadiri pertemuan P2K3, memberikan kontribusi 1. Attend P2K3 meetings, make contributions through ideas,
berupa ide, masukan, dan pengalaman terkait K3; input, and experiences related to HSE;
2. Mengumpulkan dan melaporkan informasi seluruh 2. Collect and report information on all assignments during
penugasan pada pertemuan P2K3; P2K3 meetings;
3. Penilaian terhadap aspek K3; 3. Assessment of HSE aspects;
4. Mengumpulkan dan menganalisis masukan dari personil 4. Collect and analyze input concerning HSE from personnel;
terkait aspek K3;
5. Menyampaikan informasi terkait hasil pertemuan P2K3 5. Deliver results of P2K3 meetings to all personnel in their
kepada seluruh personil di area kerja masing-masing; dan respective work areas; and
6. Melaksanakan inspeksi dan investigasi terkait aspek K3. 6. Make inspections and investigations related to HSE aspects.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
438 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 439
Laporan Keberlanjutan
Sustainability Report
TOPIK K3 DALAM PERJANJIAN OHS TOPIC IN COLLECTIVE
KERJA BERSAMA [GRI 403-4] LABOR AGREEMENT [GRI 403-4]
Perseroan menandatangani Perjanjian Kerja Bersama (PKB) The Company signed the 2019-2021 Collective Labor
2019-2021 yang masih berlaku pada tahun 2024 memuat Agreement (PKB) which contains several articles of HSE as a
sejumlah pasal terkait topik K3 sebagai bentuk komitmen form of joint commitment between GMF and employees. These
bersama antara GMF dan karyawan. Pasal-pasal tersebut articles regulate working time, overtime, sick pay, and welfare
mengatur tentang waktu kerja, waktu kerja lembur, penghasilan facilities. Discussion of OHS is also available in a separate
pada masa sakit, dan fasilitas kesejahteraan. Pembahasan K3 chapter, at the Occupational Safety and Health. Overall, the
secara khusus juga dicantumkan dalam Bab tersendiri, yaitu discussion of OHS, which is set out in PKB covers 16 of the
Keselamatan dan Kesehatan Kerja. Secara keseluruhan, total 88 articles, or 18.18%. This proportion is still the same
pembahasan K3 yang tercantum dalam PKB dimuat dalam 16 as last year and it is still relevant to the current situation. The
pasal dari 88 pasal atau 18,18% dari keseluruhan topik yang articles that discussed OHS are as follows:
tercakup dalam PKB. Proporsi ini masih sama dengan proporsi di
tahun sebelumnya karena Perseroan masih menganggap bahwa
hal tersebut masih relevan dengan kondisi saat ini. Rincian pasal
K3 tersebut adalah sebagai berikut:
Pasal Topik
Articles Topics
Pasal 21 Waktu Kerja
Article 21 Working Hours
Pasal 22 Waktu Istirahat Menyusui Bagi Karyawati
Article 22 Nursing Break for Female Employees
Pasal 23 Waktu Kerja Lembur
Article 23 Overtime
Pasal 24 Hari Libur Resmi
Article 24 Official Holidays
Pasal 25 Waktu Istirahat dan Cuti
Article 25 Break Time and Work Leave
Pasal 27 Cuti Khusus Karyawati
Article 27 Special Leave for Female Employees
Pasal 28 Fasilitas Khusus Ruang Menyusui dan Perawatan Bayi
Article 28 Special Facility of Nursery and Baby Care Room
Pasal 42 Jenis Pemutusan Hubungan Kerja
Article 42 Type of Employment Termination
Pasal 49 Pemutusan Hubungan Kerja karena Meninggal Dunia
Article 49 Employment Termination due to Death
Pasal 51 Hak-hak Kepegawaian
Article 51 Employee Rights
Pasal 61 Penghasilan Pada Masa Sakit
Article 61 Income during Sick Leave
Pasal 67 Upah Kerja Lembur
Article 67 Overtime Payment
Pasal 76 Pemberian Fasilitas Kesejahteraan
Article 76 Provision of Welfare Facilities
Pasal 77 Jenis Fasilitas Kesejahteraan
Article 77 Types of Welfare Facilities
Pasal 85 Manajemen K3
Article 85 HSE Management
Pasal 86 Program Keselamatan dan Kesehatan Kerja
Article 86 Occupational Health and Safety Programs
439
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 440
Pasal Topik
Articles Topics
Lampiran IV Besarnya Uang Pesangon
Attachment IV Severance Payment
Lampiran X Program Kesehatan Pensiunan
Attachment X Pension Health Program
SISTEM MANAJEMEN KESELAMATAN WORK HEALTH AND SAFETY
DAN KESEHATAN KERJA MANAGEMENT SYSTEM
GMF telah menerapkan Sistem Manajemen Keselamatan dan GMF has implemented an Occupational Health and Safety
Kesehatan Kerja (SMK3) yang disesuaikan dengan Peraturan Management System (SMK3) according to Government
Pemerintah No. 50 tahun 2012 tentang Penerapan Sistem Regulation No. 50 of 2012 concerning the Implementation of
Manajemen Keselamatan dan Kesehatan Kerja. Tujuan dari Occupational Health and Safety Management Systems. SMK3
penerapan SMK3 adalah untuk meningkatkan efektivitas is implemented to increase the effectiveness of occupational
perlindungan keselamatan dan kesehatan kerja untuk mencegah safety and health protection to prevent occupational accidents
kecelakaan kerja dan penyakit akibat kerja. Pada tahun 2024, and diseases. In 2024, GMF has implemented SMK3 according
GMF telah melaksanakan SMK3 yang diterapkan sesuai dengan to the ISO 45001:2018 standard and SMK3 PP 50/2012 after
standar ISO 45001:2018 dan SMK3 PP 50 Tahun 2012 setelah a surveillance audit by Sucofindo International Certification
melaksanakan proses audit surveillance yang dilakukan oleh pihak Services, an external party.
eksternal yaitu Sucofindo International Certification Services.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
440 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 441
Laporan Keberlanjutan
Sustainability Report
Tingkat Kecelakaan Kerja
Accident Rate at Work
Bidang usaha Perseroan di industri MRO memiliki risiko The Company’s line of business in the MRO industry has work
terjadinya kecelakaan kerja yang mungkin terjadi akibat risks that may occur due to human error or other factors. Every
faktor human error ataupun lainnya. GMF menerapkan employee went to Safety Induction to prevent and reduce
Safety Induction kepada setiap karyawan untuk mencegah workplace accidents. In 2024, there were several work accidents
dan mengurangi kemungkinan terjadinya kecelakaan kerja. but none resulted in death as presented in the following table:
Pada tahun 2024, tercatat telah terjadi insiden kecelakaan kerja [GRI 403-9, 403-10]
namun dan tidak ada insiden yang mengakibatkan kematian
sebagaimana tersaji dalam tabel berikut: [GRI 403-9, 403-10]
Tingkat Penyakit Akibat
Tingkat Cedera (IR) Kerja (ODR) Tingkat Hari Hilang (LDR) Tingkat Absen (AR)
Injury Rate (IR) Occupational Disease Rate Lost Day Rate (LDR) Absence Rate (AR)
Wilayah
(ODR)
Area
Pria Wanita Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female Male Female
Hangar 1 0.95 0 0 0 1.32 0 0 0
Hangar 2 0.60 0 0 0 0.84 0 0 0
Hangar 3 0.69 0 0 0 0.96 0 0 0
Hangar 4 1.73 0.09 0 0 2.39 0.12 0 0
Workshop 1 0.35 0 0 0 0.48 0 0 0
Workshop 2 0.17 0 0 0 0.24 0 0 0
Facility 0.09 0 0 0 0.12 0 0 0
Material
0 0 0 0 0 0 0 0
Building
GSE 0.17 0 0 0 0.24 0 0 0
Engine Shop 0.09 0 0 0 0.12 0 0 0
Test Cell 0 0 0 0 0 0 0 0
Chemical Store 0.09 0 0 0 0.12 0 0 0
Learning Service 0.09 0 0 0 0.12 0 0 0
Apron 0.43 0 0 0 0.60 0 0 0
Multibase 0.17 0 0.24 0 0 0
Public area 0.17 0 0 0 0.24 0 0 0
Jumlah 0.00 0.09 0 0 0 0.12 0 0
Total 5.87 0.17 0 0 8.13 0.24
Berdasarkan analisa yang dilakukan, beberapa insiden Based on the analysis, some of these work accidents were
kecelakaan kerja ini diakibatkan kurangnya kehati-hatian pada caused by a lack of caution when working from morning until
pekerjaan di pagi-siang hari. Dengan terjadinya insiden tersebut, the afternoon. GMF had taken actions to correct and prevent
GMF telah melakukan tindakan perbaikan dan pencegahan, di future accidents as follows: [GRI 403-6, 403-7]
antaranya: [GRI 403-6, 403-7]
441
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 442
1. Penyediaan fasilitas pencegahan kecelakaan kerja meliputi 1. Provided work accident prevention facilities, including
Safety Sign dan rambu-rambu peringatan; safety signs and warning signs;
2. Pelaksanaan program Behavior Based Safety (BBS); 2. Implemented the Behavior Based Safety (BBS) program;
3. Pelaksanaan Safety Briefing kepada personil terkait 3. Conducted Safety Briefings for personnel regarding work
kecelakaan kerja dan prosedur kerja aman; accidents and safe work procedures;
4. Pelaksanaan dan pemantauan Preventive Maintenance 4. Implemented and monitored the Preventive Maintenance
Inspection (PMI); Inspections (PMI);
5. Penyediaan dan pemantauan Alat Pelindung Diri (APD); 5. Providied and monitored Personal Protective Equipment
(PPE);
6. Pelaksanaan Safety Patrol rutin. 6. Conducted routine Safety Patrols.
KESEHATAN PEGAWAI EMPLOYEES HEALTH
Perseroan telah menerapkan kebijakan serta menyediakan The Company has implemented policies and provided work
sarana dan prasarana keselamatan kerja. Fasilitas kesehatan safety facilities and infrastructure. The health facilities are
yang disediakan Perseroan berupa InHouse Clinic, pelayanan InHouse Clinic, examination services by general practitioners,
pemeriksaan oleh dokter umum, dokter gigi, pelayanan UGD dan dentists, emergency services, ambulance, pharmacies, and
ambulans, apotek, dan optik. Perseroan juga memiliki fasilitas optics. The Company also has a blood sampling facility.
Medical Check Up yang diberikan kepada pegawai setiap 2
tahun dan fasilitas Dokter Okupasi yang diberikan kepada
pegawai untuk assessment penyakit akibat kerja dan kelayakan
kembali bekerja
BIAYA TERKAIT PENGELOLAAN ASPEK COST OF EMPLOYMENT, OCCUPATIONAL
KETENAGAKERJAAN, KESELAMATAN HEALTH, AND SAFETY MANAGEMENT
DAN KESEHATAN KERJA
Biaya yang dikeluarkan Perseroan untuk mengelola aspek The Company spent Rp1,756,172,267 to manage employment,
ketenagakerjaan, keselamatan, dan kesehatan kerja pada tahun safety, and health aspects in 2024. This represents a decrease of
2024 berjumlah Rp1,756,172,267. Terjadi penurunan sebesar 23.53% compared to the previous year. This decrease occurred
23.53% dibandingkan tahun sebelumnya. Hal ini terjadi karena due to the adjustment on the Company’s operational activities.
penyesuaian kegiatan operasional Perusahaan.
Kenaikan Penyerapan
(Penurunan) Anggaran
Realisasi 2024 Realisasi 2023 Anggaran 2024
Perihal Increase 2024
2024 Realization 2023 Realization Budget 2024
Subject (Decrease) 2024 Budget
(Rp) (Rp) (Rp)
2023-2024 Absorption
(%) (%)
Pengelolaan K3
1,437,601,529 2,168,663,804 1,392,184.000 (33.71%) 103.26%
OHS Management
Sertifikasi K3
236,433,888 70,600,000 209,888,888 234.89% 112.65%
OHS Certification
Training K3
23,797,500 28,445,400 16,400,000 (16,34%) 145.11%
OHS Training
Sosialisasi dan Promosi K3
58,339,350 28,900,000 51,000,000 101.87% 114.41%
OHS Socialization and Promotion
Jumlah
1,756,172,267 2.296,609,204 1,669,472,888 (23.53%) (105.19%)
Total
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
442 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 443
Laporan Keberlanjutan
Sustainability Report
PENCAPAIAN TANGGUNG JAWAB ACHIEVEMENT IN SOCIAL
SOSIAL TERKAIT KETENAGAKERJAAN, RESPONSIBILITY FOR EMPLOYMENT,
KESELAMATAN DAN KESEHATAN KERJA OCCUPATIONAL HEALTH, AND SAFETY
Kondisi lingkungan kerja GMF terbilang kondusif dimana GMF’s work environment was conducive until the end of 2024
hingga akhir tahun 2024 tidak terdapat permasalahan antara with no major issues between employees and the Company that
karyawan dan Perseroan yang berdampak besar terhadap could affect business continuity. Every issue on employment
keberlangsungan usaha. Setiap permasalahan mencakup was resolved properly by the Human Capital Division through
ketenagakerjaan dapat diselesaikan dengan baik oleh Divisi a communicative and constructive approach.
Human Capital dengan melakukan pendekatan komunikatif
dan konstruktif.
Perseroan juga memiliki sertifikasi ISO 45001:2018 – The Company has obtained the ISO 45001:2018 – Occupational
Occupational Health Safety Management System yang Health Safety Management System certification from Sucofindo
diberikan oleh Sucofindo International Certification Services. International Certification Services. This certification is an
Sertifikasi ini merupakan upgrade dari sertifikat OHSAS upgrade from the OHSAS 18001:2007 certificate that the
18001:2007 yang telah didapatkan sebelumnya. Sertifikan Company has obtained. The ISO 45001:2018 certificate was
ISO 45001:2018 diterbitkan pada tanggal 13 September 2024 issued on September 13, 2024, and is valid until April 3, 2027.
dan berlaku hingga 3 April 2027. Selain itu SMK3 yang dimiliki In addition, the Company’s SMK3 has also been legitimized by
Perseroan juga telah mendapatkan legitimasi dari Menteri the Minister of Manpower of the Republic of Indonesia.
Ketenagakerjaan Republik Indonesia.
Selain itu, Perseroan juga mendapatkan sertifikat penghargaan In addition, the Company also received Panitia Pembina
Panitia Pembina Keselamatan dan Kesehatan Kerja (P2K3) serta Keselamatan dan Kesehatan Kerja (P2K3) and Pencegahan
Pencegahan dan Penanggulangan (P2)-HIV/AIDS dari Menteri dan Penanggulangan (P2)-HIV/AIDS certificate of merit from
Ketenagakerjaan Republik Indonesia yang terbit pada tahun the Minister of Manpower of the Republic of Indonesia in 2024.
2024. Perseroan juga mendapatkan sertifikat dari Dinas Tenaga The Company also received a certificate of merit from the
Kerja dan Transmigrasi Provinsi Banten terkait penghargaan Manpower and Transmigration Office of Banten Province in
P2K3 dan P2-HIV AIDS. terms of P2K3 and P2 HIV-AIDS .
PERLINDUNGAN TERHADAP HAM, PROTECTING HUMAN RIGHTS,
PERLINDUNGAN DARI PELECEHAN PROTECTION AGAINST SEXUAL
SEKSUAL, DAN TINDAKAN HARRASMENT, AND OTHER
DISKRIMINASI LAINNYA DISCRIMINATIONS
Selain memperhatikan tempat kerja yang aman dan melindungi In addition to ensuring a safe workplace and protecting
karyawan dari risiko fisik, Perseroan juga melindungi karyawan employees from physical risks, the Company also protects its
dari risiko lainnya seperti pelanggaran terhadap Hak Asasi employees from other risks, such as violations of human rights
Manusia (HAM) dan kejadian pelecehan seksual atau tindakan (HR) and incidents of sexual harassment or other discriminatory
diskriminasi lainnya. actions.
Sepanjang tahun 2024, tidak terdapat kejadian pelanggaran Throughout 2024, there were no incidents of human rights
terhadap hak asasi dari setiap karyawan. [S-07] violations against any employees. [S-07]
Perseroan juga memiliki kebijakan yang melindungi karyawan The Company also has a policy that protects employees from
dari pelecehan dan tindakan diskriminasi lainnya. Kebijakan harassment and other discriminatory actions. This policy
tersebut ditetapkan sesuai dalam Kepmenaker Nomor 88 tahun is stipulated in accordance with the Minister of Manpower
2023 tentang Pedoman Pencegahan dan Penanganan Kekerasan Regulation No. 88 of 2023 regarding Workplace Prevention
Seksual di Tempat Kerja. [S-08] and Handling of Sexual Harassment in the Workplace. [S-08]
Perseroan juga mengikuti ketentuan mengenai perlindungan The Company also complies with the provisions on human
hak asasi manusia (HAM) dalam peraturan ketenagakerjaan rights (HAM) protection in labor regulations, namely Law No.
yaitu Undang-Undang Nomor 13 Tahun 2003 tentang 13 of 2003 on Manpower and Law No. 39 of 1999 on Human
Ketenagakerjaan dan Undang-Undang Nomor 39 Tahun 1999 Rights, which guarantee workers’ rights to fair wages, workplace
tentang Hak Asasi Manusia, yang menjamin hak pekerja atas safety, and fair treatment. [S-09]
upah yang layak, keselamatan kerja, dan perlakuan yang adil.
[S-09]
443
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 444
Melayani Pelanggan Dengan Sepenuh Hati
Serving Our Customers Wholeheartedly
PENGUNGKAPAN MANAJEMEN DISCLOSURE OF MATERIAL
TOPIK MATERIAL [GRI 3-3] TOPIC MANAGEMENT [GRI 3-3]
Perseroan berkomitmen mengedepankan kepuasan pelanggan The Company is committed to prioritizing customer (client)
(klien) untuk menjaga keberlangsungan bisnis melalui layanan satisfaction to maintain business continuity through quality
berkualitas yang sesuai standar industri. Komitmen ini didukung services that comply with industry standards. This commitment
dengan adanya Quality Assurance & Safety dan pemenuhan is supported by the existence of Quality Assurance & Safety
tuntutan regulasi dari berbagai otoritas penerbangan (DKPPU, and fulfillment of regulatory demands from various aviation
EASA, FAA, CASA, CAA UK dll) untuk menjamin safety, quality, authorities (DKPPU, EASA, FAA, CASA, CAA UK etc.) to ensure
airworthy. safety, quality, airworthiness.
Kepuasan Pelanggan
Customer Satisfaction
Planning gate menjaga Standarisasi fasilitas Menjaga ketersediaan
aktivitas production pelanggan sesuai dengan fasilitas dalam melayani
planning & control untuk SLA yang ditetapkan oleh pelanggan/pengguna untuk
memastikan quality, cost, corporate affairs untuk menjamin kenyamanan
delivery sesuai dengan meningkatkan indeks kerja dan mendukung
harapan pelanggan kepuasan pelanggan dari sisi kegiatan operasional
planning gate as tools layanan fasilitas Facility readiness in
in production planning Standardize customer serving customer/users to
& control to maintain facilities according to the ensure work convenience
quality, cost, and delivery SLA set by corporate affairs and support operational
that meet customer to improve the customer activities
expectations satisfaction index in terms of
facility services
MENJAMIN KEPUASAN ENSURING CUSTOMER
PELANGGAN [OJK F.17] SATISFACTION [OJK F.17]
Perseroan memiliki staf khusus di bidang Customer Service The Company has a dedicated staff in Customer Service
yang bertanggung jawab menerima segala keluhan mengenai responsible for receiving all complaints on aircraft maintenance
perawatan dan perbaikan pesawat yang tengah dijalankan. and repair. There is a guarantee that forms as a way to increase
Terdapat garansi sebagai salah satu cara untuk meningkatkan the customers’ interest and trust.
ketertarikan dan kepercayaan dari pelanggan.
Perseroan juga memiliki Engineering Services yang bertanggung The Company also has Engineering Services which is responsible
jawab memastikan semua ketentuan dalam deliverable items for ensuring that all obligations concerning GMF deliverable
dari GMF sesuai dengan contract agreement atau Procedure have followed the contract agreement or Procedure Manual
Manual (PRM). Engineering Services juga bertanggung jawab (PRM). Engineering Services is also responsible to make the
menjalankan agenda customer intimacy melalui pertemuan relationship with customers more intimate through regular
atau survei berkala untuk mendapatkan tanggapan yang dapat meetings or surveys to get responses that can build the quality
membangun kualitas pelayanan GMF. of GMF services.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
444 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 445
Laporan Keberlanjutan
Sustainability Report
Perseroan juga memastikan adanya komunikasi yang erat The Company also ensures close communication with customers
dengan pelanggan melalui berbagai media komunikasi dan through various communication media and activities such as
aktivitas seperti direct selling, media massa, media elektronik, direct selling, mass media, electronic media, and print media.
dan media cetak. Website GMF juga senantiasa diperbarui The GMF website is also regularly updated to cover useful
secara berkala untuk memuat informasi mengenai produk/ information about products/services for customers.
jasa yang berguna bagi pelanggan.
Semua program tersebut dijalankan dengan berpegangan All of these programs were carried out according to the
kepada standar kualitas yang berlaku di industri, termasuk salah applicable industry’s quality standards including the
satunya ISO 9001:2015 sebagai standar internasional di bidang international standard of ISO 9001:2015 in the quality
sistem manajemen mutu. Perseroan mengimplementasikan management systems. The Company implements ISO
ISO 9001:2015 ke dalam proses bisnis untuk meningkatkan 9001:2015 in the business processes to improve product quality,
kualitas produk, standar bisnis, dan daya saing. business standards, and competitiveness.
SURVEI KEPUASAN PELANGGAN [OJK F.30] CUSTOMER SATISFACTION SURVEY [OJK F.30]
Perseroan terus menjalankan Survei Kepuasan Pelanggan The Company has kept on conducting a Customer Satisfaction
(Customer Satisfaction Index) yang terbukti efektif untuk Index that has proven to be very effective in measuring the
mengukur tingkat kepuasan dan persepsi pelanggan terhadap customer’s satisfaction level and perceptions of GMF products/
produk/layanan GMF. Hasil survei dapat digunakan Perseroan services. The Company can use the survey to determine the
untuk mengetahui posisi GMF di peta persaingan agar dapat position of GMF on the competitive map to improve service
meningkatkan kualitas pelayanan. Survei tahun 2024 telah quality. The 2024 survey has been conducted through Customer
dilakukan melalui metode Customer Survey Index yang Survey Index once a year by the Sales & Marketing Service and
dilaksanakan 1 kali dalam setahun oleh Dinas Sales & Marketing the Quality Assurance & Safety Service, in collaboration with an
dan Dinas Quality Assurance & Safety, bekerja sama dengan independent surveyor to ensure the validity and independence
independent surveyor untuk memastikan validitas data dan of data.
independensi.
Total terdapat 14 pelanggan dengan kontribusi pendapatan In total there were 14customers with the largest revenue
terbesar yang telah diwawancara sebagai perwakilan contribution who were interviewed as representatives. The
responden untuk survei. Kriteria atau indikator yang digunakan criteria or indicators for the survey were Quality standards,
dalam survei adalah terkait dengan Quality standards, TAT, TAT, Communication, Personal Competency & Availability.
Communication, Personal Competency & Availability.
Selama tahun 2024, GMF telah melaksanakan program kerja In 2024, GMF has implemented several programs to maintain
yang bertujuan untuk menjaga kualitas dan kepuasan pelanggan quality and customer satisfaction, including:
meliputi:
1. Complaint Handling 1. Complaint Handling
Guna memaksimalkan layanan pada pelanggan, GMF To maximize its service to customers, GMF has assigned
menugaskan dedicated personnel yang sebagai Customer dedicated personnel as Customer Service to receive all
Service yang bertanggung jawab menerima segala keluhan complaints regarding aircraft maintenance and repairs.
mengenai perawatan dan perbaikan pesawat yang tengah The Complaint Handling has been running quite well and
dijalankan. Saat ini Complaint Handling telah berjalan the Company will assess its consistency to maximize its
dengan cukup baik dan akan terus dievaluasi konsistensinya benefits to customers. GMF has also provided a guarantee
sehingga pelanggan dapat merasakan manfaatnya. Selain and conducted an improvement program to make the
itu, GMF juga telah memberikan garansi dan improvement customers more interested and trust.
program sebagai salah satu cara untuk meningkatkan
ketertarikan dan kepercayaan dari pelanggan.
445
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 446
2. Customer Satisfaction Improvement 2. Customer Satisfaction Improvement
Sebagai organisasi di bidang jasa, kepuasan pelanggan As a service company, customer satisfaction must be
merupakan faktor mutlak yang harus diwujudkan. maintained. The higher the customer satisfaction, the
Semakin tinggi kepuasan pelanggan, maka semakin besar greater the trust that the Company will receive. GMF
kepercayaan pasar. GMF kembali melakukan Survei has once again conducted a Customer Satisfaction Index
Kepuasan Pelanggan (Customer Satisfaction Index Survey) Survey to measure the customer satisfaction level this year.
untuk mengukur tingkat kepuasan pelanggan pada tahun This survey was aimed to measure the level of satisfaction
ini. Survei ini bertujuan untuk mengukur tingkat kepuasan and customer perceptions of GMF products and services.
dan persepsi pelanggan terhadap produk dan layanan GMF. Knowing GMF’s position among competitors will make
Dengan mengetahui posisi GMF di antara pesaing akan GMF more focused on improving its services.
membuat GMF lebih fokus dalam meningkatkan layanannya.
Pada tahun 2024 nilai Customer Satisfaction Index GMF In 2024, the GMF Customer Satisfaction Index value is
adalah sebesar 4.00. Pencapaian tersebut lebih tinggi dari 4.00. This achievement is lower than the 2023 value of
pencapaian tahun tahun 2023 yaitu sebesar 3.97. Penilaian 4.20 The assessment was obtained from a survey using two
survei tersebut didapatkan dari survei melalui dua metode methods: CSI (direct interview method with customers) and
yaitu CSI (metode wawancara langsung dengan pelanggan) PPS Services, which were filled out by customers after the
dan PPS yang diisi oleh pelanggan setelah pengerjaan work was completed. GMF is currently striving to make
selesai. Adapun GMF saat ini masih terus berusaha improvements and consistently develop and enhance the
melakukan perbaikan dan konsisten mengembangkan juga quality of service to customers.
meningkatkan kualitas pelayanan terhadap pelanggan.
3. Customer Retention Program 3. Customer Retention Program
Program ini bertujuan untuk menjaga hubungan baik Through this program, GMF has an objective to maintain its
GMF dengan pelanggan. Dalam menjalankan bisnis relationship with customers. Communication is important
perawatan pesawat, komunikasi adalah hal yang penting for an aircraft maintenance company, especially when
khususnya dalam menginformasikan segala perbaikan informing the improvements on the quality of aircraft
untuk meningkatkan kualitas perawatan pesawat dan maintenance and getting feedback to create continuous
mendapatkan umpan balik dari usaha untuk melahirkan improvements.
perbaikan berkelanjutan.
INOVASI PRODUK/LAYANAN [OJK F.26] INNOVATION IN PRODUCT/
SERVICES [OJK F.26]
Hingga akhir tahun 2024, tidak terdapat pelayanan GMF yang Until the end of 2024, there were no services of GMF that were
ditarik kembali dari pasar. GMF telah memastikan setiap produk recalled. GMF has ensured that every marketed product has
yang dipasarkan telah melalui proses inspeksi yang ketat. Selain undergone rigorous inspection processes. Additionally, GMFhas
itu GMF telah memiliki kontrak jangka panjang dengan standar long-term contracts with established standards. [OJK F.29]
yang telah ditetapkan. [OJK F.29]
Perseroan terus melakukan pengembangan kapabilitas dan The Company continues to develop the capabilities and
kapasitas di beberapa lini bisnis GMF. Pengembangan yang capacities of its business lines. The developments throughout
berhasil dilakukan selama tahun 2024 adalah sebagai berikut: 2024 were:
Produk Pengembangan Kapabilitas
Product Capability Development
Line Maintenance -
Base Maintenance B787 & B737MAX (on progress)
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
446 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 447
Laporan Keberlanjutan
Sustainability Report
MENJAMIN KESEHATAN DAN ENSURING CUSTOMERS HEALTH
KESELAMATAN PELANGGAN [OJK F.27] AND SAFETY [OJK F.27]
Perseroan memberikan perhatian kepada pelanggan yang The Company pays attention to the customers’ health and
mencakup aspek kesehatan dan keselamatan mereka. Unit safety. The responsible unit for maintaining the quality of
kerja yang bertanggung jawab dalam menjaga kualitas produk products and services for the customer’s health and safety is the
dan layanan demi tercapainya kesehatan dan keselamatan Quality, Health, Safety & Environment, and Quality Assurance &
pelanggan adalah dinas Quality, Health, Safety & Environment Safety Departments. There are standard policies to ensure the
dan Quality Assurance & Safety. Terdapat sejumlah standar quality of products and services that cares for the customer’s
kebijakan kerja untuk menjamin kualitas produk dan layanan health and safety. For this subject, the focus for 2024 was to
yang berkualitas dan memperhatikan aspek kesehatan dan enhance the awareness of our employees regarding healthy
keselamatan pelanggan. Fokus program kerja di bidang ini lifestyle and ensure the achievement of Lost Time Injury (LTI).
pada tahun 2024 adalah meningkatkan kesadaran karyawan
terkait pola hidup sehat dan memastikan tercapainya Lost
Time Injury (LTI).
DAMPAK PRODUK/JASA [OJK F.28] IMPACT OF PRODUCTS/SERVICES [OJK F.28]
Sebagai perusahaan yang bergerak di bidang MRO, Perusahaan As a company operating in the MRO sector, GMF has had a
telah memberikan dampak yang positif bagi masyarakat, positive impact on society, even if the impact can not be felt
walaupun dampaknya tidak dapat dirasakan secara langsung. directly by the society. Ensuring the safety and airworthiness
Keamanan dan kelaikan udara sebuah pesawat terbang, baik of aircraft, whether for commercial passenger transportation
untuk keperluan komersial (mengangkut penumpang) dan kargo or cargo services, supports economic activity by facilitating the
untuk barang, mendukung kegiatan ekonomi. Perpindahan movement of people and goods. This smooth flow of economic
antara orang dan barang memastikan adanya kegiatan ekonomi activity is instrumental in promoting overall economic growth.
yang lancar dan hal ini sangat bermanfaat untuk mendorong
pertumbuhan ekonomi.
Ekspansi bisnis GMF di bidang military juga membawa dampak Furthermore, GMF’s expansion into the military sector has also
positif secara tidak langsung. Kehadiran armada pesawat militer has indirect positive effects. The presence of a capable fleet of
yang tangguh memastikan ketahanan dan keamanan nasional. military aircraft contributes to national resilience and security.
Hingga saat ini, belum terdapat dampak negatif secara material Thus far, there have been no significant negative impacts
yang muncul dari kegiatan operasional usaha. GMF selalu stemming from GMF’s operational activities. The Company
mematuhi dan melaksanakan standar operasional sesuai praktik consistently adheres to and implements operational standards
industri terbaik, terutama dalam hal pengelolaan limbah B3 dan in line with industry best practices, particularly in terms of
keamanan operasional sehingga tidak mengakibatkan dampak B3 waste management and operational safety, mitigating any
material bagi masyarakat. potential adverse effects on the community.
BIAYA TERKAIT PRODUK/ COST OF PRODUCTS/SERVICES
JASA DAN PELANGGAN AND CUSTOMERS
Biaya yang dikeluarkan oleh Perseroan untuk mengelola The expenses incurred by the Company for managing product/
aspek produk/jasa dan pelanggan pada tahun 2024 berjumlah service and customer aspects in 2024 amounted to Rp3.99
Rp3.99 miliar. Terjadi kenaikan sebesar 4% yang menyebabkan billion. There was a 4% increase, resulting in a relatively similar
jumlah relatif tidak jauh berbeda dari tahun sebelumnya. Hal amount compared to the previous year. This indicates that the
ini menandakan bahwa Perseroan secara konsisten menjaga Company consistently maintains the quality of its services.
kualitas pelayanannya.
447
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 448
Kenaikan
Penyerapan
Realisasi 2024 Realisasi 2023 Anggaran 2024 (Penurunan) 2023-
Perihal Anggaran 2024
2024 Realization 2023 Realization Budget 2024 2024
Subject 2024 Budget
(Rp) (Rp) (Rp) Increase (Decrease)
Absorption (%)
2023-2024 (%)
Promotion 3,994,748,636 3,838,750,000 7,365,559,236 4% 54%
PENCAPAIAN TANGGUNG JAWAB SOSIAL ACHIEVEMENT ON SOCIAL
TERKAIT PRODUK/JASA DAN PELANGGAN RESPONSIBILITY FOR PRODUCTS/
SERVICES AND CUSTOMERS
Dari sisi keluhan, terdapat peningkatan keluhan dibandingkan The Company received more complaints compared to the
tahun sebelumnya dengan informasi sebagai berikut: previous year with the following details:
Jumlah Keluhan 2024 Jumlah Keluhan 2023 Status
Tipe Keluhan Upaya Penyelesaian
Number of Complaints Number of Complaints Penyelesaian
Complaint Types Settlement Efforts
2024 2023 Completion status
Meningkatkan pengawasan sesuai dengan
Selesai standar
Quality 15 8
Done Enhancing supervision in accordance with
standards
Memeriksa dan melakukan perbaikan
Selesai terhadap business process
On-Time Delivery 4 -
Done Inspecting and improving business
processes
M e l a k u k a n c a p a c i t y ex p a n s i o n ,
penambahan, dan pelatihan untuk
Capacity & Selesai
2 1 manpower
Manpower Done
Conducting capacity expansion, additions,
and training for manpower
Melakukan perbaikan alur komunikasi
Selesai internal dan eksternal
Communication 1 1
Done Improving internal and external
communication flow
Selesai Melakukan pengawasan proses bisnis
Process 3 1
Done Supervising business processes
Melakukan pembenahan dan koordinasi
Selesai secara berkala
Facility 1 8
Done Performing regular improvements and
coordination
Jumlah
26 19
Total
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
448 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 449
Laporan Keberlanjutan
Sustainability Report
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
VISI TANGGUNG JAWAB SOSIAL VISION OF OUR SOCIAL RESPONSIBILITY
Mewujudkan tanggung jawab sosial perusahaan yang To realize sustainable corporate social responsibility to become
berkelanjutan untuk menuju Most Value MRO Company. the Most Value MRO Company.
MISI TANGGUNG JAWAB SOSIAL MISSION OF OUR SOCIAL RESPONSIBILITY
Menjalankan program TJSL yang mampu memberikan dampak Running TJSL programs that are able to have a sustainable impact
yang berkelanjutan kepada stakeholders sesuai dengan on stakeholders in accordance with international standards
standar internasional (ISO 26000) maupun peraturan nasional (ISO 26000) as well as the national regulations (Regulation of
(Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 Financial Services Authority No.51/POJK.03/2017 regarding
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Implementation of Sustainable Finance for Financial Services
Keuangan, Emiten, dan Perusahaan Publik). Institutions, Issuers, and Public Companies).
Perseroan memiliki Visi dan Misi Korporasi yang telah The Company has a Corporate Vision and Mission, as disclosed
diungkapkan dalam Profil Perusahaan dan diperlakukan sebagai in the Company Profile, which also serves as its Sustainability
Visi dan Misi Keberlanjutan. Pernyataan Visi dan Misi Tanggung Vision and Mission. The statement of Social Responsibility
Jawab Sosial di bagian ini menjadi bagian strategi keberlanjutan Vision and Mission in this section is part of the sustainability
untuk semakin memperkuat praktik keberlanjutan GMF secara strategy to strengthen GMF’s overall sustainability practices.
keseluruhan.
Tujuan pelaksanaan TJSL adalah untuk membina hubungan pihak CSR or TJSL has an objective to foster strong relations with
internal dan eksternal guna mewujudkan keberlanjutan bisnis. internal and external parties to achieve business sustainability.
TJSL eksternal bertujuan untuk mendukung pemerintah dalam The Company supports the government through external TJSL
membantu pencapaian tujuan pembangunan berkelanjutan. TJSL to achieve sustainable development goals. At the same time,
internal bertujuan untuk membangun hubungan harmonis dan internal TJSL will help to build a harmonious and conducive
kondusif dengan seluruh stakeholders dalam rangka mendukung relationship with all stakeholders to support the Company’s
pencapaian visi dan misi Perseroan. Aktivitas TJSL diharapkan vision and mission. The Company hopes to enhance its
akan meningkatkan reputasi dan kredibilitas Perseroan. reputation and credibility through TJSL activities.
DASAR PELAKSANAAN TJSL BASIF OF TJSL IMPLEMENTATION
Status GMF sebagai perusahaan terbuka dan bagian dari BUMN, As a public company and part of a SOE, GMF is obligated
mewajibkan Perseroan untuk menjalankan program tanggung to conduct social responsibility programs. Within the SOE
jawab sosial. Dalam lingkungan BUMN, program tersebut lebih environment, the program is known as Social and Environmental
dikenal dengan nama Tanggung Jawab Sosial dan Lingkungan Responsibility or TJSL.
atau TJSL.
Dalam pembahasan di bab kali ini, pengungkapan hanya akan The disclosure of information in this chapter, focuses solely
difokuskan pada informasi TJSL, sesuai namanya, yaitu program on TJSL information, which encompasses various programs
yang berkaitan dengan dampak positif untuk kehidupan aimed at generating positive impacts for the society in terms
masyarakat dari sisi sosial dan lingkungan. Pembahasan lainnya of the social and environmental aspects. Other discussions
terkait pemberian dampak berkelanjutan sesuai standar ISO related to providing sustainable impacts in accordance with ISO
26000 dan Peraturan Otoritas Jasa Keuangan Nomor 51/ 26000 standards and Financial Services Authority Regulation
POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan Number 51/POJK.03/2017 concerning the Implementation
bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik of Sustainable Finance for Financial Services Institutions,
akan diungkapkan lebih lanjut di bagian Laporan Keberlanjutan Issuers, and Public Companies will be discussed further in the
setelah Laporan Tahunan ini. Sustainability Report section following this Annual Report.
449
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 450
Sebagai gambaran, berikut merupakan dasar hukum As a general picture, the legal basis for implementing the TJSL
pelaksanaan program TJSL yang berlaku di GMF: program at GMF includes:
1. UU No 40 tahun 2007 tentang Perseroan Terbatas; 1. Law No. 40 of 2007 concerning Limited Liability Companies;
2. UU No. 19 Tahun 2003 tentang Badan Usaha Milik Negara; 2. Law No. 19 of 2003 concerning State-Owned Enterprises;
3. Undang-Undang No. 32 Tahun 2009 tentang Perlindungan 3. Law No. 32 of 2009 concerning Environmental Protection
dan Pengelolaan Lingkungan Hidup; and Management;
4. Undang-Undang No. 13 Tahun 2011 tentang Penanganan 4. Law No. 13 of 2011 concerning the Handling of the Poor;
Fakir Miskin;
5. Peraturan Pemerintah No. 47 Tahun 2012 tentang Tanggung 5. Government Regulation No. 47 of 2012 concerning Social
Jawab Sosial dan Lingkungan Perseroan Terbatas; and Environmental Responsibility of Limited Liability
6. Peraturan Menteri Badan Usaha Milik Negara Nomor PER- Companies;
1/MBU/03/2023 Tahun 2023 tentang Penugasan Khusus 6. Ministerial Regulation of State-Owned Enterprises
dan Program Tanggung Jawab Sosial dan Lingkungan Badan Number PER-1/MBU/03/2023 of 2023 concerning
Usaha Milik Negara. Special Assignments and the Social and Environmental
Responsibility Program of State-Owned Enterprises.
Kebijakan Pengelolaan Program Corporate Social Responsibility Management Policy of Corporate Social Responsibility Program
GMF No. KB01-007 Edisi B Rev 0 tanggal 16 November 2018 of GMS No. KB01-007 Edition B Rev 0 dated November 16,
dan Prosedur Bisnis No. PB-13-005 tanggal 29 September 2015. 2018, and Business Procedure No. PB-13-005 dated September
29, 2015.
PENGELOLA TJSL DAN ANGGARAN TJSL MANAGER AND BUDGET
GMF telah membentuk Unit Corporate Communications GMF has formed a Corporate Communications & CSR Unit
& CSR di dalam struktur Corporate Secretary & Legal yang within the Corporate Secretary & Legal structure that holds the
bertanggung jawab secara khusus untuk menangani pelaksanaan responsibility of handling the TJSL activities at the Company.
kegiatan TJSL di Perseroan. Unit ini dipimpin oleh seorang This unit is led by a Senior Manager who reports to VP Corporate
Senior Manager yang bertanggung jawab kepada VP Corporate Secretary & Legal.
Secretary & Legal.
GMF telah mengalokasikan dana terkait kegiatan TJSL untuk GMF has allocated funds for various TJSL programs aimed at
program yang berkaitan dengan dampak positif untuk kehidupan generating positive impacts for the society in terms of the social
masyarakat dari sisi sosial dan lingkungan yang diungkapkan and environmental aspects outlined in the following
dalam tabel berikut: [OJK F.3] Table: [OJK F.3]
Penyerapan
Kenaikan
Realisasi 2024 Realisasi 2023 Anggaran 2024 Anggaran 2024
Perihal (Penurunan)
2024 Realization 2023 Realization 2024 Budget 2024 Budget
Subject Increase (Decrease)
(Rp) (Rp) (Rp) Absorption
2023-2024
(Rp)
Program TJSL
untuk kehidupan
Masyarakat dari sisi
sosial dan lingkungan
TJSL programs 352,500,000 201,542,000 352,500,000 74.9% 100%
for the society in
terms of social and
environmental
aspects
Dari tabel dapat dilihat bahwa terjadi peningkatan sebesar From the table, it can be observed that there was an increase
74,9% dari realisasi anggaran pada tahun 2024 dibandingkan of 74,9% in 2024 budget realization compared to the previous
tahun sebelumnya. Hal tersebut terjadi karena membaiknya year. This occurred because there was an improvement in the
kondisi keuangan Perseroan pada tahun 2024. Company’s financial condition in 2024.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
450 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 451
Laporan Keberlanjutan
Sustainability Report
PELAKSANAAN PROGRAM TJSL [ESG S-12] IMPLEMENTATION OF TJSL
PROGRAMS IN 2024 [ESG S-12]
PILAR SOSIAL [OJK F.23, F.25] Social Pillar [OJK F.23, F.25]
GMF mengedukasi masyarakat mengenai keselamatan GMF educates the public about aviation safety in Indonesia
penerbangan di Indonesia dengan memberikan kesempatan by providing opportunities for them to see firsthand the MRO
bagi mereka untuk melihat langsung proses bisnis MRO di business process at the Company through public visits. In 2024,
Perseroan (public visit). Pada tahun 2024, Perseroan menerima the Company received visits from 610 people from various
kunjungan dari 610 orang yang berasal dari berbagai institusi, institutions, both companies and government agencies, as
baik perusahaan maupun pemerintahan, serta 593 pelajar well as 593 students from high schools and universities. The
dari jenjang Sekolah Menengah Atas (SMA) dan Universitas. Company also provides opportunities for these students to carry
Perseroan juga memberikan kesempatan bagi para pelajar out Field Work Practices and complete Final Assignments at
tersebut untuk dapat melaksanakan Praktik Kerja Lapangan GMF. Throughout 2024, the Company accepted 1,114 pupils
maupun pengerjaan Tugas Akhir di GMF. Sepanjang tahun 2024, and students, placing them in various GMF work units to provide
secara keseluruhan Perseroan telah menerima 1,114 siswa real experience in the MRO business environment.
dan mahasiswa yang ditempatkan di berbagai unit kerja GMF
untuk memberikan pengalaman nyata bekerja di lingkungan
bisnis MRO.
Selain mengedukasi pihak eksternal, GMF juga mengedukasi Apart from educating external parties, GMF also educates
pihak internal, terutama mereka para GMF Heroes, melalui internal parties, especially GMF Heroes, through development
program pengembangan. Dari sisi sosial, hal ini penting karena programs. From a social perspective, this is important as it
dapat memberikan mereka kesempatan untuk mengembangkan provides them the opportunity to develop themselves and
diri dan meningkatkan karier sehingga dapat berdampak bagi improve their careers, impacting their overall economic welfare.
kesejahteraan ekonomi mereka secara keseluruhan. Pada tahun In 2024, 687] in-house training programs were conducted for
2024, sebanyak 687 program inhouse training telah dilakukan 10,540 participants.
untuk 10.540 peserta.
GMF juga menjalankan beberapa program sosial yang In 2024, GMF contributed to Rohis Orphan Assistance,
bekerja sama dengan beberapa pihak. Pada tahun 2024, Ramadan Berbagi Laz Persis, Gebyar Ramadan by Yayasan
GMF berkontribusi dalam Santunan Anak Yatim Piatu Rohis, Islam Nurrusalam, Women’s Empowerment Garuda Group,
Ramadan Berbagi Laz Persis, Gebyar Ramadan Yayasan Islam and Christmas GA Group.
Nurrusalam, Women’s Empowerment Garuda Group dan Natal
GA Group.
Sepanjang tahun 2024, GMF juga memberikan manfaat Throughout 2024, GMF also provided benefits to the
bagi seluruh masyarakat sekitar melalui kegiatan filantropi surrounding community through philanthropic activities
(sponsorship) untuk beberapa kegiatan yang dilakukan oleh (sponsorship) for several events organized by various
sejumlah intitusi, seperti Tournament Golf GEGA, ICSEEA, ITB institutions, such as GEGA Golf Tournament, ICSEEA, ITB Golf
Golf Tournament, Jumbara Inter Arma Caritas PMI Jakarta, Tournament, Jumbara Inter Arma Caritas PMI Jakarta, Indonesia
Indonesia 4.0 Conference & Expo serta HUT GEC ke 21, Pakarti, 4.0 Conference & Expo, as well as the 21st Anniversary of GEC,
RKAT GEC, dan INACA Festival. Pakarti, RKAT GEC, and INACA Festival.
Sepanjang tahun 2024 tidak terdapat keluhan yang datang In 2024, the Company did not receive any complaint from the
masyarakat sekitar area operasional akibat dari aktivitas community around operational areas. [OJK F.24]
operasional yang dilakukan Perseroan. [OJK F.24]
PILAR LINGKUNGAN [OJK F.23, F.25] Environmental Pillar [OJK F.23, F.25]
Sebagai salah satu pelaku usaha aviasi yang menyumbang emisi As one of the aviation businesses that contributes to carbon
karbon melalui pembakaran bahan bakar pesawat terbang, GMF emissions through burning aircraft fuel, GMF is committed
berkomitmen untuk dapat memberikan manfaat lingkungan to providing environmental benefits through reforestation
melalui program penghijauan, yaitu penanaman mangrove. programs, specifically by planting mangroves. In 2024, GMF
Pada tahun 2024, GMF melakukan penanaman mangrove di planted mangrove in Mauk, Tangerang. GMF provided 545
daerah Mauk Tangerang. GMF memberikan 545 bibit mangrove mangrove tree seedlings to help reduce carbon emissions in
untuk dapat membantu mengurangi emisi karbon di Indonesia. Indonesia.
451
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 452
PILAR EKONOMI Economic Pillar
GMF berupaya untuk dapat meningkatkan taraf ekonomi di GMF strives to improve the economic level around its
sekitar area operasional dengan melibatkan warga sekitar operational areas by involving local residents as workers.
sebagai tenaga kerja lokal. GMF memberikan kesempatan yang GMF provides equal opportunities to all people who meet the
sama kepada seluruh masyarakat sesuai dengan kualifikasi qualifications after passing through the recruitment process.
yang ditentukan melalui proses rekrutmen. Tenaga kerja local These local workers are those who came from the Tangerang
tersebut merupakan tenaga kerja yang berada di area Kota dan City and Regency, Banten.
Kabupatan Tangerang, Banten.
Rekrutmen yang dilakukan GMF akan memberikan dampak The recruitment conducted by GMF has a positive impact by
positif untuk memberikan mereka pengalaman dasar dalam providing local residents with basic work experience, reducing
bekerja, menurunkan tingkat pengangguran, serta meningkatkan the unemployment rate, and increasing the income of people
pendapatan masyarakat di sekitar area operasional GMF. around GMF’s operational areas. Throughout 2024, GMF
Sepanjang tahun 2024, GMF merekrut 72 orang fresh graduate recruited 72 local workers in the Industrial Internship section.
di area Tangerang untuk menjadi tenaga kerja lokal dalam bagian
Magang Industri.
GMF juga berkontribusi pada program pemerintah untuk GMF also contributed to the government’s programs for poverty
pengentasan kemiskinan dan perbaikan ekonomi di Indonesia alleviation and economic improvement in Indonesia through the
melalui program Relawan Bakti BUMN. GMF mengirimkan Relawan Bakti BUMN program. Throughout 2024, GMF sent 2
sebanyak 2 orang sepanjang tahun 2024 untuk berpartisipasi volunteers to participate in the government’s efforts to develop
dalam usaha pemerintah untuk mengembangkan daerah di regions in Indonesia, such as Jembrana, Bali, and Morowali.
Indonesia seperti Jembrana Bali dan Morowali.
PILAR TATA KELOLA Governance Pillar
GMF selalu bersikap transparan dengan memastikan adanya GMF always acts transparently by ensuring the disclosure of
keterbukaan informasi dan memastikan pengelolaan Perseroan information and ensuring that the management of the Company
yang bebas dari praktik korupsi agar aktivitas tata Kelola is free from corrupt practices so that corporate governance
perusahaan dapat terselenggara dengan maksimal. GMF activities can be carried out optimally. GMF rejects all forms
menolak segala pemberian dan/atau peneriman suap dan of giving and receiving bribes and imposes restrictions on
memberlakukan pembatasan penerimaan hadiah bagi seluruh accepting gifts for all GMF Heroes in any form and for any
GMF Heroes dalam bentuk apapun dan dalam rangka apapun. purpose. In practice, there is an obligation to report gift received
Dalam praktiknya, terdapat kewajiban dalam pelaporan dari by the GMF unit responsible for implementing anti-corruption
penerima hadiah kepada unit GMF yang bertanggung jawab measures in the Company.
atas pelaksanaan anti korupsi di Perseroan.
Sosialisasi dan komunikasi pencegahan korupsi secara berkala Regular socialization and communication on corruption
diadakan melalui media informasi internal Perseroan. Selain itu, prevention are held through the Company’s internal media
Perseroan juga telah melakukan publikasi terkait Kebijakan channel. Reporting can be done by both internal and external
Whistleblowing System dan Pengendalian Gratifikasi melalui parties through the Company’s website. The results of the
media digital di Area GMF. Pelaporan dapat dilakukan oleh pihak reports are submitted directly to the CEO.
internal maupun eksternal GMF melalui website Perseroan.
Hasil dari pelaporan tersebut akan disampaikan secara langsung
kepada Direktur Utama.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
452 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 453
Laporan Keberlanjutan
Sustainability Report
Lembar Umpan Balik
Feedback Form [OJK G.2]
Kami meminta partisipasi kepada para pemangku kepentingan We request the participation of stakeholders to provide
untuk memberikan umpan balik melalui e-mail atau mengirim feedback via email or fax/post mail after reading the
formulir ini melalui fax/pos, setelah membaca Laporan Sustainability Report.
Keberlanjutan ini.
Pertanyaan Setuju Tidak Setuju
Question Agree Disagree
Laporan ini telah memberikan informasi yang bermanfaat mengenai kinerja ekonomi.
This report has provided useful information regarding economic performance.
Data dan informasi yang diungkapkan mudah dipahami, lengkap, transparan, dan
berimbang.
The data and information disclosed are easy to understand, complete, transparent, and
balanced.
Data dan informasi yang disajikan berguna dalam pengambilan keputusan.
The data and information presented are useful in decision making.
Laporan ini menarik dan mudah dibaca.
The report is interesting and easy to read.
* Berikan centang pada pernyataan yang Anda anggap paling tepat untuk setiap pertanyaan.
* Check the statement that you consider most appropriate for each question.
Mohon berikan nilai mengenai aspek yang terdapat dalam Please provide a rating for the aspects in this Sustainability
Laporan Keberlanjutan ini: Report:
• 1: paling penting • 1: most important
• 2: penting • 2: important
• 3: tidak penting • 3: not important
• 4: sangat tidak penting • 4: very unimportant
•
Kinerja Ekonomi Kode Etik
[ ] [ ]
Economic Performance Code of Conduct
Kesehatan dan Keselamatan Kerja Kepuasan Pelanggan
[ ] [ ]
Occupational Health & Safety Customer Satisfaction
Produk dan Layanan Ketenagakerjaan
[ ] [ ]
Products & Services Employment
Pengembangan Sosial dan Kemasyarakatan Penggunaan Energi
[ ] [ ]
Social & Community Development Energy Usage
Mohon berikan komentar/saran/usulan bagi Laporan Keberlanjutan ini.
Please provide comments/suggestions for this Sustainability Report.
Profil Profile
Nama (bila berkenan) Name (if inclined)
Institusi/Perusahaan Institution/Company
453
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 454
Surel E-mail
Telepon/HP Phone/Mobile
Golongan Pemangku Kepentingan (berikan tanda ?) Category of Stakeholders (put ? in the box)
Pemerintah Pekerja Perusahaan
Government Employee Company
Pemegang Saham Penyedia Barang dan Jasa Masyarakat Sekitar
Shareholders Goods and Services Provider Local Community
Lembaga Pendidikan Industri Media
Educational Institution Industry Media
Lembaga Swadaya Masyarakat Lain-Lain, yaitu:
Non-Governmental Organization Others, specifically:
Mohon kirimkan kembali Lembar Umpan Balik ini kepada: Please send this Feedback Form to:
Rian Fajar Isnaeni
VP Corporate Secretary & Legal
Kantor Pusat | Head Office
PT Garuda Maintenance Facility Aero Asia Tbk
Lantai 2 Lobby Selatan Hangar 4 PT Garuda Maintenance Facility Aero Asia Tbk
Area Perkantoran Bandar Udara Soekarno Hatta International, Kelurahan Pajang, Kecamatan Benda, Kota Tangerang, 15125
PO. Box 1303, BUSH 19130
Telepon +62 21 550 8717
Phone
(call center) +62 21 550 8609
corporatecommunications@gmf-Aero Asia.co.id
Surel
Email
Marketing@gmf-Aero Asia.co.id
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
454 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 455
Laporan Keberlanjutan
Sustainability Report
Indeks Isi POJK NO.51/OJK.03/2017
[OJK G.4]
POJK NO.51/OJK.03/2017 Content Index [OJK G.4]
Indikator Penjelasan Halaman
Indicator Description Page
Strategi Keberlanjutan
Sustainability Strategy
Penjelasan Strategi Keberlanjutan
A.1 393
Explanation on Sustainability Strategy
Ikhtisar Kinerja Keberlanjutan
Sustainability Performance Highlights
Ikhtisar Kinerja Ekonomi
B.1 384, 385
Economic Performance Highlights
Ikhtisar Kinerja Lingkungan Hidup
B.2 384
Environmental Performance Highlihts
Ikhtisar Kinerja Sosial
B.3 384-385
Social Performance Highlights
Profil Perusahaan
Company Profile
Visi, Misi, dan Nilai Keberlanjutan
C.1 56-57
Vision, Mission, and Value of Sustainability
Alamat Perusahaan
C.2 49
Company’s Address
Skala Perusahaan
C.3 50-51
Business Scale
Produk, Layanan, dan Kegiatan Usaha yang Dijalankan
C.4 66-69
Products, services and Business Activities
Keanggotaan Pada Asosiasi
C.5 65
Member of Association
Perubahan Organisasi Bersifat Signifikan
C.6 70
Change of Significant Organization
Penjelasan Direksi
Directors Statement
Penjelasan Direksi
D.1 40-42
Directors Statement
Tata Kelola Keberlanjutan
Sustainability Governance
Penanggungjawab Penerapan Keuangan berkelanjutan
E.1 182
Management of Sustainable Finance Implementation
Pengembangan Kompetensi Terkait Keuangan berkelanjutan
E.2 422, 423
Competency Development on Sustainable Finance
Penilaian Risiko Atas Penerapan Keuangan berkelanjutan
E.3 352-358
Risk Assessment for Sustainable Finance Implementation
Hubungan Dengan Pemangku Kepentingan
E.4 388-340
Stakeholder Engagement
Permasalahan Terhadap Penerapan Keuangan berkelanjutan
E.5 395
Challenges of Sustainable Financial Implementation
455
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 456
Indikator Penjelasan Halaman
Indicator Description Page
Kinerja Keberlanjutan
Sustainability Performance
Kegiatan Membangun Budaya Keberlanjutan
F.1 394
Building a Culture of Sustainability
Kinerja Ekonomi
Economic Performance
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan dan
Laba Rugi
F.2 150-153
Comparison of Performance Targets and Production, Portfolios, Financial Targets, or Investment, Revenue
and Profit and Loss
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi Pada Instrumen Keuangan
atau Proyek yang Sejalan
F.3 450
Comparison of Performance Targets and Production, Portfolios, Financial Targets, or Investment on Financial
Instruments or Projects in Line with Sustainable Finance Implementation
Kinerja Lingkungan
Environmental Performance
Umum
General
Biaya Lingkungan Hidup
F.4 409-410
Environmental Costs
Aspek Material
Material Aspects
Penggunaan Material Yang Ramah Lingkungan
F.5 385
The Use of Environmentally Friendly Materials
Aspek Energi
Energy Aspects
Jumlah dan Intensitas Energi yang Digunakan
F.6 403-404
The Number and the Intensity of Energy Use
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 403-404
The Efforts and Achievements of Energy Efficiency Including the Use of Renewable Energy Sources
Aspek Air
Water Aspects
Penggunaan Air
F.8 405-406
Water Consumption
Aspek Keanekaragaman Hayati
Biodiversity Aspects
Dampak Dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki
F.9 Keanekaragaman Hayati 408-409
The Impact of Operational Areas Near or in the Area of Conservation or Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10 408-40
Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspects
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 404-405
The Number and Intensity of Emissions Produced by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12 404
The Efforts and Achievement of Emission Reductions Undertaken
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 407
The Amount of Waste and Effluent Generated by Type
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
456 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 457
Laporan Keberlanjutan
Sustainability Report
Indikator Penjelasan Halaman
Indicator Description Page
Mekanisme Pengelolaan Limbah dan Efluen
F.14 406-408
Waste and Effluent Management Mechanism
Tumpahan yang Terjadi (jika ada)
F.15 410
Spill that Occurred (if any)
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima Dan Diselesaikan
F.16 410
The Number and Material Environmental Complaints Received and Resolved
Kinerja Sosial
Social Performance
Komitmen LJK, Emiten, atau Perusahaan Publik untuk Memberikan Layanan atas Produk dan/ atau Jasa
F.17 yang Setara kepada Konsumen 444-445
The Company’s Commitment to Deliver Products and/or Services Equivalent to the Consumer
Aspek Ketenagakerjaan
Employment Aspects
Kesetaraan Kesempatan Bekerja
F.18 430
Equality of Employment Opportunities
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19 416
Child Labor and Forced Labor
Upah Minimum Regional
F.20 431
The Minimum Wage
Lingkungan Bekerja yang Layak dan Aman
F.21 411
Environmental Work Decent and Safe
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22 417-420
Training and Competency Development for Employees
Aspek Masyarakat
Community Aspects
Dampak Operasi Terhadap Masyarakat Sekitar
F.23 451
Operational Impacts to Local Communities
Pengaduan Masyarakat
F.24 451
Public Complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 451
Social and Environmental Responsibility Activities
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibility on the development of Sustainable Finance products and/or services
Inovasi dan Pengembangan Produk/Jasa Keuangan berkelanjutan
F.26 446
Innovation and development of Sustainable Finance products and/or services
Produk/Jasa yang Sudah Dievaluasi Keamanannya Bagi Pelanggan
F.27 447
Customer Safety
Dampak Produk/Jasa
F.28 447
Impact of Products/Services
Jumlah Produk yang Ditarik Kembali
F.29 446
The Number of Products Recalled
Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30 445-446
Survey of Customer Satisfaction
Lain-lain
Others
Verifikasi Tertulis dari Pihak Independen (jika Ada)
G.1 386
Written Verification from an Independent Party, if Any
Lembar Umpan Balik
G.2 453-454
Feedback Form
457
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 458
Indikator Penjelasan Halaman
Indicator Description Page
Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3 386
Response to Feedback from the Prior Year
Daftar Pengungkapan Sesuai POJK 51/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa
Keuangan, Emiten dan Perusahaan Publik
G.4 455-458
List of Disclosures in accordance with POJK 51/2017 regarding the Implementation of Sustainable Finance
for Financial Service Institutions, Issuers and Public Companies
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
458 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 459
Laporan Keberlanjutan
Sustainability Report
Indeks Isi Consolidated GRI Standard 2021
Consolidated Content Index of GRI Standard 2021
INDEKS ISI STANDAR GRI
PENGUNGKAPAN HAL
CONTENT INDEX GRI
DISCLOSURE PAGE
STANDARD
GMF telah menyampaikan informasi yang tercantum dalam Indeks Konten GRI ini untuk periode pelaporan 1
Pernyataan Penggunaan Januari 2024 sampai dengan 31 Desember 2024 dengan mengacu pada Standar GRI.
Statement of Use GMF has reported the information cited in this GRI content index for the period January 1, 2024 until December
31, 2024 with reference to the GRI Standards.
GRI 1: LANDASAN 2021
GRI
GRI 1: FOUNDATION 2021
Organisasi dan Praktik Pelaporan
The Organization and its Reporting Practices
Detail organisasi
GRI 2-1 48-49
Organizational details
Entitas yang termasuk dalam pelaporan keberlanjutan
GRI 2-2 386
Entities included in the organization’s sustainability reporting
Periode pelaporan, frekuensi dan titik kontak
GRI 2-3 386, 387
Reporting period, frequency and contact point
Informasi tentang penyajian kembali
GRI 2-4 386
Restatements of information
Asurans Eksternal
GRI 2-5 386
External assurance
Aktivitas dan Pekerja
Activities and workers
Aktivitas, rantai pasok, dan relasi bisnis lainnya
GRI 2-6 66-69
Activities, value chain and other business relationships
GRI 2: Pengungkapan Umum
Karyawan
2021 GRI 2-7 93-95
Employees
GRI 2: General Disclosures
2021 Pekerja yang bukan karyawan
GRI 2-8 95
Workers who are not employees
Tata Kelola
Governance
Struktur dan komposisi tata kelola
GRI 2-9 182
Governance structure and composition
Nominasi dan pemilihan badan tata kelola tertinggi 261, 262-
GRI 2-10
Nomination and selection of the highest governance body 263
Ketua badan tata kelola tertinggi
GRI 2-11 263-265
Chair of the highest governance body
Peran badan tata kelola tertinggi dalam mengawasi pengelolaan dampak
GRI 2-12 Role of the highest governance body in overseeing the management 265-268
of impacts
Pendelegasian tanggung jawab untuk mengelola dampak
GRI 2-13 265-268
Delegation of responsibility for managing impacts
Peran badan tata kelola tertinggi dalan pelaporan keberlanjutan
GRI 2-14 40-42, 391
Role of the highest governance body in sustainability reporting
459
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 460
INDEKS ISI STANDAR GRI
PENGUNGKAPAN HAL
CONTENT INDEX GRI
DISCLOSURE PAGE
STANDARD
Benturan kepentingan
GRI 2-15 273
Conflicts of interest
Komunikasi kepedulian terhadap permasalahan kritikal
GRI 2-16 375-378
Communication of critical concerns
Pengetahuan kolektif dari badan tata kelola tertinggi
GRI 2-17 269-270
Collective knowledge of the highest governance body
Evaluasi kinerja badan tata kelola tertinggi
GRI 2-18 277-279
Evaluation of the performance of the highest governance body
Kebijakan remunerasi
GRI 2-19 279-284
Remuneration policies
Proses untuk menentukan remunerasi
GRI 2-20 279-284
Process to determine remuneration
Rasio kompensasi total tahunan
GRI 2-21 279-284
Annual total compensation ratio
Strategi, Kebijakan dan Praktik
Strategy, Policies and Practices
Pernyataan tentang strategi pembangunan berkelanjutan
GRI 2-22 40-42
Statement on sustainable development strategy
Komitmen kebijakan
GRI 2-23 391, 393
Policy commitments
Menanamkan komitmen kebijakan
GRI 2-24 394
Embedding policy commitments
Proses untuk memulihkan dampak negatif
GRI 2-25 375-378
Processes to remediate negative impacts
Mekanisme pemberian umpan balik/saran dan menyampaikan
GRI 2-26 kekhawatiran 375-378
Mechanisms for seeking advice and raising concerns
Kepatuhan terhadap hukum dan peraturan
GRI 2-27 362
Compliance with laws and regulations
Keanggotaan asosiasi
GRI 2-28 65
Membership associations
Keterlibatan Pemangku Kepentingan
Stakeholder Engagement
Pendekatan keterlibatan pemangku kepentingan
GRI 2-29 388-390
Approach to stakeholder engagement
Perjanjian kerja bersama
GRI 2-30 398-399
Collective bargaining agreements
Proses menentukan topik material
GRI 3-1 391-392
Process to determine material topics
GRI 3: Topik Material 2021 Daftar topik material
GRI 3-2 391-392
GRI 3: Material Topic 2021 List of material topics
Pengelolaan Topik Material 396, 400,
GRI 3-3
Management of Material Topics 411, 444
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
460 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 461
Laporan Keberlanjutan
Sustainability Report
INDEKS ISI STANDAR GRI
PENGUNGKAPAN HAL
CONTENT INDEX GRI
DISCLOSURE PAGE
STANDARD
TOPIK EKONOMI
Economic Topic
GRI 201: Kinerja Ekonomi
2016 Nilai ekonomi langsung yang dihasilkan dan didistribusikan
GRI 201-1 396-397
GRI 201: Economic Direct economic value generated and distributed
Performance 2016
Implikasi finansial serta risiko
dan peluang lain akibat dari perubahan iklim
GRI 201-2 398
Financial implications and other risks and opportunities due to climate
change
Kewajiban program pensiun manfaat pasti dan program pension lainnya
GRI 201-3 398-399
Defined benefit plan obligations and other retirement plans
Bantuan finansial yang diterima dari pemerintah
GRI 201-4 399
Financial assistance received from government
GRI 204: Praktik Pengadaan
2016 Proporsi pengeluaran untuk pemasok lokal
GRI 204-1 399
GRI 204: Procurement Proportion of spending on local suppliers
Practices 2016
TOPIK LINGKUNGAN
Environmental Topic
Konsumsi energi dalam organisasi
GRI 302-1 403-404
Energy consumption within the organization
GRI 302: Energi 2016 Intensitas energi
GRI 302-3 403-404
Energy intensity
Pengurangan konsumsi energi
GRI 302-4 403-404
Reduction of energy consumption
GRI 303: Air dan Efluen 2018
Konsumsi air
GRI 303: Water and Effluents GRI 303-5 405-406
Water consumption
2018
Emisi GRK (Cakupan 1) langsung
GRI 305-1 404-405
Direct (Scope 1) GHG emissions
Emisi energi GRK (Cakupan 2) tidak langsung
GRI 305-2 404-405
Energy indirect (Scope 2) GHG emissions
GRI 305: Emisi 2016
GRI 305: Emission 2016
Intensitas emisi GRK
GRI 305-4 404-405
GHG emissions intensity
Pengurangan emisi GRK
GRI 305-5 404-405
Reduction of GHG emissions
GRI 306: Limbah 2020 Timbulan limbah dan dampak signifikan terkait limbah
GRI 306-1 406
GRI 306: Waste 2020 Waste generation and significant waste-related impacts
Manajemen dampak signifikan terkait limbah
GRI 306-2 407
Management of significant waste-related impacts
Limbah yang dikirimkan ke pembuangan akhir
GRI 306-5 407
Waste directed to disposal
461
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 462
INDEKS ISI STANDAR GRI
PENGUNGKAPAN HAL
CONTENT INDEX GRI
DISCLOSURE PAGE
STANDARD
TOPIK SOSIAL
Social Topic
Perekrutan karyawan baru dan pergantian karyawan
GRI 401-1 415-416
New employee hires and employee turnover
GRI 401: Kepegawaian 2016
Tunjangan yang diberikan kepada karyawan purnawaktu yang tidak
GRI 401: Employment 2016
diberikan kepada karyawan pada kurun waktu tertentu atau paruh waktu
GRI 401-2 431
Benefits provided to full-time employees that are not provided to
temporary or part-time employees
Sistem manajemen kesehatan dan keselamatan kerja
GRI 403-1 411
Occupational health and safety management system
Pengidentifikasian bahaya, penilaian risiko, dan investigasi insiden
GRI 403-2 435-436
Hazard identification, risk assessment, and incident investigation
Layanan kesehatan kerja
GRI 403-3 436-437
Occupational health services
Partisipasi, konsultasi, dan komunikasi pekerja tentang kesehatan dan
keselamatan kerja
GRI 403-4 439-440
Worker participation, consultation, and communication on occupational
GRI 403: Kesehatan dan
health and safety
Keselamatan KERJA 2018
GRI 403: Occupational
Peningkatan kualitas kesehatan pekerja
Health and Safety 2018 GRI 403-6 441-442
Promotion of worker health
Pencegahan dan mitigasi dampak-dampak kesehatan dan keselamatan
kerja yang secara langsung terkait hubungan bisnis
GRI 403-7 441-442
Prevention and mitigation of occupational health and safety impacts
directly linked by business relationships
Kecelakaan kerja
GRI 403-9 441
Work-related injuries
Penyakit Akibat Kerja
GRI 403-10 441
Work-related ill health
GRI 405: Keanekaragaman Keanekaragaman badan tata kelola dan karyawan 93-95, 276-
GRI 405-1
dan Peluang Setara Diversity of governance bodies and employees 277
2016
GRI 405: Diversity and Equal Rasio gaji pokok dan remunerasi perempuan dibandingkan laki-laki
GRI 405-2 431
Opportunity 2016 Diversity of governance bodies and employees
GRI 406: Nondiskriminasi
2016 Insiden diskriminasi dan tindakan perbaikan yang dilakukan
GRI 406-1 430
GRI 406: Non-discrimination Incidents of discrimination and corrective actions taken
2016
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
462 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 463
Laporan Keberlanjutan
Sustainability Report
Keselarasan Laporan Keberlanjutan Dengan
Metrik ESG
Alignment of the Sustainability Report with ESG Metrics
Kinerja Kode Nama Metrik Halaman
Performance Code Matrix Name Page
Laporan Emisi Gas Rumah Kaca
E-01 405
Greenhouse Gas Emissions Report
Intensitas Emisi Gas Rumah Kaca
E-02 405
Greenhouse Gas Emission Intensity
Konsumsi Energi Listrik
E-03 403
Electricity Consumption
Lingkungan Konsumsi Air
E-04 406
Environment Water Consumption
Limbah yang Dihasilkan
E-05 407
Generated Waste
Komitmen Perusahaan untuk Mencapai Target Net Zero Emission
E-06 405
Company Commitment to Achieving Net Zero Emission Target
Komitmen Perusahaan untuk mengurangi Emisi Gas Rumah Kaca
E-07 405
Company Commitment to Reducing Greenhouse Gas Emissions
Kesetaraan Gender
S-01 430
Gender Equality
Pegawai Berdasarkan Gender dan Kelompok Umur
S-02 430
Employees by Gender and Age Group
Tingkat Pergantian Pegawai
S-03 416-417
Employee Turnover Rate
Jumlah Pegawai Sementara
S-04 95
Number of Temporary Employees
Pelatihan dan Pengembangan Pegawai
S-05 420
Employee Training and Development
Jumlah Kecelakaan Kerja
S-06 385
Number of Workplace Accidents
Sosial
Social Kejadian Pelanggaran Hak Asasi Manusia
S-07 443
Incidents of Human Rights Violations
Kebijakan Pelecehan Seksual dan/atau Non-diskriminasi
S-08 443
Sexual Harassment and/or Non-Discrimination Policy
Kebijakan Mengenai Hak Asasi Manusia
S-09 443
Human Rights Policy
Kebijakan Pekerja Anak dan/atau Pekerja Paksa
S-10 416
Child Labor and/or Forced Labor Policy
Kebijakan Mengenai Kesehatan dan Keselamatan Kerja serta Lingkungan Kerja yang Aman
dan Layak diberikan Kepada Seluruh Karyawan
S-11 436
Policy on Occupational Health and Safety and Providing a Safe and Proper Work
Environment for All Employees
S-12 Corporate Social Responsibility 451-452
463
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 464
Kinerja Kode Nama Metrik Halaman
Performance Code Matrix Name Page
Keberagaman Manajemen dan Independensi
G-01 276-277
Management Diversity and Independence
Total Kehadiran Direksi dan Komisaris ke Rapat Dewan
G-02 284-291
Total Attendance of Directors and Commissioners at Board Meetings
Kebijakan Pemisahan Chairman of the Board dan CEO
G-03 182
Policy on Separation of Chairman of the Board and CEO
Kebijakan Penilaian Dewan Direksi dan Komisaris
G-04 277-279
Board of Directors and Commissioners Assessment Policy
Tata Kelola Kebijakan Pelatihan Dewan Direksi dan Komisaris
G-05 269
Governance Board of Directors and Commissioners Training Policy
Kriteria Khusus Pemilihan Dewan
G-06 262-263
Specific Criteria for Board Selection
Kode Etik dan/atau Anti-Korupsi
G-07 366-370
Code of Ethics and/or Anti-Corruption Policy
Kebijakan Perlakuan Adil terhadap Pemegang Saham
G-08 246
Fair Treatment Policy for Shareholders
Pencegahan Konflik Kepentingan
G-09 273
Conflict of Interest Prevention
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
464 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 465
Laporan Keberlanjutan
Sustainability Report
465
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility Aero Asia Tbk
Page 466
Page 467
LAPORAN KEUANGAN Financial Report
Page 468
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN KEUANGAN KONSOLIDASIAN/
CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023/
31 DECEMBER 2024 AND 2023
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
468 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 469
Laporan Keuangan
Financial Report
469
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 470
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION 470 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 471
Laporan Keuangan
Financial Report
471
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 472
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION 472 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 473
Laporan Keuangan
Financial Report
473
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 474
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION 474 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 475
Laporan Keuangan
Financial Report
475
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 476
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION 476 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 477
Laporan Keuangan
Financial Report
477
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 478
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION 478 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 479
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 1/1 - Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2024 DAN 2023 AS AT 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
Catatan/
2024 Notes 2023
ASET ASSETS
ASET LANCAR CURRENT ASSETS
Kas dan setara kas 12,623,481 4 21,051,033 Cash and cash equivalents
Kas dan setara kas yang Restricted cash and cash
dibatasi penggunaannya 902,880 4 358,975 equivalents
Investasi jangka pendek 133,203 58,840 Short-term investment
Piutang usaha 5 Trade receivables
- Pihak berelasi 45,816,929 30 46,302,407 Related parties -
- Pihak ketiga 4,045,912 10,694,831 Third parties -
Piutang lain-lain Other receivables
- Pihak ketiga 1,718,233 - Third parties -
Aset kontrak 6 Contract assets
- Pihak berelasi 27,455,934 30 39,738,525 Related parties -
- Pihak ketiga 13,964,715 10,966,104 Third parties -
Persediaan 61,415,306 7 74,018,579 Inventories
Uang muka dan beban dibayar dimuka 31,569,882 8 40,704,250 Advances and prepaid expenses
Pajak dibayar dimuka 14a Prepaid taxes
- Pajak penghasilan badan 2,140,235 - Corporate income taxes -
- Pajak lain-lain 4,316,775 2,722,004 Other taxes -
Jumlah aset lancar 206,103,485 246,615,548 Total current assets
ASET TIDAK LANCAR NON-CURRENT ASSETS
Piutang usaha pihak berelasi 14,651,879 5, 30 15,049,694 Trade receivables related parties
Piutang lain-lain pihak berelasi 953,040 3,163,691 Other receivables related parties
Uang muka 891,637 8 413,668 Advances
Pajak dibayar dimuka 14a Prepaid taxes
- Pajak penghasilan badan 4,605,917 5,043,171 Corporate income taxes -
- Pajak lain-lain 10,724,972 5,815,021 Other taxes -
Aset pajak tangguhan 9,407,308 14d 7,417,592 Deferred tax assets
Aset tetap 149,093,821 9 131,755,518 Fixed assets
Aset hak guna 28,184,035 16 34,732,996 Right-of-use assets
Aset tidak lancar lainnya 14,109 14,204 Other non-current assets
Jumlah aset tidak lancar 218,526,718 203,405,555 Total non-current assets
JUMLAH ASET 424,630,203 450,021,103 TOTAL ASSETS
Catatan atas laporan keuangan konsolidasian The accompanying notes to the consolidated
terlampir merupakan bagian yang tidak terpisahkan dari financial statements form an integral part of these
laporan keuangan konsolidasian. consolidated financial statements.
479
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 480
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 1/2 - Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2024 DAN 2023 AS AT 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
Catatan/
2024 Notes 2023
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
Pinjaman bank jangka pendek - 12 194,603 Short-term bank borrowings
Utang usaha 10 Trade payables
- Pihak berelasi 4,865,365 30 10,391,617 Related parties -
- Pihak ketiga 59,854,571 67,128,735 Third parties -
Utang lain-lain 4,220,301 6,143,838 Other payables
Akrual 51,081,455 11 55,408,500 Accruals
Utang pajak 9,743,940 14b 6,489,143 Taxes payable
Liabilitas kontrak Contract liabilities
- Pihak berelasi 61,599,326 30 89,556,217 Related parties -
- Pihak ketiga 15,508,259 21,438,368 Third parties -
Pinjaman, bagian lancar 20,004,877 13 9,913,139 Borrowings, current portion
Liabilitas sewa, bagian lancar 6,624,431 16 9,778,332 Lease liabilities, current portion
Liabilitas imbalan kerja, Employee benefit obligations,
bagian lancar 4,006,066 15 3,274,853 current portion
Jumlah liabilitas jangka pendek 237,508,591 279,717,345 Total current liabilities
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Utang usaha 10 Trade payables
- Pihak berelasi 2,635,490 30 9,755,745 Related parties -
- Pihak ketiga 8,743,176 14,340,693 Third parties -
Pinjaman 371,217,848 13 390,562,375 Borrowings
Liabilitas sewa 38,646,418 16 42,353,284 Lease liabilities
Liabilitas imbalan kerja 23,779,983 15 24,453,563 Employee benefit obligations
Jumlah liabilitas jangka panjang 445,022,915 481,465,660 Total non-current liabilities
JUMLAH LIABILITAS 682,531,506 761,183,005 TOTAL LIABILITIES
EKUITAS EQUITY
Ekuitas yang
diatribusikan kepada Equity attributable to
pemilik entitas induk owners of the parent
Modal saham - modal dasar
100.000.000.000 saham; Share capital - authorised
ditempatkan dan disetor 100,000,000,000 shares;
penuh 28.233.511.500 issued and fully paid
saham dengan nilai nominal 28,233,511,500 shares at
Rp100 (nominal penuh) par value Rp100 (full amount)
per saham 219,015,655 17 219,015,655 per share
Tambahan modal disetor 62,417,236 18 62,417,236 Additional paid-in capital
Uang muka atas modal saham 25,909,891 39 - Advance for share capital
Rugi komprehensif lain (15,900,891) 19 (16,353,693) Other comprehensive loss
Retained earnings/
Saldo laba/(akumulasi kerugian) (accumulated losses)
- Dicadangkan 7,492,540 20 7,492,540 Appropriated -
- Tidak dicadangkan (557,002,037) (583,893,153) Unappropriated -
Ekuitas yang didistribusikan Equity attributable to
kepada pemilik entitas induk (258,067,606) (311,321,415) owners of the parent
Kepentingan non-pengendali 166,303 159,513 Non-controlling interest
Jumlah ekuitas (257,901,303) (311,161,902) Total equity
JUMLAH LIABILITAS DAN EKUITAS 424,630,203 450,021,103 TOTAL LIABILITIES AND EQUITY
Catatan atas laporan keuangan konsolidasian The accompanying notes to the consolidated
terlampir merupakan bagian yang tidak terpisahkan dari financial statements form an integral part of these
laporan keuangan konsolidasian. consolidated financial statements.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
480 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 481
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 2/1 - Schedule
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR
KOMPREHENSIF LAIN KONSOLIDASIAN LOSS AND OTHER COMPREHENSIVE INCOME
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
Catatan/
2024 Notes 2023
Pendapatan 421,223,186 21 373,206,984 Revenue
Beban pegawai (116,569,103) 22 (101,486,732) Employee expenses
Beban material (117,177,864) 23 (97,791,734) Material expenses
Beban subkontrak (100,390,977) 24 (105,611,422) Subcontract expenses
Beban penyusutan (18,694,769) 9,16a (20,372,753) Depreciation expenses
Beban operasional (20,441,906) 25 (22,284,253) Operating expenses
(Beban)/pendapatan Other operating (expenses)/
operasi lainnya, bersih (5,944,484) 26 2,041,310 income, net
42,004,083 27,701,400
Penghasilan dari
restrukturisasi utang 695,969 10 6,876,476 Income from debt restructuring
(Kerugian)/keuntungan dari (Loss)/gain on payment term
restrukturisasi pembayaran (191,852) 10,13 6,711,538 restructuring
Penghasilan keuangan 337,803 238,867 Finance income
Biaya keuangan (20,166,464) 27 (23,619,058) Finance costs
Pendapatan lain-lain, bersih 2,064,576 28 1,820,801 Other income, net
Laba sebelum pajak penghasilan 24,744,115 19,730,024 Profit before income tax
Manfaat pajak penghasilan 2,155,930 14c 438,665 Income tax benefit
Laba tahun berjalan 26,900,045 20,168,689 Profit for the year
Penghasilan komprehensif lain: Other comprehensive income:
Pos yang tidak akan Items that will not be
direklasifikasikan ke laba rugi: reclassified to profit or loss:
Keuntungan revaluasi aset tetap 698,220 614,713 Gain on revaluation of fixed assets
Pengukuran kembali atas kewajiban Remeasurement of employee
imbalan kerja (89,972) (1,001,046) benefit obligations
Pajak penghasilan terkait (133,815) 84,993 Related income tax
474,433 (301,340)
Pos yang akan Items that will be
direklasifikasikan ke laba rugi: reclassified to profit or loss:
Selisih kurs atas translasi Exchange differences due to
laporan keuangan (21,631) 66,174 financial statement translation
Penghasilan /(rugi) komprehensif Other comprehensive income/(loss)
lain tahun berjalan, setelah pajak 452,802 (235,166) for the year, net of tax
Jumlah penghasilan komprehensif Total comprehensive income
tahun berjalan 27,352,847 19,933,523 for the year
Catatan atas laporan keuangan konsolidasian The accompanying notes to the consolidated
terlampir merupakan bagian yang tidak terpisahkan dari financial statements form an integral part of these
laporan keuangan konsolidasian. consolidated financial statements.
481
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 482
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 2/2 - Schedule
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR
KOMPREHENSIF LAIN KONSOLIDASIAN LOSS AND OTHER COMPREHENSIVE INCOME
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2024 Notes 2023
Jumlah penghasilan komprehensif Total comprehensive income
tahun berjalan 27,352,847 19,933,523 for the year
Laba yang diatribusikan kepada: Profit attributable to:
- Pemilik entitas induk 26,891,116 20,276,463 Owners of the parent -
- Kepentingan non-pengendali 8,929 1c (107,774) Non-controlling interests -
26,900,045 20,168,689
Penghasilan komprehensif yang Comprehensive income
diatribusikan kepada: attributable to:
- Pemilik entitas induk 27,343,918 20,041,297 Owners of the parent -
- Kepentingan non-pengendali 8,929 1c (107,774) Non-controlling interests -
27,352,847 19,933,523
Laba bersih per saham: Earnings per share:
Dasar dan dilusian 0.0010 29 0.0007 Basic and diluted
Catatan atas laporan keuangan konsolidasian The accompanying notes to the consolidated
terlampir merupakan bagian yang tidak terpisahkan dari financial statements form an integral part of these
laporan keuangan konsolidasian. consolidated financial statements.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
482 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 483
483
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Facility AeroAsia Tbk
PT Garuda Maintenance
Lampiran - 3 - Schedule
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
Rugi komprehensif lain/
Other comprehensive loss
Selisih kurs
Ekuitas
karena
yang dapat
Pengukuran translasi
Saldo laba diatribusikan
kembali atas laporan
Keuntungan (akumulasi kerugian)/ kepada pemilik
kewajiban keuangan/
Uang muka imbalan kerja/ revaluasi Exchange Retained earnings entitas induk/
Tambahan atas modal Remeasurement aset tetap/ differences (accumulated losses) Equity Kepentingan
modal disetor/ saham/ of employee Gain on due to financial Belum attributable non-pengendali/
Catatan/ Modal saham/ Additional Advance for benefit revaluation of statement Jumlah/ Dicadangkan/ dicadangkan/ to owners of Non-controlling Jumlah ekuitas/
Notes Share capital paid-in capital Share capital obligations fixed assets translation Total Appropriated Unappropriated the parent interest Total equity
Saldo 1 Januari 2023 219,015,655 62,417,236 (21,172,940) 5,146,200 (91,787) (16,118,527) 7,492,540 (604,169,616) (331,362,712) 341,392 (331,021,320) Balance as at 1 January 2023
Laba tahun berjalan - - - - - - - - 20,276,463 20,276,463 (107,774) 20,168,689 Profit for the year
Penghasilan komprehensif lain: Other comprehensive income:
Keuntungan revaluasi aset tetap, Gain on revaluation of
setelah pajak 9 - - - - 479,476 - 479,476 - - 479,476 - 479,476 fixed assets, net of tax
Pengukuran kembali imbalan Remeasurement of post-employment
pascakerja, setelah pajak 15 - - - (780,816) - - (780,816) - - (780,816) - (780,816) b enefits, net of tax
Selisih kurs atas translasi Exchange differences due to
laporan keuangan - - - - - 66,174 66,174 - - 66,174 (74,105) (7,931) financial statement translation
Saldo 31 Desember 2023 219,015,655 62,417,236 - (21,953,756) 5,625,676 (25,613) (16,353,693) 7,492,540 (583,893,153) (311,321,415) 159,513 (311,161,902) Balance as at 31 December 2023
Saldo 1 Januari 2024 219,015,655 62,417,236 - (21,953,756) 5,625,676 (25,613) (16,353,693) 7,492,540 (583,893,153) (311,321,415) 159,513 (311,161,902) Balance as at 1 January 2024
Uang muka atas modal saham 39 - - 25,909,891 - - - - - - 25,909,891 - 25,909,891 Advance for share capital
Laba tahun berjalan - - - - - - - - 26,891,116 26,891,116 8,929 26,900,045 Profit for the year
Penghasilan komprehensif lain: Other comprehensive income:
Keuntungan revaluasi aset tetap, Gain on revaluation of
setelah pajak 9 - - - - 544,612 - 544,612 - - 544,612 - 544,612 fixed assets, net of tax
Pengukuran kembali imbalan Remeasurement of post-employment
pascakerja, setelah pajak 15 - - - (70,179) - - (70,179) - - (70,179) - (70,179) b enefits, net of tax
Selisih kurs atas translasi Exchange differences due to
laporan keuangan - - - - - (21,631) (21,631) - - (21,631) (2,139) (23,770) financial statement translation
Saldo 31 Desember 2024 219,015,655 62,417,236 25,909,891 (22,023,935) 6,170,288 (47,244) (15,900,891) 7,492,540 (557,002,037) (258,067,606) 166,303 (257,901,303) Balance as at 31 December 2024
Laporan Terintegrasi 2024
Catatan atas laporan keuangan konsolidasian The accompanying notes to the consolidated
terlampir merupakan bagian yang tidak terpisahkan dari financial statements form an integral part of these
laporan keuangan konsolidasian. consolidated financial statements.
Page 484
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 4/1 - Schedule
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2024 2023
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan kas dari pelanggan 397,785,529 420,776,424 Cash receipts from customers
Pembayaran kas kepada Cash paid to suppliers
pemasok dan lainnya (258,200,426) (284,067,644) and others
Pembayaran kepada karyawan (106,599,995) (92,669,186) Cash paid to employees
32,985,108 44,039,594
Pembayaran beban keuangan (14,820,923) (15,141,970) Finance costs paid
Pengembalian pajak - 1,977,067 Receipt of tax refund
Pembayaran pajak penghasilan (1,703,336) (193,489) Income taxes paid
Pembayaran pajak lain-lain (1,720,412) - Other taxes paid
Penempatan kas dan setara kas Placement of restricted
yang dibatasi penggunaannya (543,905) - cash and cash equivalents
Arus kas bersih yang diperoleh Net cash flows generated
dari aktivitas operasi 14,196,532 30,681,202 from operating activities
ARUS KAS DARI AKTIVITAS CASH FLOWS FROM
INVESTASI INVESTING ACTIVITIES
Penerimaan pendapatan keuangan 337,803 269,641 Finance income received
Pembelian aset tetap (3,998,042) (901,486) Purchase of fixed assets
Penempatan kas dan setara kas Placement of restricted
yang dibatasi penggunaannya - (7,191) cash and cash equivalents
Arus kas bersih yang digunakan Net cash flow used in
untuk aktivitas investasi (3,660,239) (639,036) investing activities
ARUS KAS DARI AKTIVITAS CASH FLOWS FROM
PENDANAAN FINANCING ACTIVITIES
Pembayaran pinjaman bank Repayments of short-term
jangka pendek (181,587) - bank borrowings
Pembayaran pinjaman bank Repayments of long-term
jangka panjang (10,874,438) (8,332,558) bank borrowings
Pembayaran pokok Repayments of principal
liabilitas sewa (7,472,837) (5,885,565) of lease liabilities
Arus kas bersih yang digunakan Net cash flows used in
untuk aktivitas pendanaan (18,528,862) (14,218,123) financing activities
Catatan atas laporan keuangan konsolidasian The accompanying notes to the consolidated
terlampir merupakan bagian yang tidak terpisahkan dari financial statements form an integral part of these
laporan keuangan konsolidasian. consolidated financial statements.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
484 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 485
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 4/2 - Schedule
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2024 2023
(PENURUNAN)/KENAIKAN BERSIH (DECREASE)/INCREASE IN CASH
KAS DAN SETARA KAS (7,992,569) 15,824,043 AND CASH EQUIVALENTS
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS
AWAL TAHUN 21,051,033 5,103,013 AT BEGINNING OF YEAR
Pengaruh perubahan kurs Effect of foreign currency
mata uang asing (434,983) 123,977 exchange rate changes
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS
AKHIR TAHUN 12,623,481 21,051,033 AT END OF YEAR
Catatan atas laporan keuangan konsolidasian The accompanying notes to the consolidated
terlampir merupakan bagian yang tidak terpisahkan dari financial statements form an integral part of these
laporan keuangan konsolidasian. consolidated financial statements.
485
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 486
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/1 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
1. INFORMASI UMUM 1. GENERAL INFORMATION
a. Pendirian dan informasi umum a. Establishment and general information
PT Garuda Maintenance Facility Aero Asia Tbk PT Garuda Maintenance Facility Aero Asia Tbk
(“Perusahaan”) didirikan berdasarkan akta No. (the “Company”) was established based on
93 tanggal 26 April 2002 dari Arry Supratno, Deed No. 93 dated 26 April 2002 of Arry
SH, Notaris di Jakarta. Akta pendirian ini Supratno, SH, Notary in Jakarta. The Deed of
disahkan oleh Menteri Kehakiman dan Hak Establishment was approved by the Minister of
Asasi Manusia Republik Indonesia dalam Surat Justice and Human Rights of the Republic of
Keputusannya No. C-11688 HT.01.01.TH.2002 Indonesia in its Decision Letter No. C11688
tanggal 25 September 2002, serta diumumkan HT.01.01.TH.2002 dated 25 September 2002
dalam Berita Negara Republik Indonesia No. 78 and was published in the State Gazette of the
tanggal 27 September 2002, Tambahan Republic of Indonesia No. 78 dated 27
No. 11677. Anggaran Dasar Perusahaan telah September 2002, Supplement No. 11677. The
mengalami beberapa kali perubahan, terakhir Company's Articles of Association have been
berdasarkan Akta Pernyataan Keputusan Rapat amended several times, most recently based on
Perubahan Anggaran Dasar Nomor 5 tanggal the Deed of Statement of Meeting Resolutions
28 Oktober 2024 dibuat dihadapan Shanti lndah on Amendment to the Articles of Association
Lestari, S.H., M.Kn., Notaris di Kabupaten Number 5 dated 28 October 2024 drawn up
Tangerang, yang mendapatkan persetujuan before Shanti lndah Lestari, S.H., M.Kn., Notary
dari Menteri Hukum dan Hak Asasi Manusia in Tangerang Regency, which has received
Republik Indonesia sesuai dengan Surat approval from the Minister of Law and Human
Keputusan Nomor AHU-AH.01.03-0205295 Rights of the Republic of Indonesia in
tahun 2024 tanggal 29 Oktober 2024. accordance with Decision Letter Number AHU-
AH.01.03-0205295 of 2024 dated 29 October
2024.
Pada tanggal 30 Maret 2012, Perusahaan On 30 March 2012, the Company obtained an
memperoleh persetujuan Menteri Keuangan approval from the Minister of Finance of the
Republik Indonesia dalam Surat Republic of Indonesia in its Decision Letter
Keputusan No. KEP-355/WPJ.19/2012, No. KEP-355/WPJ.19/2012, to maintain its
mengenai penyelenggaraan pembukuan dalam accounting records in English language and in
Bahasa Inggris dan mata uang Dolar Amerika United States Dollars (“US$” or “US Dollars”)
Serikat (“AS$” atau “Dolar AS”) mulai tanggal starting 1 January 2012.
1 Januari 2012.
Sesuai dengan Pasal 3 Anggaran Dasar In accordance with Article 3 of the Company's
Perusahaan, ruang lingkup kegiatan Articles of Association, the scope of the
Perusahaan adalah dalam bidang jasa Company’s activities is in the field of aircraft
perawatan pesawat terbang, perawatan maintenance services, components
komponen dan kalibrasi, perawatan mesin maintenance and calibration, aircraft and
untuk pesawat dan industri, pembuatan dan industrial engine maintenance, manufacturing
perawatan sarana pendukung, jasa and maintenance of supporting facilities,
engineering, jasa layanan material, logistik, engineering services, material services,
pergudangan dan konsinyasi serta jasa logistics, warehousing and consignment, and
konsultan, pelatihan dan penyediaan tenaga consulting, training and provision of experts in
ahli di bidang perawatan pesawat, komponen the field of aircraft, component and engine
dan mesin. maintenance.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
486 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 487
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/2 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
a. Pendirian dan informasi umum (lanjutan) a. Establishment and general information
(continued)
Grup bergerak dalam bidang jasa perawatan, The Group engages in the field of aircraft
reparasi, dan overhaul pesawat terbang serta maintenance, repair, and overhaul services and
pendukungnya, perdagangan besar alat their support, wholesale trade of aircraft
transportasi udara dan perlengkapannya, equipment and its accessories, airport activities,
aktivitas kebandarudaraan serta aktivitas and rental and leasing activities. In accordance
penyewaan dan sewa guna usaha. Sesuai with article 3 of the Company’s Articles of
dengan pasal 3 Anggaran Dasar Perusahaan, Association, the specific business activities
rincian dari masing-masing kegiatan usaha conducted by the Group are as follows:
yang dijalankan oleh Grup yaitu:
1. Perawatan pesawat terbang dan 1. Aircraft maintenance and support:
pendukungnya:
- Reparasi pesawat terbang dan - Repair of aircraft and its accessories
perlengkapannya
- Reparasi motor penggerak listrik, - Repair of electric motors, generators,
generator dan transformator and transformers
- Reparasi kontrol alat ukur, alat uji dan - Repair of measuring instruments,
peralatan navigasi testing equipment, and navigation
- Reparasi mesin untuk keperluan control devices
umum - General-purpose machinery repair
2. Perdagangan besar alat transportasi 2. Wholesale trade of air transportation
udara: equipment:
- Perdagangan besar alat transportasi - Wholesale trade of air transportation
udara, suku cadang dan equipment, spare parts, and
perlengkapannya accessories
- Perdagangan besar suku cadang - Wholesale trade of electronic spare
elektronik parts
- Perdagangan besar mesin pesawat, - Wholesale trade of aircraft engines,
peralatan dan perlengkapan lainnya equipment, and other accessories
3. Aktivitas kebandaraudaraan: 3. Airport activities:
- Bounded warehousing atau wilayah - Bounded warehousing or bonded area
kawasan berikat - Management of transportation modes
- Manajemen moda transportasi dan and support for air transportation
penunjang angkutan udara
4. Konsultasi transportasi: 4. Transportation consulting:
- Penelitian dan pengembangan - Research and development of airport
teknologi kebandarudaraan technology
- Inspeksi secara berkala - Periodic inspections
- Kalibrasi pesawat - Aircraft calibration
Kantor pusat Perusahaan berkedudukan di The Company's head office is located at Hangar
Hanggar 4 Garuda Maintenance Facility Aero 4 Garuda Maintenance Facility Aero Asia,
Asia, Bandara Soekarno Hatta, Cengkareng, Bandara Soekarno Hatta, Cengkareng,
Tangerang. Berdasarkan Surat Keputusan Tangerang. Based on the Decision Letter of the
Menteri Keuangan Republik Indonesia Minister of Finance of the Republic of Indonesia
No. 387/KMK.04/2002 tanggal 30 Agustus No. 387/KMK.04/2002 dated 30 August 2002,
2002, lokasi Perusahaan ditetapkan sebagai the Company’s location was approved as a
kawasan berikat dan berdasarkan Keputusan bonded area and based on the Decision Letter
Menteri Keuangan No. KEP-355/WPJ.19/2012 of the Minister of Finance of the Republic of
tanggal 30 Maret 2012 lokasi perusahaan Indonesia No. KEP-355/WPJ.19/2012 dated 30
ditetapkan sebagai Pusat Logistik Berikat. March 2012, the Company’s location was
approved as a Bonded Logistic Center.
487
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 488
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/3 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
a. Pendirian dan informasi umum (lanjutan) a. Establishment and general information
(continued)
Perusahaan mulai beroperasi secara komersial The Company commenced its commercial
pada tahun 2002. Pada tanggal 31 Desember operations in 2002. As at 31 December 2024,
2024, Perusahaan dan entitas anaknya, the Company and its subsidiaries have 4,201
memiliki 4.201 (2023: 4.348) orang karyawan (2023: 4,348) employees (unaudited).
(tidak diaudit).
Perusahaan dan entitas anak (bersama-sama The Company and its subsidiaries (collectively
disebut sebagai “Grup”) dikendalikan oleh referred to as the “Group”) are controlled by its
entitas induk langsungnya, PT Garuda immediate parent company, PT Garuda
Indonesia (Persero) Tbk (“Garuda”), Badan Indonesia (Persero) Tbk (“Garuda”), a State-
Usaha Milik Negara. Entitas induk utama owned Enterprise. The ultimate parent of the
Perusahaan adalah Pemerintah Republik Company is the Government of the Republic of
Indonesia. Indonesia.
Pada tanggal 31 Desember 2024 dan 2023, As at 31 December 2024 and 2023, the
susunan anggota Dewan Komisaris dan Direksi composition of the Company’s Boards of
Perusahaan adalah sebagai berikut: Commissioners and Directors was as follows:
2024 dan/and 2023
Komisaris Utama Dharmadi President Commissioner
Komisaris Rahmat Hanafi Commissioner
Komisaris Independen Abhan Independent Commissioners
Ali Gunawan
Agit Altrianto
Direktur Utama Andi Fahrurrozi President Director
Direktur Salusra Satria Directors
Irvan Pribadi
Mukhtaris
Pudjo Sarwoko
Pada tanggal 31 Desember 2024 dan 2023, As at 31 December 2024 and 2023, the
susunan Komite Audit Perusahaan adalah composition of the Company’s Audit Committee
sebagai berikut: was as follows:
2024 dan/and 2023
Ketua Ali Gunawan Chairman
Anggota Dodi Yasendri Members
Edward Okky Avianto
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
488 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 489
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/4 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
b. Penawaran umum efek b. Public offering of securities issued
Pada tanggal 29 September 2017, Perusahaan On 29 September 2017, the Company
memperoleh surat pernyataan efektif Otoritas obtained the Notice of Effectivity from the
Jasa Keuangan (“OJK”) melalui Surat Kepala Financial Service Authority (“Otoritas Jasa
Eksekutif Pengawas Pasar Modal Keuangan” or “OJK”) in its Letter No. S-
No. S-424/D.04/2017 tentang Pemberitahuan 424/D.04/2017 regarding Notice of
Efektifnya Pernyataan Pendaftaran untuk Registration Statement Effectivity for the
penawaran umum perdana 2.823.351.100 offering of 2,823,351,100 shares to the public.
saham Perusahaan kepada masyarakat. On 10 October 2017, these shares were listed
Saham tersebut telah dicatatkan pada Bursa on the Indonesia Stock Exchange.
Efek Indonesia pada tanggal 10 Oktober 2017.
Seluruh saham Perusahaan yang telah All of the Company’s issued and fully paid
ditempatkan dan disetor penuh sejumlah shares amounting to 28,233,511,500 shares
28.233.511.500 saham telah dicatatkan pada have been listed on the Indonesia Stock
Bursa Efek Indonesia (Catatan 17). Exchange (Note 17).
c. Struktur Grup c. Group structures
Pada tanggal 31 Desember 2024 dan 2023. As at 31 December 2024 and 2023. The
Perusahaan memiliki kepemilikan secara Company has direct ownership in the following
langsung atas entitas anak sebagai berikut: subsidiaries:
Total aset
Tahun operasi sebelum eliminasi/
Persentase komersial/ Total assets
kepemilikan/ Start of before elimination
Domisili/ Kegiatan usaha utama/ Percentage of commercial 31 Desember/
Entitas anak/Subsidiaries Domicile Main business activities ownership operations December 2024
PT Garuda Daya Pratama Aktivitas ketenagakerjaan/
Sejahtera (“GDPS”) Jakarta Employment activities 91% 2019 6,724,538
PT Garuda Energi Logistik Aktivitas perdagangan dan sewa/
Komersial (“GELK”)* Jakarta Trading and lease activities 99% - -
*Dalam proses pelepasan/In the process of dissolution
Pendirian GDPS dan GELK di tahun 2019 Establishment of GDPS and GELK in 2019
Perusahaan dan Koperasi Karyawan The Company and Koperasi Karyawan
PT Garuda Maintenance Facility Aero Asia PT Garuda Maintenance Facility Aero Asia
Sejahtera mendirikan GDPS berdasarkan Akta Sejahtera established GDPS based on Deed
No. 42, tanggal 22 Januari 2019 dari Arry No. 42 dated 22 January 2019 from Arry
Supratno, S.H., dengan modal dasar sebesar Supratno S.H., with authorised capital of
Rp8.000.000.000 dan modal ditempatkan dan Rp8,000,000,000 and issued and fully paid
disetor penuh Rp2.000.000.000. Ruang lingkup capital of Rp2,000,000,000. GDPS’ scope of
usaha GDPS adalah menjalankan usaha dalam activities is to conduct business in the field of
bidang aktivitas ketenagakerjaan. employment.
Perusahaan dan PT Aero Wisata, pemegang The Company and PT Aero Wisata, a
saham Perusahaan, mendirikan GELK shareholder, established GELK based on Deed
berdasarkan Akta No. 09, tanggal 4 Februari No. 09 dated 4 February 2019 from Arry
2019 dari Arry Supratno, S.H., dengan modal Supratno S.H., with authorised capital of
dasar sebesar Rp62.626.000.000 dan modal Rp62,626,000,000 and issued and fully paid
ditempatkan dan disetor penuh capital of Rp15,656,500,000. GELK’s initial
Rp15.656.500.000. Ruang lingkup usaha scope of activities is to conduct business in the
GELK, pada awalnya, adalah menjalankan field of trading and operational lease of spare
usaha dalam bidang perdagangan dan sewa parts and airline engines, general trading,
guna usaha suku cadang dan mesin pesawat supply of electricity, and the distribution of fuel
udara, perdagangan umum, penyediaan energi to support airline operational activities.
listrik dan distribusi bahan bakar minyak dalam
rangka menunjang kegiatan operasional
penerbangan.
489
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 490
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/5 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
c. Struktur Grup (lanjutan) c. Group structures (continued)
Likuidasi dan pembubaran GELK Liquidation and dissolution of GELK
Di bulan Juni 2020, Grup menghentikan In June 2020, the Group ceased GELK's
kegiatan operasional GELK sebagai persiapan operational activities in preparation for its
likuidasi dan pembubarannya. liquidation and dissolution.
Berdasarkan Akta Notaris No. 27 tanggal 20 Based on the Deed No. 27 dated 20 April 2022
April 2022 oleh dibuat dihadapan Arry drawn up before Arry Supratno, S.H., Notary in
Supratno, S.H., Notaris di Kabupaten Tangerang Regency, which has received
Tangerang, yang mendapatkan persetujuan approval from the Minister of Law and Human
dari Menteri Hukum dan Hak Asasi Manusia Rights of the Republic of Indonesia in
Republik Indonsia sesuai dengan Surat accordance with Decision Letter Number AHU-
Keputusan Nomor AHU-AH.01.10-0012780 AH.01.10-0012780 of 2021 dated 4 March 2021
tahun 2021 tanggal 4 Maret 2021 PT Garuda PT Garuda Energi Logistik Komersial was
Energi Logistik Komersial berstatus dibubarkan. dissolved.
Pada tanggal 31 Desember 2024, GELK masih As at 31 December 2024, GELK is still in the
dalam proses penyelesaian dokumen likuidasi, process of completing liquidation documents,
sehingga laporan keuangan masih therefore the financial statement is still
dikonsolidasikan ke Grup. Dampak terhadap consolidated to the Group. The impact is not
laporan keuangan konsolidasian Grup tidak material to the Group's consolidated financial
material. statements.
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL INFORMATION
Laporan keuangan konsolidasian Grup diotorisasi The consolidated financial statements of the Group
oleh Direksi pada tanggal 25 Maret 2025. were authorised by the Directors on 25 March 2025.
Berikut ini adalah informasi kebijakan akuntansi The material accounting policy information applied in
material yang diterapkan dalam penyusunan laporan the preparation of these consolidated financial
keuangan konsolidasian. statements are set out below.
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian financial statements
Laporan keuangan konsolidasian ini telah The consolidated financial statements have
disusun dan disajikan sesuai dengan Standar been prepared and presented in accordance
Akuntansi Keuangan di Indonesia, yang with Indonesian Financial Accounting
mencakup Pernyataan Standar Akuntansi Standards, including Statements of Financial
Keuangan (“PSAK”) dan Interpretasi Standar Accounting Standards (“PSAK”) and
Akuntansi Keuangan (“ISAK”) dan Peraturan Interpretations of Financial Accounting
Otoritas Jasa Keuangan (”OJK”) No. VIII.G.7 Standards (“ISAK”) and Financial Services
tentang Penyajian dan Pengungkapan Laporan Authority (“OJK”) Regulation No. VIII.G.7 on
Keuangan Emiten atau Perusahaan Publik. Financial Statement Presentation and
Disclosures of Issuers or Public Companies.
Laporan keuangan konsolidasian ini disusun The consolidated financial statements have
berdasarkan konsep harga perolehan, yang been prepared under the historical cost
dimodifikasi oleh revaluasi bangunan dan convention, as modified by the revaluation of
prasarana, serta menggunakan dasar akrual building and improvements, and using the
kecuali untuk laporan arus kas konsolidasian. accrual basis except for the consolidated
statement of cash flows.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
490 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 491
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/6 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian (lanjutan) financial statements (continued)
Laporan arus kas konsolidasian disusun The consolidated statement of cash flows has
dengan menggunakan metode langsung been prepared based on the direct method by
dengan mengelompokkan arus kas ke dalam classifying cash flows on the basis of operating,
aktivitas operasi, investasi, dan pendanaan. investing, and financing activities.
Laporan keuangan konsolidasian disusun The consolidated financial statements have
menggunakan asumsi kelangsungan usaha. been prepared using the going concern
Asumsi ini digunakan berdasarkan assumption. This assumption is being used
pengetahuan manajemen atas fakta-fakta dan based on management’s knowledge of current
keadaan sekarang, asumsi-asumsi yang timbul facts and circumstances, assumption based on
atas pengetahuan tersebut dan ekspektasi saat that knowledge and current expectations of
ini atas kejadian dan tindakan di masa yang future events and actions, as disclosed in Note
akan datang, seperti diungkapkan di Catatan 38.
38.
Seluruh angka dalam laporan keuangan Figures in the consolidated financial statements
konsolidasian ini disajikan dalam Dolar AS, are stated in US Dollars, unless otherwise
kecuali dinyatakan lain. specified.
Kecuali dinyatakan dibawah ini, kebijakan Except as described below, the accounting
akuntansi telah diterapkan secara konsisten policies applied are consistent with those of the
dengan laporan keuangan konsolidasian yang consolidated financial statements which
telah sesuai dengan Standar Akuntansi conform to the Indonesian Financial Accounting
Keuangan di Indonesia. Standards.
Penyusunan laporan keuangan konsolidasian The preparation of consolidated financial
yang sesuai dengan Standar Akuntansi statements in conformity with Indonesian
Keuangan di Indonesia memerlukan Financial Accounting Standards requires the
penggunaan estimasi akuntansi penting use of certain critical accounting estimates. It
tertentu. Hal tersebut mengharuskan also requires management to exercise its
manajemen untuk membuat pertimbangan judgement in the process of applying the
dalam proses penerapan kebijakan akuntansi Group’s accounting policies. The areas
Grup. Area yang kompleks atau memerlukan involving a higher degree of judgement or
tingkat pertimbangan yang lebih tinggi atau complexity, or areas where assumptions and
area dimana asumsi dan estimasi dapat estimates are significant to the consolidated
berdampak signifikan dalam laporan keuangan financial statements, are disclosed in Note 3.
konsolidasian, diungkapkan dalam Catatan 3.
b. Perubahan Pernyataan Standar Akuntansi b. Changes to the Statement of Financial
Keuangan dan Interpretasi Pernyataan Accounting Standards and Interpretations of
Standar Akuntansi Keuangan Statement of Financial Accounting
Standards
Standar akuntansi revisian berikut, yang The following revised accounting standards,
relevan untuk Grup, berlaku efektif sejak which are relevant to the Group, are effective
tanggal 1 Januari 2024 dan tidak memiliki from 1 January 2024 and do not result in
pengaruh material terhadap laporan keuangan material impact to the Group’s consolidated
konsolidasian Grup: financial statements:
491
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 492
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/7 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
b. Perubahan Pernyataan Standar Akuntansi b. Changes to the Statement of Financial
Keuangan dan Interpretasi Pernyataan Accounting Standards and Interpretations of
Standar Akuntansi Keuangan (lanjutan) Statement of Financial Accounting
Standards (continued)
- Amandemen PSAK 201 (sebelumnya - Amendment to PSAK 201 (previously
PSAK 1): “Penyajian laporan keuangan” – PSAK 1): “Presentation of financial
Klasifikasi liabilitas lancar atau tidak lancar; statements” – Classification of liabilities as
current or non-current;
- Amandemen PSAK 201 (sebelumnya - Amendment to PSAK 201 (previously
PSAK 1): “Penyajian laporan keuangan” – PSAK 1): “Presentation of financial
Liabilitas jangka panjang dengan kovenan; statement” – non-current liabilities with
covenants;
- Amendemen PSAK 116 (sebelumnya - Amendment to PSAK 116 (previously
PSAK 73): “Sewa” – Liabilitas sewa pada PSAK 73): “Leases” – Lease liabilitiy in a
transaksi jual dan sewa balik; sale and leaseback;
- Amandemen PSAK 207 (sebelumnya - Amendment to PSAK 207 (previously
PSAK 2): ”Laporan arus kas”; dan PSAK 2): “Cash flow statements”; and
- Amandemen PSAK 107 (sebelumnya - Amendment PSAK 107 (previously
PSAK 60): ”Instrumen keuangan: PSAK 60): “Financial instruments:
Pengungkapan”. Disclosures”.
Standar akuntansi revisian berikut telah The following revised accounting standard has
diterbitkan dan berlaku efektif sejak tanggal 1 been issued and effective from 1 January 2025,
Januari 2025, namun belum diterapkan secara but has not been early adopted by the Group:
dini oleh Grup:
- PSAK 117: “Kontrak Asuransi”; - PSAK 117: “Insurance Contract”;
- Amandemen PSAK 117: ”Kontrak - Amendment of PSAK 117: “Insurance
Asuransi” terkait Penerapan Awal PSAK Contract regarding Initial Application of
117 dan PSAK 109 - Informasi Komparatif; PSAK 117 and PSAK 109 - Comparative
dan Information; and
- Amandemen PSAK 221: “Pengaruh - Amendment to PSAK 221: “The effect of
perubahan kurs valuta asing”. changes in foreign exchange rates”.
Pada tanggal pengesahan laporan keuangan As at the authorisation date of these
konsolidasian, Grup sedang consolidated financial statements, the Group is
mempertimbangkan implikasi dari penerapan assessing the implication of the above
standar tersebut, terhadap laporan keuangan standard, to the Group’s consolidated financial
konsolidasian Grup. statements.
c. Prinsip-prinsip konsolidasi c. Principles of consolidation
Entitas anak Subsidiaries
Entitas anak adalah seluruh entitas di mana The Subsidiaries are all entities over which the
Grup memiliki pengendalian atas entitas Group has control. The Group controls an entity
tersebut. Grup mengendalikan entitas ketika when the Group is exposed to, or has rights to,
Grup terekspos, atau memiliki hak atas imbal variable returns from its involvement with the
hasil yang bervariasi dari keterlibatannya entity and has the ability to affect those returns
dengan entitas dan memiliki kemampuan untuk through its power over the entity. Subsidiaries
mempengaruhi imbal hasil tersebut melalui are fully consolidated from the date on which
kekuasaannya atas entitas. Entitas anak control is transferred to the Group. They are
dikonsolidasikan secara penuh sejak tanggal deconsolidated from the date that control
dimana pengendalian dialihkan kepada Grup. ceases.
Entitas anak tidak lagi dikonsolidasikan sejak
tanggal berhentinya pengendalian.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
492 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 493
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/8 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
c. Prinsip-prinsip konsolidasi (lanjutan) c. Principles of consolidation (continued)
Entitas anak (lanjutan) Subsidiaries (continued)
Transaksi, saldo, dan keuntungan atau Transactions, balances and unrealised gains or
kerugian yang belum direalisasi dari transaksi losses on transactions between entities within
antar entitas dalam Grup dieliminasi. the Group are eliminated.
Kebijakan akuntansi yang digunakan dalam The accounting policies adopted in preparing
penyusunan laporan keuangan konsolidasian the consolidated financial statements have
telah diterapkan secara konsisten oleh entitas been consistently applied by subsidiaries.
anak.
d. Penjabaran mata uang asing d. Foreign currency translation
(i) Mata uang fungsional dan penyajian (i) Functional and presentation currency
Transaksi-transaksi yang disertakan dalam Items included in the financial statements
laporan keuangan setiap entitas anggota of each the Group’s entity are measured
Grup diukur menggunakan mata uang yang using the currency of the primary economic
sesuai dengan lingkungan ekonomi utama environment in which the entity operates
di mana entitas beroperasi (“mata uang (the “functional currency”).
fungsional”).
Laporan keuangan konsolidasian disajikan The consolidated financial statements are
dalam Dolar AS yang merupakan mata presented in US Dollars, which is the
uang fungsional dan penyajian Grup. functional and presentation currency of the
Group.
(ii) Transaksi dan saldo (ii) Transactions and balances
Transaksi dalam mata uang asing Foreign currency transactions are
dijabarkan ke dalam mata uang fungsional translated into functional currency using the
dengan menggunakan kurs yang berlaku exchange rates prevailing at the dates of
pada tanggal transaksi. Pada setiap the transactions. At each reporting date,
tanggal pelaporan, aset dan liabilitas monetary assets and liabilities
moneter dalam mata uang asing dijabarkan denominated in foreign currency are
ke dalam mata uang fungsional translated into functional currency using the
menggunakan kurs penutup. Kurs yang closing exchange rate. Exchange rate used
digunakan sebagai acuan adalah kurs yang as benchmark is the rate which is issued by
dikeluarkan oleh Bank Indonesia. Bank Indonesia.
Keuntungan dan kerugian selisih kurs yang Foreign exchange gains and losses
timbul dari penyelesaian transaksi dalam resulting from the settlement of such
mata uang asing dan dari penjabaran aset transactions and from the translation at
dan liabilitas moneter dalam mata uang period-end exchange rates of monetary
asing secara umum diakui di dalam laporan assets and liabilities denominated in
laba rugi konsolidasian. foreign currencies are generally recognised
in the consolidated statement of profit or
loss.
Kurs utama yang digunakan, berdasarkan The main exchange rate used, based on
kurs tengah dari kurs jual dan beli yang the middle rates of the sell and buy rates
diterbitkan Bank Indonesia adalah published by Bank Indonesia, is
Rp16.162 untuk AS$1 (2023: Rp15.416 Rp16,162 for US$1 (2023: Rp15,416 for
untuk AS$1). US$1).
493
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 494
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/9 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
d. Penjabaran mata uang asing (lanjutan) d. Foreign currency translation (continued)
(ii) Transaksi dan saldo (lanjutan) (ii) Transactions and balances (continued)
Hasil usaha operasi dan posisi keuangan The results of the operations and financial
dari entitas anak Grup yang memiliki mata position of the Group’s subsidiaries that
uang fungsional yang berbeda dengan have a functional currency different from
mata uang penyajian Perusahaan, the Company’s presentation currency are
ditranslasikan dalam mata uang penyajian translated into the Company’s presentation
Perusahaan sebagai berikut: currency as follows:
• Aset dan liabilitas yang disajikan pada • The assets and liabilities presented in
laporan posisi keuangan the consolidated statement of financial
konsolidasian, dijabarkan pada kurs position are translated at the closing
penutup tanggal laporan posisi rate at the date of the consolidated
keuangan konsolidasian tersebut; statement of financial position;
• Penghasilan dan beban untuk setiap • The income and expenses for each
laba rugi dijabarkan menggunakan item of profit or loss are translated at
kurs rata-rata (kecuali jika rata-rata the average exchange rates (unless
tersebut bukan perkiraan wajar efek this average is not a reasonable
kumulatif dari kurs yang berlaku pada approximation of the cumulative effect
tanggal transaksi, maka penghasilan of the rates prevailing on the
dan beban dijabarkan menggunakan transaction dates, in which case the
kurs tanggal transaksi); dan income and expenses are translated at
the rates in force on the dates of the
transactions); and
• Seluruh selisih kurs yang timbul diakui • All of the resulting exchange
dalam penghasilan komprehensif lain. differences are recognised in other
comprehensive income.
e. Transaksi dengan pihak-pihak berelasi e. Transactions with related parties
Grup telah melakukan transaksi dengan pihak- The Group has entered into transactions with
pihak berelasi tertentu, sesuai dengan PSAK certain related parties as defined under PSAK
224 “Pengungkapan pihak-pihak berelasi”. 224 “Related party disclosures”.
Perusahaan dikendalikan oleh entitas langsung The Company are controlled by its immediate
induk langsungnya, Garuda, Badan Usaha Milik parent company, Garuda, a state-owned
Negara. Maka, saldo dan transaksi yang enterprise. Therefore, significant transactions
material antara Grup dengan Pemerintah and balances of the Group with the
Negara Republik Indonesia dan entitas berelasi Government of the Republic of Indonesia and
dengan Pemerintah diungkapkan dalam catatan Government-related entities are disclosed in the
atas laporan keuangan konsolidasian yang relevant notes to the consolidated financial
relevan. Grup memilih untuk mengungkapkan statements. The Group elected to disclose the
transaksi dengan entitas berelasi dengan transactions with Government-related entities,
Pemerintah dengan menggunakan using the exemption from general related party
pengecualian dari persyaratan pengungkapan disclosure requirements.
pihak berelasi.
Seluruh transaksi yang signifikan dengan pihak- All significant transactions with related parties
pihak berelasi telah diungkapkan dalam catatan are disclosed in the notes to the consolidated
atas laporan konsolidasian. financial statements.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
494 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 495
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/10 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
f. Aset dan liabilitas keuangan f. Financial assets and liabilities
Instrumen keuangan adalah setiap kontrak A financial instrument is any contract that gives
yang memberikan kenaikan nilai aset keuangan rise to a financial asset for one entity and a
dari satu entitas dan liabilitas keuangan atau financial liability or equity instrument for another
instrumen ekuitas dari entitas lainnya. entity.
Aset keuangan Financial assets
Pengakuan awal Initial recognition
Klasifikasi dan pengukuran aset keuangan The classification and measurement of financial
harus didasarkan pada model bisnis dan arus assets are based on business model and
kas kontraktual - apakah hanya dari contractual cash flows - whether from solely
pembayaran pokok dan bunga. payment of principal and interest.
Aset keuangan diklasifikasikan dalam lingkup Financial assets within the scope of PSAK 109
PSAK 109 ”Instrumen Keuangan” dikategorikan “Financial Instruments” are classified into
sebagai berikut: categories as follows:
- Aset keuangan yang diukur dengan biaya - Financial assets at amortised cost;
diamortisasi; - Financial assets at fair value through profit
- Aset keuangan yang diukur dengan nilai or loss (“FVTPL”) or other comprehensive
wajar melalui laba rugi atau melalui income (“FVOCI”).
penghasilan komprehensif lain.
Pada tanggal 31 Desember 2024, Grup hanya As at 31 December 2024, the Group only has
memiliki aset keuangan yang diukur pada biaya financial assets measured at amortised cost,
perolehan diamortisasi, yang terdiri dari piutang which comprise of trade receivables, other
usaha, piutang lainnya, aset kontrak, dan kas receivables, contract assets, and cash and
dan setara kas di laporan posisi keuangan cash equivalents in the consolidated statements
konsolidasian. Aset keuangan diklasifikasikan of financial position. Financial assets are
sebagai aset lancar, jika jatuh tempo dalam classified as current assets if expected to be
waktu 12 bulan, jika tidak maka aset keuangan settled within 12 months, otherwise they are
ini diklasifikasikan sebagai aset tidak lancar. classified as non-current assets.
Grup menentukan klasifikasi aset keuangan The Group determines the classification of its
pada saat pengakuan awal. Aset keuangan financial assets at initial recognition. The Group
Grup diklasifikasikan sebagai aset keuangan has financial assets classified as financial
yang diukur dengan biaya diamortisasi dan aset assets at amortised cost and financial assets at
keuangan yang diukur dengan nilai wajar fair value through profit or loss.
melalui laba rugi.
Semua aset keuangan pada awalnya diakui All financial assets are recognised initially at fair
sebesar nilai wajar ditambah dengan biaya- value plus transaction costs, except in the case
biaya transaksi, kecuali aset keuangan yang of financial assets which are recorded at fair
dicatat pada nilai wajar melalui laba rugi. Biaya value through profit or loss. Transaction costs
transaksi dari aset keuangan yang dicatat pada of financial assets carried at fair value through
nilai wajar melalui laba rugi dibebankan pada profit or loss are expensed in the profit or loss.
laba rugi.
495
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 496
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/11 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
f. Aset dan liabilitas keuangan (lanjutan) f. Financial assets and liabilities (continued)
Aset keuangan (lanjutan) Financial assets (continued)
Pengukuran setelah pengakuan awal Subsequent measurement
Aset keuangan kelompok biaya perolehan Financial assets as amortised cost measured at
diamortisasi diukur pada biaya perolehan amortised cost using the effective interest rate
diamortisasi dengan menggunakan metode method.
suku bunga efektif.
Penghentian pengakuan Derecognition
Aset keuangan (atau mana yang lebih tepat, A financial asset (or where applicable, a part of
bagian dari aset keuangan atau bagian dari a financial asset or part of a group of similar
kelompok aset keuangan serupa) dihentikan financial assets) is derecognised when: (1) the
pengakuannya pada saat: (1) hak kontraktual contractual rights to receive cash flows from the
untuk menerima arus kas yang berasal dari aset have expired; or (2) the Group has
aset tersebut telah berakhir; atau (2) Grup telah transferred its contractual rights to receive the
mengalihkan hak kontraktual mereka untuk cash flows of the financial assets or retained the
menerima arus kas yang berasal dari aset contractual rights to receive the cash flows of
keuangan atau memiliki hak kontraktual untuk the financial asset, but assumes a contractual
menerima arus kas yang berasal dari aset obligation to pay the cash flows to one or more
keuangan, tetapi berkewajiban untuk membayar recipients (pass-through transfer).
arus kas ke satu atau lebih penerima (pass-
through transfer).
Liabilitas keuangan Financial liabilities
Pengakuan awal Initial recognition
Liabilitas keuangan diklasifikasikan dalam Financial assets within the scope of PSAK 109
lingkup PSAK 109 “Instrumen Keuangan” “Financial Instruments” are classified into
dikategorikan sebagai berikut: categories as follows:
- Liabilitas keuangan yang diukur dengan - Financial liabilities at amortised cost;
biaya diamortisasi; - Financial liabilities at fair value through
- Liabilitas keuangan yang diukur dengan nilai profit or loss (“FVTPL”) or other
wajar melalui laba rugi. comprehensive income (“FVOCI”).
Pada tanggal 31 Desember 2024, Grup hanya As at 31 December 2024, the Group only has
memiliki liabilitas keuangan yang diukur pada financial liabilities categorised at amortised cost
biaya perolehan diamortisasi, yang terdiri dari which comprise of trade payables, other
utang usaha, utang lain-lain, akrual, pinjaman, payables, accruals, loans, lease liabilities, and
liabilitas sewa, dan liabilitas keuangan jangka other non-current financial liabilities. Financial
panjang lain-lain. Liabilitas keuangan liabilities are classified as non-current liabilities
diklasifikasikan sebagai liabilitas jangka when the remaining maturity is more than 12
panjang jika jatuh tempo melebihi 12 bulan dan months, and as current liabilities when the
sebagai liabilitas jangka pendek jika jatuh remaining maturity is less than 12 months.
tempo yang tersisa kurang dari 12 bulan.
Semua liabilitas keuangan diakui pada awalnya All financial liabilities are recognised initially at
sebesar nilai wajar. fair value.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
496 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 497
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/12 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
f. Aset dan liabilitas keuangan (lanjutan) f. Financial assets and liabilities (continued)
Liabilitas keuangan Financial liabilities
Pengukuran setelah pengakuan awal Subsequent measurement
Liabilitas keuangan diukur pada biaya Financial liabilities measured at amortised cost
perolehan diamortisasi dengan menggunakan using the effective interest rate method.
metode suku bunga efektif.
Penghentian pengakuan Derecognition
Liabilitas keuangan dihentikan pengakuannya A financial liability is derecognised when the
pada saat liabilitas tersebut berakhir atau obligation under the liability is discharged or
dibatalkan atau kedaluwarsa. Dalam hal suatu cancelled or has expired. When an existing
liabilitas keuangan yang ada digantikan oleh financial liability is replaced by another from the
liabilitas keuangan lain dari pemberi pinjaman same lender with substantially different terms,
yang sama dengan persyaratan yang berbeda or the terms of an existing liability are
secara substansial, atau modifikasi secara substantially modified, such an exchange or
substansial atas persyaratan dari suatu liabilitas modification is treated as a derecognition of the
yang ada, pertukaran atau modifikasi tersebut original liability and the recognition of a new
diperlakukan sebagai penghentian pengakuan liability, with the difference in the respective
liabilitas awal dan pengakuan liabilitas baru, carrying amounts being recognised in the
dan selisih antara nilai tercatat masing-masing consolidated profit or loss.
liabilitas diakui dalam laba rugi konsolidasian.
g. Instrumen keuangan disalinghapus g. Offsetting financial instruments
Aset keuangan dan liabilitas keuangan Financial assets and liabilities are offset and the
disalinghapuskan dan jumlah netonya net amount is reported in the statement of
dilaporkan pada laporan posisi keuangan ketika financial position when there is a legally
terdapat hak yang berkekuatan hukum untuk enforceable right to offset the recognised
melakukan saling hapus atas jumlah yang telah amounts and there is an intention to settle on a
diakui tersebut dan adanya niat untuk net basis, or realise the asset and settle the
menyelesaikan secara neto, atau untuk liability simultaneously. The legally enforceable
merealisasikan aset dan menyelesaikan right must not be contingent on future events
liabilitas secara bersamaan. Hak saling hapus and must be enforceable in the normal course
tidak kontinjen atas peristiwa di masa depan of business and in the event of default,
dan dapat dipaksakan secara hukum dalam insolvency or bankruptcy of the Group or the
situasi bisnis yang normal dan dalam peristiwa counterparty.
gagal bayar, peristiwa kepailitan atau
kebangkrutan Grup atau pihak lawan.
h. Penurunan nilai aset non-keuangan h. Impairment of non-financial asset
Pada setiap akhir periode pelaporan, Grup At the end of each reporting period, the Group
menelaah nilai tercatat aset non-keuangan reviews the carrying amounts of non-financial
untuk menentukan apakah terdapat indikasi assets to determine whether there is any
bahwa aset tersebut telah mengalami indication that the assets have suffered an
penurunan nilai. Kerugian akibat penurunan impairment loss. An impairment loss is
nilai diakui sebesar selisih antara nilai tercatat recognised at the amount by which the carrying
aset dengan nilai yang dapat diperoleh kembali amount of the asset exceeds its recoverable
dari aset tersebut. amount.
497
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 498
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/13 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
h. Penurunan nilai aset non-keuangan h. Impairment of non-financial assets
(lanjutan) (continued)
Nilai yang dapat diperoleh kembali adalah nilai A recoverable amount is the higher of its fair
yang lebih tinggi antara nilai wajar dikurangi value less cost to sell and its value in use of the
biaya untuk menjual dan nilai pakai aset. Dalam assets. For the purpose of assessing
rangka mengukur penurunan nilai, aset impairment, assets are grouped at the lowest
dikelompokkan hingga unit terkecil yang levels for which there are separately identifiable
menghasilkan arus kas terpisah. cash flows.
Setiap tanggal pelaporan, aset non-keuangan At each reporting date, non-financial assets that
yang telah mengalami penurunan nilai ditelaah suffered impairment are reviewed for possible
untuk menentukan apakah terdapat reversal of the impairment. Reversal of
kemungkinan pemulihan penurunan nilai. impairment losses will be immediately
Pembalikan rugi penurunan nilai tersebut diakui recognised in profit or loss.
langsung dalam laba rugi.
i. Kas dan setara kas i. Cash and cash equivalents
Kas dan setara kas mencakup kas, simpanan Cash and cash equivalents include cash in
yang sewaktu-waktu bisa dicairkan dan hand, deposits held at call with banks, other
investasi likuid jangka pendek lainnya dengan short-term highly liquid investments with original
yang jatuh tempo dalam waktu tiga bulan atau maturities of three months.
kurang.
Kas dan setara kas yang telah ditentukan Cash and cash equivalents which have been
penggunaannya atau yang tidak dapat restricted for certain purposes or which cannot
digunakan secara bebas digolongkan dalam be used freely are classified as restricted cash
kas dan setara kas dibatasi penggunaannya. and cash equivalents.
j. Piutang usaha dan piutang lain-lain j. Trade and other receivables
Piutang usaha merupakan jumlah yang terutang Trade receivables are amounts due from
dari pelanggan atas penjualan barang customers for merchandise sold or services
dagangan atau jasa dalam kegiatan usaha performed in the ordinary course of business. If
normal. Jika piutang diperkirakan dapat ditagih collection is expected in one year or, they are
dalam waktu satu tahun atau kurang, piutang classified as current assets. If not, they are
diklasifikasikan sebagai aset lancar. Jika tidak, presented as non-current assets.
piutang disajikan sebagai aset tidak lancar.
Piutang lain-lain merupakan piutang yang Other receivables are receivables arising from
berasal dari transaksi yang dilakukan di luar transactions outside the ordinary course of
kegiatan usaha biasa. Piutang lain-lain dari business. Other receivables from related parties
pihak berelasi disajikan sebagai aset tidak are presented as non-current assets, unless
lancar, kecuali jika dapat dibuktikan sebagai they can be substantiated as current assets.
aset lancar.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
498 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 499
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/14 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
j. Piutang usaha dan piutang lain-lain (lanjutan) j. Trade and other receivables (continued)
Kolektibilitas piutang usaha dan piutang lain- The collectability of trade receivables and other
lain ditinjau secara berkala. Penyisihan piutang receivables is periodically reviewed. Allowance
ragu-ragu diukur berdasarkan kerugian kredit for doubtful accounts is measured based on
ekspektasian dengan melakukan reviu atas expected credit loss by reviewing the
kolektibilitas saldo secara individual atau collectability of individual or collective balances
kolektif sepanjang umur piutang usaha dengan throughout the life of the trade receivables
pendekatan forward-looking yang dilakukan using the forward-looking approach at the end
setiap akhir periode pelaporan. Piutang yang of each reporting period. Receivables, which
diketahui tidak tertagih, dihapuskan secara are known to be uncollectible, are written off
langsung dengan mengurangi nilai tercatatnya. immediately by reducing the carrying value.
k. Persediaan k. Inventories
Persediaan dinyatakan sebesar nilai yang lebih Inventories are stated at cost or net realisable
rendah antara harga perolehan atau nilai value, whichever is lower and less a provision
realisasi bersih, dikurangi dengan provisi for obsolete and slowmoving items. Cost is
persediaan usang dan bergerak lambat. Biaya determined using the weighted-average for
ditentukan dengan metode rata-rata tertimbang expendable spare parts and repairable and
untuk suku cadang expendable dan repairable specific identification method for rotable spare
dan identifikasi spesifik untuk suku cadang parts. Net realisable value represents the
rotable. Nilai realisasi bersih merupakan estimated selling price for inventories less costs
taksiran harga jual persediaan dikurangi biaya necessary to make the sale.
yang diperlukan untuk menjual.
Provisi persediaan usang dan bergerak lambat A provision for obsolete and slow-moving items
ditentukan berdasarkan estimasi penggunaan is determined on the basis of estimated future
atau dengan mempertimbangkan umur masing- usage or ageing of each inventory item.
masing item persediaan.
Provisi dihapuskan pada saat persediaan telah Provisions are written-off when inventories are
terjual atau secara fisik dihapuskan. sold or physically disposed.
l. Aset tetap l. Fixed assets
Grup menganalisis fakta dan keadaan untuk The Group analyses the facts and
masing-masing jenis hak atas tanah dalam circumstances for each type of land rights in
menentukan akuntansi untuk hak atas tanah determining the accounting for each of these
tersebut sehingga dapat merepresentasikan land rights so that it can accurately represent an
dengan tepat kejadian atau transaksi ekonomi underlying economic event or transaction. If the
yang mendasarinya. Jika hak atas tanah land rights do not transfer control of the
tersebut tidak mengalihkan pengendalian atas underlying assets to the Group, but give the
aset pendasar kepada Grup, melainkan rights to use the underlying assets, the Group
mengalihkan hak untuk menggunakan aset applies the accounting treatment of these
pendasar, Grup menerapkan perlakuan transactions as leases under PSAK 116
akuntansi atas transaksi tersebut sebagai sewa “Leases”. If land rights are substantially similar
berdasarkan PSAK 116 “Sewa”. Jika hak atas to land purchases, the Group applies PSAK 216
tanah secara substansi menyerupai pembelian “Fixed assets”.
tanah, maka Grup menerapkan PSAK 216
“Aset tetap”.
499
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 500
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/15 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
l. Aset tetap (lanjutan) l. Fixed assets (continued)
Bangunan dan prasarana yang dimiliki untuk Buildings and improvements held for use in the
digunakan dalam penyediaan barang dan jasa, supply of goods and services or for
atau untuk tujuan administratif disajikan administrative purposes are shown at fair value,
sebesar nilai wajar, berdasarkan penilaian yang based on valuations performed by external
dilakukan oleh penilai independen eksternal independent valuers which are registered with
yang telah terdaftar di OJK, dikurangi OJK, less subsequent depreciation. Valuations
penyusutan. Penilaian atas aset tersebut are performed with sufficient regularity to
dilakukan secara berkala untuk memastikan ensure that the fair value of a revalued asset
bahwa nilai wajar aset yang direvaluasi tidak does not differ materially from its carrying
berbeda secara material dengan jumlah amount. Any accumulated depreciation at the
tercatatnya. Akumulasi penyusutan pada date of revaluation is eliminated against the
tanggal revaluasi dieliminasi terhadap nilai gross carrying amount of the asset, and the net
tercatat bruto aset dan nilai netonya disajikan amount is restated to the revalued amount of
kembali sebesar jumlah revaluasi aset. Aset the asset. All other fixed assets are stated at
tetap lainnya dan peralatan disajikan sebesar historical cost less depreciation. Historical cost
harga perolehan dikurangi dengan penyusutan. includes expenditure that is directly attributable
Harga perolehan termasuk pengeluaran yang to the acquisition of the items.
dapat diatribusikan secara langsung atas
perolehan aset tersebut.
Biaya-biaya setelah pengakuan awal diakui Subsequent costs are included in the asset’s
sebagai bagian nilai tercatat aset atau sebagai carrying amount or recognised as a separate
aset yang terpisah, sebagaimana mestinya, asset, as appropriate, only when it is probable
hanya jika kemungkinan besar Grup mendapat that future economic benefits associated with
manfaat ekonomis di masa depan berkenaan the item will flow to the Group and the cost of
dengan aset tersebut dan biaya perolehan aset the item can be measured reliably. The carrying
dapat diukur dengan andal. Nilai tercatat dari amount of the replaced part is derecognised. All
komponen yang diganti dihapuskan. Biaya other repairs and maintenance are charged to
perbaikan dan pemeliharaan dibebankan pada the consolidated statement of profit or loss
laporan laba rugi konsolidasian dalam periode during the financial period in which they are
keuangan ketika biaya-biaya tersebut terjadi. incurred.
Kenaikan nilai tercatat yang timbul dari Increases in the carrying amount arising on
revaluasi bangunan dan prasarana dikreditkan revaluation of building and improvements are
sebagai bagian dari penghasilan komprehensif credited as part of other comprehensive
lainnya. Penurunan yang menghapus nilai income. Decreases that offset previous
kenaikan yang sebelumnya atas aset yang increases of the same asset are debited as part
sama dibebankan sebagai bagian dari of other comprehensive income; all other
penghasilan komprehensif; penurunan lainnya decreases are charged in the consolidated
dibebankan pada laporan laba rugi statement of profit or loss. At each reporting
konsolidasian. Setiap periode pelaporan, selisih period, the difference between depreciation
antara penyusutan berdasarkan nilai revaluasi based on the revalued carrying amount of the
aset yang diakui di dalam laporan laba rugi asset charged to the consolidated statement of
konsolidasian dan penyusutan berdasarkan profit or loss and depreciation based on the
harga perolehan awal aset ditransfer dari asset’s original cost is transferred from “asset
“cadangan revaluasi aset” ke dalam “saldo revaluation reserve” to “retained earnings”.
laba”.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
500 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 501
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/16 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
l. Aset tetap (lanjutan) l. Fixed assets (continued)
Penyusutan aset tetap dihitung dengan Depreciation on fixed assets is calculated using
menggunakan metode garis lurus untuk the straight-line method to allocate their cost or
mengalokasikan harga perolehan atau jumlah revalued amounts to their residual values over
revaluasi sampai dengan nilai sisanya selama their estimated useful lives, as follows:
masa manfaat yang diestimasi, sebagai berikut:
Persentase
penyusutan/
Percentage of
Tahun/Years depreciation
Bangunan dan prasarana 15 - 50 2.00% - 6.67% Building and improvements
Suku cadang rotable 4 - 20 5.00% - 25.00% Rotable spare parts
Peralatan dan
perlengkapan bengkel 5 - 15 6.67% - 20.00% Warehouse tools and equipments
Peralatan kantor
dan komputer 2 - 15 6.67% - 50.00% Office equipments and computers
Perbaikan aset sewa 2-3 33.33% - 50.00% Leasehold improvements
Nilai sisa aset, masa manfaat dan metode The assets’ residual values, useful lives and
penyusutan ditelaah dan jika perlu disesuaikan, depreciation method are reviewed and adjusted
pada setiap akhir periode pelaporan. if appropriate, at the end of each reporting
period.
Nilai tercatat aset segera diturunkan sebesar An asset’s carrying amount is written down
jumlah yang dapat dipulihkan jika nilai tercatat immediately to its recoverable amount if the
aset lebih besar dari estimasi jumlah yang asset’s carrying amount is greater than its
dapat dipulihkan. estimated recoverable amount.
Keuntungan atau kerugian bersih atas Net gains or losses on disposals are
pelepasan aset tetap ditentukan dengan determined by comparing the proceeds with the
membandingkan hasil yang diterima dengan carrying amount and are recognised within
nilai tercatat dan diakui pada “pendapatan lain- “other income, net” in the consolidated
lain, bersih” dalam laporan laba rugi statement of profit or loss.
konsolidasian.
Jika aset yang direvaluasi dihapus, jumlah yang When revalued assets are disposed, the
dicatat di dalam ekuitas dipindahkan ke saldo amounts included in equity are transferred to
laba. retained earnings.
Akumulasi biaya konstruksi bangunan dan The accumulated costs of the construction of
pemasangan mesin dikapitalisasi sebagai aset buildings and the installation of machinery are
dalam penyelesaian. Biaya tersebut capitalised as construction in progress. These
direklasifikasi ke akun aset tetap pada saat costs are reclassified to fixed assets when the
proses konstruksi atau pemasangan selesai. construction or installation is complete.
Penyusutan dimulai pada saat aset tersebut Depreciation is charged from the date the
siap untuk digunakan sesuai dengan tujuan assets are ready for use in the manner intended
yang diinginkan manajemen. by management.
501
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 502
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/17 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
m. Penurunan nilai aset keuangan m. Impairment of financial asset
Grup menilai dengan dasar perkiraan masa The Group assesses, on a forward-looking
yang akan datang, kerugian kredit ekspektasian basis, the expected credit losses associated
terkait dengan aset keuangan yang dicatat with its financial assets measured subsequently
pada biaya perolehan diamortisasi. at amortised cost.
Untuk piutang, Grup menerapkan pendekatan For receivables, the Group applies the
disederhanakan yang diizinkan oleh PSAK 109 simplified approach permitted by PSAK 109
“Instrumen Keuangan”, yang mensyaratkan “Financial Instruments”, which requires
kerugian kredit seumur hidup yang diharapkan expected lifetime credit losses to be recognised
harus diakui dari pengakuan awal piutang. from initial recognition of the receivables. The
Tingkat kerugian kredit ekspektasian expected credit loss rates are based on the
didasarkan pada profil pembayaran historis historical payment profile of customers to
pelanggan untuk memperkirakan kemungkinan estimate the probability of default and the
gagal bayar dan kerugian kredit historis terkait corresponding historical credit losses
yang dialami dalam periode yang telah experienced within the pre-determined period.
ditentukan sebelumnya. Tingkat kerugian kredit The historical credit loss rates are adjusted to
historis disesuaikan untuk mencerminkan reflect current and forward-looking information
informasi terkini dan informasi masa depan on macroeconomic factors affecting the ability
mengenai faktor-faktor makroekonomi yang of the customers to settle the receivables.
mempengaruhi kemampuan pelanggan untuk Trade receivables are written off when there is
melunasi piutang. Piutang usaha dihapuskan no reasonable expectation to recover the
jika tidak ada harapan yang wajar untuk receivables.
memulihkan piutang.
n. Utang usaha n. Trade payables
Utang usaha adalah kewajiban membayar Trade payables are obligations to pay for goods
barang atau jasa yang telah diterima dalam or services that have been acquired in the
kegiatan usaha biasa dari pemasok. Utang ordinary course of business from suppliers.
usaha diklasifikasikan sebagai liabilitas jangka Trade payables are classified as current
pendek jika pembayarannya jatuh tempo dalam liabilities if payment is due within one year or
waktu satu tahun atau kurang. Jika tidak, utang less. If not, they are presented as non-current
tersebut disajikan sebagai liabilitas jangka liabilities.
panjang.
Utang usaha pada awalnya diakui sebesar nilai Trade payables are recognised initially at fair
wajar dan selanjutnya diukur pada biaya value and subsequently measured at amortised
perolehan diamortisasi dengan menggunakan cost using the effective interest method.
metode bunga efektif.
o. Pinjaman o. Borrowings
Pada saat pengakuan awal, pinjaman diakui Borrowings are recognised initially at fair value,
sebesar nilai wajar, dikurangi dengan biaya- net of transaction costs incurred. Borrowings
biaya transaksi yang terjadi. Selanjutnya, are subsequently carried at amortised cost; any
pinjaman diukur sebesar biaya perolehan difference between the proceeds (net of
diamortisasi; selisih antara penerimaan transaction costs) and the redemption value is
(dikurangi biaya transaksi) dan nilai pelunasan recognised in the consolidated statement of
dicatat pada laporan laba rugi konsolidasian profit or loss over the period of the borrowings
selama periode pinjaman dengan using the effective interest method.
menggunakan metode bunga efektif.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
502 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 503
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/18 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
o. Pinjaman (lanjutan) o. Borrowings (continued)
Biaya yang dibayar untuk memperoleh fasilitas Fees paid on the establishment of loan facilities
pinjaman diakui sebagai biaya transaksi are recognised as transaction costs of the loan
pinjaman sepanjang besar kemungkinan to the extent that it is probable that some or all
sebagian atau seluruh fasilitas akan ditarik. of the facility will be drawn down. In this case,
Dalam hal ini, biaya memperoleh pinjaman the fee is deferred until the drawdown occurs.
ditangguhkan sampai penarikan pinjaman To the extent that there is no evidence of it
terjadi. Sepanjang tidak terdapat bukti bahwa being probable that some or all of the facility will
besar kemungkinan sebagian atau seluruh be drawn down, the fee is capitalised as a pre-
fasilitas akan ditarik, biaya memperoleh payment for liquidity services and amortised
pinjaman dikapitalisasi sebagai pembayaran over the period of the facility to which it relates.
dimuka untuk jasa likuiditas dan diamortisasi
selama periode fasilitas yang terkait.
Pinjaman akan dihentikan pengakuannya dari Borrowings are removed from the statement of
laporan posisi keuangan ketika kewajiban yang financial position when the obligation specified
tertulis pada kontrak dibatalkan, atau sudah in the contract is discharged, canceled or has
tidak berlaku. Selisih antara nilai tercatat dari expired. The difference between the carrying
liabilitas keuangan yang sudah berakhir atau amount of a financial liability that has been
dialihkan ke pihak lain, dan imbalan yang extinguished or transferred to another party and
dibayarkan, termasuk aset non kas yang the consideration paid, including any non-cash
dialihkan atau liabilitas yang ditanggung, diakui assets transferred or liabilities assumed, is
dalam laporan laba rugi konsolidasian sebagai recognised in the consolidated statement of
pendapatan lain-lain atau biaya keuangan. profit or loss as other income or finance costs.
Pinjaman diklasifikasikan sebagai liabilitas Borrowings are classified as current liabilities
jangka pendek ketika Grup tidak memiliki hak when Group does not have the right at the end
pada akhir periode pelaporan untuk menunda of the reporting period to defer settlement of the
penyelesaian kewajiban tersebut selama paling liability for at least twelve months after the
tidak 12 bulan setelah tanggal periode reporting period.
pelaporan.
p. Provisi dan kontinjensi p. Provision and contingency
Provisi diakui ketika Grup memiliki kewajiban Provision is recognised when the Group has a
hukum atau konstruktif masa kini sebagai akibat present legal or constructive obligation as a
peristiwa masa lalu; terdapat kemungkinan result of past events; when it is probable that an
besar penyelesaian kewajiban tersebut outflow of resources will be required to settle
mengakibatkan arus keluar sumber daya; dan the obligation; and when the amount has been
jumlah kewajiban tersebut dapat diukur secara reliably estimated. Provision is not recognised
andal. Provisi tidak diakui untuk kerugian for future operating losses.
operasi masa depan.
Ketika terdapat beberapa kewajiban yang Where there are a number of similar
serupa, kemungkinan penyelesaian obligations, the likelihood that an outflow will be
mengakibatkan arus keluar ditentukan dengan required in settlement is determined by
mempertimbangkan kelas kewajiban secara considering the class of obligations as a whole.
keseluruhan. Provisi diakui walaupun A provision is recognised even if the likelihood
kemungkinan adanya arus keluar sehubungan of an outflow with respect to any one item
dengan item manapun yang termasuk dalam included in the same class of obligations may
kelas kewajiban yang sama mungkin kecil. be small.
503
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 504
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND
Lampiran SUBSIDIARIES
- 5/19 - Schedule
CATATAN ATAS LAPORAN KEUANGAN Lampiran - 5/19 - Schedule NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
CATATAN ATAS2024
31 DESEMBER LAPORAN
DAN 2023KEUANGAN NOTES TO THE CONSOLIDATED
31 DECEMBER 2024 AND 2023
KONSOLIDASIAN
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) FINANCIAL
(Expressed in US Dollars, STATEMENTS
unless otherwise stated)
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
p. Provisi (lanjutan)
MATERIAL dan kontinjensi (lanjutan) INFORMATION (continued)
p. Provision and contingency (continued)
p. Provisi dan kontinjensi
Provisi diukur sebesar nilai(lanjutan)
kini dari estimasi p. Provision
Provisions and contingency
are measured (continued)
at the present value of
terbaik manajemen atas pengeluaran yang management’s best estimate of the expenditure
diharapkan diperlukan untukkinimenyelesaikan
Provisi diukur sebesar nilai dari estimasi Provisions are measured at the present value
required to settle the present obligation of
at the
terbaik
kewajiban manajemen
kini pada akhiratas periode
pengeluaran yang
pelaporan. management’s best estimate
end of the reporting period. of
Thethediscount
expenditure
rate
diharapkan diperlukan
Tingkat diskonto yanguntuk menyelesaikan
digunakan untuk required to settle the
used to determine the present obligation
present value at the
is a pretax
menentukankininilai
kewajiban padakiniakhir
adalahperiode
tingkatpelaporan.
diskonto end of the
rate that reporting
reflects period.
current marketThe discount rate
assessments of
Tingkat diskonto
sebelum pajak yangyang digunakanpenilaian
mencerminkan untuk used to determine
the time the present
value of money and thevalue
risksisspecific
a pretax
to
menentukan nilai kini adalah
pasar atas nilai waktu uang dan risiko tingkat diskonto
yang rate that reflects current market assessments
the liability. The increase in the provision due to of
sebelum pajak kewajiban.
terkait dengan yang mencerminkan
Peningkatan penilaian
provisi the time value of money and the risks
the passage of time is recognised as interest specific to
pasar atas nilai waktu uang dan risiko
karena berjalannya waktu diakui sebagai beban yang the liability. The increase in the provision due to
expense.
bunga. dengan kewajiban. Peningkatan provisi
terkait the passage of time is recognised as interest
karena berjalannya waktu diakui sebagai beban expense.
bunga.
Liabilitas kontinjensi tidak diakui pada laporan Contingent liabilities are not recognised in the
keuangan konsolidasian. Liabilitas kontinjensi consolidated financial statements. They are
Liabilitas
diungkapkan kontinjensi tidak
di catatan diakui
atas pada
laporan laporan
keuangan disclosed inliabilities
Contingent the notesare to not recognised
consolidated in the
financial
keuangan
konsolidasiankonsolidasian. Liabilitas kontinjensi
kecuali kemungkinan keluarnya consolidated financial
statements unless statements.
the possibility They
of an are
outflow
diungkapkan
sumber daya di catatan
yang atas laporan keuangan
mewujudkan manfaat disclosed in the
of resources notes to consolidated
embodying financial
economic benefits is
konsolidasian
ekonomi sangat kecuali
kecil.kemungkinan keluarnya
Aset kontinjensi tidak statements unless the
remote. Contingent possibility
assets are not of an outflow
recognised in
sumber
diakui daya
di yang mewujudkan
dalam laporan manfaat
keuangan of
theresources embodying
consolidated financialeconomic
statements benefits
but areis
ekonomi sangatnamun
konsolidasian, kecil. diungkapkan
Aset kontinjensi tidak
di dalam remote.
disclosed Contingent assets to
in the notes are the
not recognised
consolidatedin
diakui
catatan atasdi laporan
dalam keuangan
laporan konsolidasian
keuangan the consolidated
financial financial
statements whenstatements
an inflowbut areof
konsolidasian, namun diungkapkan
jika terdapat kemungkinan suatu arusdi masuk
dalam disclosed in the isnotes
economic benefits to the consolidated
probable.
manfaat atas
catatan laporan
ekonomis keuangan
mengalir konsolidasian
ke dalam entitas. financial statements when an inflow of
jika terdapat kemungkinan suatu arus masuk economic benefits is probable.
q. manfaat
Sewa ekonomis mengalir ke dalam entitas. q. Leases
q. Sewa
Pada tanggal awal dimulainya suatu kontrak, q. Leases
On the initial date of a contract, the Group
Grup menilai apakah kontrak merupakan atau assesses whether the contract is or contains a
Pada tanggalsewa.
mengandung awal Suatu
dimulainya
kontraksuatu kontrak,
mengandung On
lease. initial date
theA contract of a acontract,
contains Group
thecontract
lease if the
Grup menilai kontrak
sewa apabila apakah tersebut
kontrak memberikan
merupakan atau
hak assesses whether
transfers the to contract
rightthe contains
theor use
control is a
of an
mengandung
untuk sewa. Suatu kontrak
mengendalikan mengandung
penggunaan aset lease. A contract
identified asset contains
for a lease
period the contract
ofif time to be
sewa apabila selama
identifikasian kontrak suatu
tersebut memberikan
jangka hak
waktu untuk exchangedthe
transfers right to control the use of an
for compensation.
untuk mengendalikan
dipertukarkan penggunaan
dengan imbalan. aset identified asset for a period of time to be
identifikasian selama suatu jangka waktu untuk exchanged for compensation.
dipertukarkan dengan imbalan.
Aset yang diperoleh melalui sewa diakui Assets obtained through lease are recognised
sebagai aset hak guna dan liabilitas sewa. as right of use of asset and lease liabilities. On
Aset yang diperoleh
Pada tanggal permulaan,melalui sewa diakui
lessee mengukur aset Assets obtained
the initial through
date, lessee lease are
measures recognised
right of use of
hak gunaaset
sebagai padahak guna
biaya dan liabilitas
perolehan sewa.
yang meliputi as right at
asset costof asset
of use lease liabilities.
whichandinclude On
the initial
Pada
jumlahtanggal permulaan,
pengukuran mengukursewa,
lesseeliabilitas
awal aset the initial date, lessee
measurement of leasemeasures right of use
liabilities, of
lease
hak guna pada
pembayaran biaya
sewa perolehan
yang dilakukan yang meliputi
pada atau asset
payments madewhich
at cost on include
or the initial
before the
sebelum pengukuran
jumlah awal dikurangi
tanggal permulaan liabilitas dengan
sewa, measurement
commencement ofdates leaseless liabilities, lease
the incentives
insentif yang sewa
pembayaran yang biaya
diterima, dilakukan pada awal
langsung atau received, the made
payments on costs
initial direct or incurred
before by the
the
sebelum tanggal permulaan
yang dikeluarkan dikurangi
oleh lessee, dengan
dan estimasi commencement
lessee, and estimated datescostless
to be the incentives
incurred by the
insentif
biaya yangyang diterima,
akan biaya
dikeluarkan olehlangsung awal
lessee dalam received, the initial direct
lessee in dismantling costs incurred
and moving by the
the underlying
yang dikeluarkan
membongkar oleh lessee, aset
dan memindahkan dan pendasar
estimasi lessee,
assets andandrestoration
estimated cost
costs.to be incurred by the
biaya yang restorasi.
serta biaya akan dikeluarkan oleh lessee dalam lessee in dismantling and moving the underlying
membongkar dan memindahkan aset pendasar assets and restoration costs.
Aset biaya
serta hakrestorasi.
guna kemudian disusutkan The right of use asset is subsequently
menggunakan metode garis lurus dari tanggal depreciated using the straight-line method from
Aset hak hingga
permulaan guna tanggal
kemudian disusutkan
yang lebih awal The right of use date
the commencement asset is earlier
to the subsequently
of the
menggunakan metode
antara akhir umur garisaset
manfaat lurus
hakdari tanggal
guna atau depreciated usinglife
end of the useful the right of method
theofstraight-line from
use asset or
permulaan hingga tanggal yang lebih awal
akhir masa sewa. the commencement
the end date to the earlier of the
of the lease term.
antara akhir umur manfaat aset hak guna atau end of the useful life of the right of use asset or
akhir masa sewa. the end of the lease term.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
504 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 505
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND
Lampiran SUBSIDIARIES
- 5/20 - Schedule
CATATAN ATAS LAPORAN KEUANGAN Lampiran - 5/20 - Schedule NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
CATATAN ATAS2024
31 DESEMBER LAPORAN
DAN 2023KEUANGAN NOTES TO THE CONSOLIDATED
31 DECEMBER 2024 AND 2023
KONSOLIDASIAN
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) FINANCIAL
(Expressed in US Dollars, STATEMENTS
unless otherwise stated)
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan)
q. Sewa (lanjutan) INFORMATION (continued)
q. Leases (continued)
q. Sewa (lanjutan)
Liabilitas sewa diukur pada nilai kini q. Leases
The lease(continued)
liability is initially measured at the
pembayaran sewa yang belum dibayar pada present value of the lease payments that are
Liabilitas sewa diukur
tanggal permulaan, pada nilaidengan
didiskontokan kini not paid liability
The lease at the is initially measured atdate,
commencement the
menggunakansewa
pembayaran suku yang
bungabelum
implisitdibayar pada
dalam sewa present
discountedvalue
using the interest
of the lease payments in are
that
rate implicit the
tanggal
atau jika permulaan,
suku bungadidiskontokan
tersebut tidakdengandapat not
lease paid
or, ifat that the rate
commencement
cannot be readily date,
menggunakan
ditentukan, maka sukumenggunakan
bunga implisit suku
dalambunga
sewa discounted
determined,using
usingthe interest rate
incremental implicit inrate.
borrowing the
atau
pinjamanjika inkremental.
suku bunga Padatersebut tidak dapat
umumnya, Grup lease or, the
Generally, if thatGrouprateusescannot be readily
its incremental
ditentukan,
menggunakan maka suku
menggunakan
bunga suku bunga
pinjaman determined,
borrowing rate using
as theincremental
discount rate.borrowing rate.
pinjaman
inkremental sebagai tingkat bunga diskonto.Grup
inkremental. Pada umumnya, Generally, the Group uses its incremental
menggunakan suku bunga pinjaman borrowing rate as the discount rate.
inkremental sebagai tingkat
Untuk menentukan suku bunga
bunga diskonto.
pinjaman To determine the incremental borrowing rate,
tambahan, Grup: the Group:
Untuk
- Jika menentukan suku bunga
memungkinkan, pinjaman
menggunakan To determine
- Where the incremental
possible, uses recentborrowing rate,
third-party
tambahan, Grup: pihak ketiga terkini yang
pembiayaan the financing
Group: received by the individual lessee
- Jika memungkinkan,
diterima oleh penyewa individu menggunakan
sebagai titik - Where possible,point,
as a starting usesadjusted
recent third-party
to reflect
pembiayaan pihak untuk
awal, disesuaikan ketiga mencerminkan
terkini yang financing
changes in received by conditions
financing the individual
sincelessee
third
diterima
perubahan oleh kondisi
penyewa individu
pembiayaansebagaisejak
titik partya financing
as starting was
point, adjusted to reflect
received,
awal, disesuaikan
pembiayaan untuk
pihak ketiga mencerminkan
diterima, changes in financing conditions since third
- perubahan
Menggunakankondisi pembiayaan
pendekatan build-up sejak
yang - party
Uses financing
a build-upwas received,
approach that starts with a
pembiayaan
dimulai denganpihaksuku
ketigabunga
diterima,
bebas risiko risk-free interest rate adjusted for credit risk
Menggunakan
- yang pendekatan build-up
disesuaikan dengan risiko kredit untukyang - Uses a build-up
for leases held by Group, that
approach whichstarts a
withnot
does
dimulai
sewa yang dengan suku
dimiliki bunga
oleh Grup,bebas
yang risiko
tidak risk-free interest
have recent rate adjusted
third-party forand
financing, credit risk
yang disesuaikan
memiliki pembiayaandengan
pihakrisiko kredit
ketiga untuk
baru-baru for leases held by Group, which does not
sewa
ini, danyang dimiliki oleh Grup, yang tidak have recent third-party financing, and
- memiliki
Membuatpembiayaan
penyesuaianpihak ketiga
spesifik baru-baru
untuk sewa, - Makes adjustments specific to the lease,
ini, dan contoh jangka waktu, negara, mata
sebagai e.g., term, country, currency and security.
- uang
Membuat penyesuaian
dan keamanan. spesifik untuk sewa, - Makes adjustments specific to the lease,
sebagai contoh jangka waktu, negara, mata e.g., term, country, currency and security.
uang
Grup dan keamanan.
akan menilai modifikasi sewa dicatat The Group will assess whether the lease
sebagai sewa terpisah atau tidak. Modifikasi modification is accounted as a separate lease
Grup akantidak
sewa yang menilai modifikasi
dicatat sebagai sewasewaterpisah,
dicatat The Group
or not. assess
For awilllease whether that
modification the islease
not
sebagai sewa kembali
Grup menilai terpisah liabilitas
atau tidak.
sewaModifikasi
dengan modification
accounted as is accounted
a separateaslease,a separate lease
the Group
sewa yang tidak dicatatpembayaran
mendiskontokan sebagai sewa terpisah,
sewa or not. For the
remeasured a lease modification
lease liability that is the
by discounting not
Grup menilai tingkat
menggunakan kembalidiskonto
liabilitasyang
sewa dengan
direvisi. accounted
revised leaseas apayments
separate lease,
using the Group
a revised
mendiskontokan pembayaran sewa discount rate.the lease liability by discounting the
remeasured
menggunakan tingkat diskonto yang direvisi. revised lease payments using a revised
Pembayaran sewa yang termasuk dalam discount rate.
Lease payments included in the measurement
pengukuran liabilitas sewa meliputi pembayaran of the lease liability comprises the following:
Pembayaran
berikut ini: sewa yang termasuk dalam Lease payments included in the measurement
pengukuran
- pembayaran liabilitas sewa
tetap meliputi pembayaran
(termasuk pembayaran -of the lease
fixed liability (including
payments comprisesin-substance
the following:fixed
berikut
tetapini:secara substansi), dikurangi piutang payments), less any lease incentives
- pembayaran
insentif sewa, tetap (termasuk pembayaran - fixed payments (including in-substance fixed
receivable,
- tetap secara sewa
pembayaran substansi),
variabeldikurangi piutang
yang didasarkan - variable leaseless
payments), anythatlease
payment incentives
are based on an
insentif sewa, atau tingkat, pada awalnya
pada indeks receivable,
index or a rate, initially measured using the
- pembayaran
diukur menggunakansewa variabel yangatau
indeks didasarkan
tingkat - index or lease
variable rate aspayment that are based date,
at the commencement on an
pada indeks mulai,
pada tanggal atau tingkat, pada awalnya index or a rate, initially measured using the
diukur menggunakan indeks
- jumlah yang diperkirakan akan dibayarkan atau tingkat - index or rate
amounts as at thetocommencement
expected be payable bydate,
the
oleh tanggal
pada penyewa mulai,
berdasarkan jaminan nilai lessee under residual value guarantees,
- jumlah
residu, yang diperkirakan akan dibayarkan - amounts expected to be payable by the
- oleh
harga penyewa
pelaksanaan berdasarkan jaminan nilai
dari opsi pembelian jika - lessee underprice
the exercise residual
of avalue guarantees,
purchase option if the
residu,
penyewa cukup yakin untuk menggunakan lessee is reasonably certain to exercise that
- harga pelaksanaan
opsi tersebut, dan dari opsi pembelian jika - the exercise
option, and price of a purchase option if the
- penyewa
pembayaran cukup yakin untuk
penalti untuk menggunakan
penghentian - lessee
paymentsis reasonably certain
of penalties to exercise that
for terminating the
opsi
sewa, tersebut,
jika dan masa sewa mencerminkan option,
lease, ifand
the lease term reflects the lessee
- pembayaran
penyewa penalti
yang untuk penghentian
melaksanakan opsi - payments of penalties for terminating
exercising that termination option. the
sewa,
penghentianjika tersebut.
masa sewa mencerminkan lease, if the lease term reflects the lessee
penyewa yang melaksanakan opsi exercising that termination option.
penghentian tersebut.
505
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 506
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND
Lampiran SUBSIDIARIES
- 5/21 - Schedule
CATATAN ATAS LAPORAN KEUANGAN Lampiran - 5/19 - Schedule NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
CATATAN ATAS2024
31 DESEMBER LAPORAN
DAN 2023KEUANGAN NOTES TO THE CONSOLIDATED
31 DECEMBER 2024 AND 2023
KONSOLIDASIAN
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) FINANCIAL
(Expressed in US Dollars, STATEMENTS
unless otherwise stated)
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan)
q. Sewa (lanjutan) INFORMATION (continued)
q. Leases (continued)
p. Provisi dan kontinjensi
Grup dihadapkan pada (lanjutan)
potensi kenaikan di p. Provision
The Group andiscontingency
exposed to(continued)
potential future
masa depan dalam pembayaran sewa variabel increases in variable lease payments based on
Provisi diukur sebesar
berdasarkan indeks atau tarif,nilai kini dari
yangestimasi
tidak Provisions are measured at the
an index or rate, which are notpresent included value
in theof
termasukmanajemen
terbaik atas pengeluaran
dalam liabilitas sewa sampai yang lease liability best
management’s until estimate
they take of theffect.
expenditure
When
diberlakukan.diperlukan
diharapkan untuk menyelesaikan
Ketika penyesuaian pembayaran required
adjustments to settle the present
to lease payments obligation
based on at the an
kewajiban kini pada indeks
sewa berdasarkan akhir periode
atau suku pelaporan.
bunga end
indexofortherate
reporting period.
take effect, theThe liabilityrate
discount
lease is
Tingkat diskonto
mulai berlaku, yang
liabilitas sewa digunakan
dinilai kembaliuntuk
dan used to determine
reassessed the present
and adjusted valuethe
against pretax
is aright-of-
menentukan nilai kini adalah
disesuaikan dengan aset hak guna. tingkat diskonto rate that
use asset. reflects current market assessments of
sebelum pajak yang mencerminkan penilaian the time value of money and the risks specific to
pasar atas nilai
Pembayaran sewa waktu uang danantara
dialokasikan risiko pokok
yang the liability.
Lease The increase
payments are in allocated
the provision due to
between
terkait dengan keuangan.
dan biaya kewajiban. Peningkatan
Biaya keuangan provisi the passage
principal and of time is
finance recognised
cost. The financeas interest
cost is
karena berjalannya
dibebankan padawaktu diakui sebagai
laporan laba beban rugi expense.
charged to the consolidated statement of profit
bunga.
konsolidasian selama masa sewa sehingga or loss over the lease period so as to produce a
menghasilkan suku bunga periodik yang constant periodic rate of interest on the
Liabilitas
konstan ataskontinjensi tidakliabilitas
sisa saldo diakui pada
untuklaporan
setiap Contingent liabilities of
remaining balance are the
not recognised
liability for ineach
the
periode. konsolidasian. Liabilitas kontinjensi
keuangan consolidated
period. financial statements. They are
diungkapkan di catatan atas laporan keuangan disclosed in the notes to consolidated financial
Aset hak-gunakecuali
konsolidasian disajikankemungkinan
sebagai bagiankeluarnya
dari statements
Right of use unless the possibility
of asset is presented of anasoutflow
fixed
sumber
aset tetap,daya yang liabilitas
sedangkan mewujudkan manfaat
sewa disajikan of resources
assets, whereas embodying economic
lease liabilities are benefits
presented is
ekonomi sangat jangka
sebagai liabilitas kecil. Aset
panjangkontinjensi tidak
kecuali untuk remote. Contingent
as long-term assets
liabilities except not the
are for recognised
parts thatin
diakui
bagian yang di jatuh
dalam
tempo laporan
dalam 12 bulan keuangan
atau the consolidated
are due in 12 months financial
or lessstatements but are
that are presented
konsolidasian, namun sebagai
kurang yang disajikan diungkapkan di jangka
liabilitas dalam disclosed
as short-term in the notes The
liabilities. to the Groupconsolidated
does not
catatan atas laporan keuangan
pendek. Grup tidak mengakui aset hak guna konsolidasian financial
recognise the statements
right of use when an inflow
of asset and leaseof
jika
dan terdapat kemungkinan
liabilitas sewa untuk sewa suatu arus pendek
jangka masuk economic benefits
liabilities for short-termis probable.
leases that have a lease
manfaat ekonomis
yang memiliki masamengalir
sewakesatu
dalamtahun
entitas.
atau period of one year or less and leases with low
kurang dan sewa dengan aset bernilai rendah. value assets.
q. Sewa q. Leases
Pembayaran sewa variabel Variable lease payment
Pada tanggal awal dimulainya suatu kontrak, On the initial date of a contract, the Group
Grup menilai
Beberapa apakah
sewa kontrak
berisi syaratmerupakan atau
pembayaran assesses
Some leases whether
contain variable is
the contract or contains
payment termsa
variabel yang sewa.
mengandung Suatu kontrak
dihubungkan mengandung
ke pemakaian aset lease.
that areA contract
linked to contains a leaseofif the
the usage the contract
assets.
sewa
sewa. apabila kontrak tersebut
Ketentuan memberikan
pembayaran hak
variabel transfers the rightterms
Variable payment to control
are usedtheforuse of an
a variety
untuk
digunakan mengendalikan
untuk berbagaipenggunaan aset
alasan, termasuk identified
of reasons,asset for minimising
including a period of thetime
fixed to be
costs
identifikasian
meminimalkanselama
dasar suatu
biaya jangka
tetap waktu
untuk untuk
sewa exchanged
base for newlyfor compensation.
modified lease agreement.
dipertukarkan dengan imbalan.
yang baru dimodifikasi. Pembayaran sewa Variable lease payments that depend on the
variabel yang bergantung pada intensitas usage of the underlying assets recognised in
Aset yang aset
pemakaian diperoleh
sewa melalui
diakui dalam sewa laporan
diakui Assets obtained through
the consolidated statement lease are recognised
of profit or loss in
sebagai
laba rugi aset hak guna
konsolidasian pada danperiode
liabilitas sewa.
terjadinya as
theright
periodof use
in which theand
of asset lease liabilities.
condition On
that triggers
kondisitanggal
Pada permulaan,
yang memicu lessee mengukur
pembayaran tersebut. aset the initial
those date, lessee
payments occurs.measures right of use of
hak guna pada biaya perolehan yang meliputi asset at cost which include the initial
jumlah pengukuran
Opsi ekstensi awal liabilitas sewa,
dan terminasi measurement of leaseoptions
Extension and termination liabilities, lease
pembayaran sewa yang dilakukan pada atau payments made on or before the
sebelum tanggal
Opsi ekstensi danpermulaan
terminasi dikurangi
termasukdengandalam commencement
Extension and erminationdates less optionstheareincentives
included
insentif sewa diterima,
sejumlahyang biaya
properti dan langsung
peralatan awal
di seluruh received,
in a number the of
initial directand
property costs by the
incurred leases
equipment
Grup. dikeluarkan
yang olehinilessee,
Istilah-istilah dan estimasi
digunakan untuk across and
lessee, the estimated
Group. These cost toterms
be incurred by the
are used to
biaya yang akan fleksibilitas
memaksimalkan dikeluarkan operasional
oleh lessee dalam
dalam lessee
maximise in dismantling
operationalandflexibility
moving the in underlying
terms of
membongkar
hal pengelolaan dan memindahkan aset pendasar
kontrak. Mayoritas opsi assets and restoration costs.
managing contracts. The majority of extension
serta biayadan
ekstensi restorasi.
terminasi yang dimiliki hanya and termination options held are exercisable
dapat dilaksanakan oleh Grup dan bukan oleh only by the Group and not by the respective
Aset
pemberihak guna kemudian
sewa masing-masing. disusutkan The
lessor.right of use asset is subsequently
menggunakan metode garis lurus dari tanggal depreciated using the straight-line method from
permulaan hingga tanggal yang lebih awal the commencement date to the earlier of the
antara akhir umur manfaat aset hak guna atau end of the useful life of the right of use asset or
akhir masa sewa. the end of the lease term.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
506 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 507
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND
Lampiran SUBSIDIARIES
- 5/22 - Schedule
CATATAN ATAS LAPORAN KEUANGAN Lampiran - 5/20 - Schedule NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
CATATAN ATAS2024
31 DESEMBER LAPORAN
DAN 2023KEUANGAN NOTES TO THE CONSOLIDATED
31 DECEMBER 2024 AND 2023
KONSOLIDASIAN
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) FINANCIAL
(Expressed in US Dollars, STATEMENTS
unless otherwise stated)
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
r. Imbalan(lanjutan)
MATERIAL kerja INFORMATION (continued)
r. Employee benefits
q. Sewa (lanjutan)
Imbalan pascakerja q. Leases (continued)benefits
Post-employment
Liabilitas
Grup memiliki sewa diukur
berbagai programpada nilaisesuai
pensiun kini The lease
The Group liability is initially
has various measured
pension schemes at the
in
pembayaran
dengan sewa yang belum
undang-undang dandibayar pada
peraturan present valuewith
accordance of the lease payments
prevailing thatlaws
labor-related are
tanggal permulaan,
ketenagakerjaan yang didiskontokan dengan
berlaku dan kebijakan not paid at and
and regulations the thecommencement
Group’s policy. date,The
menggunakan suku bunga
Grup. Grup memiliki program implisit
imbalandalam
pastisewa
dan discounted
Group has using
both the interest
defined rate implicit
benefit in the
and defined
atau jika suku bunga tersebut tidak dapat
iuran pasti. lease or, plans.
contribution if that rate cannot be readily
ditentukan, maka menggunakan suku bunga determined, using incremental borrowing rate.
pinjaman
Program iuraninkremental.
pasti Pada umumnya, Grup Generally, the Group
Defined contribution plan uses its incremental
menggunakan suku bunga pinjaman borrowing rate as the discount rate.
inkremental
Program pensiunsebagaiuran
tingkat bunga
pasti diskonto.
adalah sebuah A defined pension contribution plan is a pension
program pensiun dimana Grup akan membayar plan under which the Group pays fixed
Untuk
iuran tetapmenentukan
kepada sukusebuah bunga pinjaman
entitas yang To determineinto
contributions the aincremental borrowing
separate entity rate,
(a pension
tambahan,
terpisah (dana Grup: pensiun) dan tidak memiliki the
fund) Group:
and will have no legal or constructive
-kewajiban
Jika memungkinkan, menggunakan
hukum atau konstruktif untuk -obligations
Where possible, uses contributions
to pay further recent third-party
if the
pembiayaan
membayar pihak
kontribusi lebihketiga
lanjut terkini yang
apabila dana fundfinancing
does notreceived by the assets
hold sufficient individual lessee
to pay all
diterima
pensiun oleh penyewa
tersebut individu sebagai
tidak memiliki aset yangtitik as a starting
employees point, relating
the benefits adjustedto to reflect
employee
awal, disesuaikan
memadai untuk membayar untukseluruh
mencerminkan
imbalan changes
service in theincurrent
financing conditions
and prior years. since third
perubahanyang
karyawan kondisi pembiayaan dengan
berhubungan sejak party financing was received,
pembiayaan
pelayanan yang pihak ketigaoleh
diberikan diterima,
karyawan pada
- Menggunakan
tahun pendekatan build-up yang
kini dan sebelumnya. - Uses a build-up approach that starts with a
dimulai dengan suku bunga bebas risiko risk-free interest rate adjusted for credit risk
yang disesuaikan
Program imbalan pastidengan risiko kredit untuk for leases
Defined benefitheld
plan by Group, which does not
sewa yang dimiliki oleh Grup, yang tidak have recent third-party financing, and
memiliki
Program pembiayaan
pensiun imbalanpihakpasti ketiga
adalahbaru-baru
program A defined pension benefit plan is a pension plan
ini, danyang menentukan jumlah imbalan
pensiun that defines an amount of pension benefit to be
-pensiun
Membuat penyesuaian spesifik
yang akan diberikan, biasanya untuk sewa, -provided,
Makes usually
adjustments specificoftoone
as a function theor lease,
more
sebagai contoh
berdasarkan jangka
pada satu waktu,
faktor ataunegara, mata
lebih seperti e.g., term,
factors, such country,
as age, years and
currency of security.
service or
uang
usia, masa dan keamanan.
kerja atau kompensasi. compensation.
Grup akanprogram
Kewajiban menilaipensiun
modifikasi sewa
imbalan pastidicatat
yang The Group will
The liability assess inwhether
recognised the lease
the consolidated
sebagai sewa terpisah
diakui di laporan atau tidak.
posisi keuangan Modifikasi
konsolidasian modification
statement ofis financial
accounted as a separate
position in respectlease
of
adalahyang
sewa nilaitidak dicatat sebagai
kini kewajiban sewa
imbalan terpisah,
pasti pada or not. For
defined a lease
benefit modification
pension plans is the is not
that present
Grup
tanggalmenilai
laporankembali liabilitas sewa
posisi keuangan dengan
dikurangi nilai accounted as a separate lease, the
value of the defined benefit obligation at the Group
mendiskontokan pembayaran
wajar aset program. Kewajiban imbalan pasti sewa statement of the
remeasured lease position
financial liability by discounting
date, less the the
fair
menggunakan tingkat diskonto yang direvisi.
dihitung setiap tahun oleh aktuaris independen revised
value of lease paymentsTheusing
plan assets. a revised
defined benefit
dengan menggunakan metode Projected Unit obligationrate.
discount is calculated annually by independent
Credit. Nilai kini kewajiban imbalan pasti actuaries using the projected-unit-credit
Pembayaran
ditentukan dengan sewa mendiskontokan
yang termasuk estimasi dalam Lease
method.payments
The present included in the
value of measurement
the defined
pengukuran
arus kas keluar liabilitasdisewa meliputi
masa pembayaran
depan dengan of the lease
benefit liabilityiscomprises
obligation determined thebyfollowing:
discounting
berikut ini:
menggunakan tingkat bunga obligasi the estimated future cash outflows using the
-pemerintah
pembayaran (dengan tetapertimbangan
(termasuk saatpembayaran
ini tidak -interest
fixed rates
payments (including in-substance
of government bonds (considering fixed
tetap secara
terdapat pasar aktif substansi),
untuk dikurangi piutang
obligasi korporat thatpayments),
currently there lessis noany
deeplease
marketincentives
for high-
insentif sewa,
berkualitas tinggi) dalam mata uang yang sama receivable,
quality corporate bonds) that are denominated
pembayaran
-dengan mata sewa uangvariabel
imbalan yangyang
didasarkan
akan -in the
variable lease
currency in payment
which thethat an
will beonpaid
are based
benefit
pada indeks
dibayarkan dan waktuatau jatuh
tingkat, pada awalnya
temponya kurang andindex or a rate,
that have termsinitially measured
to maturity using the
approximating
diukur
lebih menggunakan
sama dengan indeks atau
kewajiban tingkat
yang the index
termsorofrate as at the
the related commencement
pension liability. date,
pada tanggal mulai,
bersangkutan.
- jumlah yang diperkirakan akan dibayarkan - amounts expected to be payable by the
olehjasa
Biaya penyewa
kini dariberdasarkan
program pensiun jaminan nilai
imbalan Thelessee under
current residual
service cost value
of theguarantees,
defined benefit
residu,
pasti diakui pada beban imbalan kerja dalam plan is recognised in the consolidated
-laporan
harga pelaksanaan
laba rugi dari opsi pembelianyang
konsolidasian jika -statement
the exercise price
of profit orofloss
a purchase optionbenefit
in employee if the
penyewa cukup
mencerminkan yakin untuk
peningkatan menggunakan
kewajiban imbalan lessee is
expense, reasonably
which reflectscertain to exercise
the increase in that
the
opsi
pasti tersebut,
yang dihasilkandan dari jasa karyawan dalam option,obligations
defined and resulting from employee
pembayaran
-tahun berjalan. penalti untuk penghentian -service
payments of penalties
in the current year. for terminating the
sewa, jika masa sewa mencerminkan lease, if the lease term reflects the lessee
penyewa yang melaksanakan opsi exercising that termination option.
penghentian tersebut.
507
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 508
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND
Lampiran SUBSIDIARIES
- 5/23 - Schedule
CATATAN ATAS LAPORAN KEUANGAN Lampiran - 5/19 - Schedule NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
CATATAN ATAS2024
31 DESEMBER LAPORAN
DAN 2023KEUANGAN NOTES TO THE CONSOLIDATED
31 DECEMBER 2024 AND 2023
KONSOLIDASIAN
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) FINANCIAL
(Expressed in US Dollars, STATEMENTS
unless otherwise stated)
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
r. Imbalan(lanjutan)
MATERIAL kerja (lanjutan) INFORMATION (continued)
r. Employee benefits (continued)
p. Imbalandan
Provisi kontinjensi
pascakerja (lanjutan)
(lanjutan) p. Provision and contingency
Post-employment (continued)
benefits (continued)
Provisi
Programdiukur
imbalan sebesar nilai kini dari estimasi
pasti (lanjutan) Provisions are measured
Defined benefit at the present value of
plan (continued)
terbaik manajemen atas pengeluaran yang management’s best estimate of the expenditure
Pengukuran diperlukan
diharapkan kembali imbalan untuk pascakerja
menyelesaikan
yang required to settle of
Remeasurement thepost-employment
present obligationbenefits
at the
terdiri dari kini
kewajiban pada akhir
keuntungan danperiode
kerugianpelaporan.
aktuarial end of the
consists actuarial period.
of reporting gains and discount
The losses rate
arising
Tingkat
yang timbuldiskonto yang digunakan
dari penyesuaian pengalamanuntuk
dan used
from to determineadjustments
experience the present value is a pretax
and changes in
menentukan
perubahan dalam nilai kiniasumsi-asumsi
adalah tingkat aktuarial
diskonto rate that reflects
actuarial current
assumptions market
are assessments
directly recognised of in
sebelum pajak yang mencerminkan penilaian
langsung diakui seluruhnya melalui penghasilan the time value of money and the risks
other comprehensive income and reported in specific to
pasar atas nilai
komprehensif waktudan
lainnya uang dan risiko
dilaporkan yang
di saldo the liability.
retained The increase in the provision due to
earnings.
terkait
laba. dengan kewajiban. Peningkatan provisi the passage of time is recognised as interest
karena berjalannya waktu diakui sebagai beban expense.
bunga.
Keuntungan dan kerugian dari kurtailmen atau Gains or losses on the curtailment or settlement
penyelesaian program manfaat pasti diakui di of a defined benefit plan are recognised in the
laporan kontinjensi
Liabilitas laba rugitidakonsolidasian
diakui pada laporan
ketika Contingent
consolidatedliabilities
statement are ofnotprofit
recognised
or loss in the
when
keuangan
kurtailmen konsolidasian.
atau penyelesaianLiabilitas
tersebutkontinjensi
terjadi. consolidated
the curtailmentfinancial statements.
or settlement occurs. They are
diungkapkan di catatan atas laporan keuangan disclosed in the notes to consolidated financial
konsolidasian
Biaya jasa lalu kecuali kemungkinan
diakui keluarnya
secara langsung di Past serviceunless
statements costs the
are possibility
recognisedofimmediately
an outflow
sumber daya
laporan laba rugi yang mewujudkan manfaat
dan konsolidasian. of resources
in the embodying
consolidated economic
statement of profitbenefits
or loss. is
ekonomi sangat kecil. Aset kontinjensi tidak remote. Contingent assets are not recognised in
diakui di jangka
Imbalan kerja dalampanjang
laporan
lain keuangan the
Otherconsolidated financial statements but are
long-term benefits
konsolidasian, namun diungkapkan di dalam disclosed in the notes to the consolidated
catatan atas imbalan
Perhitungan laporan keuangan
kerja jangkakonsolidasian
panjang Long-term statements
financial benefits are when an inflow
determined using theof
jika terdapat dengan
ditentukan kemungkinan suatu arus metode
menggunakan masuk Projected benefits
economic is probable.
Unit Credit Method. The long term
Projectedekonomis
manfaat mengalir
Unit Credit. ke dalam
Imbalan inientitas.
dihitung employee benefits liabilities are accounted for
dengan menggunakan metodologi yang sama using the same methodology as for the defined
q. Sewa
dengan metodologi yang digunakan dalam q. Leases
benefit pension plan, except for
perhitungan program pensiun imbalan pasti, remeasurements which are recognised in the
kecualitanggal
Pada awal dimulainya
untuk pengukuran suatu
kembali yangkontrak,
diakui On the initial date of a contract,
consolidated statement of profit or loss.the Group
Grup menilai
pada pada apakah
laporan labakontrak merupakan atau
rugi konsolidasian. assesses whether the contract is or contains a
mengandung sewa. Suatu kontrak mengandung lease. A contract contains a lease if the contract
sewa apabila
Pesangon kontrak tersebut
pemutusan memberikan hak
kontrak kerja transfers
Termination thebenefits
right to control the use of an
untuk mengendalikan penggunaan aset identified asset for a period of time to be
identifikasian
Grup mengakui selama
bebansuatu jangkaketika
pesangon waktu terjadi
untuk The Groupforrecognises
exchanged compensation.termination benefits
dipertukarkan dengankerja
pemutusan kontrak imbalan.
oleh Grup sebelum when employment is terminated by the Group
tanggal pensiun normal, atau ketika pekerja before the normal retirement date, or whenever
Aset
menerimayangpenawaran
diperolehuntuk
melalui sewa diakui
mengundurkan diri Assets
an employeeobtained through
accepts lease are
voluntary recognised
redundancy in
sebagai aset hak sebagai
secara sukarela guna danpertukaran
liabilitas sewa.
atas as right of use
exchange for ofthese
asset and lease liabilities.
benefits. The Group On
Pada
imbalantanggal permulaan,
tersebut. Gruplessee mengukur
mengakui aset
beban the initial date,
recognises termination benefits atright
lessee measures the of use of
earlier of
hak guna pada
pesangon padabiaya perolehan
tanggal yang yang lebihmeliputi
awal asset at cost
the following dates:which
(a) when include
the Group the caninitial
no
jumlah
diantara: pengukuran
(a) ketika Grupawal tidak
liabilitas
dapatsewa,lagi measurement of lease liabilities,
longer withdraw the offer of those benefits; and lease
pembayaran
menarik tawaran sewa atas
yangimbalan
dilakukan pada atau
tersebut; (b) (b) when themade
payments Group on or
recognises before
costs forthe a
sebelum
ketika tanggal
Grup permulaan
mengakui dikurangi
biaya dengan untuk commencement
restructuring that datesis withinless the incentives
the scope of PSAK
insentif yang diterima,
restrukturisasi biaya langsung
yang berada dalam ruang awal received, the initial direct
237, “Provisions, costs incurred
contingent liabilitiesby and
the
yang
lingkupdikeluarkan
PSAK oleh 237, lessee,
”Provisi,dan estimasi
liabilitas lessee,
contingent and estimated
assets” and cost which
to be incurred
involvesby thethe
biaya yang akan
kontinjensi, dandikeluarkan
aset oleh lessee dalam
kontinjensi” dan lessee
payment in dismantling
of termination andbenefits.
moving In thetheunderlying
case of
membongkar dan memindahkan
melibatkan pembayaran pesangon. asetDalam
pendasar hal assets and restoration costs.
an offer being made to encourage voluntary
serta biaya restorasi.
terjadi penawaran pengunduran diri secara redundancy, the termination benefits are
sukarela, imbalan diukur berdasarkan jumlah measured based on the number of employees
Aset
karyawanhakyangguna kemudian
diharapkan menerimadisusutkan
tawaran The rightto ofaccept
expected use the
asset
offer.is Benefits
subsequently
falling
menggunakan metode
tersebut. Imbalan yanggaris
jatuhlurus
tempodari tanggal
lebih dari depreciated
due more than using12 the straight-line
months after themethod
end offromthe
permulaan
12 bulan hingga tanggal
setelah yang lebih
periode awal
pelaporan the commencement
reporting date to thetoearlier
period are discounted of the
their present
antara akhir umur
didiskontokan manfaat
menjadi aset hak guna atau
nilai kininya. end of the useful life of the right of use asset or
value.
akhir masa sewa. the end of the lease term.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
508 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 509
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND
Lampiran SUBSIDIARIES
- 5/24 - Schedule
CATATAN ATAS LAPORAN KEUANGAN Lampiran - 5/20 - Schedule NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
CATATAN ATAS2024
31 DESEMBER LAPORAN
DAN 2023KEUANGAN NOTES TO THE CONSOLIDATED
31 DECEMBER 2024 AND 2023
KONSOLIDASIAN
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) FINANCIAL
(Expressed in US Dollars, STATEMENTS
unless otherwise stated)
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan)
s. Perpajakan INFORMATION
s. Taxation (continued)
q. Beban(lanjutan)
Sewa pajak terdiri dari pajak kini dan pajak q. Leases
The tax(continued)
expense comprises current and
tangguhan. Pajak diakui dalam laporan laba deferred tax. Tax is recognised in the
Liabilitas sewa diukur
rugi konsolidasian, pada
kecuali jika pajaknilai kini
tersebut consolidatedliability
The lease is initially
statement measured
of profit at the
or loss, except
pembayaran
terkait dengan sewa yang belum
transaksi dibayar pada
atau kejadian yang present valuethat
to the extent of the lease topayments
it relates that are
items recognised
tanggal
diakui di permulaan, didiskontokan lain
pendapatan komprehensif dengan
atau not paidcomprehensive
in other at the commencement
income or directly date,
in
menggunakan
langsung diakuisuku bunga implisit
ke ekuitas. dalam
Dalam hal sewa
ini, pajak discounted using
equity. In this case,thetheinterest rate recognised
tax is also implicit in the
in
atau
tersebutjika suku bunga tersebut
masing-masing tidak dalam
diakui dapat lease or, if that rate
other comprehensive cannot
income or be readily
directly in
ditentukan, maka menggunakan
pendapatan komprehensif lain atau suku
ekuitas.bunga determined, using incremental borrowing rate.
equity, respectively.
pinjaman inkremental. Pada umumnya, Grup Generally, the Group uses its incremental
menggunakan
Pajak suku tangguhan
penghasilan bunga pinjaman
diakui borrowing rate as the
Deferred income tax discount rate.in full, using
is provided
sepenuhnya,sebagai
inkremental dengan tingkat bunga diskonto.
menggunakan metode the liability method, on temporary differences
liabilitas untuk semua perbedaan temporer which arise from the difference between the tax
Untuk menentukan
yang berasal dari suku
selisihbungaantarapinjaman
dasar To
bases determine
of assetsthe
andincremental
liabilities andborrowing rate,
their carrying
tambahan,
pengenaanGrup: pajak aset dan liabilitas dengan nilai the Group: in
amounts the consolidated financial
-tercatatnya
Jika memungkinkan,
pada laporan menggunakan
keuangan -statements.
Where possible, uses recent
However, deferred third-party
tax liabilities are
pembiayaan pihak
konsolidasian. Namun,ketiga terkini pajak
liabilitas yang not financing received
recognised if theyby arise
the individual
from the lessee
initial
diterima oleh
penghasilan penyewa
tangguhan diakui sebagai
individu
tidak titik
jika berasal as a starting
recognition point,
of goodwill. adjusted
Deferred to reflect
income tax is
dariawal, disesuaikanawal
pengakuan untukgoodwill.
mencerminkanPajak alsochanges in financing
not accounted for ifconditions since initial
it arises from third
perubahan kondisi
penghasilan tangguhanpembiayaan juga sejak
tidak party financing
recognition of an wasasset
received,or liability in a
pembiayaan pihak
diperhitungkan jikaketiga diterima,
pajak penghasilan transaction other than a business combination
-tangguhan
Menggunakan pendekatan build-up
tersebut timbul dari pengakuan awal yang -thatUses
at thea time
build-up
of theapproach thataffects
transaction starts neither
with a
atau dengan
asetdimulai pengakuan sukuawal
bunga bebas dalam
liabilitas risiko risk-free nor
accounting interest
taxable adjusted
rateprofit for credit
or loss. risk
Deferred
transaksi yang bukandengan
yang disesuaikan risiko bisnis
kombinasi kredit untuk
yang for leases
income held by Group,
tax is determined using which does
tax rates not
based
padasewa yangtransaksi
saat dimiliki oleh
tidakGrup, yang tidak
mempengaruhi have that
on laws recent third-party
have financing,
been enacted and
or substantially
memilikiakuntansi
laba/rugi pembiayaan pihak ketiga
maupun pajak. baru-baru
Pajak enacted by the reporting date and are expected
ini, dan
penghasilan tangguhan ditentukan dengan to apply when the related deferred tax asset is
-menggunakan
Membuat penyesuaian spesifik untuk
tarif pajak berdasarkan undang- sewa, -recognised
Makes adjustments specific
or the deferred to the
tax liability lease,
is settled.
sebagai
undang contoh
yang telahjangka waktu, negara,
diberlakukan mata
atau secara e.g., term, country, currency and security.
uang dan keamanan.
substansi telah diberlakukan pada akhir periode
laporan dan diharapkan berlaku pada saat aset
Grup
pajak akan menilai
tangguhan modifikasi atau
direalisasikan sewa liabilitas
dicatat The Group will assess whether the lease
sebagai sewa terpisah
pajak tangguhan atau tidak. Modifikasi
diselesaikan. modification is accounted as a separate lease
sewa yang tidak dicatat sebagai sewa terpisah, or not. For a lease modification that is not
Grup menilai
Aset pajak kembali tangguhan
penghasilan liabilitas sewa
diakuidengan
hanya accounted
Deferred taxasassets
a separate lease, the
are recognised only Group
to the
mendiskontokan
jika besar kemungkinan pembayaran sewa
jumlah penghasilan remeasured
extent that the
it islease liabilitythat
probable by discounting the
future taxable
menggunakan tingkat diskonto yang direvisi.
kena pajak dimasa depan akan memadai untuk revised lease payments using
profit will be available against which the a revised
dikompensasi dengan perbedaan temporer discount
temporaryrate.
differences can be utilised.
yang masih dapat dimanfaatkan.
Pembayaran sewa yang termasuk dalam Lease payments included in the measurement
t. pengukuran
Laba per saham liabilitas sewa meliputi pembayaran t. of the lease
Earnings liability
per sharecomprises the following:
berikut ini:
pembayaran
-Laba per saham tetapdasar
(termasuk pembayaran
dihitung dengan -Basic
fixedearnings
payments (including
per share are computedfixed
in-substance by
tetap secara
membagi substansi),
laba bersih dikurangi
yang dapat piutang
diatribusikan payments),
dividing less attributable
net earnings any leaseto owners
incentives
of
insentif
kepada sewa, entitas induk dengan jumlah
pemilik the receivable,
Group by the weighted average number of
pembayaran
-rata-rata sewasaham
tertimbang variabel yang
yang didasarkan
beredar pada -outstanding
variable lease
sharespayment are based on an
thatperiod.
during the
padatersebut.
periode indeks atau tingkat, pada awalnya index or a rate, initially measured using the
diukur menggunakan indeks atau tingkat index or rate as at the commencement date,
pada
Laba tanggal
bersih mulai, dilusian dihitung dengan
per saham Diluted earnings per share are computed by
jumlah yang jumlah
-menyesuaikan diperkirakan akan dibayarkan
rata-rata tertimbang -adjusting
amountstheexpected
weightedto average
be payable by the
number of
olehbiasa
saham penyewa berdasarkan
yang beredar denganjaminan
dampak nilai
dari lessee under
ordinary sharesresidual value uarantees,
outstanding to assume
residu,
semua efek berpotensi saham biasa yang dilutif conversion of all dilutive potential ordinary
-yangharga pelaksanaan
diterbitkan dari opsi pembelian jika
oleh Perusahaan. -shares
the exercise
issued byprice of a purchase option if the
the Company.
penyewa cukup yakin untuk menggunakan lessee is reasonably certain to exercise that
opsi tersebut, dan option, and
- pembayaran penalti untuk penghentian - payments of penalties for terminating the
sewa, jika masa sewa mencerminkan lease, if the lease term reflects the lessee
penyewa yang melaksanakan opsi exercising that termination option.
penghentian tersebut.
509
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 510
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/25 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
u. Segmen pelaporan u. Segment reporting
Grup melakukan segmentasi pelaporan The Group segments its financial reporting
berdasarkan informasi keuangan yang based on the financial information used by the
digunakan oleh pengambil keputusan operasi chief operating decision-maker in evaluating the
utama dalam mengevaluasi kinerja segmen dan performance of segments and in the allocation
menentukan alokasi sumber daya yang of resources. The Board of Directors is the
dimilikinya. Direksi adalah pengambil keputusan Group's chief operating decision-maker. The
operasional Grup. Segmentasi berdasarkan segments are based on the nature of business.
sifat usaha. Seluruh transaksi antar segmen All transactions between segments have been
telah dieliminasi. eliminated.
Pendapatan, beban, hasil, aset dan liabilitas Segment revenue, expenses, results, assets
segmen termasuk item-item yang dapat and liabilities include items directly attributable
diatribusikan langsung kepada suatu segmen to a segment, as well as those that can be
serta item-item yang dapat dialokasikan dengan allocated on a reasonable basis to that
dasar yang sesuai dengan segmen tersebut. segment. They are determined before
Segmen ditentukan sebelum saldo dan intragroup balances and intragroup transactions
transaksi antar Grup dieliminasi sebagai bagian are eliminated as part of the consolidation
dari proses konsolidasi. process.
v. Pengakuan pendapatan dan beban v. Revenue and expenses recognition
Pendapatan jasa perbaikan dan overhaul Revenue from repair and overhaul and line
pesawat, dan jasa pemeliharaan diakui dalam maintenance services are recognised over the
suatu periode waktu selama jasa tersebut time during the period of rendering services.
diberikan. Grup menggunakan metode output Group selects the output method to measure
untuk pengukuran kemajuan jasa untuk the progress of the service to determine the
menentukan jumlah pendapatan yang harus amount of revenue that should be recognised
diakui ketika kewajiban pelaksanaan dipenuhi. as the performance obligation is satisfied.
Untuk kontrak harga tetap, pendapatan diakui For fixed-price contracts, revenue is recognised
berdasarkan servis aktual yang diberikan based on the actual service provided to the end
hingga akhir periode pelaporan sebagai of the reporting period as a proportion of the
proporsi dari total servis yang akan diberikan. total services to be provided. This is determined
Ini ditentukan berdasarkan biaya aktual yang based on the actual costs relative to the total
dihabiskan relatif terhadap total biaya yang expected costs.
diperkirakan.
Estimasi pendapatan, biaya atau tingkat Estimates of revenues, costs or extent of
perkembangan menuju penyelesaian direvisi progress toward completion are revised if
jika keadaan berubah. Setiap kenaikan atau circumstances change. Any resulting increases
penurunan estimasi pendapatan atau biaya or decreases in estimated revenues or costs
tercermin dalam laporan laba rugi konsolidasian are reflected in the consolidated statement of
pada periode di mana keadaan yang profit or loss in the period in which the
menyebabkan revisi tersebut diketahui oleh circumstances that give rise to the revision
manajemen. become known by management.
Pembayaran harga transaksi berbeda untuk Payment of the transaction price is different for
setiap kontrak. Aset kontrak diakui ketika each contract. A contract asset is recognised
imbalan yang dibayarkan oleh pelanggan when the consideration paid by the customer is
kurang dari saldo kewajiban pelaksanaan yang less than the balance of performance obligation
telah dipenuhi. Liabilitas kontrak diakui ketika which has been satisfied. A contract liability is
imbalan yang dibayarkan oleh pelanggan lebih recognised when the consideration paid by the
dari saldo kewajiban pelaksanaan yang telah customer is more than the balance of
dipenuhi. performance obligation which has been
satisfied.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
510 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 511
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/26 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICY
MATERIAL (lanjutan) INFORMATION (continued)
v. Pengakuan pendapatan dan beban (lanjutan) v. Revenue and expenses recognition
(continued)
Jika kontrak menyertakan biaya per jam, If the contract includes an hourly fee, revenue is
pendapatan diakui sejumlah yang berhak recognised in the amount to which the Group
ditagih oleh Grup. Pelanggan ditagih setiap has a right to invoice. Customers are invoiced
bulan dan imbalannya dibayarkan saat ditagih. on a monthly basis and consideration is
receivable when invoiced.
Grup mengakui pendapatan dari penjualan The Group recognises revenue from sale of
barang pada suatu titik waktu di saat kendali goods at point in time when control is
atas barang diserahkan kepada pembeli. Grup transferred to the customers upon delivery of
mengevaluasi penyerahan kendali melalui bukti goods. The Group evaluates the transfer of
penerimaan pelanggan, penyerahan control through evidence of the customer’s
kepemilikan, hak atas pembayaran atas produk receipt and acceptance, transfer of title, the
dan kemampuan pembeli untuk menentukan Group’s right to payment for those goods and
penggunaan dari barang setelah diterima. the customer’s ability to direct use of those
goods upon receipt.
Grup mengakui pendapatan dari operasi The Group recognises revenue from other
lainnya dari entitas anak atas kewajiban operations from subsidiaries for a performance
pelaksanaan yang dipenuhi sepanjang waktu obligation satisfied overtime only if the Group
hanya jika entitas dapat mengukur kemajuan can reasonably measure its progress towards
secara wajar terhadap penyelesaian penuh atas complete satisfaction of the performance
kewajiban pelaksanaan. Dalam beberapa obligation. In some cases, the Group may not
kasus, Grup mungkin tidak dapat mengukur be able to reasonably measure the outcome of
hasil kewajiban pelaksanaan secara wajar, a performance obligation, but the Group
tetapi Grup memperkirakan untuk memulihkan expects to recover the costs incurred in
biaya yang terjadi dalam memenuhi kewajiban satisfying the performance obligation. In those
pelaksanaan. Dalam kasus tersebut, Grup cases, the Group recognises revenue only to
mengakui pendapatan hanya sejumlah biaya the extent of the costs incurred until such time
yang terjadi sampai waktu tertentu di mana that it can reasonably measure the outcome of
Grup dapat mengukur hasil kewajiban the performance obligation.
pelaksanaan secara wajar.
511
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 512
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/27 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING JUDGEMENTS
Estimasi dan pertimbangan terus dievaluasi Estimates and judgements are continually evaluated
berdasarkan pengalaman historis dan faktor-faktor and are based on historical experience and other
lain, termasuk ekspektasi peristiwa masa depan factors, including expectations of future events that
yang diyakini wajar berdasarkan kondisi yang ada. are believed to be reasonable under the
circumstances.
Penggunaan asumsi kelangsungan usaha The use of going concern assumption
Dalam menerapkan kebijakan akuntansi Grup, In the process of applying the Group’s accounting
selain yang melibatkan estimasi, manajemen telah policies, apart from those involving estimations,
menyusun laporan keuangan konsolidasian dengan management has prepared the consolidated
asumsi bahwa Grup akan dapat mempertahankan financial statements on the assumption that the
kelangsungan usaha dalam operasinya di tahun Group will be able to operate as a going concern in
mendatang, yang merupakan pertimbangan penting the coming year, which is a critical judgement that
yang berdampak paling signifikan terhadap jumlah has the most significant effect on the amounts
yang diakui dalam laporan keuangan konsolidasian. recognised in the consolidated financial statements.
Penilaian asumsi kelangsungan usaha melibatkan The assessment of the going concern assumption
pengambilan keputusan oleh manajemen, pada titik involves making a judgement by the management,
waktu tertentu, tentang hasil masa depan dari at a particular point of time, about the future
peristiwa atau kondisi yang secara inheren tidak outcome of events or conditions which are inherently
pasti. Manajemen Grup mempertimbangkan bahwa uncertain. The Group’s management considers that
Grup memiliki kemampuan untuk melanjutkan the Group has the capability to continue as a going
kelangsungan usahanya dan peristiwa atau kondisi concern and the major events or conditions, which
utama, yang dapat menimbulkan risiko bisnis, yang may give rise to business risks, that individually or
secara individual atau kolektif dapat menimbulkan collectively may cast significant doubt upon the
keraguan signifikan atas asumsi kelangsungan going concern assumption are set out in Note 38 to
usaha sebagaimana dijelaskan dalam Catatan 38 the consolidated financial statements.
terhadap laporan keuangan konsolidasian.
Pengakuan pendapatan Revenue recognition
Grup mengakui pendapatan dari pekerjaan dalam The Group recognises revenue from the project in
progres pengerjaan berdasarkan metode progress based on the percentage of completion
persentase penyelesaian. Tahap penyelesaian method. The stage of completion of a contract is
kontrak ditentukan menggunakan metode survei determined using surveys of the work performed
atas pekerjaan yang telah dilaksanakan. Asumsi method. Critical assumption is required in
penting diperlukan dalam menentukan tahapan determining the stage of completion (percentage of
penyelesaian (persentase penyelesaian) dan jumlah completion) and the amount of estimated income. In
estimasi pendapatan. Dalam membuat asumsi, making assumptions, the Group evaluates them
Grup melakukan evaluasi berdasarkan realisasi di based on past realisation.
waktu yang lampau.
Grup telah menandatangani beberapa perjanjian The Group entered into several power-by-hour
perawatan mesin power-by-hour (”PBH”) dengan (”PBH”) engine maintenance agreements with
produsen peralatan asli mesin pesawat. original equipment manufacturers of aircraft
Pembayaran bulanan didasarkan pada jumlah jam engines. The monthly payments are based on the
terbang yang diterbangkan. Proporsi jumlah number of flying hours flown. The proportion of the
pendapatan yang akan diakui ditentukan revenue amount to be recognised is determined
berdasarkan estimasi terbaik dari proporsi biaya based on the best estimate of the proportion of day-
perawatan sehari-hari yang timbul. to-day maintenance cost incurred.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
512 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 513
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/28 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
Penurunan nilai piutang dan kontrak aset Impairment losses of receivables and contract
assets
Grup menghitung kerugian kredit ekspektasian The Group calculated the expected credit loss for all
untuk seluruh piutang usaha dan aset kontrak. trade receivables and contract assets. For those
Untuk piutang usaha dan aset kontrak yang secara which were considered individually significant, the
individual dianggap signifikan, Grup menghitung Group calculated the individual expected credit loss
kerugian kredit ekspektasian secara individual by estimating the expected cash flows to be
dengan mengestimasi arus kas ekspektasian yang obtained from the settlement of the amounts due
diperoleh dari pelunasan jumlah piutang usaha dan from customers' trade receivables and contract
aset kontrak dari pelanggan. Untuk piutang usaha assets. For those which were not considered
dan aset kontrak yang secara individual tidak individually significant, the Group assessed the
dianggap signifikan, Grup menghitung kerugian collective expected credit loss using the risk
kredit ekspektasian secara kolektif menggunakan parameter modelling approach that incorporated key
pendekatan model parameter risiko yang parameters, including the probability of default, loss
menggunakan beberapa parameter utama, given default, exposure at default and discount rate,
termasuk, probability of default, loss given default, after considering forward looking factors and other
exposure at default dan tingkat diskonto, setelah external information.
memperhitungkan faktor masa depan dan informasi
eksternal lainnya.
Pertimbangan-pertimbangan signifikan yang The significant judgements involved in determining
digunakan dalam menentukan kerugian kredit the expected credit loss included the following:
ekspektasian meliputi:
- Model yang dikembangkan secara inheren - The models are inherently complex, and
kompleks, dan melibatkan pertimbangan management’s judgement is applied in
manajemen dalam menentukan dan determining and preparing the individual and
mempersiapkan penilaian individual dan kolektif collective assessments used to calculate the
untuk menghitung kerugian kredit ekspektasian. expected credit loss;
- Mengidentifikasi piutang usaha dan aset kontrak - Identification of trade receivables and contract
yang diberikan yang telah mengalami assets that have experienced a significant
peningkatan risiko kredit secara signifikan; dan increase in credit risk; and
- Asumsi-asumsi yang digunakan dalam model - Assumptions used in the expected credit loss
kerugian kredit ekspektasian seperti perkiraan models such as forward-looking macroeconomic
faktor ekonomi makro masa depan dan rencana factors and customer payment plans
pembayaran dari pelanggan.
Jumlah tercatat bruto dari piutang usaha dan aset Carrying amount of gross trade receivables and
kontrak merupakan exposure at default yang contract assets is exposure at default that
merepresentasikan estimasi eksposur jika terjadi represents the estimated exposure in case of
gagal bayar. default.
Grup menghitung probability of default historis The Group calculated historical probability of default
menggunakan metode roll-rate yang diperoleh dari using a roll-rate method obtained through movement
pergerakan piutang usaha dan aset kontrak Grup. of the Group’s outstanding trade receivables and
contract assets.
Grup menyesuaikan kerugian kredit historis masa The Group adjusts the historical credit loss
lalu dengan informasi forward-looking. Sebagai experience with forward-looking information. For
contoh, jika prakiraan atas kondisi ekonomi instance, if economic conditions forecast are
diperkirakan memburuk selama periode/tahun expected to deteriorate over the next period/year,
depan, yang dapat menyebabkan meningkatnya which can lead to an increased number of defaults,
jumlah gagal bayar, tingkat gagal bayar historis the historical default rates are adjusted. At each
disesuaikan. Pada setiap tanggal pelaporan, tingkat reporting date, the historical observed default rates
gagal bayar historis diperbaharui dan perubahan are updated and changes in the forward-looking
estimasi forward-looking dianalisis. estimates are analysed.
513
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 514
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/29 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
Penurunan nilai piutang dan kontrak aset Impairment losses of receivables and contract
(lanjutan) assets (continued)
Kerugian Grup jika terjadi gagal bayar adalah loss The Group losses in case of default is loss given
given default dengan parameter yang diestimasi default with parameters that historically estimated
secara historis berdasarkan tingkat pemulihan atas based on the level of recovery of claims against
klaim terhadap pelanggan yang gagal bayar. customer’s who default.
Pemulihan dari aset pajak tangguhan Recoverability of deferred tax assets
Grup melakukan penelaahan atas nilai tercatat aset The Group reviews the carrying amounts of deferred
pajak tangguhan pada setiap akhir periode tax assets at the end of each reporting period and
pelaporan dan mengurangi nilai tersebut jika besar reduces this amount if it is no longer probable that
kemungkinan aset tersebut tidak dapat assets will be realised in the future, whereas
direalisasikan di masa depan, di mana penghasilan sufficient taxable income will not be available to
kena pajak Grup tidak memungkinkan untuk allow all or part of the deferred tax assets to be
memanfaatkan seluruh atau sebagian dari aset utilised. The Group’s assessment on the recognition
pajak tangguhan tersebut. Penelaahan Grup atas of deferred tax assets on deductible temporary
pengakuan aset pajak tangguhan untuk perbedaan differences is based on the amount and timing of
temporer yang dapat dikurangkan didasarkan atas forecasted taxable income of the subsequent
jumlah dan jangka waktu proyeksi penghasilan kena reporting periods.
pajak untuk periode pelaporan berikutnya.
Namun, tidak terdapat kepastian bahwa Grup dapat However, there is no assurance that the Group will
menghasilkan penghasilan kena pajak yang cukup generate sufficient taxable income to allow all or part
untuk memungkinkan penggunaan sebagian atau of the deferred tax assets to be utilised.
seluruh bagian dari aset pajak tangguhan tersebut.
Proyeksi ini disusun dengan mempertimbangkan This forecast is prepared by considering the Group’s
hasil pencapaian Grup di masa lalu dan ekspektasi past results and future expectations on revenues
pendapatan dan beban di masa depan, and expenses as well as assumptions of estimated
sebagaimana juga dengan asumsi estimasi atas future taxable income included in management’s
penghasilan kena pajak di masa depan yang financial projections, which are subject to
termasuk di dalam proyeksi keuangan manajemen, uncertainty and can be affected by external factors
yang memiliki ketidakpastian dan dapat dipengaruhi such as macroeconomic conditions.
oleh faktor-faktor eksternal seperti kondisi ekonomi
makro.
Cadangan penurunan nilai persediaan Provision for impairment of inventories
Grup melakukan pencadangan penurunan nilai The Group provides provision of impairment of
persediaan berdasarkan estimasi persediaan yang inventories based on estimated future usage and the
akan digunakan pada masa datang dan kondisi dari condition of the inventories. Uncertainty associated
persediaan. Ketidakpastian terkait dengan faktor- with these factors may result in the realisable
faktor ini dapat menyebabkan nilai realisasi yang amount being different from the reported carrying
berbeda dengan nilai tercatat dari persediaan. amount of the inventories.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
514 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 515
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/30 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
Ketidakpastian kewajiban perpajakan Uncertain of tax position
Dalam situasi tertentu, Grup tidak dapat In certain circumstances, the Group may not be able
menentukan secara pasti jumlah utang pajak kini to determine the exact amount of its current or future
atau masa mendatang atau jumlah klaim restitusi tax liabilities or the recoverable amount of the claim
pajak yang dapat terpulihkan karena proses for tax refund due to ongoing investigations by the
pemeriksaan yang masih berlangsung dengan taxation authority. Uncertainties exist with respect to
otoritas perpajakan. Ketidakpastian timbul terkait the interpretation of complex tax regulations and the
dengan interpretasi dari peraturan perpajakan yang amount and timing of future taxable income. In
kompleks dan jumlah dan waktu dari penghasilan determining the amount to be recognised in respect
kena pajak di masa depan. Dalam menentukan of an uncertain tax liability or the recoverable
jumlah yang harus diakui terkait dengan utang pajak amount of the claim for tax refund related to
yang tidak pasti atau klaim restitusi pajak yang uncertain tax positions, the Group applies similar
dapat terpulihkan terkait dengan ketidakpastian considerations as it would use in determining the
posisi perpajakan, Grup menerapkan pertimbangan amount of a provision to be recognised in
yang sama yang akan digunakan dalam accordance with PSAK 237, “Provisions, Contingent
menentukan jumlah provisi yang harus diakui sesuai Liabilities and Contingent Assets” and PSAK 212,
dengan PSAK 237, “Provisi, Liabilitas Kontinjensi, “Income Taxes”. The Group makes an analysis of all
dan Aset Kontinjensi” dan PSAK 212, “Pajak uncertain tax positions to determine if a tax liability
Penghasilan”. Grup membuat analisis untuk semua for uncertain tax benefit or a provision for
ketidakpastian posisi perpajakan untuk menentukan unrecoverable claim for tax refund should be
jika utang pajak atas manfaat pajak yang tidak pasti recognised.
atau cadangan atas klaim restitusi pajak yang tidak
dapat terpulihkan harus diakui.
Taksiran masa manfaat aset tetap Estimated useful lives of fixed assets
Grup mengestimasi masa manfaat dari aset tetap The Group estimates the useful lives of its property
berdasarkan ekspektasi utilisasi dari aset dengan and equipment based on expected asset utilisation
didukung rencana dan strategi usaha yang juga as anchored on business plans and strategies that
mempertimbangkan perkembangan teknologi di also consider expected future technological
masa depan dan perilaku pasar. Estimasi masa developments and market behaviour. The estimation
manfaat aset tetap didasarkan pada penelaahan of the useful lives of property and equipment is
Grup secara kolektif terhadap praktik industri, based on the Group’s collective assessment of
evaluasi teknis internal dan pengalaman untuk aset industry practice, internal technical evaluation and
yang setara. experience with similar assets.
Estimasi masa manfaat ditelaah paling sedikit setiap The estimated useful lives are reviewed at least
akhir tahun pelaporan dan diperbarui jika ekspektasi each financial year end and are updated if
berbeda dari estimasi sebelumnya dikarenakan expectations differ from previous estimates due to
pemakaian dan kerusakan fisik, keusangan secara physical wear and tear, technical or commercial
teknis atau komersial dan hukum atau pembatasan obsolescence and legal or other limitations on the
lain penggunaan aset. Namun, ada kemungkinan, use of the assets. It is possible, however, that future
hasil operasi di masa depan dapat dipengaruhi results of operations could be materially affected by
secara material oleh perubahan-perubahan dalam changes in the estimates brought about by changes
estimasi yang diakibatkan oleh perubahan faktor- in the factors mentioned above.
faktor yang disebutkan di atas.
515
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 516
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/31 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
Taksiran masa manfaat aset tetap (lanjutan) Estimated useful lives of fixed assets (continued)
Jumlah dan saat beban dicatat setiap periode akan The amounts and timing of recorded expenses for
terpengaruh oleh perubahan atas faktor-faktor dan any period are affected by changes in these factors
kondisi tersebut. Pengurangan dalam estimasi masa and circumstances. A reduction in the estimated
manfaat dari aset tetap Grup akan meningkatkan useful lives of the Group’s fixed assets increases the
beban usaha dan menurunkan aset tidak lancar recorded operating expenses and decreases
yang tercatat. Penambahan dalam estimasi masa recorded non-current assets. An extension in the
manfaat aset tetap Grup menurunkan beban usaha estimated useful lives of the Group’s property and
dan meningkatkan aset tidak lancar yang tercatat. equipment decreases the recorded operating
expenses and increases non-current assets.
Nilai wajar bangunan dan prasarana Fair value of building and improvements
Nilai wajar dari bangunan dan prasarana ditentukan The fair value of buildings and improvements is
menggunakan teknik valuasi yang dilakukan oleh determined by using valuation techniques which
penilai independen profesional yang memiliki were valued by independent professionally qualified
kualifikasi yang relevan dan memiliki pengalaman valuers who hold a recognised relevant professional
yang berhubungan dengan aset tetap yang akan qualification and have recent experience in the
dinilai. Setiap perubahan dalam asumsi penilaian locations and fixed assets valued. Any change in
yang dilakukan oleh penilai independen eksternal assumption and valuation performed by an external
akan berdampak pada nilai tercatat aset tetap. independent appraiser will affect the carrying
Informasi tambahan diungkapkan di Catatan 9. amount of the Group’s assets. Additional information
is disclosed in Note 9.
Imbalan kerja Employee benefits
Nilai kini kewajiban imbalan kerja tergantung pada The present value of the employee benefits
sejumlah faktor yang ditentukan dengan obligation depends on a number of factors that are
menggunakan sejumlah asumsi aktuaria. Asumsi determined on a number of actuarial assumptions.
yang digunakan dalam menentukan biaya bersih The assumptions used in determining the net cost
untuk pensiun termasuk tingkat pengembalian for pensions include the expected long-term rate of
jangka panjang yang diharapkan atas investasi dana return on investment of the defined contribution
program pensiun iuran pasti dan tingkat diskonto pension fund and the relevant discount rate. Any
yang relevan. Setiap perubahan dalam asumsi ini changes in these assumptions will impact the
akan berdampak pada nilai tercatat kewajiban carrying amount of the employee benefits obligation.
imbalan kerja.
Grup menentukan tingkat diskonto dan kenaikan gaji The Group determines the appropriate discount rate
masa datang yang sesuai pada akhir periode and future salary increase at the end of each
pelaporan. Tingkat diskonto adalah tingkat suku reporting period. The discount rate is interest rate
bunga yang harus digunakan untuk menentukan that should be used to determine the present value
nilai kini atas estimasi arus kas keluar masa depan of estimated future cash outflows expected to be
yang diharapkan untuk menyelesaikan kewajiban required to settle the pension obligations. In
pensiun. Dalam menentukan tingkat suku bunga determining the appropriate discount rate, the Group
yang sesuai, Grup mempertimbangkan tingkat suku considers the interest rates of government bonds
bunga obligasi pemerintah yang didenominasikan that are denominated in the currency in which the
dalam mata uang imbalan akan dibayar dan benefits will be paid and that have terms to maturity
memiliki jangka waktu yang serupa dengan jangka approximating the terms of the related pension
waktu kewajiban pensiun yang terkait. obligation.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
516 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 517
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/32 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
Imbalan kerja (lanjutan) Employee benefits (continued)
Untuk tingkat kenaikan gaji masa datang, Grup For the rate of future salary increases, the Group
mengumpulkan data historis mengenai perubahan collects all historical data relating to changes in base
gaji dasar pekerja dan menyesuaikannya dengan salaries and adjusts it for future business plans.
perencanaan bisnis masa datang.
Asumsi kunci kewajiban pensiun lainnya sebagian Other key assumptions for pension obligations are
ditentukan berdasarkan kondisi pasar saat ini. based in part on current market conditions.
Informasi tambahan diungkapkan pada Catatan 15. Additional information is disclosed in Note 15.
Penentuan umur sewa Determining lease term
Dalam menentukan umur sewa, manajemen In determining the lease term, management
mempertimbangkan beberapa fakta dan keadaan considers all facts and circumstances that create an
yang memberikan insentif ekonomi untuk economic incentive to exercise an extension option,
mengambil opsi perpanjangan, atau tidak or not exercise a termination option. Extension
mengambil opsi pembatalan. Opsi perpanjangan options (or periods after termination options) are
(atau periode setelah opsi pembatalan) hanya only included in the lease term if the lease is
dimasukkan dalam masa sewa jika cukup pasti reasonably certain to be extended (or not
untuk diperpanjang (atau tidak dibatalkan). terminated).
Untuk sewa bangunan dan peralatan, faktor-faktor For leases of properties and equipment, the
berikut biasanya yang paling relevan: following factors are normally the most relevant:
- Jika ada penalti signifikan untuk membatalkan - If there are significant penalties to terminate (or
(atau tidak memperpanjang), Grup yakin untuk not extend), the Group is typically reasonably
memperpanjang (atau tidak membatalkan). certain to extend (or not terminate).
- Jika ada leasehold improvement yang - If any leasehold improvements are expected to
diperkirakan memiliki nilai sisa yang signifikan, have a significant remaining value, the Group is
Grup yakin untuk memperpanjang (atau tidak typically reasonably certain to extend (or not
membatalkan). terminate).
- Selain dari itu, Grup mempertimbangkan faktor - Otherwise, the Group considers other factors
mencakup sejarah durasi sewa dan biaya serta including historical lease durations and the
halangan bisnis untuk menggantikan aset costs and business disruption required to
sewa. replace the leased asset.
Mayoritas opsi perpanjangan untuk sewa tanah, Most extension options in land, offices and vehicles
kantor dan kendaraan tidak dimasukkan ke dalam leases have not been included in the lease liability,
liabilitas sewa, karena Grup dapat mengganti aset because the Group could replace the assets without
tanpa biaya signifikan atau halangan bisnis. significant cost or business disruption.
Umur sewa dinilai kembali ketika opsi sebenarnya The lease term is reassessed if an option is actually
diambil (atau tidak diambil) atau Grup menjadi exercised (or not exercised) or the Group becomes
berkewajiban untuk mengambil (atau tidak obliged to exercise (or not exercise) it. The
mengambil) opsi tersebut. Penilaian kepastian yang assessment of reasonable certainty is only revised if
wajar hanya direvisi ketika peristiwa signifikan atau a significant event or a significant change in
perubahan signifikan terjadi, yang mempengaruhi circumstances occurs, which affects this
penilaian ini, dan hal tersebut dalam pengendalian assessment, and that is within the control of the
penyewa. lessee.
517
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 518
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/33 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS
a. Kas dan setara kas a. Cash and cash equivalents
2024 2023
Kas 201,800 184,180 Cash on hand
Kas di bank Cash in bank
Pihak berelasi (Catatan 30): Related parties (Note 30):
Rupiah 7,028,108 7,127,245 Rupiah
Dolar AS 1,728,481 9,204,187 US Dollar
Riyal 1,286 - Riyal
Euro 277 395 Euro
8,758,152 16,331,827
Pihak ketiga: Third parties:
Rupiah Rupiah
PT Bank Maybank PT Bank Maybank
Syariah Indonesia Syariah Indonesia
(“Maybank Syariah”) 1,562,791 343,982 (“Maybank Syariah”)
Citibank N.A (“Citibank”) 55,051 1,108,863 Citibank N.A (“Citibank”)
Lain-lain (masing-masing Others
di bawah AS$100.000) 109,230 221,127 (each below US$100,000)
1,727,072 1,673,972
Dolar AS US Dollar
PT Bank Maybank Indonesia Tbk PT Bank Maybank Indonesia
(“Maybank”) 426,412 145,652 Tbk (“Maybank”)
PT Bank CTBC Indonesia 145,652 82,683 PT Bank CTBC Indonesia
("CTBC") ("CTBC")
Citibank 74,888 52,663 Citibank
Lain-lain (masing-masing Others
di bawah AS$100.000) 174,440 1,360,464 (each below US$100,000)
821,392 1,641,462
Deposito berjangka Time deposits
Pihak berelasi (Catatan 30): Related parties (Note 30):
Rupiah 745,065 849,592 Rupiah
Dolar AS 370,000 370,000 US Dollar
1,115,065 1,219,592
12,623,481 21,051,033
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
518 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 519
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/34 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
Informasi lainnya sehubungan dengan kas dan Other information relating to cash and cash
setara kas adalah sebagai berikut: equivalents is as follows:
• Tingkat suku bunga kontraktual untuk kas pada • Contractual interest rates on cash in banks and
bank dan deposito bank jangka pendek adalah short-term bank deposits are as follows:
sebagai berikut:
2024 2023
Rupiah 0% - 1.75% 0% - 0.15% Rupiah
Dolar AS 0% - 4.00% 0% - 3.00% US Dollar
• Kas dan setara kas berdasarkan mata uang: • Cash and cash equivalents by currency:
2024 2023
Rupiah 9,702,045 9,834,989 Rupiah
Dolar AS 2,919,873 11,215,649 US Dollar
Riyal 1,286 - Riyal
Euro 277 395 Euro
12,623,481 21,051,033
b. Kas dan setara kas yang dibatasi b. Restricted cash and cash equivalents
penggunaannya
Pada tanggal 31 Desember 2024, Grup As of 31 December 2024, the Group had
memiliki kas dan setara kas yang dibatasi restricted cash and cash equivalents amounting
penggunaannya sebesar AS$902.880 US$902,880 (compared to US$358,975 on 31
(31 Desember 2023: AS$358.975), yang December 2023), which were held as bank
merupakan bank garansi sebagai jaminan guarantees for work performance.
pelaksanaan pekerjaan.
519
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 520
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/35 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
5. PIUTANG USAHA 5. TRADE RECEIVABLES
2024 2023
Pihak berelasi Related parties
Piutang usaha 95,672,935 92,411,133 Trade receivables
Provisi atas penurunan nilai (35,204,127) (31,059,032) Provision for impairment
Piutang usaha, bersih (Catatan 30) 60,468,808 61,352,101 Trade receivables, net (Note 30)
Dikurangi bagian tidak lancar, bersih (14,651,879) (15,049,694) Less non-current portion, net
Bagian lancar, bersih 45,816,929 46,302,407 Current portion, net
Pihak ketiga: Third parties:
PT Sriwijaya Air (“Sriwijaya”) 37,117,756 40,111,835 PT Sriwijaya Air (“Sriwijaya”)
PT Nam Air 9,336,617 8,690,521 PT Nam Air
PT Lion Mentari Airlines 5,295,202 5,561,094 PT Lion Mentari Airlines
Lain-lain (masing-masing Others
dibawah AS$3.000.000) 23,694,166 30,396,900 (each below US$3,000,000)
75,443,741 84,760,350
Provisi atas penurunan nilai (71,397,829) (74,065,519) Provision for impairment
Bagian lancar, bersih 4,045,912 10,694,831 Current portion, net
Jumlah piutang usaha, bersih 64,514,720 72,046,932 Total trade receivables, net
Piutang usaha Grup berdasarkan mata uang adalah The Group’s trade receivables are denominated in
sebagai berikut: the following currencies:
2024 2023
Rupiah 150,882,899 152,161,042 Rupiah
Dolar AS 20,233,777 25,010,441 US Dollars
171,116,676 177,171,483
Provisi atas penurunan nilai (106,601,956) (105,124,551) Provision for impairment
64,514,720 72,046,932
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
520 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 521
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/36 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
Umur piutang usaha adalah sebagai berikut: The ageing of trade receivables is as follows:
2024 2023
Lancar 23,577,436 27,951,647 Current
Jatuh tempo: Overdue:
1 - 60 hari 20,593,147 22,098,978 1 - 60 days
61 - 180 hari 12,900,595 10,790,878 61 - 180 days
181 - 360 hari 9,162,522 7,866,024 181 - 360 days
Lebih dari 360 hari 104,882,976 108,463,956 Over 360 days
171,116,676 177,171,483
Provisi atas penurunan nilai (106,601,956) (105,124,551) Provision for impairment
64,514,720 72,046,932
Pada tanggal 31 Desember 2024, piutang usaha As at 31 December 2024, trade receivables of
sebesar AS$147,54 juta (2023: AS$149,22 juta) US$147.54 million (2023: US$149.22 million) were
telah lewat jatuh tempo. Grup melakukan analisis past due. The Group analysis the impairment of
penurunan nilai atas piutang usaha pada setiap trade receivables at each reporting date.
tanggal pelaporan.
Eksposur maksimum risiko kredit pada tanggal The maximum exposure to credit risk at the
pelaporan adalah sebesar nilai tercatat masing- reporting date is the carrying value of each class of
masing kategori piutang yang disebutkan diatas. receivable mentioned above.
Mutasi provisi penurunan nilai piutang usaha Grup Movements in the Group’s provision for impairment
adalah sebagai berikut: of trade receivables are as follows:
2024 2023
Pada awal tahun 105,124,551 106,347,948 At beginning of year
Penambahan/(pembalikan) 1,477,405 (1,223,397) Addition/(reversal)
Pada akhir tahun 106,601,956 105,124,551 At the end of year
Pada tanggal 31 Desember 2024, piutang usaha As at 31 December 2024, the Company’s non-
bagian jangka panjang Perusahaan sebagian besar current portion of trade receivables is mainly
merupakan hasil dari restrukturisasi piutang dengan resulting from restructuring receivables with
Garuda, PT Citilink Indonesia (“Citilink”), dan Garuda, PT Citilink Indonesia (“Citilink”), and
Sriwijaya. Sriwijaya.
Restrukturisasi piutang usaha Garuda Restructuritation of Garuda trade receivables
Sesuai dengan berita acara rapat verifikasi tagihan In accordance with minutes of creditors billing
kreditur PT Garuda Indonesia (Persero) Tbk (dalam verification of PT Garuda Indonesia (Persero) Tbk
proses Penundaan Kewajiban Pembayaran Utang (in suspension of debt payment obligations
(“PKPU”)), Perkara No.425/Pdt.Sus-PKPU/2021/PN/ (“PKPU”)) case No.425/Pdt.Sus-PKPU/2021/PN/
Niaga.Jkt.Pst tanggal 24 Februari 2022, Grup dan Niaga.Jkt.Pst dated 24 February 2022, the Group
Garuda sepakat atas restrukturisasi piutang usaha and Garuda agreed to restructure the trade
senilai Rp293,54 miliar (setara dengan AS$17,41 receivables amounting to Rp293.54 billions
juta) dan AS$2,19 juta dengan jangka waktu (equivalents to US$17.41 million) and US$2.19
pembayaran 22 tahun dan tingkat suku bunga 0,1% million with payment terms of 22 years and interest
per tahun. rate 0.1% per annum.
521
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 522
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/37 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
Restrukturisasi piutang usaha Garuda (lanjutan) Restructuritation of Garuda trade receivables
(continued)
Pada tanggal 14 Juni 2022, sesuai dengan berita On 14 June 2022, in accordance with minutes No:
acara No: DT/BA-004/22, Grup dan Garuda DT/BA-004/22, the Group and Garuda entered an
menandatangani perjanjian pemindahan saldo agreement to transfer the Group’s receivables from
piutang CFM International (“CFMI”) ke dalam bagian CFM International (“CFMI”) as part of Garuda’s
saldo piutang Garuda sebesar Rp74,70 miliar receivables amounting to Rp74.70 billions
(setara dengan AS$4,75 juta). Sehingga total (equivalent to US$4.75 million). The total of trade
piutang usaha pada saat restrukturisasi adalah receivables at the time of restructuring amounting
sebesar AS$24,35 juta dan pada 31 Desember US$24.35 million and as at 31 December 2024
2024 sebesar AS$23,03 juta dikarenakan dampak amounting US$23.03 million due to impact of
valuasi (2023: AS$24,69 juta). valuation (2023: US$24.69 million).
Pada 31 Desember 2024, jumlah provisi atas As at 31 December 2024, total provision of trade
piutang usaha bagian tidak lancar adalah senilai receivables non-current portion is US$21.21 million.
AS$21,21 juta. Sehingga, nilai piutang bagian tidak Therefore, trade receivables non-current portion
lancar setelah provisi adalah AS$1,81 juta amounting to US$1.81 million (2023: US$2.70
(2023: AS$2,70 juta). million).
Restrukturisasi piutang usaha Citilink Restructuritation of Citilink trade receivables
Pada 6 Juli 2022, perusahaan menandatangani The Company signed an agreement with Citilink on
kesepakatan dengan Citilink untuk penyelesaian 6 July 2022 for the settlement of trade receivables
saldo piutang usaha 31 Desember 2021. Nilai outstanding as at 31 December 2021. The total
piutang usaha yang disepakati adalah sebesar trade receivables agreed amounting to US$47.01
AS$47,01 juta dalam jangka waktu 5 (lima) tahun million with payment terms of 5 (five) years in a
dengan skema ballooning. ballooning scheme.
Restrukturisasi piutang usaha Sriwijaya Restructuritation of Sriwijaya trade receivables
Sesuai dengan Putusan Pengadilan Niaga pada In accordance with Putusan Pengadilan Niaga of
Pengadilan Negeri Jakarta Pusat No. 247-Pdt.Sus- Pengadilan Negeri Jakarta Pusat No. 247-Pdt.Sus-
PKPU-2022-PN. Niaga.jkt.Pst tanggal 20 Juli 2023, PKPU-2022-PN.Niaga.jkt.Pst dated 20 July 2023,
Grup dan Sriwijaya sepakat atas restrukturisasi the Group and Sriwijaya agreed to restructure the
piutang usaha. Jumlah piutang usaha Sriwijaya dan trade receivables. The total of Sriwijaya’s and PT
PT Nam Air yang direstrukturisasi adalah Rp652,43 Nam Air’s restructured trade receivables balance is
miliar setara dengan AS$46,45 juta (2023: amounted to Rp652.43 billions equivalents to
AS$48,80 juta) dengan jangka waktu pembayaran US$46.45 million (2023: US$48.80 million) with
20 tahun dan tanpa bunga. payment terms of 20 years and with no interest.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
522 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 523
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/38 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
6. ASET KONTRAK 6. CONTRACT ASSETS
Rincian jumlah aset kontrak dari pelanggan adalah Details of contract assets amounts from customers
sebagai berikut: are as follow:
2024 2023
Pihak berelasi 31,460,495 44,310,959 Related parties
- Provisi atas penurunan nilai (4,004,561) (4,572,434) Provision for impairment -
27,455,934 39,738,525
Pihak ketiga 16,033,606 75,784,890 Third parties
- Provisi atas penurunan nilai (2,068,891) (64,818,786) Provision for impairment -
13,964,715 10,966,104
41,420,649 50,704,629
Manajemen berpendapat bahwa cadangan atas Management believes that the allowance for
kerugian kredit ekspektasian atas aset kontrak expected credit losses of contract assets is sufficient
adalah cukup untuk menutupi penurunan nilai dari to cover the impairment of contract assets.
aset kontrak.
Mutasi provisi penurunan nilai aset kontrak Grup Movements in the Group’s provision for impairment
adalah sebagai berikut: of contract assets are as follows:
2024 2023
Pada awal tahun 69,391,220 68,558,745 At beginning of year
Penambahan 1,568,603 5,171,693 Addition
Pemulihan (889,326) (4,339,218) Reversal
Penghapusan (63,997,045) - Write-off
Pada akhir tahun 6,073,452 69,391,220 At end of year
7. PERSEDIAAN 7. INVENTORIES
Akun ini merupakan suku cadang pesawat dengan This account represents aircraft spare parts with
rincian sebagai berikut: details as follows:
2024 2023
Suku cadang expendable and supplies 65,178,357 90,724,883 Expendable spare parts and supplies
Suku cadang rotable Rotable spare parts and
dan repairable 32,788,774 40,020,577 repairable
97,967,131 130,745,460
Provisi atas penurunan nilai (36,551,825) (56,726,881) Provision for impairment
61,415,306 74,018,579
523
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 524
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/39 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
7. PERSEDIAAN (lanjutan) 7. INVENTORIES (continued)
Mutasi dari provisi atas penurunan nilai persediaan Movement of provision for impairment of inventories
adalah sebagai berikut: is as follows:
2024 2023
Pada awal tahun 56,726,881 51,436,629 At beginning of year
Penambahan 4,497,685 6,429,126 Addition
Pemulihan (5,515,640) (1,138,874) Reversal
Penghapusan (19,157,101) - Write-off
Pada akhir tahun 36,551,825 56,726,881 At end of year
Biaya persediaan yang diakui sebagai beban untuk The cost of inventories recognised as expense for
tahun yang berakhir pada 31 Desember 2024 the year ended 31 December 2024 is US$104
adalah sebesar AS$104 juta (2023: AS$88,80 juta). million (2023: US$88.80 million).
Pada tanggal 31 Desember 2024 dan 2023, As at 31 December 2024 and 2023, management
manajemen melakukan pengujian atas penurunan performed an impairment assessment on inventory
nilai persediaan dengan mempertimbangkan value considering obsolete and slow-moving items
persediaan usang dan bergerak lambat disamping besides net realisable value of inventories.
nilai realisasi neto. Manajemen berpendapat bahwa Management believes that the provision impairment
provisi atas penurunan nilai persediaan tersebut of inventories is adequate to cover losses on
adalah cukup untuk menutup kerugian yang timbul inventory value.
dari penurunan nilai persediaan.
Persediaan Grup telah diasuransikan The inventories of the Group were insured with
kepada PT Asuransi Tugu Pratama Indonesia, PT Asuransi Tugu Pratama Indonesia, a
entitas yang berelasi dengan pemerintah, terhadap government-related entity, against fire, theft and
risiko kebakaran, pencurian, dan risiko lainnya other possible risks under pool policies with a total
berdasarkan suatu paket polis dengan nilai sum insured amounting to US$117.03 million
pertanggungan sebesar AS$117,03 juta (2023: US$117.03). Management believes that the
(2023: AS$117,03 juta). Manajemen berpendapat insurance coverage is adequate to cover possible
bahwa nilai pertanggungan tersebut cukup untuk losses on the inventories insured.
menutup kemungkinan kerugian atas persediaan
yang dipertanggungkan.
8. UANG MUKA DAN BEBAN DIBAYAR DIMUKA 8. ADVANCES AND PREPAID EXPENSES
2024 2023
Uang muka pembelian 30,278,791 38,052,543 Advances for purchases
Uang muka pegawai 2,063,110 2,664,050 Advances for employee
Lain-lain (masing-masing Others (each below
di bawah AS$1.000.000) 119,618 401,325 US$1,000,000)
32,461,519 41,117,918
Bagian lancar (31,569,882) (40,704,250) Current portion
Bagian tidak lancar 891,637 413,668 Non-current portion
Uang muka untuk pembelian terutama Advances for purchases primarily represent
mencerminkan pembayaran yang dilakukan kepada payments made to subcontractors and suppliers in
subkontraktor dan pemasok terkait instalasi dan relation to the installation and maintenance of cabin
pemeliharaan renovasi kabin, serta mesin dan refurbishments, as well as engine and general
kontrak pemeliharaan umum. maintenance contracts.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
524 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 525
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/40 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
9. ASET TETAP 9. FIXED ASSETS
2024
Awal/ Penambahan/ Pengurangan/ Reklasifikasi/ Revaluasi/ Akhir/
Beginning Addition Disposal Reclassification Revaluation Ending
Biaya perolehan Acquisition cost
Kepemilikan langsung: Directly owned:
Bangunan dan prasarana 37,839,364 25,745,956 * ) - - (1,796,188) 61,789,132 Building and improvements
Suku cadang rotable 102,411,044 - - - - 102,411,044 Rotable spare parts
Peralatan dan Warehouse tools
perlengkapan bengkel 116,063,702 737,764 - - - 116,801,466 and equipments
Peralatan kantor dan Office equipments
komputer 35,120,153 64,278 - - - 35,184,431 and computers
Perbaikan aset sewa 226,326 - - - - 226,326 Leasehold improvements
Aset dalam konstruksi 825,662 2,588,454 - - - 3,414,116 Assets under construction
292,486,251 29,136,452 - - (1,796,188) 319,826,515
Akumulasi penyusutan Accumulated depreciation
Kepemilikan langsung : Directly owned:
Bangunan dan prasarana (1,908,601) (1,898,469) - - 2,494,408 (1,312,662) Building and improvements
Suku cadang rotable (51,430,130) (4,979,880) - - - (56,410,010) Rotable spare parts
Peralatan dan Warehouse tools
perlengkapan bengkel (81,407,179) (4,204,323) - - - (85,611,502) and equipments
Peralatan kantor dan Office equipments
komputer (25,758,497) (1,413,697) - - - (27,172,194) and computers
Perbaikan aset sewa (226,326) - - - - (226,326) Leasehold improvements
(160,730,733) (12,496,369) - - 2,494,408 (170,732,694)
Nilai buku bersih 131,755,518 149,093,821 Net book value
2023
Awal/ Penambahan/ Pengurangan/ Reklasifikasi/ Revaluasi/ Akhir/
Beginning Addition Disposal Reclassification Revaluation Ending
Biaya perolehan Acquisition cost
Kepemilikan langsung: Directly owned:
Bangunan dan prasarana 39,726,407 2,985 - - (1,890,028) 37,839,364 Building and improvements
Suku cadang rotable 100,912,842 - - 1,498,202 - 102,411,044 Rotable spare parts
Peralatan dan Warehouse tools
perlengkapan bengkel 115,311,435 339,983 - 412,284 - 116,063,702 and equipments
Peralatan kantor dan Office equipments
komputer 34,794,565 300,602 - 24,986 - 35,120,153 and computers
Perbaikan aset sewa 226,326 - - - - 226,326 Leasehold improvements
Aset dalam konstruksi 916,463 327,057 (5,574) (412,284) - 825,662 Accumulated depreciation
291,888,038 970,627 (5,574) 1,523,188 (1,890,028) 292,486,251
Akumulasi penyusutan Accumulated depreciation
Kepemilikan langsung : Directly owned:
Bangunan dan prasarana (2,063,532) (2,349,810) - - 2,504,741 (1,908,601) Building and improvements
Suku cadang rotable (45,994,614) (5,435,516) - - - (51,430,130) Rotable spare parts
Peralatan dan Warehouse tools
perlengkapan bengkel (76,090,220) (5,316,959) - - - (81,407,179) and equipments
Peralatan kantor dan Office equipments
komputer (24,093,699) (1,664,798) - - - (25,758,497) and computers
Perbaikan aset sewa (226,326) - - - - (226,326) Leasehold improvements
(148,468,391) (14,767,083) - - 2,504,741 (160,730,733)
Provisi atas penurunan Provision for impairment
nilai suku cadang of rotable spare parts,
rotable , peralatan dan warehouse tools and
perlengkapan bengkel (8,183,096) - 8,183,096 - - - equipments
Nilai buku bersih 135,236,551 131,755,518 Net book value
*)
Sebagian besar terkait dengan transaksi Inbreng, lihat Catatan 39 *)
Mostly related to the Inbreng transaction, see Note 39
525
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 526
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/41 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
9. ASET TETAP (lanjutan) 9. FIXED ASSETS (continued)
Pada tahun 2023, terdapat reklasifikasi dari As at 31 December 2023, there were reclassification
persediaan ke aset tetap sebesar AS$1,52 juta of inventories to fixed assets amounting to US$1.52
berdasarkan penilaian manajemen atas sifat aset. million based on management’s assessment on the
assets nature.
Pada 30 Desember 2024, Garuda melakukan On 30 December 2024, Garuda conducted an
transaksi inbreng atas kepemilikan Hangar dan inbreng transaction transferring ownership of a
bangunan Annex dari Garuda kepada Perusahaan Hangar and the Annex building from Garuda to the
sebagai bentuk partisipasi Penambahan Modal Company as a form of participation in the
dengan Hak Memesan Efek Terlebih Dahulu Company's Additional Capital with Preemptive
(“PMHMETD”) (Catatan 39). Rights (“PMHMETD”) (Note 39).
Untuk tahun yang berakhir 31 Desember 2024, For the year ended 31 December 2024, depreciation
beban penyusutan sebesar AS$12,50 juta (2023: expenses amounting to US$12.50 million (2023:
AS$14,77 juta) seluruhnya dibebankan sebagai US$14.77 million) are charged to depreciation
beban penyusutan. expenses.
Aset dalam konstruksi terdiri dari: Assets under construction consist of the following:
2024
Persentase Estimasi
Nilai tercatat/ penyelesaian/ penyelesaian/
Carrying Nilai kontrak/ Percentage of Estimated
amount Contract value completion completion
Peralatan dan perlengkapan
bengkel 1,090,650 1,204,633 91% Mei/May 2025 Warehouse tools and equipments
Bangunan dan prasarana 2,323,466 5,658,429 41% Juli/July 2025 Building and improvements
3,414,116 6,863,062
2023
Persentase Estimasi
Nilai tercatat/ penyelesaian/ penyelesaian/
Carrying Nilai kontrak/ Percentage of Estimated
amount Contract value completion completion
Peralatan dan perlengkapan
bengkel 813,506 882,893 92% Mei/May 2024 Warehouse tools and equipments
Bangunan dan prasarana 12,156 12,796 95% Feb/Feb 2024 Building and improvements
825,662 895,689
Grup mempunyai aset tetap yang telah disusutkan The Group has fixed assets which are fully
penuh tetapi masih digunakan dengan harga depreciated but are still being used with acquisition
perolehan sebesar AS$103,79 juta (2023: AS$90,96 cost amounting to US$103.79 million (2023:
juta). US$90.96 million).
Pada tanggal 31 December 2024, tidak terdapat As at 31 December 2024, no fixed assets that are
aset tetap yang tidak dipakai untuk sementara temporarily out of use, discontinued from active use,
waktu, dihentikan dari penggunaan aktif atau or classified as held for sale. The total contractual
diklasifikasikan sebagai tersedia untuk dijual. Total commitment for the acquisition of fixed assets
komitmen kontraktual dalam perolehan aset tetap amounting to US$3.52 million (Note 32).
adalah sebesar AS$3,52 juta (Catatan 32).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
526 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 527
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/42 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
9. ASET TETAP (lanjutan) 9. FIXED ASSETS (continued)
Aset tetap telah diasuransikan kepada PT Asuransi Fixed assets were insured with PT Asuransi Tri
Tri Pakarta terhadap risiko kebakaran, pencurian Pakarta against fire, theft and other possible risks as
dan risiko lainnya sebagai berikut: follows:
2024 2023
Jumlah tercatat aset tetap Carrying amount of
yang diasuransikan 70,196,032 71,930,711 insured fixed assets
Jumlah pertanggungan asuransi 82,256,644 82,256,644 Total sum insured
Rupiah (dalam AS$ ekuivalen) Rupiah (in US$ equivalent)
Manajemen berpendapat nilai pertanggungan Management believes that the insurance coverage
tersebut cukup untuk menutup kemungkinan is adequate to cover possible losses on the assets
kerugian atas aset yang dipertanggungkan. insured.
Total nilai buku bersih aset tetap berupa bangunan The total net book value of fixed assets, such as
dan prasarana, peralatan dan perlengkapan building and improvements, warehouse tools and
bengkel, dan suku cadang rotable sebesar equipment, and rotable spare parts amounting to
AS$93,55 juta digunakan sebagai jaminan kepada US$93.55 million is used as collateral to PT Bank
PT Bank Negara Indonesia (Persero) Tbk (Catatan Negara Indonesia (Persero) Tbk (Note 13).
13).
Aset tetap yang dinyatakan dalam nilai wajar Fixed assets carried at fair value
Penilaian atas nilai wajar aset tetap berupa The revaluation of buildings and improvements was
bangunan dan prasarana dilakukan oleh penilai performed by independent appraisers, KJPP
independen, KJPP Karmanto & Rekan dalam Karmanto & Rekan as stated in the report dated 18
laporannya tertanggal 18 Maret 2025. Penilai March 2025. The independent appraiser Ir.
independen Ir. Karmanto, M. Ec. Dev., MAPPI (Cert) Karmanto, M. Ec. Dev., MAPPI (Cert) is registered in
tersebut telah teregistrasi di OJK. Metode penilaian OJK. The appraisal method used is the cost
yang digunakan adalah pendekatan biaya. approach.
Selisih nilai wajar aset dengan nilai tercatat The difference between the fair value and carrying
dikurangi dengan pajak tangguhan, dibukukan pada amount of the assets net of deferred tax, was
penghasilan komprehensif lain dan diakumulasi recorded in other comprehensive income and
dalam ekuitas pada bagian “Keuntungan revaluasi accumulated in equity as “Gain on revaluation of
aset tetap”. fixed asset”.
Jika bangunan dan prasarana diukur menggunakan If building and improvements had been measured on
nilai historis, nilai tercatat aset tetap tersebut adalah a historical cost basis, the asset’s carrying amount
sebesar AS$54,11 juta (2023: AS$29,57 juta). would have been US$54.11 million
(2023: US$29.57 million).
527
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 528
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/43 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
9. ASET TETAP (lanjutan) 9. FIXED ASSETS (continued)
Pembalikan penurunan nilai aset atas unit Impairment reversal of aircraft maintenance
penghasil kas jasa pemeliharaan pesawat services cash generating units
Pasca pemulihan Grup dari pandemi COVID-19, Post the recovery from COVID-19 pandemic, as at
pada tanggal 31 Desember 2023, Grup melakukan 31 December 2023, the Group has performed an
pengujian penurunan nilai pada tingkat Unit impairment reversal assessment at the Cash-
Penghasil Kas (“UPK”). Sebagai hasil dari Generating Unit (“CGU”) level. As a result, the
pengujian, nilai terpulihkan dengan menggunakan asset’s recoverable amount using Value in Use
Value in Use (”VIU”), atas unit penghasil kasnya (“VIU”) exceeded their carrying value of the cash
melebihi jumlah tercatatnya sehingga Grup generating unit, therefore management recognised
mengakui pembalikan penurunan nilai atas UPK an impairment reversal in relation to the aircraft
bisnis jasa pemeliharaan pesawat terbang sebesar maintenance services CGU amounting to US$8.18
AS$8,18 juta. million.
Grup dibantu oleh penilai independen eksternal The Group was assisted by an external independent
untuk memperkirakan jumlah terpulihkan UPK valuer to estimate the recoverable amount of the
dengan menggunakan pendekatan pendapatan CGU used an income approach which is predicted
yang diprediksi melalui nilai arus kas masa depan upon the value of the future cash flows that a
yang akan dihasilkan oleh suatu bisnis. Metode arus business will generate going forward. The
kas diskontoan yang digunakan meliputi proyeksi discounted cash flow method was used which
arus kas dan mendiskontokannya menjadi nilai kini. involves projecting cash flows and converting them
Proses pendiskontoan menggunakan tingkat into a present value equivalent through discounting.
pengembalian yang sesuai dengan risiko terkait The discounting process uses a rate of return that is
dengan bisnis atau aset dan nilai waktu uang. commensurate with the risk associated with the
business or asset and the time value of money.
Asumsi utama yang digunakan dalam VIU, The key assumptions used in the VIU calculations,
termasuk estimasi pertumbuhan pendapatan di included estimation of revenue growth in the
tahun mendatang, belanja modal, tingkat upcoming year, the capital expenditure, the long-
pertumbuhan jangka panjang yang digunakan untuk term growth rate used to estimate the terminal value
mengestimasi nilai terminal sebesar 2,28%, dan at 2.28% and the pre-tax discount rate used in the
tingkat diskonto sebelum pajak yang digunakan model at 11.71%.
dalam model sebesar 11,71%.
Pembalikan penurunan nilai aset telah diakui The asset impairment was fully reversed as at
seluruhnya pada 31 Desember 2023. 31 December 2023.
10. UTANG USAHA 10. TRADE PAYABLES
2024 2023
Pihak Berelasi (Catatan 30) Related Parties (Note 30)
Bagian lancar 4,865,365 10,391,617 Current portion
Bagian tidak lancar 2,635,490 9,755,745 Non-current portion
7,500,855 20,147,362
Pihak ketiga Third parties
Bagian lancar 59,854,571 67,128,735 Current portion
Bagian tidak lancar 8,743,176 14,340,693 Non-current portion
68,597,747 81,469,428
76,098,602 101,616,790
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
528 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 529
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/44 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
10. UTANG USAHA (lanjutan) 10. TRADE PAYABLES (continued)
Utang usaha berdasarkan mata uang asal terdiri Trade payables based on their original currencies
dari: consist of the following:
2024 2023
Dolar AS 56,863,619 78,842,659 US Dollars
Rupiah 16,906,366 21,447,204 Rupiah
Lainnya 2,328,617 1,326,927 Others
76,098,602 101,616,790
Utang usaha terutama merupakan utang kepada Trade payables mainly represent the outstanding
pemasok lokal dan asing untuk pembelian liabilities to local and foreign suppliers for purchases
persediaan. of inventories.
Pada tanggal 31 Desember 2024, utang usaha As at 31 December 2024, the Group's long-term
jangka panjang grup merupakan utang usaha trade payables represent trade payables to several
kepada beberapa pemasok yang telah vendors that have been restructured based on
direstrukturisasi berdasarkan negosiasi dengan negotiations with the respective vendors. The
masing-masing pemasok. Selisih antara nilai wajar difference between fair value and the book value of
dan nilai tercatat utang yang direstrukturisasi the restructured trade payables amounting to
sebesar AS$0,81 juta (2023: AS$0,26 juta) dicatat US$0.81 million (2023: AS$0.26 million) was
pada laporan laba rugi konsolidasian tahun berjalan. recorded in the current year consolidated statement
of profit or loss.
Pada 31 Desember 2024, amortisasi dampak As at 31 December 2024, the amortisation of the
restrukturisasi utang sebesar AS$1 juta dicatat impact of debt restructuring amounting to US$1
sebagai pendapatan lain-lain, bersih (2023: million was recorded as other income, net (2023:
AS$1,60). US$1.60 million).
Penghasilan dari restrukturisasi utang usaha Income from restructuring of trade payables
merupakan utang usaha sebesar AS$0,69 juta yang amounting US$0.69 million which was cancelled by
tidak jadi ditagihkan oleh pemasok selama tahun vendors in 2024 (2023: US$6.88 million).
2024 (2023: AS$6,88 juta).
11. AKRUAL 11. ACCRUALS
2024 2023
Purchase of inventories
Pembelian persediaan dan jasa 30,540,577 39,645,695 and services
Bonus dan tantiem 10,480,550 3,959,821 Bonuses and tantiem
Penalti dari kontrak 6,400,000 3,775,782 Penalty from contracts
Sewa dan konsesi 1,597,512 2,525,104 Rental and concession
Asuransi 251,434 817,889 Insurance
Lain-lain (masing-masing Others (each below
di bawah AS$ 1.000.000) 1,811,382 4,684,209 US$1,000,000)
51,081,455 55,408,500
Lihat Catatan 30 untuk informasi mengenai pihak Refer to Note 30 for details of related parties
berelasi. information.
529
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 530
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/45 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
12. PINJAMAN BANK JANGKA PENDEK 12. SHORT-TERM BANK BORROWINGS
2024 2023
Pihak ketiga: Third parties:
PT Bank Panin Tbk PT Bank Panin Tb k
("Panin") - 194,603 ("Panin")
- 194,603
Panin Panin
Pada tanggal 28 Juni 2022, Grup memperoleh On 28 June 2022, the Group obtained overdraft loan
fasilitas pinjaman overdraft dengan jaminan facility with restricted deposits as collateral from
deposito yang dibatasi dari Panin dengan jangka Panin with a maturity period until 28 June 2023. The
waktu jatuh tempo sampai dengan 28 Juni 2023. facility has a maximum limit of Rp3,000,000,000.
Jumlah limit maksimum fasilitas ini sebesar
Rp3.000.000.000.
Pada tanggal 28 Juni 2023, Grup melakukan On 28 June 2023, the Group extended the credit
perpanjangan perjanjian kredit sampai dengan 28 agreement until 28 June 2024 with a total facility of
Juni 2024 dengan jumlah fasilitas sebesar Rp3,000,000,000 (equivalent to US$194,603).
Rp3.000.000.000 (setara dengan AS$194.603).
Pada tanggal 19 Maret 2024, Grup telah melunasi On 19 March 2024, the Group has fully repaid all of
seluruh pinjamannya kepada Panin. its borrowings to Panin.
PT PPA Finance PT PPA Finance
Pada 20 Desember 2023, Grup memperoleh On 20 December 2023, the Group obtained facility
fasilitas dari PT PPA Finance dengan fasilitas from PT PPA Finance with a maximum facility
maksimum sebesar Rp20.000.000.000 (nilai penuh) amounting to Rp20,000,000,000 (full amount) or
atau setara dengan AS$1.217.952. Jangka waktu equivalent to US$1,217,952. The period facility is
fasilitas sampai dengan 19 Desember 2024. Tingkat until 19 December 2024. The collateral for this
diskonto sebesar 14% dibebankan dari nilai piutang facility is agreed invoices from Garuda. Discount
usaha. rate is 14% charged from trade receivables amount.
Sehubungan dengan perjanjian ini, Grup diwajibkan In relation to this agreement, the Group has to
memenuhi persyaratan dimana nilai aset harus 0,5 comply with a requirement where it’s assets should
kali lebih besar dari nilai fasilitas. Grup telah be 0.5 times greater than the facility. The Group has
memenuhi batasan yang diwajibkan dalam complied with the covenants in the agreement.
perjanjian.
Selama tahun berjalan, Grup melakukan pencairan During the current year, the Group made drawdowns
dan pelunasan atas fasilitas tersebut. Tidak ada and repayments on the facility. There were no
jumlah terutang per 31 Desember 2024 dan 2023. outstanding amounts as of 31 December 2024 and
2023.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
530 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 531
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/46 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
13. PINJAMAN JANGKA PANJANG 13. LONG-TERM BORROWINGS
2024 2023
Entitas berelasi dengan
Pemerintah Government related entities
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk ("BNI") 184,427,816 189,259,424 (Persero) Tbk ("BNI")
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk ("BRI") 130,545,333 135,674,545 (Persero) Tbk ("BRI")
Pihak ketiga: Third parties:
Maybank 34,701,893 36,154,809 Maybank
PT Indonesia Infrastructure PT Indonesia Infrastructure
Finance ("IIF") 26,205,011 24,047,917 Finance ("IIF")
CTBC 15,342,672 15,338,819 CTBC
391,222,725 400,475,514
Bagian jatuh tempo dalam
satu tahun (20,004,877) (9,913,139) Current maturities
Bagian jangka panjang - setelah
dikurangi bagian jatuh tempo dalam Long-term portion - net of
satu tahun 371,217,848 390,562,375 current maturities
BNI BNI
a. Fasilitas kredit investasi: Pembiayaan a. Investment credit facility: Finance development
pengembangan kemampuan dan penambahan capability and increase capacity for aircraft
kapasitas perawatan pesawat maintenance
Pada tanggal 28 April 2016, Grup memperoleh On 28 April 2016, the Group obtained an
fasilitas kredit investasi dengan limit sebesar investment credit facility with a limit of
AS$42.000.000, yang jatuh tempo pada tanggal US$42,000,000, due on 28 April 2021 at a
28 April 2021 dengan suku bunga floating interest rate of three-month LIBOR plus
mengambang sebesar LIBOR tiga bulanan 3.5% per annum. On 16 July 2020, the facility
ditambah 3,5% per tahun. Pada tanggal 16 Juli was extended to 27 April 2022.
2020, fasilitas ini diperpanjang hingga 27 April
2022.
Pada tanggal 24 Juni 2021, Grup On 24 June 2021, the Group signed an
menandatangani Persetujuan Perubahan Amendment of Restructuring Credit Facility with
Perjanjian Kredit Restrukturisasi dengan BNI BNI, which revised certain terms and conditions
yang mengubah beberapa syarat dan kondisi of the loan including a new schedule of
dari pinjaman termasuk jadwal pembayaran repayments starting in July 2022, with a final
yang baru mulai di Juli 2022 dengan batas akhir maturity in May 2023. The overall amended
pelunasan di Mei 2023. Fasilitas ini dikenakan facilities were borne at a fixed interest rate of
suku bunga tetap sebesar 3% per tahun sampai 3% per annum up to June 2022 and at a
dengan Juni 2022 dan suku bunga floating interest rate of three-month LIBOR plus
mengambang LIBOR tiga bulanan ditambah 3.5% per annum from July 2022 until the facility
3,5% per tahun dari Juli 2022 sampai dengan becomes due. On 4 August 2022, the credit
jatuh tempo fasilitas. Pada tanggal 4 Agustus was restructured.
2022, kredit ini direstrukturisasi.
531
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 532
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/47 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
13. PINJAMAN JANGKA PANJANG (lanjutan) 13. LONG-TERM BORROWINGS (continued)
BNI (lanjutan) BNI (continued)
a. Fasilitas kredit investasi: Pembiayaan a. Investment credit facility: Finance development
pengembangan kemampuan dan penambahan capability and increase capacity for aircraft
kapasitas perawatan pesawat (lanjutan) maintenance (continued)
Pada tanggal 23 Oktober 2018, Grup On 23 October 2018, the Group obtained
memperoleh fasilitas kredit modal kerja lainnya another working capital loan facility with a limit
sebesar AS$73.000.000, yang jatuh tempo of US$73,000,000, due on 23 October 2026 at
pada tanggal 23 Oktober 2026 dengan suku a floating interest rate of three-month LIBOR
bunga mengambang sebesar LIBOR tiga plus 3.05% per annum. On 24 June 2021, the
bulanan ditambah 3,05% per tahun. Pada Group signed an Amendment of Restructuring
tanggal 24 Juni 2021, Grup menandatangani Credit Facility with BNI, which revised certain
Persetujuan Perubahan Perjanjian Kredit terms and conditions of the loan including a
Restrukturisasi dengan BNI yang mengubah new schedule of repayments starting in July
beberapa syarat dan kondisi dari pinjaman 2022 with a final maturity of August 2027. The
termasuk jadwal pembayaran yang baru mulai overall amended facilities were borne at a fixed
di Juli 2022 dengan batas akhir pelunasan di interest rate of 3% per annum up to June 2022
Agustus 2027. Fasilitas ini dikenakan suku and at a floating interest rate of three-month
bunga tetap sebesar 3% per tahun sampai LIBOR plus 3.05% per annum from July 2022
dengan Juni 2022 dan suku bunga until the facility becomes due.
mengambang LIBOR tiga bulanan ditambah
3,05% dan per tahun dari Juli 2022 sampai
dengan jatuh tempo fasilitas.
Pada tanggal 4 Agustus 2022, Grup On 4 August 2022, the Group has signed an
menandatangani perjanjian restrukturisasi restructuring agreement with BNI, that
dengan BNI yang merestrukturisasi fasilitas restructured investment credit facility amounting
kredit investasi sebesar AS$42.000.000 dan to US$42,000,000 and working capital
modal kerja sebesar AS$73.000.000 menjadi amounting US$73,000,000 to a long-term loan
pinjaman jangka panjang Term Loan I dengan facilities Term Loan I with certain terms and
beberapa syarat dan kondisi dari pinjaman conditions of the loan including a new schedule
termasuk jadwal pembayaran dengan batas of repayments with a final maturity of December
akhir pelunasan di Desember 2035. Fasilitas ini 2035. The overall amended facilities were
dikenakan suku bunga tetap sebesar 3% per borne at a fixed interest rate of 3% per annum
tahun sampai dengan jatuh tempo fasilitas dan until the facility becomes due and a maximum
nilai maksimum sebesar AS$76.351.468. amount of US$76,351,468.
Sehubungan dengan perjanjian ini, Grup In relation to this agreement, the Group has to
diwajibkan memenuhi rasio keuangan cakupan comply with financial ratio which debt service
utang 100%. Pada 31 Desember 2023, Grup coverage ratio of 100%. As at 31 December
telah mendapatkan pengesampingan kewajiban 2023, the Group has obtained waiver until 31
memenuhi rasio keuangan sampai 31 December 2024. As at 31 December 2024, the
Desember 2024. Pada 31 Desember 2024, Group has complied with the covenant in the
Grup telah memenuhi batasan yang diwajibkan borrowing agreement.
dalam perjanjian pinjaman tersebut.
Tidak ada indikasi bahwa Grup mungkin There is no indication that the Group may
mengalami kesulitan dalam mematuhi experience difficulty in complying with the
persyaratan ketika persyaratan tersebut akan requirements when they are next tested at the
diuji berikutnya pada tanggal pelaporan 31 reporting date of 31 December 2025.
Desember 2025.
Pada 31 Desember 2024, nilai tercatat As at 31 December 2024, carrying amounts of
pinjaman sebesar AS$72.750.377. the borrowings amounted to US$72,750,377.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
532 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 533
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/48 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
13. PINJAMAN JANGKA PANJANG (lanjutan) 13. LONG-TERM BORROWINGS (continued)
BNI (lanjutan) BNI (continued)
b. Fasilitas kredit investasi: Pembiayaan b. Investment credit facility: Financing construction
pembangunan hanggar dan peralatan hanggar for hangar and hangar equipment
Pada tanggal 31 Mei 2013, Grup memperoleh On 31 May 2013, the Group obtained an
fasilitas kredit investasi yang jatuh tempo pada investment credit facility with maturity date of 26
tanggal 26 November 2025, dengan nilai November 2025, with a maximum amount of
maksimum sebesar Rp490.000.000.000 dan Rp490,000,000,000 and US$6,000,000, at a
AS$6.000.000, yang dikenakan suku bunga floating interest rate of three-month LIBOR plus
mengambang masing-masing sebesar LIBOR 3.5% per annum and a fixed rate of 6% per
tiga bulanan ditambah 3,5% per tahun dan suku annum, respectively. The credit facility is
bunga tetap 6% per tahun. Fasilitas kredit ini intended to finance the construction of a new
ditujukan untuk pembiayaan pembangunan hangar and hangar equipment.
hanggar baru dan peralatan hanggar.
Pada tanggal 24 Juni 2021, Grup On 24 June 2021, the Group signed an
menandatangani Persetujuan Perubahan Amendment of Restructuring Credit Facility with
Perjanjian Kredit Restrukturisasi dengan BNI BNI, which revised certain terms and conditions
yang mengubah beberapa syarat dan kondisi of the loan including a new schedule of
dari pinjaman termasuk jadwal pembayaran repayments starting in July 2022 with a final
yang baru mulai di Juli 2022 dengan batas akhir maturity of December 2026. The overall
pelunasan di Desember 2026. Fasilitas ini amended facilities were borne at a fixed interest
dikenakan suku bunga tetap sebesar 3% per rate of 3% per annum up to June 2022 and at a
tahun sampai dengan Juni 2022 dan suku floating interest rate of three-month LIBOR plus
bunga mengambang masing-masing LIBOR 3.5% and fixed interest rate 4.75% per annum
tiga bulanan ditambah 3,5% dan suku bunga for US$ loan from July 2022 until the facility
tetap 4,75% per tahun untuk pinjaman AS$ dari becomes due, respectively.
Juli 2022 sampai dengan jatuh tempo fasilitas.
Pada tanggal 4 Agustus 2022, Grup On 4 August 2022, the Group has signed an
menandatangani perjanjian restrukturisasi restructuring agreement with BNI, that
dengan BNI yang merestrukturisasi fasilitas restructured investment credit facility amounting
kredit investasi sebesar AS$31.591.164 dan to US$31,591,164 and US$6,000,000 to a long-
AS$6.000.000 menjadi pinjaman jangka term loan facilities Term Loan II with certain
panjang Term Loan II dengan beberapa syarat terms and conditions of the loan including a
dan kondisi dari pinjaman termasuk jadwal new schedule of repayments with a final
pembayaran dengan batas akhir pelunasan di maturity of December 2035. The overall
Desember 2035. Fasilitas ini dikenakan suku amended facilities were borne at a fixed interest
bunga tetap sebesar 3% per tahun sampai rate of 3% per annum until the facility becomes
dengan jatuh tempo fasilitas dan nilai due and a maximum amount of
maksimum sebesar AS$20.335.704. US$20,335,704.
Sehubungan dengan perjanjian ini, Grup In relation to this agreement, the Group has to
diwajibkan memenuhi rasio keuangan cakupan comply with financial ratio which debt service
utang 100%. Pada 31 Desember 2023, Grup coverage ratio of 100%. As at 31 December
telah mendapatkan pengesampingan kewajiban 2023, the Group has obtained waiver until 31
memenuhi rasio keuangan sampai 31 December 2024. As at 31 December 2024, the
Desember 2024. Pada 31 Desember 2024, Group has complied with the covenant in the
Grup telah memenuhi batasan yang diwajibkan borrowing agreement.
dalam perjanjian pinjaman tersebut.
Tidak ada indikasi bahwa Grup mungkin There is no indication that the Group may
mengalami kesulitan dalam mematuhi experience difficulty in complying with the
persyaratan ketika persyaratan tersebut akan requirements when they are next tested at the
diuji berikutnya pada tanggal pelaporan 31 reporting date of 31 December 2025. As at 31
Desember 2025. Pada 31 Desember 2024, nilai December 2024, carrying amounts of the
tercatat pinjaman sebesar AS$19.004.703. borrowings amounted to US$19,004,703.
533
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 534
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/49 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
13. PINJAMAN JANGKA PANJANG (lanjutan) 13. LONG-TERM BORROWINGS (continued)
BNI (lanjutan) BNI (continued)
c. Restrukturisasi pinjaman jangka pendek dan c. Restructuring short-term loan and factoring
liabilitas anjak piutang liabilities
Pada tanggal 24 Juni 2021, Grup On 24 June 2021, the Group signed an
menandatangani Adendum Perjanjian Addendum Restructuring Agreement with BNI
Restrukturisasi dengan BNI yang that restructured US$30,000,000 working
merestrukturisasi fasilitas kredit modal kerja capital credit facility and non-cash facility in the
sebesar AS$30.000.000 dan fasilitas non-tunai form of Omnibus Sight Usance, UPAS LC and
berupa Omnibus Sight Usance, UPAS LC dan SKBDN from BNI with a maximum amount of
SKBDN dari BNI dengan jumlah maksimum US$67,500,000 to a long-term loan with certain
fasilitas sebesar AS$67.500.000 menjadi terms and conditions of the loan including a
pinjaman jangka panjang dengan beberapa new schedule of repayments starting in July
syarat dan kondisi dari pinjaman termasuk 2022 with a final maturity of November 2027.
jadwal pembayaran yang baru mulai di Juli The overall amended facilities were borne at a
2022 dengan batas akhir pelunasan di fixed interest rate of 3% per annum up to June
November 2027. Fasilitas ini dikenakan suku 2022 and at a floating interest rate of three-
bunga tetap sebesar 3% per tahun sampai month LIBOR plus 2.75% and three-month
dengan Juni 2022 dan suku bunga LIBOR plus 3.5% per annum from July 2022
mengambang masing-masing LIBOR tiga until the facility becomes due, respectively.
bulanan ditambah 2,75% dan LIBOR tiga
bulanan ditambah 3,5% per tahun dari Juli
2022 sampai dengan jatuh tempo fasilitas.
Pada tanggal 4 Agustus 2022, Grup On 4 August 2022, the Group has signed an
menandatangani perjanjian restrukturisasi restructuring agreement with BNI, that
dengan BNI yang merestrukturisasi fasilitas restructured working capital credit facility of
kredit modal kerja sebesar AS$30.000.000 dan US$30,000,000 and non-cash facility in the
fasilitas non-tunai berupa Omnibus Sight form of Omnibus Sight Usance, UPAS LC and
Usance, UPAS LC dan SKBDN sebesar SKBDN of US$67,448,998 million to a long-
AS$67.448.998 menjadi pinjaman jangka term loan facilities Term Loan III with certain
panjang Term Loan III dengan beberapa syarat terms and conditions of the loan including a
dan kondisi dari pinjaman termasuk jadwal new schedule of repayments with a final
pembayaran dengan batas akhir pelunasan di maturity of December 2035. The overall
Desember 2035. Fasilitas ini dikenakan suku amended facilities were borne at a fixed interest
bunga tetap sebesar 3% per tahun sampai rate of 3% per annum until the facility becomes
dengan jatuh tempo fasilitas dan nilai due and a maximum amount of
maksimum sebesar AS$96.474.508. US$96,474,508.
Sehubungan dengan perjanjian ini, Grup In relation to this agreement, the Group has to
diwajibkan memenuhi rasio keuangan cakupan comply with financial ratio which debt service
utang 100%. Pada 31 Desember 2023, Grup coverage ratio of 100%. As at 31 December
telah mendapatkan pengesampingan kewajiban 2023, the Group has obtained waiver until 31
memenuhi rasio keuangan sampai 31 December 2024. As at 31 December 2024, the
Desember 2024. Pada 31 Desember 2024, Group has complied with the covenant in the
Grup telah memenuhi batasan yang diwajibkan borrowing agreement.
dalam perjanjian pinjaman tersebut.
Tidak ada indikasi bahwa Grup mungkin There is no indication that the Group may
mengalami kesulitan dalam mematuhi experience difficulty in complying with the
persyaratan ketika persyaratan tersebut akan requirements when they are next tested at the
diuji berikutnya pada tanggal pelaporan reporting date of 31 December 2025.
31 Desember 2025.
Pada 31 Desember 2024, nilai tercatat As at 31 December 2024, carrying amounts of
pinjaman sebesar AS$92.672.736. the borrowings amounted to US$92,672,736.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
534 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 535
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/50 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
13. PINJAMAN JANGKA PANJANG (lanjutan) 13. LONG-TERM BORROWINGS (continued)
BNI (lanjutan) BNI (continued)
c. Restrukturisasi pinjaman jangka pendek dan c. Restructuring short-term loan and factoring
liabilitas anjak piutang (lanjutan) liabilities (continued)
Semua fasilitas pinjaman BNI yang disebutkan All of the above-mentioned BNI loan facilities
di atas dijamin dengan aset tetap yang dibiayai are secured with fixed assets financed by these
melalui fasilitas ini (Catatan 9). facilities (Note 9).
Pada tanggal 15 September 2023 melalui Surat On 15 September 2023 through Letter No.
No. COB3/5/567, BNI telah memberikan COB3/5/567, BNI has given approval for the
persetujuan untuk proses pengikatan jaminan collateral binding process with a paripassu
dengan porsi paripassu terkait dengan portion related to the BRI Credit Agreement
perjanjian kredit BRI Adendum III Perjanjian Addendum III Credit Agreement No. 26 dated
Kredit No. 26 tanggal 29 Desember 2023 (lihat 29 December 2023 (see Note 13 - BRI).
Catatan 13 - BRI).
BRI BRI
a. Fasilitas kredit modal kerja a. Working capital credit facilities
Pada tanggal 20 Mei 2020, Grup memperoleh On 20 May 2020, the Group obtained
restrukturisasi untuk dua fasilitas kredit modal restructuring for two working capital credit
kerja dari BRI, dengan jumlah maksimum facilities from BRI, with a maximum amount of
sebesar AS$50.993.901 dan AS$39.465.026 US$50,993,901 and US$39,465,026 and a
dan jatuh tempo pada tanggal 31 Mei 2024. maturity date on 31 May 2024. Interest rates
Tingkat bunga sebesar 4,75% per tahun 4.75% per annum were charged to the
dibebankan ke saldo. balances.
Pada tanggal 29 Juni 2021, Grup On 29 June 2021, the Group signed an
menandatangani Adendum Perjanjian Addendum Restructuring Agreement with
Restrukturisasi dengan BRI yang mengubah BRI, which revised certain terms and
beberapa syarat dan kondisi dari pinjaman conditions of the loan including the
termasuk jumlah maksimum fasilitas menjadi maximum facilities of US$47,168,901 and
masing-masing AS$47.168.901 dan US$36,502,526, respectively and a new
AS$36.502.526 dan jadwal pembayaran yang schedule of repayments starting in 2023 with a
baru mulai di tahun 2023 dengan batas akhir final maturity in 2030. The overall amended
pelunasan di tahun 2030. Fasilitas ini facilities were borne at a fixed interest rate of
dikenakan suku bunga tetap sebesar 3% per 3% per annum up to December 2022 and at
tahun sampai dengan Desember 2022 dan 3.75% per annum until the facilities due.
3,75% per tahun sampai dengan jatuh tempo
fasilitas.
Pada tanggal 30 Desember 2022, Grup telah On 30 December 2022, the Group received
menerima surat pemberitahuan putusan notification letter regarding the redetermination
mengenai penetapan kembali bunga fasilitas of interest on credit facilities. This facility borne
kredit. Fasilitas ini dikenakan suku bunga tetap a fixed interest rate of 3% per annum starting
sebesar 3% per tahun yang berlaku mulai from January 2023 until the maturity due of the
Januari 2023 sampai dengan jatuh tempo facilities.
fasilitas.
Pada tanggal 10 April 2023, Grup telah As at 10 April 2023, Group received offering
menerima surat penawaran kredit nomor letter of credit with number
R.II.82.CRO/COD/LAD/04/2023, Grup tidak lagi R.II.82.CRO/COD/LAD/04/2023, the Group has
memiliki kewajiban untuk memenuhi rasio not obtained waiver for the financial ratio
keuangan. covenants.
535
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 536
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/51 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
13. PINJAMAN JANGKA PANJANG (lanjutan) 13. LONG-TERM BORROWINGS (continued)
BRI (lanjutan) BRI (continued)
a. Fasilitas kredit modal kerja (lanjutan) a. Working capital credit facilities (continued)
Pada tanggal 29 Desember 2023, Grup On 29 December 2023, the Group signed an
menandatangani Adendum III Perjanjian Kredit Addendum III Credit Agreement No. 26 with
No. 26 dengan BRI atas fasilitas kredit modal BRI, for working capital credit facilities with
kerja dengan jumlah maksimum fasilitas maximum facilities of US$47,168,901 and
AS$47.168.901 dan AS$36.502.526 serta US$36,502,526 and long-term loan with the
pinjaman jangka panjang dengan jumlah maximum facility of US$62,000,000 which new
maksimum fasilitas AS$62.000.000 dengan schedule of repayments started in 2023 with a
jadwal pembayaran dimulai di tahun 2023 final maturity in 2035. This facility bears a fixed
dengan batas akhir pelunasan di tahun 2035. interest rate of 3% per annum until May 2030,
Fasilitas ini dikenakan suku bunga tetap interest rate of June 2030 until December 2035
sebesar 3% per tahun sampai dengan Mei will be adjusted to the prevailing interest rate at
2030, suku bunga Juni 2030 sampai dengan the bank.
Desember 2035 akan disesuaikan dengan suku
bunga yang berlaku di bank.
Adendum perjanjian restrukturisasi ini juga The addendum restructuring agreement also
menyatakan bahwa Grup akan memberikan stated that the Group will pledge collateral for
jaminan terkait fasilitas tersebut yang bersifat these facilities which are cross-collateral with
cross collateral dengan fasilitas kredit dari credit facilities from other creditors who have
kreditur lain yang memiliki hak pari-passu (BRI, pari-passu rights (BRI, BNI, Maybank, CTBC,
BNI, Maybank, CTBC, dan IIF). Hal ini disetujui and IIF). This have been approved on the
dalam Rapat Umum Pemegang Saham pada General Meeting of Shareholders as at 28 June
28 Juni 2024. 2024.
Pada 31 Desember 2024, nilai tercatat As at 31 December 2024, carrying amounts of
pinjaman sebesar AS$75.138.124. the borrowings amounted to US$75,138,124.
b. Restrukturisasi pinjaman jangka pendek dan b. Restructuring short-term loan and factoring
liabilitas anjak piutang liabilities
Pada tanggal 29 Juni 2021, Grup On 29 June 2021, the Group signed an
menandatangani Adendum Perjanjian Addendum Restructuring Agreement with BRI
Restrukturisasi dengan BRI yang that restructured Kredit Modal Kerja Impor
merestrukturisasi Kredit Modal Kerja Impor (“KMKI”), and Penangguhan Jaminan Impor
(“KMKI”) dan Penangguhan Jaminan Impor (“PJI”) in the form of Surat Kredit Berdokumen
(“PJI”) dalam bentuk Surat Kredit Berdokumen Dalam Negeri (“SKBDN”), Letter of Credit
Dalam Negeri (“SKBDN”), Letter of Credit (“LC”), Sight/Usance/Usance Payable at Sight
(“LC”), Sight/Usance/Usance Payable at Sight (“UPAS”) and Standby Letter of Credit (“SBLC”)
(“UPAS”) dan Standby Letter of Credit (“SBLC”) amounting to US$28,000,000 and Supply Chain
sebesar AS$28.000.000 dan Supply Chain Financing (“SCF”) with a maximum facility
Financing (“SCF”) dengan fasilitas maksimum amount of US$34,000,000 to a long-term loan
sebesar AS$34.000.000 menjadi pinjaman with certain terms and conditions of the loan
jangka panjang dengan beberapa syarat dan including the maximum facility of
kondisi dari pinjaman termasuk jumlah US$62,000,000 million and a new schedule of
maksimum fasilitas menjadi AS$62.000.000 repayments starting in 2023 with a final maturity
dan jadwal pembayaran yang baru mulai di in 2030. The overall amended facilities were
tahun 2023 dengan batas akhir pelunasan di borne at a fixed interest rate of 3% per annum
tahun 2030. Fasilitas ini dikenakan suku bunga up to December 2022 and at 3.75% per annum
tetap sebesar 3% per tahun sampai dengan until the facility became due.
Desember 2022 dan 3,75% per tahun sampai
dengan jatuh tempo.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
536 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 537
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/52 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
13. PINJAMAN JANGKA PANJANG (lanjutan) 13. LONG-TERM BORROWINGS (continued)
BRI (lanjutan) BRI (continued)
b. Restrukturisasi pinjaman jangka pendek dan b. Restructuring short-term loan and factoring
liabilitas anjak piutang liabilities
Pada tanggal 30 Desember 2022, Grup telah On 30 December 2022, the Group received
menerima surat pemberitahuan putusan notification letter regarding the redetermination
mengenai penetapan kembali bunga fasilitas of interest on credit facilities. This facility borne
kredit. Fasilitas ini dikenakan suku bunga tetap a fixed interest rate of 3% per annum starting
sebesar 3% per tahun mulai periode Januari from January 2023 until the maturity due of the
2023 sampai dengan jatuh tempo fasilitas. facility.
Pada 31 Desember 2024, nilai tercatat As at 31 December 2024, carrying amounts of
pinjaman sebesar AS$55.407.209. the borrowings amounted to US$55,407,209.
Maybank Maybank
Pada tanggal 6 Juli 2020, Grup memperoleh On 6 July 2020, the Group obtained restructurisation
restrukturisasi fasilitas kredit dengan skema of credit facility with musyarakah scheme from short
musyarakah dari pinjaman jangka pendek menjadi term loan to long term loan, with a maximum
pinjaman jangka panjang, dengan jumlah amount of US$37,273,000 and a maturity date of 20
maksimum sebesar AS$37.273.000 dan jatuh July 2023 at a fixed rate of 4.5% per annum. On 19
tempo pada tanggal 20 Juli 2023 dengan suku August 2021, the Group signed an Addendum
bunga tetap sebesar 4,5% per tahun. Pada tanggal Facility Agreement with Maybank, which revised
19 Agustus 2021, Grup menandatangani Adendum certain terms and conditions of the loan, including a
Perjanjian Fasilitas dengan Maybank yang new schedule of repayments with a final maturity in
mengubah beberapa syarat dan kondisi dari July 2027.
pinjaman termasuk jadwal pembayaran dengan
batas akhir pelunasan di Juli 2027.
Pada tanggal 19 Juli 2022, Grup menandatangani On 19 July 2022, Group has signed Addendum for
Adendum Perjanjian Fasilitas dengan Maybank Credit Facility with Maybank, which revised certain
yang mengubah beberapa syarat dan kondisi dari terms and conditions of the loan including a new
pinjaman termasuk jadwal pembayaran dengan schedule of repayments with a final maturity in
batas akhir pelunasan di Desember 2035. Fasilitas December 2035. The overall facilities were borne at
ini dikenakan suku bunga tetap sebesar 2,5% per a fixed interest rate of 2.5% per annum until
tahun sampai Desember 2027. Kenaikan 0,25% per December 2027. Increase 0.25% per annum each
tahun untuk setiap tahun sampai dengan tanggal year until the facilities becomes due.
jatuh tempo.
Sehubungan dengan perjanjian ini, Grup diwajibkan In relation to this agreement, the Group has to
memenuhi rasio keuangan: (a) rasio lancar minimal comply with the following financial ratios: (a)
1 kali; (b) rasio utang dengan modal maksimal 3 minimum current ratio of one times; (b) maximum
kali; (c) rasio cakupan utang 100%. Pada tanggal 31 debt to equity ratio of 3 times; and (c) debt service
Desember 2023, Grup mendapatkan surat dari coverage ratio of 100%. As at 31 December 2023,
Maybank untuk mengesampingkan kewajiban the Group obtained the letter from Maybank to
pemenuhan rasio keuangan sampai Desember waive the financial ratio until December 2024.
2024.
Pada tanggal 31 Desember 2024, Grup On 31 December 2024, the Group obtained the
mendapatkan surat dari Maybank untuk letter from Maybank to waive the financial ratio until
mengesampingkan kewajiban pemenuhan rasio December 2025.
keuangan sampai Desember 2025.
Tidak ada indikasi bahwa Grup mungkin mengalami There is no indication that the Group may
kesulitan dalam mematuhi persyaratan ketika experience difficulty in complying with the
persyaratan tersebut akan diuji berikutnya pada requirements when they are next tested at the
tanggal pelaporan 31 Desember 2025. reporting date of 31 December 2025.
537
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 538
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/53 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
13. PINJAMAN JANGKA PANJANG (lanjutan) 13. LONG-TERM BORROWINGS (continued)
Maybank (lanjutan) Maybank (continued)
Pada 31 Desember 2024, nilai tercatat pinjaman As at 31 December 2024, carrying amounts of the
sebesar AS$34.701.893. Pada tanggal 29 Agustus borrowings amounted to US$34,701,893. On 29
2023 melalui Surat No. S.2023.110/MBI/DIR August 2023 through Letter
GLOBAL, Maybank telah memberikan persetujuan No. S.2023.110/MBI/DIR GLOBAL, Maybank has
untuk proses pengikatan jaminan dengan porsi given approval for the collateral binding process with
paripassu terkait dengan perjanjian kredit BRI a paripassu portion related to the BRI Credit
Adendum III Perjanjian Kredit No. 26 tanggal 29 Agreement Addendum III Credit Agreement No. 26
Desember 2023 (lihat Catatan 13 - BRI). dated 29 December 2023 (see Note 13 - BRI).
IIF IIF
Pada tanggal 24 September 2018, Grup On 24 September 2018, the Group obtained a
memperoleh fasilitas kredit modal kerja dari IIF working capital credit facility from IIF, with a
dengan nilai maksimum sebesar AS$35.000.000, maximum amount of US$35,000,000, a maturity
yang jatuh tempo pada tanggal 23 September 2021 date period until 23 September 2021, and at a
dengan suku bunga mengambang sebesar LIBOR floating interest rate of LIBOR plus 2.5% per annum.
ditambah 2,5% per tahun. Pada 16 Oktober 2020, On 16 October 2020, the Group extended the
Grup memperpanjang tanggal jatuh tempo hingga maturity date to 24 December 2022.
24 Desember 2022.
Pada tanggal 6 September 2021, Grup On 6 September 2021, the Group signed an
menandatangani Adendum Perjanjian Fasilitas Addendum Facility Agreement with IIF, which
dengan IIF yang mengubah beberapa syarat dan revised certain terms and conditions of the loan
kondisi dari pinjaman termasuk jadwal pembayaran including a new schedule of repayments with a final
dengan batas akhir pelunasan di Juli 2026 dengan maturity in July 2026 with floating interest rate of
suku bunga mengambang LIBOR ditambah 3,5% LIBOR plus 3.5% per annum and to waive the
per tahun serta mengesampingkan kewajiban financial ratio covenants until the loan due date.
memenuhi rasio keuangan sampai fasilitas jatuh
tempo.
Pada tanggal 1 September 2022, Grup On 1 September 2022, the Group signed an
menandatangani Adendum Perjanjian Fasilitas Addendum Facility Agreement with IIF, which
dengan IIF yang mengubah beberapa syarat dan revised certain terms and conditions of the loan
kondisi dari pinjaman termasuk jadwal pembayaran including a new schedule of repayments with a final
dengan batas akhir pelunasan di Desember 2035 maturity in December 2035 with floating interest rate
dengan suku bunga mengambang LIBOR ditambah of LIBOR plus 3.5% per annum. The total
3,5% per tahun. Total saldo pinjaman per 31 outstanding loan as at 31 December 2024
Desember 2024 sebesar AS$26.205.011 (2023: amounted to US$26,205,011 (2023:
AS$24.047.917). US$24,047,917).
Pada tanggal 15 Mei 2023, Grup mendapatkan On 15 May 2023, the Group received a interest rate
perubahan suku bunga Perjanjian Fasilitas dengan change of the Facility Agreement with IIF to Secured
IIF menjadi Secured Overnight Financing Rate Overnight Financing Rate (“SOFR”) plus Credit
(“SOFR”) ditambah Credit Adjustment Spread (CAS) Adjustment Spread (CAS) 0.1148% plus a margin of
0,1148% ditambah margin 3,5%. 3.5%.
Sehubungan dengan perjanjian ini, Grup diwajibkan In relation to this agreement, the Group has to
memenuhi rasio keuangan: (a) rasio lancar minimal comply with the following financial ratios: (a)
1.1 kali; (b) rasio utang dengan modal maksimal 3 minimum current ratio of 1.1 times; (b) maximum
kali; (c) rasio cakupan utang 100%; (d) rasio hutang debt to equity ratio of 3 times; and (c) debt service
(Debt) terhadapat EBITDA maksimal 3.5 kali. Pada coverage ratio of 100%; (d) maximum debt ratio to
tanggal 31 Desember 2024, Grup mendapatkan EBITDA of 3.5 times. As at 31 December 2024, The
pengesampingan kewajiban pemenuhan rasio Group has obtained waiver for the financial ratio
keuangan hingga 31 Desember 2028. covenants until 31 December 2028.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
538 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 539
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/54 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
13. PINJAMAN JANGKA PANJANG (lanjutan) 13. LONG-TERM BORROWINGS (continued)
IIF (lanjutan) IIF (continued)
Pada tanggal 30 Oktober 2023 melalui Surat No. On 30 October 2023 through Letter No.
S.1829/X/IIF/2023, IIF telah memberikan S.1829/X/IIF/2023, IIF has given approval for the
persetujuan untuk proses pengikatan jaminan collateral binding process with a paripassu portion
dengan porsi paripassu terkait dengan perjanjian related to the BRI Credit Agreement Addendum III
kredit BRI Adendum III Perjanjian Kredit No. 26 Credit Agreement No. 26 dated 29 December 2023
tanggal 29 Desember 2023 (lihat Catatan 13 - BRI). (see Note 13 - BRI).
Tidak ada indikasi bahwa Grup mungkin mengalami There is no indication that the Group may
kesulitan dalam mematuhi persyaratan ketika experience difficulty in complying with the
persyaratan tersebut akan diuji berikutnya pada requirements when they are next tested at the
tanggal pelaporan interim 31 Maret 2025. interim reporting date of 31 March 2025.
Pada 31 Desember 2024, nilai tercatat pinjaman As at 31 December 2024, carrying amounts of the
sebesar AS$26.205.011. borrowings amounted to US$26,205,011.
CTBC CTBC
Pada tanggal 17 Januari 2023, Grup On 17 January 2023, the Group signed an
menandatangani Perjanjian Restrukturisasi dengan Amendment Restructuring Agreement with CTBC,
CTBC, dimana fasilitas tersebut direstrukturisasi which the facility was restructured to a long-term
menjadi pinjaman jangka panjang dengan jangka loan with a final maturity date of 12 years until 2035.
waktu 12 tahun sampai dengan tahun 2035. Jumlah The total amount of restructured facility is amounting
keseluruhan fasilitas yang telah direstrukturisasi US$15,811,000. The overall amended facilities were
sebesar AS$15.811.000. Fasilitas ini dikenakan borne at a floating interest rate of one-month SOFR
suku bunga mengambang SOFR satu bulanan plus 0.5% per annum until December 2025, plus
ditambah 0,5% per tahun sampai Desember 2025, 1.0% per annum until December 2030 and plus
ditambah 1,0% per tahun sampai Desember 2030 1.25% per annum until December 2035.
dan ditambah 1,25% per tahun sampai dengan
Desember 2035.
Sehubungan dengan perjanjian ini, Grup diwajibkan In relation to this agreement, the Group has to
memenuhi rasio hutang (Debt) terhadap EBITDA comply with financial ratio which minimum debt ratio
minimum 100%. Pada 31 Desember 2024, Grup to EBITDA of 100%. As at 31 December 2024, the
telah memenuhi batasan yang diwajibkan dalam Group has complied with the covenant in the
perjanjian pinjaman tersebut. Walaupun demikian, borrowing agreement. However, The Group has
Grup telah mendapatkan pengesampingan obtained waiver for the financial ratio covenants until
kewajiban memenuhi rasio keuangan sampai 31 31 December 2025
Desember 2025.
Pada tanggal 29 Agustus 2023 melalui Surat No. On 29 August 2023 through Letter No.
MKR/ECT/185/VIII/2023, CTBC telah memberikan MKR/ECT/185/VIII/2023, CTBC has given approval
persetujuan untuk proses pengikatan jaminan for the collateral binding process with a paripassu
dengan porsi paripassu terkait dengan perjanjian portion related to the BRI Credit Agreement
kredit BRI Adendum III Perjanjian Kredit No. 26 Addendum III Credit Agreement No. 26 dated 29
tanggal 29 Desember 2023 (lihat Catatan 13 - BRI). December 2023 (see Note 13 - BRI).
Tidak ada indikasi bahwa Grup mungkin mengalami There is no indication that the Group may
kesulitan dalam mematuhi persyaratan ketika experience difficulty in complying with the
persyaratan tersebut akan diuji berikutnya pada requirements when they are next tested at the
tanggal pelaporan 31 Desember 2025. reporting date of 31 December 2025.
Pada 31 Desember 2024, nilai tercatat pinjaman As at 31 December 2024, carrying amounts of the
sebesar AS$15.342.672. borrowings amounted to US$15,342,672.
539
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 540
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/55 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
14. PERPAJAKAN 14. TAXATION
a. Pajak dibayar dimuka a. Prepaid taxes
2024 2023
Pajak Penghasilan badan: Corporate Income Tax:
Perusahaan The Company
Tahun 2024 1,285,358 - Year 2024
Tahun 2023 1,558,064 1,558,046 Year 2023
Tahun 2022 851,193 851,211 Year 2022
Tahun 2021 2,140,235 1,802,131 Year 2021
5,834,850 4,211,388
Entitas anak Subsidiaries
Tahun 2024 404,551 - Year 2024
Tahun 2023 506,751 409,231 Year 2023
Tahun 2022 - 159,004 Year 2022
Tahun 2021 - 81,575 Year 2021
Tahun 2020 - 181,973 Year 2020
911,302 831,783
6,746,152 5,043,171
Bagian jangka panjang (4,605,917) (5,043,171) Non-current portion
Bagian jangka pendek 2,140,235 - Current portion
Pajak lain-lain: Other taxes:
Perusahaan The Company
Pajak Pertambahan
Nilai ("PPN") 15,031,032 8,382,880 Value Added Taxes ("VAT")
Entitas anak Subsidiaries
PPN 10,715 154,145 VAT
15,041,747 8,537,025
Bagian jangka panjang (10,724,972) (5,815,021) Non-current portion
Bagian jangka pendek 4,316,775 2,722,004 Current portion
b. Utang pajak b. Taxes payable
2024 2023
Pajak lain-lain: Other taxes:
Perusahaan The Company
Pasal 21 7,183,066 4,621,642 Article 21
Pasal 23 659,376 603,111 Article 23
Pasal 4(2) 460,298 216,542 Article 4(2)
Pasal 26 6,039 119,840 Article 26
8,308,779 5,561,135
Entitas anak Subsidiaries
Pasal 21 735,318 356,042 Article 21
Pasal 23 2,119 30,869 Article 23
Pasal 4(2) 1,440 1,022 Article 4(2)
PPN 696,284 540,075 VAT
1,435,161 928,008
9,743,940 6,489,143
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
540 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 541
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/56 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
14. PERPAJAKAN (lanjutan) 14. TAXATION (continued)
c. Manfaat pajak penghasilan c. Income tax benefit
2024 2023
Beban pajak kini 355 1,056 Current tax expenses
Manfaat pajak tangguhan (2,156,285) (439,721) Deferred tax benefit
Manfaat pajak penghasilan (2,155,930) (438,665) Income tax benefit
Rekonsiliasi beban pajak penghasilan Tax reconciliation of income tax expense
diperhitungkan dengan mengalikan laba calculated by multiplying the consolidated
konsolidasian sebelum pajak penghasilan income before tax using applicable tax rate and
dengan tarif pajak yang berlaku dan beban income tax expenses consolidation is as
pajak penghasilan konsolidasian adalah follows:
sebagai berikut:
2024 2023
Laba konsolidasian sebelum pajak
penghasilan 24,744,115 19,730,024 Consolidated profit before income tax
(Dikurangi)/ditambah: (Deduct)/add:
Eliminasi konsolidasi 90,308 (895,840) Consolidation eliminations
Rugi sebelum pajak
penghasilan - entitas anak 171,840 1,225,917 Loss before income tax - subsidiaries
Laba sebelum pajak penghasilan - Profit before income tax -
Perusahaan 24,662,583 20,060,101 The Company
Beda temporer: Temporary differences:
Liabilitas imbalan kerja (48,658) 1,991,600 Employee benefits liabilities
Penyusutan aset hak guna 298,499 4,878,986 Depreciation of right-of-use assets
Provisi penurunan nilai Provision for impairment of
aset kontrak dan piutang 341,490 5,088,679 contract assets and receivables
Pemulihan atas penurunan nilai aset Recovery for impairment of
tetap - (8,183,096) fixed assets
Penyusutan 1,929,803 1,870,950 Depreciation
2,521,134 5,647,119
Beda permanen:
Beban yang tidak dapat dikurangkan Permanent differences:
secara pajak 23,286,028 13,573,033 Non-deductible expenses
Bagian atas (untung)/rugi bersih Share of net (gain)/loss of
entitas anak (90,308) 895,840 subsidiaries
Penghasilan keuangan yang dikenakan
pajak final (679,516) (272,577) Income subject to final income tax
22,516,204 14,196,296
Estimated tax income -
Taksiran laba fiskal - Perusahaan 49,699,921 39,903,516 The Company
Pemanfaatan akumulasi rugi fiskal (49,699,921) (39,903,516) Utilisation of accumulated tax losses
Beban pajak penghasilan kini Current tax expenses
- Perusahaan - - The Company -
- Entitas anak 355 1,056 Subsidiaries -
Beban pajak penghasilan kini
konsolidasian 355 1,056 Consolidated current tax expenses
541
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 542
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/57 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
14. PERPAJAKAN (lanjutan) 14. TAXATION (continued)
c. Manfaat pajak penghasilan (lanjutan) c. Income tax benefit (continued)
Perhitungan pajak penghasilan kini dilakukan Current income tax computations are based on
berdasarkan estimasi penghasilan kena pajak. estimated taxable income. The amounts may
Nilai tersebut mungkin disesuaikan saat SPT be adjusted when annual tax returns are filed
tahunan disampaikan ke Direktorat Jenderal with the Directorate General of Tax (“DGT”).
Pajak (“DJP”).
Rekonsiliasi antara beban pajak penghasilan The reconciliation between the income tax
dengan jumlah pajak teoritis atas laba expenses and the theoretical tax amount on the
konsolidasian sebelum pajak penghasilan consolidated profit before income tax is as
adalah sebagai berikut: follows:
2024 2023
Laba konsolidasian sebelum pajak
penghasilan 24,744,115 19,730,024 Consolidated profit before income tax
Pajak penghasilan dihitung dengan
tarif pajak yang berlaku 5,443,705 4,340,605 Income tax at applicable rate
Penghasilan yang dikenakan pajak final (149,494) (59,967) Income subject to final tax
Beban yang tidak dapat dikurangkan
secara pajak 5,122,926 3,183,152 Non-deductible expenses
Pengakuan aset pajak tangguhan dari Recognition of previously unrecognised
akumulasi rugi pajak yang deferred tax assets from
sebelumnya tidak diakui (12,648,195) (7,218,511) accumulated tax loss
Aset pajak tangguhan yang tidak diakui 75,128 (683,944) Unrecognised deferred tax assets
Manfaat pajak
penghasilan konsolidasian (2,155,930) (438,665) Consolidated income tax benefit
d. Aset pajak tangguhan d. Deferred tax assets
2024
(Dibebankan)
dikreditkan/
Dikreditkan/ pada laporan
(dibebankan) konsolidasian
pada laporan komprehensif
laba rugi lainnya/
konsolidasian/ (Charged)/
Credited/ credited to
1 Januari/ (charged) to consolidated 31 Desember/
January consolidated comprehensive December
2024 profit or loss income 2024
Perusahaan The Company
Penyusutan (10,883,260) 424,557 (186,008) (10,644,711) Depreciation
Penyusutan aset hak guna (7,641,259) 1,478,730 - (6,162,529) Depreciation of right-of-use assets
Liabilitas sewa 9,937,340 (1,413,060) - 8,524,280 Lease liabilities
Liabilitas imbalan kerja 6,100,252 (10,705) 19,794 6,109,341 Employee benefits liabilities
Akumulasi kerugian pajak 9,518,916 1,749,042 - 11,267,958 Tax losses carried forward
Aset pajak tangguhan - bersih 7,031,989 2,228,564 (166,214) 9,094,339 Deferred tax assets - net
Entitas anak The Subsidiary
Provisi atas penurunan nilai aset Provision for impairment of contract
kontrak dan piutang 385,603 (72,634) - 312,969 assets and receivables
Aset pajak tangguhan - bersih 7,417,592 2,155,930 (166,214) 9,407,308 Deferred tax assets - net
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
542 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 543
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/58 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
14. PERPAJAKAN (lanjutan) 14. TAXATION (continued)
d. Aset pajak tangguhan (lanjutan) d. Deferred tax assets (continued)
2023
Dikreditkan/
(dibebankan)
Dikreditkan/ pada laporan
(dibebankan) konsolidasian
pada laporan komprehensif
laba rugi lainnya/
konsolidasian/ Credited/
Credited/ (charged) to
1 Januari/ (charged) to consolidated 31 Desember/
January consolidated comprehensive December
2023 profit or loss income 2023
Perusahaan The Company
Penyusutan (11,164,940) 411,608 (129,928) (10,883,260) Depreciation
Penyusutan aset hak guna (8,645,878) 1,004,619 - (7,641,259) Depreciation of right-of-use assets
Liabilitas sewa 9,868,582 68,758 - 9,937,340 Lease liabilities
Liabilitas imbalan kerja 5,441,870 438,152 220,230 6,100,252 Employee benefits liabilities
Akumulasi kerugian pajak 11,228,922 (1,710,006) - 9,518,916 Tax losses carried forward
Aset pajak tangguhan - bersih 6,728,556 213,131 90,302 7,031,989 Deferred tax assets - net
Entitas anak The Subsidiary
Provisi atas penurunan nilai aset Provision for impairment of contract
kontrak dan piutang 159,013 226,590 - 385,603 assets and receivables
Aset pajak tangguhan - bersih 6,887,569 439,721 90,302 7,417,592 Deferred tax assets - net
Pada tanggal 31 Desember 2024, Grup tidak As at 31 December 2024, the Group did not
mengakui aset pajak tangguhan sebesar recognise deferred tax assets amounting to
AS$75 ribu (2023: aset pajak tangguhan US$75 thousand (2023: deferred tax assets
sebesar AS$0,68 juta), karena tidak terdapat amounting to US$0.68 million), as it is uncertain
kepastian bahwa jumlah laba fiskal pada masa that future taxable profits will be available
datang akan memadai untuk mengkompensasi against which the temporary differences can be
perbedaan temporer yang menimbulkan aset utilised.
pajak tangguhan tersebut.
e. Surat ketetapan pajak e. Tax assessment letters
Tahun fiskal 2020 Fiscal Year 2020
Pada bulan April 2023, Perusahaan menerima In April 2023, the Company received Tax
Surat Ketetapan Pajak lebih bayar atas Pajak Assessment Letter confirming an overpayment
Penghasilan Badan tahun pajak 2020 sebesar of Corporate Income Tax fiscal year 2020
Rp29,55 miliar (setara dengan AS$1,98 juta) amounting to Rp29.55 billion (equivalent to
dari klaim Rp29,55 miliar (setara dengan US$1.98 million) out of the claimed Rp29.55
AS$1,98 juta). Perusahaan menerima billion (equivalent to US$1.98 million). The
keputusan ini dan telah menerima Company accepted the result and received the
pengembalian pajak tersebut di bulan Mei tax refund in May 2023.
2023.
543
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 544
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/59 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
14. PERPAJAKAN (lanjutan) 14. TAXATION (continued)
e. Surat ketetapan pajak (lanjutan) e. Tax assessment letters (continued)
Tahun fiskal 2021 Fiscal Year 2021
Pada 3 April 2024, Perusahaan melakukan As at 3 April 2024, the Company made the first
pembetulan 1 SPT tahunan PPh badan tahun correction to the annual corporate income tax
2021 dengan lebih bayar sebesar Rp22,30 return fiscal year 2021 with an overpayment of
miliar (ekuivalen AS$1,56 juta). Perusahaan Rp22.30 billion (equivalent to US$1.56 million).
juga melakukan pembetulan SPT PPN Masa The Company also corrected the periodic VAT
Desember 2021 pada tanggal 8 April 2024 tax return December 2021 on 8 April 2024, with
dengan lebih bayar sebesar Rp41,96 miliar an overpayment of Rp41.96 billion (equivalent
(ekuivalen AS$2,72 juta). to US$2.72 million).
Pada 1 Agustus 2024, Perusahaan melakukan As at 1 August 2024, the Company made
pembayaran PPh pasal 22 impor dan PPN payments for import income tax article 22 and
impor tahun pajak 2021 masing-masing import value added taxes fiscal year 2021
sebesar Rp7,19 miliar (ekuivalen AS$0,44 juta) amounting Rp7.19 billion (equivalent to
dan Rp27,81 miliar (ekuivalen AS$1,69 juta). US$0.44 million) and Rp27.81 billion
Pembayaran pajak tersebut diajukan sebagai (equivalent to US$1.69 million), respectively.
sebagai kredit pajak dalam pembetulan 2 SPT The tax payments were claimed as tax credits
tahunan PPh badan tahun 2021 dan SPT PPN in the correction of annual Corporate Income
Masa Desember 2021 yang dilaporkan pada Tax return fiscal year 2021 and periodic VAT
Agustus 2024. tax return December 2021 reported in August
2024.
Terkait dengan pembayaran PPh pasal 22 Regarding the payment of Article 22 import
impor dan PPN impor tahun pajak 2021, maka income tax and import value added taxes fiscal
nilai restitusi atas lebih bayar PPh yang year 2021, the amount of refund for the
diajukan Grup pada pembetulan SPT PPh overpayment of income tax submitted by the
badan kedua adalah sebesar Rp29,50 miliar Group in the second correction of the corporate
(ekuivalen AS$2,04 juta). Sedangkan untuk income tax return is Rp29.50 billion (equivalent
pembetulan kedua SPT PPN Masa Desember to US$2.04 million). Meanwhile, the amount of
2021 adalah sebesar Rp69,77 miliar (ekuivalen tax return for the second correction of the
AS$4,32 juta). periodic VAT tax return December 2021
amounting Rp69.77 billion (equivalent to
US$4.32 million).
Pada tanggal 7 November 2024, Perusahaan As at 7 November 2024, the Company received
menerima Surat Pemberitahuan Pemeriksaan an Audit Notification Letter no. S-368/RIKSIS/
Lapangan no.S-368/RIKSIS/KPP.1904/2024 KPP.1904/2024 issued on 28 October 2024
yang diterbitkan tanggal 28 Oktober 2024 dari from the DGT for the audit of fiscal year 2021.
DJP untuk audit tahun pajak 2021. Sampai As of the date the consolidated financial
dengan tanggal laporan keuangan statements were issued, the Company had not
konsolidasian diterbitkan, Perusahaan belum yet received the tax audit results from the DJP.
menerima hasil audit pemeriksaan pajak dari
DJP.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
544 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 545
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/60 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
14. PERPAJAKAN (lanjutan) 14. TAXATION (continued)
e. Surat ketetapan pajak (lanjutan) e. Tax assessment letters (continued)
Tahun fiskal 2022 Fiscal Year 2022
Pada tanggal 5 Februari 2025, Perusahaan On 5 February 2025, the Company made a
melakukan pembetulan 1 SPT PPN Masa correction to the December 2022 VAT Period
Desember 2022 dengan lebih bayar sebesar Tax Return with an overpayment of IDR 27.92
Rp27,92 miliar (ekuivalen AS$1,73 juta). billion (equivalent to US$ 1.73 million). The
Perusahaan juga melakukan pembetulan 2 SPT Company also made second corrections to the
tahunan PPh Badan tahun 2022 dengan lebih annual Corporate Income Tax Returns for the
bayar sebesar Rp12,09 miliar (ekuivalen year 2022 with an overpayment of IDR 12.09
AS$831,81 ribu). Atas pembetulan SPT ini billion (equivalent to US$ 831.81 thousand).
Perusahaan mengajukan restitusi, dan sampai Regarding these tax return corrections, the
dengan tanggal laporan keuangan Company filed for a refund, and as of the date
konsolidasian diterbitkan, Perusahaan belum the consolidated financial statements were
menerima Surat Pemberitahuan Pemeriksaan issued, the Company had not yet received an
Lapangan atas pengajuan restitusi tersebut. Audit Notification Letter regarding the refund
application.
f. Administrasi f. Administration
Berdasarkan Undang-Undang Perpajakan yang Under the taxation laws of Indonesia, each
berlaku di Indonesia, tiap perusahaan di dalam company within the Group submits tax returns
Grup menghitung sendiri dan menyetorkan on the basis of self assessment. The DGT may
besarnya jumlah pajak yang terutang. DJP assess or amend taxes within five years of the
dapat menetapkan atau mengubah liabilitas time the tax becomes due.
pajak tersebut dalam batas waktu lima tahun
sejak saat terutangnya pajak.
g. Aturan Model Pilar Dua Organization for g. Organization for Economic Cooperation and
Economic Cooperation and Development Development (”OECD”) Pillar Two Model
(”OECD”) Rules
Peraturan Menteri Keuangan (“PMK”) No. PMK- The Ministry of Finance (“MoF”) Regulation No.
136 Tahun 2024 (“PMK-136”) telah PMK-136 Tahun 2024 (“PMK-136”) was
diundangkan di Indonesia, yurisdiksi dimana enacted in Indonesia, the jurisdiction in which
tempat Perseroan didirikan, dan akan berlaku the Company is incorporated, and will come
mulai 1 Januari 2025. Dikarenakan PMK-136 into effect from 1 January 2025. Since the
belum efektif pada tanggal pelaporan, Grup PMK-136 was not effective at the reporting
tidak memiliki eksposur atas pajak kini. Grup date, the Group has no related current tax
menerapkan pengecualian untuk mengakui dan exposure. The Group applies the exception to
mengungkapkan informasi tentang aset dan recognise and disclose information about
kewajiban pajak tangguhan terkait pajak deferred tax assets and liabilities related to
penghasilan Pilar Dua, sebagaimana diatur Pillar Two income taxes, as provided in the
dalam amendemen terhadap PSAK 212 “Pajak amendment to PSAK 212 “Income Taxes”
Penghasilan” yang diterbitkan pada bulan issued in December 2023.
Desember 2023.
Grup sedang dalam proses menilai apakah The Group is in the process of assessing
mereka termasuk dalam cakupan model Pilar whether they are within the scope of Pillar Two
Dua dan terdapat eksposur terhadap PMK-136 model and if there is any exposure to the PMK-
saat PMK-136 diberlakukan. Dikarenakan 136 for when PMK-136 comes into effect. Due
kompleksitas dalam penerapan PMK-136 dan to the complexities in applying the PMK-136
perhitungan pendapatan Global Anti-Base and calculating Global Anti-Base Erosion
Erosion (“GloBE”), dampak kuantitatif dari (“GloBE”) income, the quantitative impact of the
PMK-136 yang telah diundangkan belum dapat enacted PMK-136 is not yet reasonably
diperkirakan secara wajar. estimable.
545
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 546
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/61 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
15. LIABILITAS IMBALAN KERJA 15. EMPLOYEE BENEFIT LIABILITIES
Grup menyediakan imbalan pasca-kerja berupa The Group provides post-employment defined
program iuran pasti dan manfaat pasti dan imbalan contribution plans, defined post-employment plans
kerja jangka panjang lain untuk karyawan yang and other long-term benefits covering its qualifying
memenuhi persyaratan program. employees for each program.
a. Imbalan pascakerja a. Post-employment benefits
Program iuran pasti Defined contribution plan
Grup menyelenggarakan program pensiun The Group established a defined contribution
iuran pasti untuk seluruh karyawan tetapnya pension plan for all of its qualifying their
yang memenuhi persyaratan. Program pensiun permanent employees. The pension plan is
tersebut dikelola oleh Dana Pensiun Garuda managed by Dana Pensiun Garuda Indonesia
Indonesia (“DPGA”), yang akta pendiriannya (“DPGA”), whose Deed of Establishment was
telah disahkan oleh Menteri Keuangan Republik approved by the Minister of Finance of the
Indonesia dengan Surat Keputusan No. Republic of Indonesia in his Decision Letter No.
KEP-403/KM.17/1999 tanggal 15 November KEP-403/KM.17/1999 dated 15 November
1999. Iuran dana pensiun berjumlah sama 1999. The pension contributions are equivalent
dengan 8% dari gaji dasar karyawan dimana to 8% of employees’ base salaries wherein 2%
sebesar 2% ditanggung karyawan dan sisanya is assumed by the employees and the
ditanggung Grup. difference is assumed by the Group.
Grup menyediakan imbalan pasca-kerja berupa The Group provides post-employment defined
program iuran pasti dan manfaat pasti dan contribution plans, defined post-employment
imbalan kerja jangka panjang lain untuk plans and other long-term benefits covering its
karyawan yang memenuhi persyaratan qualifying employees for each program.
program.
Sesuai dengan amandemen Perjanjian Kerja In accordance with the amendments to the
Bersama (“PKB”) dan Peraturan Grup (“PP”) Cooperation Employee Agreement (“PKB”) and
pada tahun 2016, Grup menyelenggarakan the Group Regulation (“PP”) in 2016, the Group
tambahan program pensiun iuran pasti. Oleh provides an additional defined contribution
karena itu, Grup mengikutsertakan pension plan. Accordingly, the Group enrolled
karyawannya dalam program pensiun iuran its employees in the defined contribution
pasti yang dikelola Dana Pensiun Lembaga pension program which is managed by Dana
Keuangan (“DPLK”) BNI. Grup membayar Pensiun Lembaga Keuangan (“DPLK”) BNI.
kontribusi iuran sebesar 6% dari gaji dasar The Group pays a contribution fee of 6% of
karyawan. employees’ basic salaries.
Untuk tahun yang berakhir 31 Desember 2024, For the year ended 31 December 2024,
beban iuran pasti yang diakui dalam beban contribution expenses recognised under
pegawai sebesar AS$2,36 juta (2023: AS$3,10 employee expenses amounted to US$2.36
juta). million (2023: US$3.10 million).
Program imbalan pasti Defined benefit plan
Grup memberikan imbalan kepada karyawan The Group provides benefits to its qualifying
yang memenuhi persyaratan sesuai dengan employees in accordance with the Group’s
kebijakan Grup yang telah sesuai dengan policies which are in compliance to applicable
peraturan yang berlaku terkait dengan tenaga regulations related to manpower. The Group
kerja. Grup memperhitungkan akumulasi iuran has to treat the accumulation of contributions
yang dibayar kepada DPGA sebagai pengurang that have been paid to DPGA as deduction to
liabilitas program imbalan pasti sesuai dengan the defined benefit plan obligations in
peraturan Grup. accordance with the Group’s policies.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
546 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 547
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/62 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
15. LIABILITAS IMBALAN KERJA (lanjutan) 15. EMPLOYEE BENEFIT LIABILITIES (continued)
b. Imbalan kerja jangka panjang lain b. Other long-term benefits
Grup memberikan imbalan kerja jangka The Group provides other long-term benefits
panjang lain berupa penghargaan kepada such as awards to employees who have
karyawan yang telah bekerja selama 20 tahun already rendered 20 years of service (long
(penghargaan masa bakti) sesuai dengan service award) in accordance with the Group’s
kebijakan Grup. Tidak terdapat pendanaan policies. No funding has been made by
yang disisihkan Grup terkait dengan imbalan the Group in connection with this employment
kerja ini. benefit.
Pada tanggal 31 Desember 2024 dan 2023, As at 31 December 2024 and 2023, the cost of
perhitungan imbalan kerja program imbalan pasti providing the defined benefit plan and other long-
dan imbalan kerja jangka panjang lain dihitung oleh term benefits has been calculated by Kantor
Kantor Konsultan Aktuaria Riana & Rekan, aktuaris Konsultan Aktuaria Riana & Rekan, an independent
independen, sesuai dengan laporan aktuari tanggal actuary, in accordance with the actuary report dated
14 Maret 2025 dengan menggunakan asumsi utama 14 March 2025, using the following key
sebagai berikut: assumptions:
2024 2023
Tingkat diskonto 7.25% 6.75% Discount rate
Tingkat kenaikan gaji 7.00% 7.00% Future salary increment rate
Tingkat kematian 100% TMI4 100% TMI4 Mortality rate
Tingkat cacat 10% 10% Disability rate
Tingkat pengunduran diri 5% per tahun sampai 5% per tahun sampai Resignation rate
usia 25 tahun menurun usia 25 tahun menurun
secara garis lurus sampai secara garis lurus sampai
1% per tahun pada usia 46 tahun 1% per tahun pada usia 46 tahun
dan seterusnya konstan dan seterusnya konstan
1% per tahun/ 1% per tahun/
5% p.a. until age 25 and 5% p.a. until age 25 and
decreasing linearly to decreasing linearly to
1% p.a. at age 46 1% p.a. at age 46
and 1% p.a. thereafter and 1% p.a. thereafter
Tingkat pensiun normal 56 tahun/years 56 tahun/years Normal retirement rate
Rata-rata durasi kewajiban imbalan pasti adalah The weighted average duration of the defined
16,10 tahun (2023: 15,72 tahun). benefit obligation is 16.10 years (2023: 15.72
years).
Jumlah kewajiban imbalan pascakerja yang diakui The amounts of the post-employment benefit
pada laporan posisi keuangan konsolidasian obligation recognised in the consolidated statements
ditentukan sebagai berikut: of financial position are determined as follow:
2024
Imbalan kerja
jangka
Program panjang
imbalan lainnya/
pasti/ Other
Defined long-term Jumlah/
benefit plan benefits Total
Nilai kini liabilitas imbalan kerja 21,984,185 5,801,864 27,786,049 Present value obligation
Dikurangi: Less:
Liabilitas imbalan kerja
- lancar (3,995,792) (10,274) (4,006,066) Present value obligation - current
Nilai kini liabilitas imbalan kerja Present value obligation
- tidak lancar 17,988,393 5,791,590 23,779,983 non-current -
547
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 548
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/63 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
15. LIABILITAS IMBALAN KERJA (lanjutan) 15. EMPLOYEE BENEFIT LIABILITIES (continued)
2023
Imbalan kerja
jangka
Program panjang
imbalan lainnya/
pasti/ Other
Defined long-term Jumlah/
benefit plan benefits Total
Nilai kini liabilitas imbalan kerja 22,912,271 4,816,145 27,728,416 Present value obligation
Dikurangi: Less:
Liabilitas imbalan kerja
- lancar (3,274,853) - (3,274,853) Present value obligation - current
Nilai kini liabilitas imbalan kerja Present value obligation
- tidak lancar 19,637,418 4,816,145 24,453,563 non-current -
Mutasi kewajiban imbalan kerja adalah sebagai The movements in the employee benefit obligations
berikut: are as follow:
2024
Imbalan kerja
jangka
Program panjang
imbalan lainnya/
pasti/ Other
Defined long-term Jumlah/
benefit plan benefits Total
Nilai kini liabilitas imbalan kerja Present value employee benefits
- awal tahun 22,912,271 4,816,145 27,728,416 obligation - at beginning of the year
Biaya jasa kini 1,823,346 525,665 2,349,011 Current service cost
Biaya jasa masa lalu 7,183 - 7,183 Past service cost
Beban bunga 1,440,483 315,047 1,755,530 Interest expense
Pengukuran kembali - 386,984 386,984 Remeasurement
Dibebankan ke dalam laba rugi Charged to consolidated
konsolidasian (Catatan 22) 3,271,012 1,227,696 4,498,708 profit or loss (Note 22)
Pengukuran kembali liabilitas Remeasurement on liabilities
akibat: due to:
- Penyesuaian pengalaman 985,706 - 985,706 Experience adjustment -
- Perubahan asumsi keuangan (895,734) - (895,734) Change in financial assumptions -
Dikreditkan ke dalam penghasilan Credited to other comprehensive
komprehensif lain 89,972 - 89,972 income
Imbalan yang dibayarkan (3,229,626) - (3,229,626) Benefit payments
Perubahan kurs (1,059,444) (241,977) (1,301,421) Foreign exchange differences
Gerakan lainnya (4,289,070) (241,977) (4,531,047) Other movements
Nilai kini liabilitas imbalan Present value employee benefits
kerja - akhir tahun 21,984,185 5,801,864 27,786,049 obligation - at the end of year
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
548 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 549
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/64 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
15. LIABILITAS IMBALAN KERJA (lanjutan) 15. EMPLOYEE BENEFIT LIABILITIES (continued)
Mutasi kewajiban imbalan kerja adalah sebagai The movements in the employee benefit obligations
berikut: are as follow:
2023
Imbalan kerja
jangka
Program panjang
imbalan lainnya/
pasti/ Other
Defined long-term Jumlah/
benefit plan benefits Total
Present value employee benefits
Nilai kini liabilitas imbalan kerja obligation - at beginning of
- awal tahun 21,117,266 3,649,960 24,767,226 the year
Biaya jasa kini 1,743,388 466,929 2,210,317 Current service cost
Beban bunga 1,493,205 274,272 1,767,477 Interest expense
Pengukuran kembali - 364,321 364,321 Remeasurement
Dibebankan ke dalam laba rugi Charged to consolidated
konsolidasian (Catatan 22) 3,236,593 1,105,522 4,342,115 profit or loss (Note 22)
Pengukuran kembali liabilitas Remeasurement on liabilities
akibat: due to:
- Penyesuaian pengalaman 171,565 - 171,565 Experience adjustment -
- Perubahan asumsi keuangan 829,481 - 829,481 Change in financial assumption -
Dikreditkan ke dalam penghasilan Credited to other comprehensive
komprehensif lain 1,001,046 - 1,001,046 income
Imbalan yang dibayarkan (2,866,501) - (2,866,501) Benefit payments
Perubahan kurs 423,867 60,663 484,530 Foreign exchange differences
Gerakan lainnya (2,442,634) 60,663 (2,381,971) Other movements
Nilai kini liabilitas imbalan Present value employee benefit
kerja - akhir tahun 22,912,271 4,816,145 27,728,416 obligations - at the end of year
549
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 550
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/65 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
15. LIABILITAS IMBALAN KERJA (lanjutan) 15. EMPLOYEE BENEFIT LIABILITIES (continued)
Asumsi aktuarial yang signifikan untuk penentuan Significant actuarial assumptions for the
liabilitas imbalan kerja adalah tingkat diskonto dan determination of liabilities for employee benefit are
kenaikan gaji yang diharapkan. Analisis sensitivitas discount rate and expected salary increase. The
di bawah ini ditentukan berdasarkan masing-masing sensitivity analyses below have been determined
perubahan asumsi yang mungkin terjadi pada akhir based on possible changes in the respective
periode pelaporan, dengan semua asumsi lain assumptions occurring at the end of the reporting
konstan. period, while holding all other assumptions constant.
2024 2023
Imbalan kerja Imbalan kerja
Program jangka panjang Program jangka panjang
imbalan pasti/ lainnya/ imbalan pasti/ lainnya/
Defined Other long-term Defined Other long-term
benefit plan benefits benefit plan benefits
Tingkat diskonto Discount Rate
Tingkat diskonto +1% (1,575,606) (428,782) (1,630,046) (392,725) Discount rate +1%
Tingkat diskonto -1% 1,834,633 473,678 1,820,546 436,271 Discount rate -1%
Tingkat kenaikan gaji Future salary increment rate
Tingkat kenaikan gaji +1% 1,971,177 366,079 1,948,418 356,342 Salary increment rate +1%
Tingkat kenaikan gaji -1% (1,717,948) (337,200) (1,766,319) (326,413) Salary increment rate -1%
Analisis jatuh tempo yang diharapkan dari manfaat Expected maturity analysis of undiscounted pension
pensiun yang tidak terdiskonto adalah sebagai benefits is as follow:
berikut:
2024
Kurang 1 sampai 5 Lebih dari
dari 1 tahun/ tahun/ 5 tahun/
Less Between Over 5
than a year 1-5 years years
Program imbalan pasti 3,995,792 10,490,568 172,737,159 Defined benefit plan
Imbalan kerja jangka Other long-term
panjang lainnya 10,274 1,219,325 20,303,648 benefits
Saldo akhir 4,006,066 11,709,893 193,040,807 Ending balance
2023
Kurang 1 sampai 5 Lebih dari
dari 1 tahun/ tahun/ 5 tahun/
Less Between Over 5
than a year 1-5 years years
Program imbalan pasti 3,274,853 12,962,586 162,015,885 Defined benefit plan
Imbalan kerja jangka Other long-term
panjang lainnya - 633,827 19,224,351 benefits
Saldo akhir 3,274,853 13,596,413 181,240,236 Ending balance
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
550 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 551
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/66 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
16. SEWA 16. LEASES
a. Aset hak guna yang diakui dalam laporan posisi a. Right-of-use asset recognised in the
keuangan konsolidasian consolidated statement of financial position
Tabel berikut menunjukkan rincian aset hak The table shows details of right-of-use assets in
guna dalam laporan posisi keuangan the Group’s consolidated statement of financial
konsolidasian Grup: position:
2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Ending
balance Addition Deduction balance
Biaya perolehan: Acquisition cost:
Bangunan dan prasarana 5,745,534 949,162 (4,582,538) 2,112,158 Building and improvements
Tanah 45,551,921 104,016 - 45,655,937 Land
Peralatan dan Warehouse tools
perlengkapan bengkel 2,434,519 - - 2,434,519 and equipments
Peralatan kantor dan Office equipments
komputer 2,638,269 - - 2,638,269 and computers
Kendaraan - 1,095,827 - 1,095,827 Vehicle
56,370,243 2,149,005 (4,582,538) 53,936,710
Akumulasi penyusutan: Accumulated depreciation:
Bangunan dan prasarana (2,829,376) (887,972) 2,082,972 (1,634,376) Building and improvements
Tanah (14,854,430) (4,437,364) - (19,291,794) Land
Peralatan dan Warehouse tools
perlengkapan bengkel (2,295,010) (139,507) - (2,434,517) and equipments
Peralatan kantor dan Office equipments
komputer (1,658,431) (356,304) - (2,014,735) and computers
Kendaraan - (377,253) - (377,253) Vehicle
(21,637,247) (6,198,400) 2,082,972 (25,752,675)
Nilai buku bersih 34,732,996 (4,049,395) (2,499,566) 28,184,035 Net book value
2023
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Ending
balance Additions Deductions balance
Biaya perolehan: Acquisition cost:
Bangunan dan prasarana 5,745,534 - - 5,745,534 Building and improvements
Tanah 45,551,921 - - 45,551,921 Land
Peralatan dan Warehouse tools
perlengkapan bengkel 2,434,519 - - 2,434,519 and equipments
Peralatan kantor dan Office equipments
komputer 1,599,048 1,039,221 - 2,638,269 and computers
55,331,022 1,039,221 - 56,370,243
Akumulasi penyusutan Accumulated depreciation
Bangunan dan prasarana (2,412,782) (416,594) - (2,829,376) Building and improvements
Tanah (10,469,073) (4,385,357) - (14,854,430) Land
Peralatan dan Warehouse tools
perlengkapan bengkel (1,781,427) (513,583) - (2,295,010) and equipments
Peralatan kantor dan Office equipments
komputer (1,368,295) (290,136) - (1,658,431) and computers
(16,031,577) (5,605,670) - (21,637,247)
Nilai buku bersih 39,299,445 (4,566,449) - 34,732,996 Net book value
551
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 552
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/67 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
16. SEWA (lanjutan) 16. LEASES (continued)
Tabel berikut menunjukkan rincian liabilitas The table shows details of lease liabilities in the
sewa dalam laporan posisi keuangan Group’s consolidated statement of financial
konsolidasian Grup: position:
2024 2023
Liabilitas sewa bruto Gross lease liabilities
- pembayaran sewa minimum lease -
minimum payment
Tidak lebih dari satu tahun 10,973,925 14,962,108 Not later than one year
Lebih dari satu tahun dan kurang Over one year but no longer than
dari lima tahun 36,511,734 49,065,692 five years
Lebih dari lima tahun 13,317,451 10,661,028 Later than five years
Beban bunga di masa depan (15,532,261) (22,557,212) Future interest charges
Nilai kini liabilitas sewa 45,270,849 52,131,616 Present value of lease liabilities
Nilai kini liabilitas sewa Present value of lease liabilities
Tidak lebih dari satu tahun 6,624,431 9,778,332 Not later than one year
Lebih dari satu tahun dan kurang Over one year but no longer than
dari lima tahun 25,881,150 32,313,326 five years
Lebih dari lima tahun 12,765,268 10,039,958 Later than five years
45,270,849 52,131,616
Dikurangi: Less:
Bagian lancar (6,624,431) (9,778,332) Current portion
Bagian tidak lancar 38,646,418 42,353,284 Non-current portion
Rincian jumlah liabilitas sewa adalah sebagai Details of lease liabilities are as follow:
berikut:
2024 2023
Pihak berelasi (Catatan 30) 43,610,438 50,210,105 Related parties (Note 30)
Pihak ketiga 1,660,411 1,921,511 Third parties
45,270,849 52,131,616
b. Jumlah yang diakui dalam laporan laba/rugi b. Amounts recognised in the consolidated
konsolidasian statement of profit or loss
Dalam laporan laba rugi konsolidasian, Grup In the consolidated statement of profit or loss,
mengakui beban depresiasi atas aset hak guna the Group recognised depreciation expense on
dan beban keuangan atas liabilitas sewa right-of-use assets and finance cost from the
masing-masing sebesar AS$6,19 juta dan lease liabilities amounting to US$6.19 million
AS$5,19 juta (2023: AS$5,61 juta dan AS$5,42 and US$5.19 million, respectively (2023:
juta). US$5.61 million and US$5.42 million).
Grup mengakui beban yang berkaitan dengan The Group recognised expenses related short-
sewa aset jangka pendek, sewa aset bernilai term lease, low value asset and variable lease
rendah dan sewa variabel sebesar AS$2,52 juta amounting to US$2.52 million (2023: US$5.87
(2023: AS$5,87 juta). Pengeluaran kas untuk million). Payment for lease principal amounting
pembayaran pokok sewa adalah AS$7,47 juta to US$7.47 million (2023: US$5.89 million).
(2023: AS$5,89 juta).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
552 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 553
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/68 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
17. MODAL SAHAM 17. SHARE CAPITAL
Pemegang saham Grup pada tanggal 31 Desember The Group’s shareholders as at 31 December 2024
2024 dan 2023 adalah sebagai berikut: and 2023 were as follows:
2024 dan/and 2023
Persentase Total modal
Total saham/ kepemilikan/ disetor/
Number of Percentage Total paid-up
shares of ownership capital
Garuda 25,156,058,796 89.10% 195,806,416 Garuda
PT Aero Wisata 254,101,604 0.90% 1,977,843 PT Aero Wisata
Andi Fahrurrozi (Direktur) 144,400 0.00% 1,086 Andi Fahrurrozi (Director)
Pudjo Sarwoko (Direktur) 89,200 0.00% 671 Pudjo Sarwok o (Director)
Irvan Pribadi (Direktur) 62,800 0.00% 472 Irvan Pribadi (Director)
Masyarakat (masing-masing
dibawah 5% dari jumlah) 2,823,054,700 10.00% 21,229,167 Public (each below 5% of the total)
28,233,511,500 100.00% 219,015,655
18. TAMBAHAN MODAL DISETOR 18. ADDITIONAL PAID-IN CAPITAL
2024 2023
Tambahan modal disetor 1,142,271 1,142,271 Additional paid-in capital
Agio saham 62,932,264 62,932,264 Share premium
Biaya emisi saham (1,813,319) (1,813,319) Share pissuance cost
Pengampunan pajak 156,020 156,020 Tax amnesty
62,417,236 62,417,236
Tambahan modal disetor Additional paid-in capital
Akun ini merupakan selisih antara jumlah diterima This account represents the difference between the
atas utang jangka panjang dari Garuda, pemegang amount received from a long-term loan from Garuda,
saham, di tahun 2013, dan nilai wajar dari liabilitas a shareholder, in 2013, and fair value of the financial
keuangan sebesar Rp14.316.458.399 (setara liability amounting to Rp14,316,458,399 (equivalent
dengan AS$1.523.027) dikurangi pajak sebesar to US$1,523,027) net of tax amounting to
Rp3.579.114.600 (setara dengan AS$380.756). Rp3,579,114,600 (equivalent to US$380,756).
Agio saham Share premium
Agio saham berasal dari selisih antara harga Share premium arose from the difference between
penawaran saham sebesar Rp400 per saham dan the share offering price of Rp400 per share and the
nilai nominal sebesar Rp100 per saham pada saat nominal value of Rp100 per share at initial public
penawaran umum perdana Grup pada tahun 2017 offering in 2017 with a total aggregate amount of
dengan jumlah keseluruhan sebesar Rp847,005,346,925 (equivalent to US$62,932,264).
Rp847.005.346.925 (setara dengan
AS$62.932.264).
553
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 554
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/69 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
18. TAMBAHAN MODAL DISETOR (lanjutan) 18. ADDITIONAL PAID-IN CAPITAL (continued)
Pengampunan pajak Tax amnesty
Grup mengikuti program Pengampunan Pajak The Group participated in a Tax Amnesty program
dengan telah menyampaikan Surat Pernyataan and submitted an Asset Declaration Letter (“SPH”)
Harta (“SPH”) kepada Menteri Keuangan Republik for Tax Amnesty to the Finance Minister of the
Indonesia. Permohonan Pengampunan Pajak Grup Republic of Indonesia. The application for the Tax
telah disetujui oleh Direktorat Jenderal Pajak melalui Amnesty of the Group was approved by the
Surat Keterangan Pengampunan Pajak No. KET- Directorate General of Taxes through Tax
280/PP/WPJ.19/2017 pada tanggal 3 April 2017. Remission Certificate No. KET-280/PP/
Grup membukukan aset pengampunan pajak WPJ.19/2017 dated 3 April 2017. The Group
sebesar Rp2.078.500.000 (setara AS$156.020). recorded tax amnesty assets amounting to
Tidak terdapat liabilitas pengampunan pajak. Rp2,078,500,000 (equivalent to US$156,020). There
is no tax amnesty liability recorded.
Kenaikan aset pengampunan pajak dicatat sebagai An increase of tax amnesty assets recorded as
”tambahan modal disetor” sebesar AS$156.020. “additional paid-in capital” amounted to US$156,020.
19. RUGI KOMPREHENSIF LAIN 19. OTHER COMPREHENSIVE LOSS
2024 2023
Saldo awal tahun 16,353,693 16,118,527 At beginning of year
Keuntungan revaluasi aset tetap (698,220) (614,713) Gain on revaluation of fixed assets
Pengukuran kembali imbalan Remeasurement of post-
pasca kerja 89,972 1,001,046 employment benefit
Pajak penghasilan terkait 133,815 (84,993) Related income tax
Selisih kurs karena penjabaran Exchange differences due to
laporan keuangan 21,631 (66,174) financial statements translation
15,900,891 16,353,693
20. CADANGAN UMUM 20. GENERAL RESERVE
Berdasarkan Undang-Undang Perseroan Terbatas Based on Limited Liability Company Law No.40
No.40 Tahun 2007. Grup wajib menyisihkan jumlah Year 2007, the Group shall provide appropriation in
tertentu dari laba bersih setiap tahun buku untuk certain amounts, of its net income in each year for
cadangan apabila saldo laba positif sampai the general reserve if there are available retained
cadangan tersebut mencapai paling sedikit 20% dari earnings, until the general reserve reaches at least
jumlah modal yang ditempatkan dan disetor. 20% of issued and paid-up capital.
Pada tanggal 31 Desember 2024 dan 2023, Grup As at 31 December 2024 and 2023, the Group has
telah membentuk cadangan umum sebesar established a statutory reserve balance amounting
AS$7.492.540 dari jumlah modal ditempatkan dan to US$7,492,540 of its issued and paid-up capital.
disetor.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
554 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 555
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/70 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
21. PENDAPATAN 21. REVENUE
2024 2023
Reparasi dan overhaul 314,331,256 288,311,230 Repair and overhaul
Perawatan 84,801,965 65,275,499 Line maintenance
Operasi lainnya 22,089,965 19,620,255 Other operations
421,223,186 373,206,984
Berikut ini adalah rincian pendapatan usaha yang Revenues from the following customers represent
melebihi 10% dari jumlah pendapatan (Catatan 30): more than 10% of total revenues (Note 30):
2024 2023
Garuda 221,315,621 217,679,801 Garuda
Citilink 96,425,535 68,879,333 Citilink
317,741,156 286,559,134
22. BEBAN PEGAWAI 22. EMPLOYEE EXPENSES
2024 2023
Gaji dan tunjangan 104,046,275 90,704,609 Salaries and allowances
Imbalan kerja (Catatan 15) 4,498,708 4,342,115 Employee benefits (Note 15)
Insentif 4,338,004 1,935,836 Incentive
Biaya kontribusi dana pensiun 2,356,631 3,102,727 Pension contribution expense
(Catatan 15a) (Note 15a)
Lain-lain (masing-masing Others (each below
dibawah AS$1.000.000) 1,329,485 1,401,445 US$1,000,000)
116,569,103 101,486,732
23. BEBAN MATERIAL 23. MATERIAL EXPENSES
2024 2023
Suku cadang repairable 65,295,179 58,889,727 Repairable spare parts
Suku cadang expendable 38,707,768 29,908,342 Expendable spare parts
Kurir dan pengiriman 12,051,897 8,347,543 Courier and freight
Lain-lain (masing-masing Others (each
dibawah AS$1.000.000) 1,123,020 646,122 below US$1,000,000)
117,177,864 97,791,734
555
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 556
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/71 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
24. BEBAN SUBKONTRAK 24. SUBCONTRACT EXPENSES
2024 2023
Komponen subkontrak 99,565,037 105,117,288 Subcontract components
Jasa teknis dan penunjang Technical and ground
penerbangan 825,940 494,134 handling services
100,390,977 105,611,422
25. BEBAN OPERASIONAL 25. OPERATING EXPENSES
2024 2023
Pemeliharaan dan perbaikan 3,619,654 3,298,217 Maintenance and repairs
Perjalanan dan transportasi 3,054,677 1,762,070 Travel and transportation
Promosi 2,993,717 1,364,759 Promotion
Sewa 2,515,191 5,870,424 Rental
Listrik, air, dan telepon 1,941,897 2,728,616 Electricity, water, and telephone
Jasa profesional 1,878,128 897,278 Professional fees
Asuransi 886,327 1,364,946 Insurance
Importasi 195,703 791,285 Import
Lain-lain (masing-masing Others (each
dibawah AS$1.000.000) 3,356,612 4,206,658 below US$1,000,000)
20,441,906 22,284,253
Lihat Catatan 30 untuk rincian transaksi dengan Refer to Note 30 for details of related parties
pihak berelasi. transactions.
26. BEBAN/(PENDAPATAN) OPERASI LAINNYA, 26. OTHER OPERATING EXPENSES/(INCOME), NET
BERSIH
2024 2023
Penurunan nilai piutang usaha Impairment of trade receivables and
dan aset kontrak kepada pelanggan 6,355,927 851,534 contract assets to customers
(Pemulihan)/penurunan nilai persediaan (Reversal)/impairment of inventories
(Catatan 7) (1,017,955) 5,290,252 (Note 7)
Pemulihan nilai aset tetap Recovery of fixed assets
(Catatan 9) - (8,183,096) (Note 9)
Lain-lain (masing-masing Others (each
dibawah AS$1.000.000) 606,512 - below US$1,000,000)
5,944,484 (2,041,310)
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
556 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 557
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/72 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
27. BEBAN KEUANGAN 27. FINANCE COST
2024 2023
Liabilitas sewa 5,195,541 5,421,176 Lease liabilities
Pinjaman 14,970,923 18,197,882 Borrowings
20,166,464 23,619,058
28. PENGHASILAN LAIN-LAIN, BERSIH 28. OTHER INCOME, NET
2024 2023
Keuntungan selisih kurs, neto 1,794,249 1,820,801 Foreign exchange gains, net
Pendapatan lain-lain 270,327 - Other income
2,064,576 1,820,801
29. LABA PER SAHAM 29. EARNINGS PER SHARE
Laba per saham dasar dihitung dengan membagi Basic earnings per share is calculated by dividing
laba yang dapat diatribusikan kepada pemilik entitas profit attributable to owners of the parent by the
induk dengan jumlah rata-rata tertimbang saham weighted average number of ordinary shares
biasa yang beredar pada periode atau tahun yang outstanding during the period or years, respectively.
bersangkutan.
Berikut ini data yang digunakan untuk perhitungan Below is the data used for the computation of basic
laba per saham dasar: earnings per share:
2024 2023
Laba yang dapat diatribusikan Profit attributable to owners of
kepada pemilik induk 26,891,116 20,276,463 the parent
Weighted average number of
Rata-rata tertimbang jumlah saham outstanding share -
yang beredar - dasar dan dilusian 28,233,511,500 28,233,511,500 basic and diluted
Earnings per share
Laba per saham - dasar dan dilusian 0.0010 0.0007 basic and diluted -
Pada tanggal 31 Desember 2024 dan 2023, tidak As at 31 December 2024 and 2023, there were no
ada efek yang berpotensi menjadi saham. Oleh existing instruments which could result in the issue
karena itu, laba per saham dilusian sama dengan of further shares. Therefore, diluted earnings per
laba per saham dasar. share is equivalent to basic earnings per share.
Pada Januari 2025, Perusahaan mengalami In January 2025, the Company underwent a change
perubahan dalam struktur sahamnya sebagai bagian in its share structure as part of a corporate action,
dari tindakan korporasi, sebagaimana diungkapkan as disclosed in Note 39.
dalam Catatan 39.
557
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 558
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/73 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
30. SIFAT RELASI DAN TRANSAKSI DENGAN 30. NATURE OF RELATIONSHIP AND
PIHAK-PIHAK BERELASI TRANSACTIONS WITH RELATED PARTIES
Sifat relasi Nature of relationship
• Garuda adalah entitas induk Grup. • Garuda is the Group’s parent entity.
• Seluruh entitas yang dikendalikan oleh Garuda • All entities controlled by Garuda or where
serta entitas dimana Garuda memiliki pengaruh Garuda has significant influence are presented
signifikan disajikan sebagai pihak berelasi. as related parties.
• Pemerintah Republik Indonesia melalui • The Government of the Republic of Indonesia
Kementerian Keuangan adalah pemegang represented by the Ministry of Finance is the
saham utama Garuda. majority stockholder of Garuda.
• Seluruh entitas yang dimiliki dan dikendalikan • All entities that are owned and controlled by the
oleh Kementerian Keuangan dan Kementerian Ministry of Finance and Ministry of State-owned
Badan Usaha Milik Negara Pemerintah Republik Enterprises of the Republic of Indonesia
Indonesia serta entitas dimana Kementerian including entities where the Ministry of Finance
Keuangan dan Kementerian Badan Usaha Milik and Ministry of State-owned Enterprises
Negara Pemerintah Republik Indonesia memiliki Republic of Indonesia have significant influence.
pengaruh signifikan.
• Komisaris dan direksi merupakan manajemen • Commissioners and directors are considered key
kunci. management personnel.
Saldo dan transaksi dengan pihak-pihak berelasi Balances and transactions with related parties
% terhadap Aset (Liabilitas)/
Jumlah/Total % to Assets (Liabilities)
2024 2023 2024 2023
Kas dan setara kas/
Cash and cash equivalents
BNI 5,139,578 8,568,163
BRI 3,957,999 2,289,411
PT Bank Mandiri (Persero) Tbk ("Mandiri") 621,877 6,548,783
PT Bank Syariah Indonesia 151,983 144,930
PT Bank Tabungan Negara (Persero) Tbk 1,752 90
PT Bank Pembangunan Daerah Jawa Barat
dan Banten TK ("Bank BJB") 28 42
9,873,217 17,551,419 2.33% 3.90%
Kas dan setara kas yang
dibatasi penggunaannya/
Restricted cash and cash equivalents
BNI 902,880 164,372
Mandiri - 194,603
902,880 358,975 0.21% 0.08%
Piutang usaha/
Trade receivables
Citilink 45,852,094 39,352,403
Garuda 13,891,817 19,931,207
Lain - lain/Others 724,897 2,068,491
60,468,808 61,352,101 14.24% 13.63%
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
558 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 559
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/74 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
30. SIFAT RELASI DAN TRANSAKSI DENGAN 30. NATURE OF RELATIONSHIP AND
PIHAK-PIHAK BERELASI (lanjutan) TRANSACTIONS WITH RELATED PARTIES
(continued)
Saldo dan transaksi dengan pihak-pihak berelasi Balances and transactions with related parties
(lanjutan) (continued)
% terhadap Aset (Liabilitas)/
Jumlah/Total % to Assets (Liabilities)
2024 2023 2024 2023
Aset kontrak/
Contract assets
Garuda 25,896,811 29,961,592
Citilink 1,559,123 9,776,933
27,455,934 39,738,525 6.47% 8.83%
Utang usaha - bagian jangka pendek/
Trade payables - current portion
Garuda 2,035,569 1,889,989
Citilink 1,804,186 94,429
PT Angkasa Pura Indonesia 519,036 6,779,572
PT Aerotrans Services 173,338 920,068
Gapura 104,094 414,292
Lain - lain/Others 229,142 293,267
4,865,365 10,391,617 0.71% 1.37%
Akrual/Accrual
Garuda 5,732,524 1,806,437
PT Aero Systems Indonesia 310,547 292,868
PT Aerotrans Services Indonesia 197,335 356,588
Lain - lain/Others 570,333 956,201
6,810,739 3,412,094 1.00% 0.45%
Utang usaha, bagian jangka panjang/
Trade payables, non current portion
PT Angkasa Pura Indonesia 2,635,490 9,755,745 0.39% 1.28%
2,635,490 9,755,745
Liabilitas sewa/Lease liabilities
PT Angkasa Pura Indonesia 43,105,400 46,438,551
Garuda - 3,771,554
Lain - lain/Others 505,038 -
43,610,438 50,210,105 6.39% 6.60%
Pinjaman jangka panjang/
Long-term loans
BNI 184,427,816 189,259,424
BRI 130,545,333 141,658,833
314,973,149 330,918,257 46.15% 43.47%
559
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 560
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/75 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
30. SIFAT RELASI DAN TRANSAKSI DENGAN 30. NATURE OF RELATIONSHIP AND
PIHAK-PIHAK BERELASI (lanjutan) TRANSACTIONS WITH RELATED PARTIES
(continued)
Saldo dan transaksi dengan pihak-pihak berelasi Balances and transactions with related parties
(lanjutan) (continued)
% terhadap Aset (Liabilitas)/
Jumlah/Total % to Assets (Liabilities)
2024 2023 2024 2023
Liabilitas kontrak/Contract liabilities
Garuda 43,953,199 79,407,092
Citilink 17,646,127 10,149,125
61,599,326 89,556,217 9.03% 11.77%
% terhadap Beban keuangan/
Jumlah/Total % to Finance costs
2024 2023 2024 2023
Beban keuangan/Finance costs
BNI 6,104,038 6,707,738
BRI 4,640,335 5,248,643
Lain-lain/Others - 558,861
10,744,373 12,515,242 65.09% 52.99%
% terhadap Beban usaha/
Jumlah/Total % to Operating expenses
2024 2023 2024 2023
Beban usaha/Operating expenses
PT Angkasa Pura Indonesia 8,294,962 7,922,960
PT Asuransi Jiwa Inhealth Indonesia 4,901,811 4,680,824
PT Aerotrans Services Indonesia 1,812,296 2,050,273
BPJS Kesehatan 1,581,267 1,547,240
PT PLN (Persero) 1,541,373 3,000,330
Garuda 1,517,443 740,719
Citilink 1,084,830 -
PT Gapura Angkasa 674,256 384,711
PT Aero Systems Indonesia 614,557 514,034
PT Telekomunikasi Indonesia (Persero) Tbk 194,402 377,469
Lain - lain/Others 860,780 241,034
23,077,977 21,459,594 5.88% 6.21%
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
560 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 561
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/76 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
30. SIFAT RELASI DAN TRANSAKSI DENGAN 30. NATURE OF RELATIONSHIP AND
PIHAK-PIHAK BERELASI (lanjutan) TRANSACTIONS WITH RELATED PARTIES
(continued)
Pendapatan dari pihak berelasi dan manfaat Revenues from related parties and benefits to
pada Komisaris dan Direktur Grup the Commissioners and Directors of the Group
a. Untuk tahun yang berakhir pada 31 Desember a. For the year ended 31 December 2024,
2024, pendapatan dari pihak berelasi revenues from related parties constituted 78%
merupakan 78% (2023: 77%) dari total (2023: 77%) of the total revenues.
pendapatan.
Rincian pendapatan dari pihak berelasi adalah The details of revenues from related parties are
sebagai berikut: as follows:
2024 2023
Garuda 221,315,621 217,679,801 Garuda
Citilink 96,425,535 68,879,333 Citilink
PT Pertamina (Persero) 7,221,829 - PT Pertamina (Persero)
PT PLN (Persero) 1,489,890 781,495 PT PLN (Persero)
PT Gapura Angkasa 467,415 292,393 PT Gapura Angkasa
Lain-lain 1,676,004 - Others
Jumlah 328,596,294 287,633,022 Total
b. Grup menyediakan manfaat pada Komisaris b. The Group provides benefits to the
dan Direktur Grup sebagai berikut: Commissioners and Directors of the Group as
follows:
2024 2023
Komisaris Commissioners
Imbalan kerja jangka pendek 787,327 829,508 Short term benefits
Imbalan kerja Other long-term
jangka panjang lainnya 72,817 83,135 employee benefits
860,144 912,643
Direksi Directors
Imbalan kerja jangka pendek 1,762,764 1,887,166 Short term benefits
Imbalan kerja Other long-term
jangka panjang lainnya 247,858 152,999 employee benefits
2,010,622 2,040,165
31. INFORMASI SEGMEN 31. SEGMENT INFORMATION
Grup melaporkan segmen-segmen berdasarkan The Group’s reportable segments are based on its
jasa yang diberikan: operating divisions:
a. Jasa pemeliharaan dan perbaikan pesawat a. Repair and maintenance airframe, engine and
airframe, engine, dan component, component,
b. Jasa pemeliharaan dan perbaikan pesawat line b. Line maintenance and technical ground
maintenance dan technical ground handling, handling, and
dan
c. Operasi lainnya dari entitas anak. c. Other operations from subsidiary.
561
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 562
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/77 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
31. INFORMASI SEGMEN (lanjutan) 31. SEGMENT INFORMATION (continued)
Berikut ini adalah informasi segmen berdasarkan The following represents segment information based
segmen operasi: on the operating divisions:
2024
Jumlah
Reparasi dan Operasi sebelum
overhaul/ Perawatan/ lain-lain/ eliminasi/
Repair Line Other Total before Eliminasi Jumlah/
and overhaul maintenance operations elimination Elimination Total
PENDAPATAN SEGMEN 314,331,256 84,801,965 24,983,207 424,116,428 (2,893,242) 421,223,186 SEGMENT REVENUES
LABA SEGMEN 17,666,924 24,040,770 296,389 42,004,083 - 42,004,083 SEGMENT INCOME
Penghasilan keuangan - - - - - 337,803 Finance income
Beban keuangan - - - - - (20,166,464) Finance cost
Pendapatan lain-lain, bersih - - - - - 2,568,693 Other income, net
Laba sebelum pajak 24,744,115 Income before tax
INFORMASI LAINNYA ASET OTHER INFORMATION ASSETS
Aset tetap segmen 146,578,794 2,101,273 413,754 149,093,821 - 149,093,821 Segment assets
Aset tidak dapat dialokasi - - - - - 275,536,382 Unallocated assets
Total aset 424,630,203 Total assets
KEWAJIBAN LIABILITIES
Kewajian tidak dapat dialokasi - - - - - 682,531,506 Unallocated liabilities
Penyusutan 18,170,164 439,921 84,684 18,694,769 - 18,694,769 Depreciation
2023
Jumlah
Reparasi dan Operasi sebelum
overhaul/ Perawatan/ lain-lain/ eliminasi/
Repair Line Other Total before Eliminasi Jumlah/
and overhaul maintenance operations elimination Elimination Total
PENDAPATAN SEGMEN 288,311,230 65,275,499 21,203,324 374,790,053 (1,583,069) 373,206,984 SEGMENT REVENUES
LABA SEGMEN 15,653,044 13,138,126 (1,089,770) 27,701,400 - 27,701,400 SEGMENT INCOME
Penghasilan keuangan - - - - - 238,867 Finance income
Beban keuangan - - - - - (23,619,058) Finance cost
Pendapatan lain-lain, bersih - - - - - 15,408,815 Other income, net
Laba sebelum pajak 19,730,024 Income before teax
INFORMASI LAINNYA ASET OTHER INFORMATION ASSETS
Aset tetap segmen 129,145,415 2,407,856 202,247 131,755,518 - 131,755,518 Segment assets
Aset tidak dapat dialokasi - - - - - 318,265,585 Unallocated assets
Total aset 450,021,103 Total assets
KEWAJIBAN LIABILITIES
Kewajian tidak dapat dialokasi - - - - - 761,183,005 Unallocated liabilities
Penyusutan 18,886,371 1,426,991 59,391 20,372,753 - 20,372,753 Depreciation
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
562 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 563
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/78 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
32. PERIKATAN 32. COMMITMENTS
a. Grup memiliki bank garansi yang digunakan a. The Group has bank guarantees which were
sebagai jaminan pelaksanaan pekerjaan. Bank used as work performance guarantees. The
garansi dijamin dengan setara kas sebesar bank guarantees are secured with a cash
AS$902.880 yang ditempatkan dalam rekening equivalent of US$902,880 which was placed in
tersendiri. a separate account.
b. Pada tanggal 31 Desember 2024, Perusahaan b. As at 31 December 2024, the Company signed
memiliki perjanjian dengan Gandhi Automation an agreement with Gandhi Automation Pvt Ltd
Pvt Ltd dan PT Cinco Jaya Perkasa untuk and PT Cinco Jaya Perkasa for the construction
pembangunan pintu hanggar di Hanggar 1 of hangar door in Hangar 1 wide-body aircraft.
pesawat wide-body. Nilai masing-masing The total contracts amounting to US$1,805,964
kontrak adalah sebesar AS$1.805.964 dan and US$1,718,057, respectively. The maximum
AS$1.718.057. Jangka waktu maksimal untuk period of hangar door completion is no later
penyelesaian pintu hanggar adalah tidak than July 2025.
melewati Juli 2025.
33. MANAJEMEN PERMODALAN 33. CAPITAL MANAGEMENT
Dalam mengelola permodalannya, Grup senantiasa In managing its capital, the Group safeguards its
mempertahankan kelangsungan usaha serta ability to continue as a going concern and to
memaksimalkan manfaat bagi pemegang saham maximise benefits to the shareholders and other
dan pemangku kepentingan lainnya. stakeholders.
Grup secara aktif dan rutin menelaah dan mengelola The Group actively and regularly reviews and
permodalannya untuk memastikan struktur modal manages its capital to ensure the optimal capital
dan pengembalian yang optimal bagi pemegang structure and return to the shareholders, taking into
saham, dengan mempertimbangkan efisiensi consideration the efficiency of capital use based on
penggunaan modal berdasarkan arus kas operasi operating cash flows and capital expenditure and
dan belanja modal, serta mempertimbangkan also consideration of future capital needs.
kebutuhan modal di masa yang akan datang.
Sebagai dampak dari kerugian selama tahun As a result of the current year’s losses, the Group
berjalan, Grup memiliki ekuitas negatif pada tanggal has a negative equity as at 31 December 2024. See
31 Desember 2024. Lihat Catatan 38 sehubungan Note 38 related to the Group’s going concern and
dengan kelangsungan usaha Grup dan rencana management’s plan to maintain the Group’s ability to
manajemen untuk mempertahankan kelangsungan continue as a going concern.
usaha Grup.
Gearing ratio adalah sebagai berikut: The gearing ratio is as follows:
2024 2023
Pinjaman 391,222,725 400,670,117 Debt
Kas dan setara kas (12,623,481) (21,051,033) Cash and cash aquivalents
Pinjaman - bersih 378,599,244 379,619,084 Net debt
Ekuitas (257,901,303) (311,161,902) Equity
Rasio pinjaman bersih
terhadap ekuitas -146.80% -122.00% Net debt to equity ratio
563
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 564
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/79 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN 34. FINANCIAL RISK MANAGEMENT
Faktor risiko keuangan Financial risk factors
Aktivitas Grup rentan terhadap berbagai risiko The Group’s activities are exposed to a variety of
keuangan: risiko pasar (termasuk risiko nilai tukar financial risks: market risk (including foreign
mata uang dan risiko tingkat bunga), risiko kredit exchange risk and interest rate risk), credit risk and
dan risiko likuiditas. Program manajemen risiko liquidity risk. The Group’s overall risk management
Grup secara keseluruhan dipusatkan pada pasar programme focuses on the unpredictability of
keuangan yang tidak dapat diprediksi dan Grup financial markets and seeks to minimise potential
berusaha untuk memperkecil efek yang berpotensi adverse effects on the Group’s financial
merugikan kinerja keuangan Grup. performance.
Grup menggunakan berbagai metode untuk The Group uses various methods to measure the
mengukur risiko yang dihadapinya. Metode ini risk to which it is exposed. These methods include
meliputi analisis sensitivitas untuk risiko tingkat suku sensitivity analysis in the case of interest rates,
bunga, nilai tukar dan risiko harga lainnya dan foreign exchange and other price risks and aging
analisis umur piutang untuk risiko kredit. analysis for credit risk.
a. Risiko pasar a. Market risk
(i) Risiko nilai tukar mata uang asing (i) Foreign exchange risk
Grup rentan terhadap risiko nilai tukar mata The Group is exposed to currency
uang yang timbul dari berbagai eksposur exchange risk arising from various non-
mata uang non-fungsional, terutama functional currency exposures, primarily
terhadap Rupiah. Risiko nilai tukar mata with respect to the Rupiah. Non-functional
uang non-fungsional timbul dari transaksi exchange risk arises from future
komersial di masa depan serta aset dan commercial transactions and recognised
liabilitas yang diakui. assets and liabilities.
Manajemen telah membuat kebijakan Management has set up a policy to require
untuk mengelola risiko nilai tukar mata companies within the Group to manage
uang non-fungsional terhadap mata uang their non-functional exchange risk against
fungsional Grup dalam Grup. their functional currency.
Kebijakan berkaitan dengan risiko nilai The policy currently applied in connection
tukar yang saat ini dijalankan adalah with exchange rate risk is natural (i.e.
secara natural (tanpa lindung nilai) yaitu: without hedging), as follows:
• Grup memanfaatkan peluang harga • The Group takes advantage of
pasar nilai tukar mata uang lainnya opportunities in the market prices of
(multi-currency) untuk menutup other currencies (multi-currency) to
kemungkinan risiko melemahnya nilai cover possible risk of weakening
tukar fungsional dan begitu value of the functional currency, and
sebaliknya, sehingga secara natural vice versa. Thus, in a natural way, the
risiko adanya pergerakan nilai tukar risks of non-functional currency
mata uang non-fungsional bisa exchange rate movements will be
dikurangi. Transaksi valuta mata uang reduced. Currency transactions are
bisa dilakukan dengan selalu always conducted by considering the
mempertimbangkan kurs yang exchange rates favourable to the
menguntungkan Grup. Group.
• Grup mengatur risiko dengan • The Group manages the risk by
berusaha menyelaraskan penerimaan matching receipt and payment in each
dan pembayaran untuk setiap jenis individual currency.
mata uang.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
564 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 565
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/80 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor risiko keuangan (lanjutan) Financial risk factors (continued)
a. Risiko pasar (lanjutan) a. Market risk (continued)
(i) Risiko nilai tukar mata uang asing (i) Foreign exchange risk (continued)
(lanjutan)
Pada tanggal 31 Desember 2024 dan As at 31 December 2024 and 2023, the
2023, Grup memiliki aset dan liabilitas Group had monetary assets and liabilities
moneter dalam mata uang non-fungsional denominated in non-functional currencies
sebagai berikut: as follows:
2024
Rupiah/ Rupiah Mata uang lain Jumlah setara
Rp (dalam AS$)/ (dalam AS$)/ AS$/
Rupiah/ Rupiah Other currencies US$
Rp (in US$) (in US$) Equivalents
ASET ASSETS
Kas dan setara kas dan kas Cash and cash equivalents
dibatasi penggunaannya 156,804,451,290 9,702,045 1,563 9,703,608 and restricted cash
Piutang usaha 1,055,201,804,363 65,289,061 - 65,289,061 Trade receivables
Piutang non-usaha 43,173,114,226 2,671,273 - 2,671,273 Non-trade receivables
Total aset moneter 1,255,179,369,879 77,662,379 1,563 77,663,942 Total monetary assets
LIABILITAS LIABILITIES
Utang usaha (273,240,688,262) (16,906,366) (2,328,617) (19,234,983) Trade payables
Akrual (389,549,518,182) (24,102,804) 4,325 (24,098,479) Accruals
Total liabilitas moneter (662,790,206,444) (41,009,170) (2,324,292) (43,333,462) Total monetary liabilities
Aset moneter - bersih 592,389,163,435 36,653,209 (2,322,729) 34,330,480 Net monetary assets
2023
Rupiah/ Rupiah Mata uang lain Jumlah setara
Rp (dalam AS$)/ (dalam AS$)/ AS$/
Rupiah/ Rupiah Other currencies US$
Rp (in US$) (in US$) Equivalents
ASET ASSETS
Kas dan setara kas dan kas Cash and cash equivalents
dibatasi penggunaannya 151,616,190,424 9,834,989 395 9,835,384 and restricted cash
Piutang usaha 1,059,801,722,086 68,746,868 - 68,746,868 Trade receivables
Piutang non-usaha 48,771,460,456 3,163,691 - 3,163,691 Non-trade receivables
Total aset moneter 1,260,189,372,966 81,745,548 395 81,745,943 Total monetary assets
LIABILITAS LIABILITIES
Utang usaha (330,630,096,864) (21,447,204) (1,326,927) (22,774,131) Trade payables
Akrual (105,426,051,260) (6,838,742) - (6,838,742) Accruals
Total liabilitas moneter (436,056,148,124) (28,285,946) (1,326,927) (29,612,873) Total monetary liabilities
Aset moneter - bersih 824,133,224,842 53,459,602 (1,326,532) 52,133,070 Net monetary assets
565
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 566
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/81 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor risiko keuangan (lanjutan) Financial risk factors (continued)
a. Risiko pasar (lanjutan) a. Market risk (continued)
(i) Risiko nilai tukar mata uang asing (i) Foreign exchange risk (continued)
(lanjutan)
Pada tanggal 31 Desember 2024 dan As at 31 December 2024 and 2023,
2023, sensitivitas untuk perubahan 100 sensitivity to a 100 base point change in
basis poin nilai tukar mata uang fungsional the exchange rate of functional currency
(AS$) terhadap saldo mata uang non- (US$) against significant outstanding non-
fungsional yang signifikan pada akhir functional currency at the end of the
periode pelaporan, dengan variabel lain reporting period, with other variables held
konstan terhadap laba setelah pajak Grup constant, of the Group’s profit after tax is
adalah sebagai berikut: as follows:
Perubahan Dampak terhadap laba
kurs/ sebelum pajak/ Effect
Changes in on profit before tax
currency rate 2024 2023
Rupiah 1% (266,337) (199,690) Rupiah
Manajemen berpendapat bahwa analisis In management’s opinion, the sensitivity
sensitivitas ini bukan merupakan analysis is not representative of the
representasi risiko nilai tukar mata uang inherent non-functional exchange risk
non-fungsional yang melekat karena because the year end exposure does not
eksposur pada akhir periode bukan reflect the exposure during the year. Sales
cerminan eksposur selama periode yang and purchases denominated in non-
bersangkutan. Pendapatan dan pembelian functional currency are dependent on the
dalam mata uang non-fungsional fluctuations in volume of sales and
tergantung pada fluktuasi volume purchases and use of cash and cash
penjualan dan pembelian serta equivalents that can impact non-functional
penggunaan kas dan setara kas dapat currency denominated monetary items.
mengakibatkan perubahan akun moneter
dalam mata uang non-fungsional.
Apabila aset dan liabilitas dalam mata uang If the assets and liabilities in foreign
asing pada tanggal 31 Desember 2024 currencies as at 31 December 2024, had
dijabarkan dengan menggunakan kurs been translated using the Bank Indonesia
tengah Bank Indonesia pada tanggal mid-rates as at 24 March 2025, the total
24 Maret 2025, maka aset bersih dalam net foreign currency assets of the Group
mata uang asing Grup akan menurun would decrease by US$0.71 million.
sebesar AS$0,71juta.
Grup menganalisis eksposur dari risiko The Group analyses its interest rate
bunga secara dinamis. Beberapa skenario exposure on a dynamic basis. Various
disimulasikan dengan beberapa scenarios are simulated taking into
pertimbangan seperti pembiayaan kembali, consideration the refinancing of existing
memperbaharui dari kondisi yang ada dan positions, and alternative financing. Based
alternatif lain pembiayaan. Berdasarkan on the above scenarios, the Group
skenario tersebut di atas, Grup mengelola manages its cash flow interest rate risk by
risiko arus kas dari suku bunga dengan refinancing borrowings at a lower interest
melakukan pembiayaan pinjaman dengan rate.
suku bunga yang lebih rendah.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
566 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 567
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/82 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor risiko keuangan (lanjutan) Financial risk factors (continued)
a. Risiko pasar (lanjutan) a. Market risk (continued)
(ii) Risiko tingkat bunga (ii) Interest rate risk
Risiko suku bunga Grup terutama timbul The Group’s interest rate risk arises from
dari pinjaman dalam mata uang Dolar AS long-term borrowing denominated in US
dan Rupiah. Risiko suku bunga dari kas Dollars and Rupiah. The interest rate risk
tidak signifikan dan semua instrumen on cash is not significant and all other
keuangan lainnya tidak dikenakan bunga. financial instruments are not interest
Pinjaman yang diterbitkan dengan tingkat bearing. Borrowings issued at variable
bunga variabel mengekspos Grup terhadap rates expose the Group to cash flow
risiko suku bunga arus kas. interest rate risk.
Berikut ini analisis sensitivitas, ditentukan The sensitivity analysis below was
berdasarkan eksposur suku bunga determined based on the exposure of the
terhadap liabilitas keuangan yang financial liabilities to floating interest rates
menggunakan suku bunga mengambang at the end of the reporting period. The
pada akhir periode pelaporan. Analisis ini analysis is prepared assuming the amount
disajikan dengan asumsi liabilitas of the liability outstanding at the end of the
keuangan pada akhir periode pelaporan reporting period was outstanding for the
masih beredar sepanjang periode, dengan whole period, with other variables held
variabel lain konstan terhadap laba setelah constant, of the Group’s profit after tax.
pajak Grup.
Perubahan Dampak terhadap laba
tingkat suku/ sebelum pajak/ Effect
Changes in on profit before tax
interest rate 2024 2023
Suku bunga Interest rate
Penguatan 1% 3,912,227 4,004,755 Strengthening
b. Risiko kredit b. Credit risk
Risiko kredit yang dihadapi Grup adalah risiko The credit risk faced by the Group is the risk of
ketidakmampuan dari debitur untuk memenuhi the inability of debtors to fulfill their financial
liabilitas keuangannya sesuai dengan obligations in accordance with the terms of the
persyaratan-persyaratan yang telah disepakati agreement. This exposure derives mainly from
bersama. Eksposur tersebut terutama berasal the risk of customers failing to fulfill their
dari risiko pelanggan akan gagal memenuhi obligations.
liabilitasnya.
Semua kas di bank, deposito berjangka, dan All the cash in banks, time deposits and
deposito berjangka yang dibatasi restricted time deposits are placed in reputable
penggunaannya ditempatkan di bank yang banks.
memiliki reputasi baik.
567
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 568
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/83 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor risiko keuangan (lanjutan) Financial risk factors (continued)
b. Risiko kredit (lanjutan) b. Credit risk (continued)
Grup memiliki tujuan untuk memperoleh The Group’s objective is to seek continual
pertumbuhan pendapatan yang berkelanjutan revenue growth while minimising losses
dengan meminimalkan kerugian yang terjadi incurred due to increased credit risk exposure.
karena eksposur risiko kredit. Karena itu Grup Therefore, The Group has a Customer
memiliki kebijakan pembayaran pelanggan Remittance Policy to ensure that the
(Customer Remittance Policy) untuk transactions which generate income are carried
memastikan bahwa transaksi yang out with customers who have a good credit
menghasilkan pendapatan dilakukan dengan record, and establishment of credit limit term of
pelanggan yang mempunyai catatan kredit yang sales, maximum receivables and term of
baik, serta penentuan batasan kredit syarat payment in accordance with previous payment
penjualan, batasan piutang dan penentuan pola history.
pembayaran sesuai data perilaku pembayaran
sebelumnya.
Pendapatan usaha Grup terutama berasal dari The Group’s revenues come mostly from
pihak berelasi. Karena itu, Grup memiliki risiko related parties. Therefore, The Group has
konsentrasi kredit yang signifikan terhadap allocated a significant concentration of credit
pihak berelasi tersebut. risk to these related parties.
Pelanggan lain Grup sebagian besar terdiri dari Most of the Group’s other customers consist of
Grup maskapai penerbangan yang beragam various domestic and overseas airline
dari dalam dan luar negeri. Grup memonitor companies. The Group regularly monitors the
secara berkala saldo piutang kepada pelanggan balance of receivables from such customers to
untuk mengurangi eksposur Grup terhadap minimise the Group’s exposure to impairment
piutang tidak tertagih. losses.
Nilai tercatat aset keuangan pada laporan The carrying amount of financial assets
keuangan konsolidasian setelah dikurangi recorded in the consolidated financial
dengan penyisihan penurunan nilai yang statements, net of any allowance for impairment
mencerminkan eksposur maksimum risiko losses represents the maximum credit risk
kredit pada tanggal pelaporan adalah sebagai exposure at the reporting date are as follows:
berikut:
2024 2023
Aset keuangan - pinjaman Financial assets - loans
yang diberikan dan piutang and receivables
Kas dan setara kas 12,623,481 21,051,033 Cash and cash equivalents
Kas dan setara kas yang Restricted cash
dibatasi penggunaannya 902,880 358,975 and cash equivalents
Piutang usaha 64,514,720 72,046,932 Trade receivables
Aset kontrak 41,420,649 50,704,629 Contract assets
Piutang non-usaha 2,671,273 3,163,691 Other receivables
Jumlah 122,133,003 147,325,260 Total
Jumlah tercatat dari piutang di atas merupakan The carrying amount of the above receivables
eksposur maksimum risiko kredit Grup. represents the Group’s maximum exposure to
credit risk.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
568 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 569
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/84 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor risiko keuangan (lanjutan) Financial risk factors (continued)
c. Risiko likuiditas c. Liquidity risk
Risiko likuiditas merupakan risiko yang muncul Liquidity risk is defined as a risk that arises in
dalam situasi dimana posisi arus kas Grup situations where the cash inflow from short-term
mengindikasikan bahwa arus kas masuk dari revenue is not enough to cover the cash outflow
pendapatan jangka pendek tidak cukup untuk of short-term expenditure. The Group faced
memenuhi arus kas keluar untuk pengeluaran liquidity issues and deferred the payment of
jangka pendek. Grup mengalami permasalahan certain past due liabilities. See Note 38 related
likuiditas dan melakukan penundaan atas to the Group’s going concern and
pembayaran berbagai liabilitas yang telah jatuh management’s plan to maintain the Group’s
tempo. Lihat Catatan 38 sehubungan dengan ability to continue as a going concern.
kelangsungan usaha Grup dan rencana
manajemen untuk mempertahankan
kelangsungan usaha Grup.
Tabel dibawah ini menganalisa liabilitas The table below analyses the Group’s financial
keuangan Grup pada tanggal pelaporan liabilities at the reporting date into relevant
berdasarkan kelompok jatuh temponya dari sisa maturity groupings based on the remaining
periode hingga tanggal jatuh tempo kontraktual. period to the contractual maturity date. The
Jumlah yang diungkapkan dalam tabel ini amounts disclosed in the table represent
adalah nilai arus kas kontraktual yang tidak contractual undiscounted cash flows including
terdiskonto termasuk estimasi pembayaran estimated interest payments:
bunga:
2024
Lebih dari satu
tahun tetapi
tidak lebih dari
Dalam lima tahun/ Lebih dari
satu tahun/ Over one year lima tahun/
Within but no longer Over than Jumlah/
one year than five years five years Total
Tanpa bunga Non-interest bearing
Utang usaha 52,041,125 - - 52,041,125 Trade payables
Utang lain-lain 4,220,301 - - 4,220,301 Other payables
Akrual 51,081,455 - - 51,081,455 Accruals
Tingkat bunga tetap Fixed interest rate
Utang usaha 8,987,266 13,989,853 3,263,122 26,240,241 Trade payables
Liabilitas sewa 10,819,967 36,482,450 13,317,451 60,619,868 Lease liabilities
Pinjaman jangka panjang 28,419,590 138,530,607 266,013,334 432,963,531 Long-term loans
Tingkat bunga variabel Variable interest rate
Pinjaman jangka panjang 4,530,152 20,023,851 31,886,236 56,440,239 Long-term loans
Total liabilitas 160,099,856 209,026,761 314,480,143 683,606,760 Total liabilities
2023
Lebih dari satu
tahun tetapi
tidak lebih dari
Dalam lima tahun/ Lebih dari
satu tahun/ Over one year lima tahun/
Within but no longer Over than Jumlah/
one year than five years five years Total
Tanpa bunga Non-interest bearing
Utang usaha 58,161,554 - - 58,161,554 Trade payables
Utang lain-lain 6,143,838 - - 6,143,838 Other payables
Akrual 52,467,606 - - 52,467,606 Accruals
Tingkat bunga tetap Fixed interest rate
Utang usaha 21,807,607 20,641,756 5,380,160 47,829,523 Trade payables
Liabilitas sewa 21,964,562 47,925,870 10,618,862 80,509,294 Lease liabilities
Pinjaman jangka panjang 19,961,110 141,035,173 294,450,398 455,446,681 Long-term loans
Tingkat bunga variabel Variable interest rate
Pinjaman jangka pendek 196,427 - - 196,427 Short-term loans
Pinjaman jangka panjang 3,231,789 20,651,345 34,920,251 58,803,385 Long-term loans
Total liabilitas 183,934,493 230,254,144 345,369,671 759,558,308 Total liabilities
569
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 570
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/85 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor risiko keuangan (lanjutan) Financial risk factors (continued)
c. Risiko likuiditas (lanjutan) c. Liquidity risk (continued)
Estimasi nilai wajar Fair value estimation
Nilai wajar aset dan liabilitas keuangan The fair value of financial assets and liabilities
diestimasi untuk keperluan pengakuan dan is estimated for recognition and measurement
pengukuran atau untuk keperluan or for disclosure purposes. The fair value is the
pengungkapan. Nilai wajar adalah suatu jumlah amount for which an asset could be exchanged
dimana suatu aset dapat dipertukarkan atau or a liability settled between knowledgeable and
suatu liabilitas diselesaikan antara pihak yang willing parties in an arm's length transaction.
memahami dan berkeinginan untuk melakukan
transaksi wajar.
PSAK 113, “Pengukuran Nilai Wajar” PSAK 113, “Fair Value Measurement” requires
mensyaratkan pengungkapan atas pengukuran disclosure of fair value measurements by level
nilai wajar dengan tingkat hierarki nilai wajar of the following fair value measurement
sebagai berikut: hierarchy:
a) harga kuotasian (tidak disesuaikan) dalam a) quoted prices (unadjusted) in active markets
pasar aktif untuk aset atau liabilitas yang for identical assets or liabilities (level 1)
identik (tingkat 1)
b) input selain harga kuotasian yang termasuk b) inputs other than quoted prices included
dalam tingkat 1 yang dapat diobservasi within level 1 that are observable for the
untuk aset atau liabilitas, baik secara asset or liability, either directly (as prices) or
langsung (misalnya harga) atau secara tidak indirectly (derived from prices) (level 2), and
langsung (misalnya derivasi dari harga)
(tingkat 2), dan
c) input untuk aset atau liabilitas yang bukan c) inputs for the asset or liability that are not
berdasarkan data pasar yang dapat based on observable market data
diobservasi (input yang tidak dapat (unobservable inputs) (level 3).
diobservasi) (tingkat 3).
Utang bank merupakan liabilitas dengan tingkat Bank loans are liabilities with fixed and floating
bunga tetap dan mengambang, sehingga nilai interest rates, thus the carrying amount of the
tercatat setara dengan nilai wajar. Nilai tercatat financial liabilities approximate their fair value.
dari aset dan liabilitas keuangan lainnya telah The carrying amounts of other financial assets
berkisar menunjukkan nilai wajarnya karena and liabilities approximate their fair value due to
memiliki sifat jangka pendek dari instrumen the short-term nature of the financial
keuangannya. instruments.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
570 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 571
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/86 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
35. REKONSILIASI UTANG BERSIH & TRANSAKSI 35. NET DEBT RECONCILIATION & NON-CASH
NON KAS TRANSACTION
Pinjaman bank Pinjaman bank
jangka pendek/ jangka Liabilitas sewa/
Short-term Long-term Lease
bank loans bank loans Liabilities Total
Saldo pada Balance as at
1 Januari 2023 16,490,706 398,964,532 51,381,645 466,836,883 1 January 2023
Arus kas: Cashflows:
Pembayaran - (8,332,558) (5,885,565) (14,218,123) Repayment
Transaksi non-kas: Non-cash transaction:
Restrukturisasi perjanjian
pinjaman (16,300,000) 16,300,000 - - Restructuring loan agreement
Beban bunga - - 5,421,175 5,421,175 Interest expense
Penambahan liabilitas sewa - - 1,039,221 1,039,221 Lease liabilities addition
Laba atas restrukturisasi - (6,456,460) - (6,456,460) Gain on restructuring
Efek perubahan kurs Effect of foreign exchange
mata uang asing 3,897 - 175,140 179,037 rate changes
Saldo pada Balance as at
31 Desember 2023 194,603 400,475,514 52,131,616 452,801,733 31 December 2023
Arus kas: Cashflows:
Penerimaan 5,404,057 - - 5,404,057 Proceeds
Pembayaran (5,585,644) (10,874,438) (2,277,296) (18,737,378) Repayment
Transaksi non-kas: Non-cash transaction:
Transaksi offset - - (1,189,528) (1,189,528) Offset
Beban bunga - 1,176,371 - 1,176,371 Interest expense
Penambahan liabilitas sewa - - 2,149,005 2,149,005 Lease liabilities addition
Penghapusan liabilitas sewa - - (2,793,078) (2,793,078) Derecognition of lease liabilities
Laba atas restrukturisasi - 445,278 - 445,278 Gain on restructuring
Efek perubahan kurs Effect of foreign exchange
mata uang asing (13,016) - (2,749,870) (2,762,886) rate changes
Saldo pada Balance as at
31 Desember 2024 - 391,222,725 45,270,849 436,493,574 31 December 2024
Grup melakukan transaksi investasi dan pendanaan The Group entered into non-cash investing and
yang tidak mempengaruhi kas dan tidak termasuk financing activities which are not reflected in the
dalam laporan arus kas konsolidasian dengan consolidated statements of cash flows with details
rincian sebagai berikut: as follows:
2024 2023
Pembelian aset tetap Purchase of fixed assets
melalui uang muka 891,637 413,668 through advances
Penambahan aset tetap melalui Addition of fixed asset through
transaksi inbreng 25,616,380 - inbreng transaction
Perolehan aset hak-guna melalui Acquisition of right-of-use asset
liabilitas sewa (Catatan 16) 2,149,005 1,039,221 through lease liabilities (Note 16)
Pengurangan liabilitas sewa Deduction of lease liabilities
melalui piutang lain-lain 1,189,528 - through other receivables
571
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 572
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/87 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
36. SALING HAPUS ASET KEUANGAN DAN 36. OFFSETTING FINANCIAL ASSETS AND
LIABILITAS KEUANGAN FINANCIAL LIABILITIES
Aset keuangan dan liabilitas keuangan berikut ini The following financial assets and financial liabilities
disalinghapuskan atau tunduk kepada pengaturan are offsetting or subject to enforceable master
induk untuk menyelesaikan secara neto yang dapat netting arrangements and similar agreements.
dipaksakan dan perjanjian serupa.
Jumlah bruto
liabilitas keuangan
yang diakui disaling- Jumlah neto
hapuskan di aset keuangan
laporan posisi yang disajikan
keuangan/Gross di laporan posisi
Jumlah bruto amounts of keuangan/Net
aset keuangan recognised financial amounts of
yang diakui/ liabilities set off financial assets
Gross amounts in the statement presented in
of recognised of financial the statement of
financial assets position financial position
31 Desember/December 2024
Piutang usaha/Trade receivables 77,567,546 (13,052,826) 64,514,720
Utang usaha/Trade payables 13,052,826 (13,052,826) -
31 Desember/December 2023
Piutang usaha/Trade receivables 84,471,640 (12,424,708) 72,046,932
Utang usaha/Trade payables 12,424,708 (12,424,708) -
37. PERJANJIAN SIGNIFIKAN 37. SIGNIFICANT AGREEMENT
Garuda Garuda
Pada tanggal 12 Maret 2018, Perusahaan On 12 March 2018, the Company entered into a
mengadakan Perjanjian Induk Perawatan Pesawat Master Agreement of Aircraft Maintenance with
dengan Garuda, pihak berelasi, dimana Perusahaan Garuda, a related party, whereby Group agreed to
setuju untuk menjadi penyedia jasa Maintenance, act as Garuda's Maintenance, Repair, and Overhaul
Repair, and Overhaul (”MRO”) Garuda. (”MRO”) provider.
Ruang lingkup pekerjaan kebanyakan adalah jasa The scope of work for this services mostly is line
perawatan. maintenance.
Perjanjian di amandemen dengan amandemen The agreement has been amended with the latest
terakhir berupa berita acara kesepakatan minutes of agreement on the extension and
perpanjangan dan penyesuaian perjanjian induk adjustment of the master agreement for aircraft
perawatan pesawat pada 13 September 2023. maintenance on 13 September 2023. The
Jangka waktu perjanjian adalah 5 tahun dengan tarif agreement period is for 5 year and the rate has
yang sudah ditentukan di awal. been determined in advance.
Untuk tahun yang berakhir 31 Desember 2024, For the year ended 31 December 2024, revenue
pendapatan dari perjanjian tersebut adalah from the agreement is amounting to US$51.75
AS$51,75 juta (2023: AS$53,69 juta). million (2023: US$53.69 million).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
572 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 573
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/88 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
37. PERJANJIAN SIGNIFIKAN (lanjutan) 37. SIGNIFICANT AGREEMENT (continued)
Sewa Hangar Garuda Lease Hangar Garuda
Pada tanggal 27 Maret 2003, Grup menandatangani On 27 March 2003, the Group signed a contract
perjanjian kontrak dengan Garuda untuk agreement with Garuda for the use of building
penggunaan fasilitas bangunan. Disepakati bahwa facilities. It was agreed that the Group would use a
Perusahaan akan menggunakan bangunan seluas building with an area of 140,026.5 m². For this
140.026,5 m². Atas penggunaan tersebut, Grup usage, the Group was charged a contribution fee of
dikenakan biaya kontribusi sebesar Rp 730.034.078 Rp 730,034,078 per month.
per bulan.
Grup dan Garuda menandatangani perjanjian The Group and Garuda signed a contract agreement
kontrak pada tanggal 31 Maret 2008 terkait on 31 March 2008, regarding changes in the
perubahan luas bangunan yang digunakan oleh building area used by the Group to 151,107 m², and
GMF menjadi 151.107 m², dan biaya kontribusi the contribution fee increased to Rp 880,045,324
meningkat menjadi Rp 880.045.324 per bulan. per month.
Grup menerapkan PSAK 116 "Sewa" secara efektif The Group effectively applied PSAK 116 "Leases"
untuk tahun buku yang dimulai pada 1 Januari 2020. for the fiscal year starting on 1 January 2020. This
Penerapan ini berdampak pada pengakuan "Aset application impacted the recognition of "Right-of-
Hak Guna" dan "Liabilitas Sewa" atas kontrak Use Assets" and "Lease Liabilities" related to the
dengan Garuda terkait fasilitas bangunan. contract with Garuda concerning building facilities.
Pada Rapat Umum Pemegang Saham Luar Biasa At the Extraordinary General Meeting of
yang diadakan pada tanggal 28 Oktober 2024, Shareholders held on 28 October 2024, it was
disepakati pelaksanaan PHMETD di mana Garuda agreed to excercise PHMETD, where Garuda
berpartisipasi melalui transaksi inbreng atas participated through an inbreng transaction on the
kepemilikan Hangar dan bangunan Annex Garuda ownership of the Hangar and Garuda's Annex
(Catatan 39). Transaksi ini mengakibatkan buildings (Note 39). This transaction resulted in the
penghapusan liabilitas sewa dan asset hak guna derecognition of the Group’s lease liabilities and its
Grup berdasarkan penghentian kontrak antara right-of-use assets based on the termination
Garuda dan Grup dengan nomor surat contract between Garuda and the Group with letter
GMF/PERJ./DT-3188/2024 tertanggal 30 Desember number GMF/PERJ./DT-3188/2024 dated
2024. 30 December 2024.
Citilink Citilink
Pada tanggal 19 September 2023, Perusahaan On 19 September 2013, the Company entered into a
mengadakan Perjanjian Induk Perawatan Pesawat Master Agreement of Aircraft Maintenance with
dengan Citilink, pihak berelasi, dimana Perusahaan Citilink, a related party, whereby the Company
setuju untuk menjadi penyedia jasa MRO Citilink. agreed to act as Citilink's MRO provider.
Ruang lingkup pekerjaan kebanyakan adalah jasa The scope of work for this service is mostly line
perawatan. maintenance.
Perjanjian di amandemen dengan amandemen The agreement has been amended with the latest
terakhir berupa berita acara kesepakatan tarif minutes of agreement on aircraft maintenance rate
perawatan pesawat dengan pola power by the hour with power by the hour scheme on 1 April 2024. The
pada 1 April 2024. Jangka waktu perjanjian adalah 5 agreement period is for 5 years with the tariff has
tahun dengan tarif yang sudah ditentukan di awal. been determined in advance.
Untuk tahun yang berakhir 31 Desember 2024, For the year ended 31 December 2024, depreciation
pendapatan dari perjanjian tersebut adalah sebesar expenses amounting to US$43.99 million (full year
AS$43,99 juta (2023: AS$36,81 juta). 2023: US$36.81 million, respectively).
573
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 574
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/89 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
37. PERJANJIAN SIGNIFIKAN (lanjutan) 37. SIGNIFICANT AGREEMENT (continued)
Angkasa Pura Indonesia (sebelumnya ”Angkasa Angkasa Pura Indonesia (previously “Angkasa
Pura II”) Pura II”)
Pada tanggal 1 Maret 2017, Perusahaan On 1 March 2017, the Company entered a contract
menandatangani perjanjian kontrak dengan PT agreement with Angkasa Pura Indonesia (Persero)
Angkasa Pura Indonesia (Persero) (sebelumnya (previously Angkasa Pura II) for the utilisation of
Angkasa Pura II) untuk kerja sama pemanfaatan commercial facilities on land covering an area of
fasilitas komersial lahan seluas 972.123 m 2 (tidak 972,123 m2 (unaudited) and for a concession related
diaudit) dan konsesi usaha berkaitan dengan jasa to aircraft maintenance services. The rental fee is
pemeliharaan pesawat. Nilai sewa sebesar Rp1.400 Rp1,400 per m2 / month, equivalent to
per m2/ bulan setara dengan Rp1.360.972.200/ Rp1,360,972,200/ month. The concession fee is
bulan. Imbalan jasa konsesi usaha diperhitungkan calculated based on a percentage of 1.25% per
berdasarkan persentase, sebesar 1.25% per tahun annum of revenue, with a minimum annual revenue
dari omzet bruto dengan minimum omzet per tahun Rp3.31 trillion equivalent to US$201.46 million.
sebesar Rp3,31 triliun setara dengan AS$201,46
juta.
Perusahaan dan Angkasa Pura Indonesia The Company and Angkasa Pura Indonesia signed
menandatangani Berita Acara kesepakatan an amendment for the extension of commercial
perpanjangan kerja sama pemanfaatan fasilitas facilities on 23 November 2022 utilisation until
komersial pada 23 November 2022 dengan jangka 31 December 2026. The rental fee has been
waktu sampai dengan 31 Desember 2026. Terdapat adjusted to Rp2,500 (full amount) per m2/ month for
perubahan nilai sewa menjadi sebesar Rp2.500 the first year, Rp3,350 (full amount) per m2/ month
(nilai penuh) per m2/ bulan untuk satu tahun for the second year, Rp5,000 per m2/ month for the
pertama, Rp3.350 (nilai penuh) per m2/ bulan untuk third year, Rp6,850 (full amount) m2/ month, and
tahun kedua, Rp5.000 (nilai penuh) per m2/ bulan Rp8,884 (full amount) m2/ month for the fifth year.
untuk tahun ketiga, Rp6.850 (nilai penuh) per m2/
bulan untuk tahun keempat, dan Rp8.884 (nilai
penuh) per m2/ bulan untuk tahun kelima.
38. KELANGSUNGAN USAHA 38. GOING CONCERN
Seiring dengan pertumbuhan ekonomi dan industri In line with the growth of the economy and the
penerbangan, khususnya bisnis MRO, Grup aviation industry, especially the MRO business, the
melakukan berbagai inisiatif untuk terus Group has undertaken various initiatives to continue
meningkatkan kondisi keuangan dan operasional improving its financial condition and operational
Grup. Grup membukukan keuntungan sebesar conditions. The Group reported a profit of US$26.9
AS$26,9 juta untuk periode tahun 2024, dengan million for the period in 2024, with total assets of
total aset sebesar AS$424,63 juta. US$424.63 million.
Pada tanggal 31 Desember 2024 Grup masih As at 31 December 2024, the Group still had total
mempunyai jumlah liabilitas jangka pendek melebihi current liabilities exceeding its current assets by
aset lancarnya sebesar AS$ 31,41 juta dan ekuitas US$31.41 million and a negative equity of US$257.9
negatif sebesar AS$257,9 juta million (31 December 2023: US$33.1 million and
(31 Desember 2023: masing-masing sebesar US$311.16 million, respectively). These events or
AS$33,1 juta dan AS$311,16 juta). Hal-hal tersebut conditions indicate the existence of a material
mengindikasikan adanya unsur ketidakpastian yang uncertainty about the ability of the Group to continue
material atas kemampuan Grup untuk as a going concern.
mempertahankan kelangsungan usahanya.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
574 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 575
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/90 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
38. KELANGSUNGAN USAHA (lanjutan) 38. GOING CONCERN (continued)
Untuk menjaga kinerja dan kelangsungan usaha, To maintain performance and business
manajemen telah melakukan beberapa inisiatif dari sustainability, management has implemented
aspek Operasional dan juga aspek Keuangan, several initiatives from operational and financial
sebagai berikut: aspects, as follows:
a. Aspek operasional a. Operational aspects
Grup membuat inisiatif yang bertujuan untuk The Group has made initiatives aimed at
mengembangkan bisnis, meningkatkan kualitas developing business, improving product and
produk dan layanan, memperbaiki manajemen service quality, improving supply chain
rantai pasok, serta mengembangkan sumber management, and developing human resources.
daya manusia.
• Pengembangan dan diversifikasi bisnis Grup. • Business development and diversification.
Di tahun ini pendapatan Government dan This year, Government revenue and Power
Power Services (Industrial) menunjukkan Services (Industrial) showed positive growth
pertumbuhan positif dibandingkan periode compared to the previous period.
sebelumnya. • Increasing non-affiliated company revenue
• Peningkatan pendapatan non Grup Afiliasi through long-term contracts. During 2024, the
melalui kontrak jangka panjang. Selama 2024 Group recorded new contracts worth
Grup mencatatkan kontrak baru dengan nilai US$11.16 million.
proyek AS$ 11,16 juta. • Zero CoPQ (Cost of Poor Quality) refers to
• Zero CoPQ (Cost of Poor Quality), yaitu maintaining service quality through various
menjaga kualitas layanan melalui berbagai quality improvement initiatives so that the
inisiatif perbaikan kualitas sehingga aktivitas Group's business operations can proceed
operasional bisnis Grup dapat berlangsung effectively by minimising rework costs. This
secara efektif dengan meminimalisir biaya involves implementing and enhancing audit,
rework. Pelaksanaan dan peningkatan inspection, and supervision programs, quality
program audit, inspeksi dan pengawasan, supervision programs, strengthening basic
program supervisi kualitas, penguatan training related to quality, and increasing the
pelatihan dasar terkait kualitas, serta leadership's role in safety and quality aspects
peningkatan peran pimpinan dalam aspek in accordance with applicable procedures.
keamanan dan kualitas sesuai dengan • Optimisation of supply chain management,
prosedur yang berlaku. which involves periodic monitoring of various
• Optimalisasi manajemen rantai pasok, yaitu efforts to improve material management,
dilakukan pemantauan secara berkala atas subcontracting, and inventory, to prevent
berbagai upaya perbaikan pengelolaan losses. The Group collaborates with trusted
material, sub kontrak, dan persediaan, vendors to implement a material fulfillment
sehingga tidak menimbulkan kerugian. Grup program using a consignment scheme. The
menjalankan program pemenuhan material Group also implements a Just In Time (“JIT”)
dengan skema konsinyasi bekerja sama program, which is a commitment by vendors
dengan beberapa vendor. Grup juga to deliver materials when needed. The Group
menjalankan program Just In Time (“JIT”), also conducts regular inventory monitoring
yaitu komitmen pemenuhan material oleh and disposes of unused inventory through
vendor saat barang dibutuhkan. Grup juga sales.
melakukan pemantauan terhadap persediaan,
dan melakukan penjualan atas persediaan
yang tidak digunakan.
575
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 576
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/91 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
38. KELANGSUNGAN USAHA (lanjutan) 38. GOING CONCERN (continued)
a. Aspek operasional (lanjutan) a. Operational aspects (continued)
• Untuk menjaga konsistensi terhadap QCDS • To maintain consistency in QCDS (quality,
(quality, cost, delivery, services), Grup cost, delivery, services), the Group conducts
melakukan evaluasi dan reviu secara rutin regular evaluations and reviews after project
setelah proyek selesai. completion.
• Pengembangan sumber daya manusia, yaitu • Human resource development, which is
melalui pengukuran dan pemantauan carried out through periodic measurement
produktivitas pegawai secara berkala. and monitoring of employee productivity.
Pelaksanaan program pelatihan tahunan. Implementation of annual training programs.
Untuk para Insinsyur yang memiliki lisensi, For licensed Engineer, mentoring programs
terus dilakukan program pendampingan dan and instructor development programs are
juga program pengembangan Pengajar. continuously conducted.
Selain inisiatif di atas, Grup juga melakukan Furthermore, the Group is actively pursuing
penjajakan kerja sama baik dengan Airline, strategic partnerships with airlines, MRO
penyedia MRO, maupun Original Equipment providers, and Original Equipment Manufacturers
Manufacturers (“OEM”), dengan tetap mengikuti (“OEM”), ensuring compliance with relevant
prosedur yang berlaku serta mengutamakan procedures and focusing on customers from
menyasar pelanggan dari negara yang tidak countries with relatively stable economies and
terdampak signifikan terhadap pelemahan sound financial standing.
ekonomi global dan serta memiliki kondisi
finansial yang baik.
Di tahun 2024, Grup menjajaki kerjasama In 2024, the Group is actively exploring a
pengembangan bisnis Landing Gear dengan potential collaboration with one of the Regional
salah satu Regional MRO, untuk pengembangan MRO companies to strengthen the Landing Gear
kapabilitas & operasional dan penambahan business. This initiative aims to enhance
potensi pasar. Selain itu Grup juga menjajaki operational capabilities and leverage new market
opsi-opsi peningkatan kapasitas produksi opportunities. Furthermore, the Group is looking
maintenance pesawat. Hal ini bertujuan untuk into ways to increase aircraft maintenance
dapat memberikan dampak positif terhadap production capacity. These initiatives aim to
kinerja Perusahaan. positively impact the Company's performance.
b. Aspek keuangan b. Financial aspects
Pada tahun 2024, Grup membukukan In 2024, the Group recorded positive business
pertumbuhan bisnis yang positif, hal ini terlihat growth, as reflected in the Group's improved
dari kinerja Grup yang membaik dibandingkan performance compared to the previous period.
dengan periode sebelumnya. Grup mencatatkan The Group recorded revenue of US$421.22
pendapatan sebesar AS$421,22 juta atau tumbuh million, growing 13% compared to the previous
13% dibandingkan tahun sebelumnya. year. Revenue from affiliated companies grew
Pendapatan dari Grup afiliasi tumbuh 11% seiring 11% in line with the recovery of post-pandemic
dengan membaiknya kondisi penerbangan pasca flight conditions. Government revenue grew
pandemi. Pendapatan dari Government tumbuh 137% due to the realization of the C130 Hercules
137% atas realisasi proyek C130 Hercules, project, Bell 412 HA Helicopter, and Presidential
Helikopter Bell 412 HA, serta Perawatan Pesawat Aircraft Boeing Business Jet (BBJ) maintenance.
Kepresidenan Boeing Business Jet (“BBJ”). Grup The Group recorded a profit of US$26.9 million,
mencatatkan keuntungan sebesar AS$26,9 juta, with total assets of US$424.63 million.
dengan total aset sebesar AS$424,63 juta.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
576 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 577
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/92 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
38. KELANGSUNGAN USAHA (lanjutan) 38. GOING CONCERN (continued)
b. Aspek keuangan (lanjutan) b. Financial aspects (continued)
Kinerja Grup yang membaik membuat total The improved Group performance led to an
ekuitas meningkat dibandingkan periode increase in total equity compared to the previous
sebelumnya, dari negatif AS$311,16 juta menjadi period, from a negative US$311.16 million to a
negatif AS$257,9 juta. Pada periode ini Grup juga negative US$257.9 million. During this period,
melakukan program asset swap to equity, yaitu the Group also executed an asset swap to equity
inbreng aset Garuda Indonesia yang program. This involved the transfer of the Parent
berhubungan dengan operasional Grup, melalui Company's facilities through an Inbreng
mekanisme right issue. transaction, which related to the Group's
operations, using a rights issue mechanism.
Pada aspek keuangan Grup melakukan inisiatif In the financial aspect, the Group implements
dengan tujuan utama yaitu peningkatan initiatives with the primary objective of increasing
profitabilitas, restrukturisasi utang, dan profitability, debt restructuring, optimizing cash
optimalisasi arus kas, serta perbaikan ekuitas. flow, and improving equity.
• Peningkatan profitabilitas Grup, yaitu melalui • Enhancing the Group's profitability through
Operational excellence di seluruh segmen operational excellence across all business
bisnis. Manajemen melakukan evaluasi segments. Management evaluates contracts
kontrak kerja sama dengan pelanggan with customers by applying adjustments and
dengan menerapkan penyesuaian dan increases in service tariffs, adjusting to the
kenaikan tarif layanan, menyesuaikan dengan increase in raw material prices and inflation.
kenaikan harga bahan baku material dan juga Management continuously conducts
kenaikan inflasi. Manajemen senantiasa efficiency and maintains 5R/5S in all area.
melakukan efisiensi dan menjaga 5R/ 5S di Improving supply chain management to
semua lini area. Melakukan perbaikan facilitate the procurement process for aircraft
manajemen rantai pasok untuk memudahkan maintenance spare parts at more competitive
proses penyediaan suku cadang perawatan prices, thereby reducing material costs.
pesawat dan dengan harga yang lebih Additionally, selling off unused inventory to
kompetif, sehingga dapat mengurangi biaya increase the Group's profitability.
material. Serta melakukan penjualan atas
persediaan yang tidak digunakan sehingga
dapat menambah profitabilitas Grup.
• Restrukturisasi utang bank. • Restructuring of bank debt.
Pada tanggal 29 Desember 2023 perjanjian A debt restructuring agreement with Bank
restrukturisasi utang kepada Bank BRI sudah BRI was executed on 29 December 2023,
di tandatangani, dan pengikatan agunan telah while the collateral arrangement was ratified
disetujui pada Rapat Umum Pemegang by the shareholders at the Annual General
Saham (RUPS) pada tanggal 28 Juni 2024. Meeting (AGM) held on 28 June 2024.
• Restrukturisasi utang vendor. • Restructuring of vendor debt.
Hingga Desember 2024, telah dilakukan By December 2024, the Group had
proses restrukturisasi dengan nilai total successfully completed the vendor debt
haircut senilai AS$2,25 juta. Grup juga restructuring process, resulting in a total
melakukan negosiasi dengan beberapa haircut value of US$2.25 million. Additionally,
ekspeditur untuk menaikkan credit limit the Group engaged in negotiations with
sehingga proses pengiriman barang menjadi logistics providers to secure increased credit
lebih terjaga secara operasional. limits, thereby optimizing operational
oversight and streamlining the shipping
process.
577
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 578
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/93 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
38. KELANGSUNGAN USAHA (lanjutan) 38. GOING CONCERN (continued)
b. Aspek keuangan (lanjutan) b. Financial aspects (continued)
• Optimalisasi Arus Kas. • Cash Flow Optimisation.
Grup senantiasa membuat perencanaan yang The Group consistently prioritises effective
baik terkait arus kas, baik kas masuk ataupun cash flow management, ensuring meticulous
kas keluar. Memastikan arus kas operasi planning and control of both inbound and
dapat terpenuhi dari aktivitas operasional. outbound cash flows. To guarantee the
Melakukan kontrol yang ketat terhadap sustainability of operational cash flows, the
kontrak asset dan penagihan piutang Group relies on its operational activities.
terhadap pelanggan. Grup mencatatkan arus Furthermore, the Group exercises stringent
kas dari operasional sebesar AS$14,2 juta control over asset contracts and accounts
dengan total saldo kas akhir tahun sebesar receivable billing to customers. As a result,
AS$12,62 juta. Grup juga melakukan self- the Group recorded an operational cash flow
project financing (pembiayaan proyek of US$14.2 million, accompanied by a total
menggunakan penerimaan kas dari proyek cash balance of US$12.62 million.
terkait) dengan mekanisme uang muka untuk Additionally, the Group has implemented a
menghindari shortage of fund. Selain itu self-project financing mechanism, utilising
beberapa proyek khusus menggunakan cash receipts from related projects to mitigate
metode kerja sama dengan pemasok dengan potential fund shortages. This approach is
pola back to back sesuai penerimaan dari complemented by a down payment
pelanggan. Dalam pemenuhan kebutuhan mechanism. Special projects, meanwhile,
CAPEX tahun 2024 (seperti untuk employ a collaborative approach with
pembangunan hangar door, pembelian suppliers, operating on a back-to-back basis
peralatan, dan pemenuhan kepatuhan in accordance with receipts from customers.
keselamatan terhadap Otoritas terkait), Grup To fulfill its CAPEX requirements in 2024,
juga mengoptimalkan alokasi dari aktivitas including initiatives such as hangar door
kas operasional. construction, equipment procurement, and
adherence to safety regulations stipulated by
pertinent authorities, the Group effectively
optimised the allocation of operational cash
flows generated by its ongoing business
activities.
• Perbaikan Ekuitas. • Equity Improvement.
Pada 2024 telah dijalankan program During 2024, the Group successfully
melakukan program asset swap to equity, executed an asset swap to equity program.
yaitu inbreng aset Garuda Indonesia yang This involved the transfer of the Parent
berhubungan dengan operasional Grup, Company's facilities through an Inbreng
melalui mekanisme right issue. Adapun aset transaction, which related to the Group's
tersebut berupa Hangar 1,2 dan 3, serta operations, using a rights issue mechanism.
fasilitas pendukung lainnya senilai These assets, comprising Hangars 1, 2, and
Rp418.289.300.000. Selain itu, saat ini Grup 3, as well as ancillary facilities, were valued
juga terus menjajaki program peningkatan at Rp418,289,300,000. The Group is actively
ekuitas lainnya melalui skema serupa atau exploring additional initiatives through similar
pun opsi aksi korporasi lainnya (Catatan 39). schemes or other corporate actions options
(Note 39).
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
578 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 579
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/94 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
38. KELANGSUNGAN USAHA (lanjutan) 38. GOING CONCERN (continued)
Strategi Grup untuk memperkuat dan Group’s strategy to strengthen and maximise
memaksimalkan kinerja performance
Sebagai keberlanjutan atas strategi Grup, serta As a continuation of the Group's strategy and to
untuk memperkuat dan memaksimalkan kinerja, strengthen and maximise performance, the Group
Grup memiliki lima inisiatif strategi utama di tahun has five main strategic initiatives in 2025,
2025 meliputi: comprising:
1. Transformasi operasional 1. Operational transformation
Strategi ini bertujuan untuk menghasilkan This strategy aims to achieve better
kinerja yang lebih baik dengan seefisien performance with maximum efficiency,
mungkin, perbaikan Quality, Cost, & Delivery improve Quality, Cost, and Delivery (“QCD”),
(“QCD”), memperkuat manajemen rantai pasok, strengthen supply chain management,
pengembangan sumber daya manusia, serta develop human resources, and enhance
memperkuat kepercayaan pelanggan. customer trust.
2. Strategi manajemen likuiditas 2. Liquidity management strategy
Strategi ini mencakup pengoptimalan arus kas This strategy encompasses optimizing cash
agar dapat mendukung kelancaran operasional. flows to support smooth operational activities.
Beberapa program yang akan dijalankan, yaitu Several programs will be implemented,
percepatan penagihan piutang, percepatan including Accelerating accounts receivable
proses penagihan, negosiasi credit limit dan collection; Streamlining the collection
payment term ke pemasok, restrukturisasi process; Negotiating credit limits and
utang, serta melakukan pengelolaan arus kas. payment terms with suppliers; Restructuring
debt; Implementing effective cash flow
management.
3. Perbaikan ekuitas 3. Equity improvement
Program peningkatan ekuitas akan terus The equity enhancement program will
dilakukan secara bertahap dan continue to be implemented in stages, with its
implementasinya akan mengikuti prosedur yang execution adhering to applicable procedures.
berlaku.
4. Peningkatan teknologi 4. Technology advancement
Grup akan terus beradaptasi dengan The Group is committed to staying abreast of
perkembangan teknologi (peningkatan technological advancements, embracing
digitalisasi, perkembangan ERP, AI, IT security, innovations such as digitalization, ERP
dan lainnya), sehingga dapat mendukung systems, artificial intelligence, IT security, and
keberlangsungan bisnis dan operasi other emerging technologies to ensure the
perusahaan. long-term sustainability of its business and
operational activities.
5. Pengembangan bisnis yang menguntungkan 5. Profitable business growth
Strategi ini bertujuan untuk mengembangkan This strategy aims to develop a profitable and
bisnis yang tidak hanya menguntungkan tetapi sustainable business through diversification,
juga berkelanjutan, melalui diversifikasi usaha, business development, capacity and
pengembangan bisnis, pengembangan capability enhancement, and strategic
kapasitas dan kapabilitas, serta kerja sama baik partnerships with airlines, MROs, and OEMs
dengan Airline, MRO, ataupun OEM untuk to respond to market dynamics.
merespons dinamika pasar.
Kelangsungan usaha Grup dapat terdampak oleh The Group’s going concern could be impacted by
ketidakpastian yang timbul dari risiko-risiko tersebut the uncertainty arising from those risks and the
dan laporan keuangan konsolidasian interim ini interim consolidated financial statements do not
tidak termasuk penyesuaian yang mungkin timbul include any adjustments that may raise from such
dari ketidakpastian. uncertainty.
579
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 580
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/95 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
39. PERISTIWA SETELAH PERIODE PELAPORAN 39. EVENTS AFTER REPORTING PERIOD
Terjadi perubahan dalam struktur modal saham There was a change in the capital stock structure
setelah periode pelaporan. Berikut adalah posisi after the reporting period. Below is the position of the
pemegang saham Grup per tanggal 15 Januari Group's shareholders as of 15 January 2025:
2025:
15 Januari/January 2025
Persentase Total modal
Total saham/ kepemilikan/ disetor/
Number of Percentage Total paid-up
shares of ownership capital
Garuda Garuda
Seri A 25,156,058,796 195,806,416 Series A
Seri B 9,093,245,600 14,081,463 Series B
34,249,304,396 91.17% 209,887,879
PT Aero Wisata PT Aero Wisata
Seri A 254,101,604 1,977,843 Series A
Seri B 91,850,900 141,818 Series B
345,952,504 0.92% 2,119,661
Andi Fahrurrozi (Direktur) Andi Fahrurrozi (Director)
Seri A 144,400 1,086 Series A
Seri B 500,000 772 Series B
644,400 0.00% 1,858
Pudjo Sarwoko (Direktur) Pudjo Sarwok o (Director)
Seri A 89,200 0.00% 671 Series A
Irvan Pribadi (Direktur) Irvan Pribadi (Director)
Seri A 62,800 0.00% 472 Series A
Masyarakat (masing-masing Public (each below 5% of the total)
dibawah 5% dari jumlah)
Seri A 2,823,054,700 21,229,167 Series A
Seri B 146,870,976 226,769 Series B
2,969,925,676 7.91% 21,455,936
37,565,978,976 100% 233,466,477
Pelaksanaan Transaksi PMHMETD The Implementation of PMHMETD Transaction
Setelah Rapat Umum Pemegang Saham Luar Following the Extraordinary General Meeting of
Biasa yang diadakan pada tanggal 28 Oktober Shareholders held on 28 October 2024, the
2024, para pemegang saham menyetujui shareholders approved the Company's issuance of
penerbitan saham baru oleh Perusahaan dengan new shares with a nominal value of Rp 25.00 (full
nilai nominal Rp 25,00 (jumlah penuh) per saham amount) per share through the PMHMETD
melalui mekanisme PMHMETD. PMHMETD telah mechanism. The PMHMETD has received an
menerima pernyataan efektif dari OJK pada tanggal effective statement from the OJK on 12 December
12 Desember 2024. 2024.
ADVANCING OPERATIONAL AGILITY AND TRANSFORMATION
580 FOR A FUTURE-READY, CUSTOMER-CENTRIC MRO Integrated Report 2024
Page 581
Laporan Keuangan
Financial Report
PT GARUDA MAINTENANCE FACILITY AERO ASIA Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran - 5/96 - Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2024 DAN 2023 31 DECEMBER 2024 AND 2023
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
39. PERISTIWA SETELAH PERIODE PELAPORAN 39. EVENTS AFTER REPORTING PERIOD (continued)
(lanjutan)
Pelaksanaan Transaksi PMHMETD (lanjutan) The Implementation of PMHMETD Transaction
(continued)
Sesuai dengan Akta Notaris No. 11 oleh Notaris In accordance with Notarial Deed No. 11 by Notary
Shanti Indah Lestari, S.H., M.Kn., tertanggal 30 Shanti Indah Lestari, S.H., M.Kn., dated 30
Desember 2024, Garuda mengakuisisi December 2024, Garuda acquired 9,093,245,600
9.093.245.600 saham dengan melaksanakan shares by executing a non-cash asset contribution
transaksi penyetoran aset non-tunai, memindahkan transaction, transferring ownership of the Hangar
kepemilikan Hanggar dan bangunan Annex kepada and Annex building to the Company.
Perusahaan.
Hasil penilaian nilai wajar atas aset inbreng dari The valuation of the fair value of the contributed
Penilai Independen KJPP Fuadah, Rudi dan assets by Independent Appraisers KJPP Fuadah,
Rekan, Nomor 00376/2.0100- Rudi, and Partners, Number 00376/2.0100-
0/PI/05/0394/1/X/2024 pada tanggal 24 Oktober 0/PI/05/0394/1/X/2024 on 24 October 2024,
2024, adalah sebesar Rp418.289.300.000, yang amounted to Rp418,289,300,000, equivalent to
setara dengan AS$25.909.891. Pada laporan US$25,909,891. In the financial statements as of 31
keuangan per 31 Desember 2024, transaksi ini December 2024, this transaction is recorded under
dicatatkan pada “Uang muka atas modal saham” "Advance for Share Capital" as part of equity section
sebagai bagian ekuitas laporan keuangan. of the financial statement.
Perubahan Anggaran Dasar mengenai peningkatan The amendment to the Articles of Association
modal yang ditempatkan dan disetor penuh, regarding the increase in issued and fully paid
setelah pelaksanaan PMHMETD sejumlah capital, following the implementation of the
9.332.467.476 lembar saham, telah dimuat dalam PMHMETD totaling 9,332,467,476 shares, has been
Akta Notaris No. 2 oleh Notaris Shanti Indah included in Notarial Deed No. 2 by Notary Shanti
Lestari, S.H., M.Kn., pada tanggal 15 Januari 2025. Indah Lestari, S.H., M.Kn., on 15 January 2025.
Pemberitahuan perubahan ini telah resmi diterima Notification of this amendment has been officially
dan dicatat oleh Menteri Hukum dan Hak Asasi received and recorded by the Minister of Law and
Manusia Republik Indonesia, sesuai dengan Human Rights of the Republic of Indonesia, in
Keputusan No. AHU-AH.01.03-0008303, tertanggal accordance with Decree No. AHU-AH.01.03-
16 Januari 2025. 0008303, dated 16 January 2025.
Berkaitan dengan perubahan Anggaran Dasar yang Following the amendment to the Articles of
telah disetujui, saldo dalam akun 'Uang Muka Association mentioned before, the balance in the
Setoran Modal' telah direklasifikasi. Proses “Advance for Share Capital” account was
reklasifikasi ini mengalokasikan AS$14,08 juta ke reclassified. This reclassification resulted in an
akun 'Modal Saham' dan AS$11,83 juta ke akun allocation of US$14.08 million to the 'Share Capital'
'Tambahan Modal Disetor'. account and US$11.83 million to the 'Additional
Paid-in Capital' account.
581
PT Garuda Maintenance
Laporan Terintegrasi 2024 Facility AeroAsia Tbk
Page 582
24
Integrated Report
Laporan Terintegrasi
Advancing Operational Agility and
Transformation for a Future-Ready,
Customer-Centric MRO
PT Garuda Maintenance Facility AeroAsia Tbk
Management Building 3rd Floor Soekarno Hatta International
Airport (CGK) Tangerang – Indonesia PO. BOX 1303 15125
Online Email : corporatecommunications@gmf-aeroasi.co.id
Phone & Fax
Phone : +62 215508717 gmf-aeroasia.co.id
Fax : +62 21 550 3555
Names mentioned 129 people and organisations named in the text · linked when the evidence is strong
unresolved
org
PT Garuda Maintenance Facility Aero
p.3
unresolved
org
Asia Tbk
p.3 ×2
unresolved
org
PT Garuda Maintenance
p.3 ×64
unresolved
org
Facility AeroAsia Tbk
p.3 ×53
unresolved
org
Kementerian Pertahanan
p.6
unresolved
org
Ministry of Defense
p.6
unresolved
org
Financial Services Authority
p.8 ×3
unresolved
org
PT Garuda Maintenance Facility
p.8 ×3
unresolved
org
Garuda Maintenance Aero Asia Tbk
p.8 ×2
unresolved
org
Facility Aero Asia Tbk
p.8 ×14
unresolved
org
PT Garuda Maintenance Board
p.9
unresolved
org
Indonesia Stock Exchange
p.21 ×4
unresolved
org
Ministry of SOEs
p.24
unresolved
org
Ministry of Industry Republic of Indonesia
p.24
unresolved
org
Ministry of Defense Potential
p.25
unresolved
org
Kementerian
p.26
unresolved
org
Ministry of Foreign Affairs
p.26
unresolved
person
Agit Atriantio
· Komisaris
p.35 ×3
unresolved
—
Agit Atrianto
· Commissioner
p.35
unresolved
person
Dharmadi
· Komisaris Utama
p.35 ×3
unresolved
person
Abhan
· Komisaris Independen
p.35 ×2
unresolved
org
Pusat
p.37
unresolved
org
Menteri BUMN
p.43 ×2
unresolved
org
Minister of SOEs
p.43
unresolved
person
Salusra Satria
· Direktur Keuangan
p.44
unresolved
org
PT Garuda
p.46 ×5
unresolved
org
Aero Asia Tbk
p.46 ×3
unresolved
person
Base Operation
· Direktur
p.47
unresolved
person
Line Operation
· Direktur Keuangan
p.47 ×2
unresolved
org
Akronim
· Nama Perusahaan
p.50
unresolved
org
Acronym
· Company Name
p.50
unresolved
org
Legal Basis of Establishment
p.50
unresolved
org
Minister of Justice and Human Rights
p.50
unresolved
org
PT Aero Wisata Overhaul Services ADVANCING OPERATIONAL AGILITY
p.50
unresolved
org
PT Garuda Maintenance Facility Aero Garuda Maintenance Facility
p.54
unresolved
person
Notary Arry Supratno
p.54 ×2
unresolved
person
Notary Indah Lestari
p.54
unresolved
person
Shanti Indah Lestari
· Notaris
p.54 ×13
unresolved
org
PT GMF
p.56 ×2
unresolved
org
Kementerian Keuangan.
p.56 ×2
unresolved
org
Ministry of Finance
p.56 ×3
unresolved
org
Minister of MBU
p.60
unresolved
org
Kementerian BUMN
p.64
unresolved
org
Kementerian Perindustrian
p.64
unresolved
org
Directorate General of Civil Aviation
p.65 ×3
unresolved
org
Ministry of Land
p.65
unresolved
org
Ministry of Transport
p.65
unresolved
org
Minister of Land
p.65
unresolved
org
Ministry of Transport and Communications
p.66
unresolved
org
PT Garuda Indonesia Concurrent Positions
p.78
unresolved
org
PT Affiliate Relationship
p.78
unresolved
org
PT CT Corpora
p.79
unresolved
org
PT CT
p.79
unresolved
org
PT Angkasa Pura Support
p.81
unresolved
org
PT Angkasa Pura Support Work Experience
p.81
unresolved
org
Menteri Pertahanan Bidang
p.81
unresolved
org
Minister of Komunikasi
p.81
unresolved
org
Menteri Perhubungan Bidang Digital
p.81
unresolved
org
Minister of Transportation
p.81
unresolved
person
Shanti Lestari
p.83
unresolved
person
Tangerang Lestari
p.86
unresolved
org
PT Asuransi Umum BCA
p.86
unresolved
org
PT Asuransi Umum BCA Work Experience
p.86
unresolved
org
PT Penjamin
p.86
unresolved
org
PT Penjamin Infrastruktur Indonesia
p.86 ×2
unresolved
org
PT Penjamin Infrastruktur
p.86
unresolved
org
Indonesia Deposit Insurance Corporation
p.86 ×2
unresolved
person
Deputi
· Direktur
p.86
unresolved
org
Direktorat Jenderal Institusi
p.86
unresolved
org
Directorate General of Financial Keuangan
p.86
unresolved
person
Lestari
p.87
unresolved
person
Tangerang Regency. This Indah Lestari
p.87 ×2
unresolved
person
PLH
· Direktur
p.87
unresolved
org
PT Garuda Work Experience
p.87
unresolved
org
Indonesia (Persero) Tbk
p.87 ×5
unresolved
org
PT AGI
p.88
unresolved
org
PT Aerowisata
p.91 ×2
unresolved
org
Kementerian Badan Usaha Milik Negara
p.98
unresolved
org
Ministry of State-
p.98
unresolved
org
PT GARUDA DAYA PRATAMA SEJAHTERA
p.98
unresolved
—
Nominal Saham = Rp100/lembar
p.99
unresolved
—
Share Nominal Value = Rp100/share
p.99
unresolved
org
PT Datindo Entrycom
p.99 ×2
unresolved
org
PT Garuda Indonesia (Persero) Tbk merupakan
p.99
unresolved
—
pengendali GMF dengan kepemilikan sebesar 89.10%
p.99
unresolved
org
tahun 2024. Garuda Indonesia merupakan maskapai
p.99
unresolved
org
milik Pemerintah Indonesia yang didirikan pada tanggal 31
p.99
unresolved
org
tahun 2008, Garuda Indonesia menjadi satu-satunya
p.99
unresolved
—
maskapai lokal yang memperoleh sertifikasi IATA Operational
p.99
unresolved
org
Safety Audit (IOSA) Operator. Garuda Indonesia melakukan
p.99
unresolved
org
PT YULIE SEKURITAS INDONESIA PERSEROAN TERBATAS
p.103
unresolved
org
PT. ASKRINDO
p.103
unresolved
—
has been done until December 31, 2024:
p.106
unresolved
—
Amendment and/or Additional Disclosure Information
p.106
unresolved
—
Prospectus Issuance
p.106
unresolved
—
Integrated Report 2024
p.106
unresolved
org
Kantor Akuntan Publik Rintis
p.162
unresolved
org
Rianto & Rekan
p.162
unresolved
org
Government of the Republic of Indonesia
p.162 ×2
unresolved
org
Kementerian Keuangan Pemerintah Republik Indonesia
p.162
unresolved
org
Kementerian Keuangan Pemerintah
p.162
unresolved
org
PT Aero System Indonesia.
p.173
unresolved
org
PT Aero System Indonesia. In
p.173
unresolved
org
Menteri BUMN Nomor PER-
p.179
unresolved
org
Menteri Negara Badan Usaha Milik
p.181
unresolved
org
Minister of State-Owned Enterprises Negara No. PER-
p.181
unresolved
org
Menteri Negeri BUMN No. PER-
p.181 ×2
unresolved
org
Minister of State-Owned Enterprises
p.181
unresolved
person
Melengkapi Pedoman
· Komisaris
p.187
Extraction attempts how the parser did, and what it refused
Nothing structured was extracted from this document — the attempts below say why.
No extraction attempted yet.