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Melayani Sepenuh Hati, Menyambut Cakrawala Baru
Menuju Bandara Kelas Dunia
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Sanggahan dan Batasan PT Angkasa Pura Indonesia (InJourney Airports), yang merupakan perubahan nama dari PT Angkasa Pura II sebagaimana diumumkan secara resmi oleh Menteri Badan Usaha Milik Negara (BUMN), Erick Thohir, pada 9 September 2024, menjalankan kegiatan usaha di sektor kebandarudaraan. Laporan ini menyajikan informasi terkait kondisi keuangan dan kinerja pendapatan Perusahaan, serta memuat proyeksi, rencana, strategi, kebijakan, dan tujuan bisnis. Pernyataan dalam laporan ini mengandung risiko dan ketidakpastian yang dapat menyebabkan realisasi kinerja berbeda secara signifikan dari yang diproyeksikan. Pernyataan berorientasi masa depan di dalam laporan disusun berdasarkan berbagai asumsi mengenai kondisi saat ini maupun masa depan serta lingkungan bisnis tempat perusahaan beroperasi. Perusahaan tidak menjamin bahwa dokumen yang telah divalidasi akan menghasilkan hasil sesuai harapan. Disclaimer and Limitations of Liabilities PT Angkasa Pura Indonesia (InJourney Airports), formerly known as PT Angkasa Pura II following the official announcement by the Minister of State-Owned Enterprises (SOEs), Erick Thohir, on 9 September 2024, operates in the airport services sector. This report contains information on the Company’s financial performance and revenue, and includes projections, plans, strategies, policies, and business objectives. Statements contained in this report involve risks and uncertainties that may cause actual performance to differ materially from those projected. Forward-looking statements in this report are based on various assumptions regarding current and future conditions, as well as the business environment in which the Company operates. The Company does not guarantee that the outcomes will align with expectations.
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Tema Laporan Keberlanjutan 2025
2025 Sustainability Report Theme
Melayani Sepenuh Hati,
Menyambut Cakrawala Baru
Menuju Bandara Kelas Dunia
Serving Wholeheartedly, Welcoming New Horizons
Toward World-Class Airports
PT Angkasa Pura Indonesia (selanjutnya disebut PT Angkasa Pura Indonesia (hereinafter referred to as the
“Perusahaan”) terus melaksanakan transformasi “Company”) continues to advance airport transformation
bandara untuk meningkatkan kualitas layanan sekaligus to enhance service quality while supporting both
mendukung mobilitas nasional dan internasional. national and international mobility. As the fifth-largest
Sebagai operator bandara terbesar kelima di dunia, airport operator in the world, the Company emphasizes
Perusahaan menekankan penguatan infrastruktur, infrastructure strengthening, increased operational
peningkatan kapasitas operasional, serta integrasi capacity, and service integration to ensure that every
layanan agar setiap perjalanan memberikan pengalaman journey delivers an efficient, comfortable, and seamless
perjalanan yang efisien, nyaman, dan terpadu, selaras travel experience, aligned with global airport best
dengan praktik bandara kelas dunia. practices.
Nilai Melayani Sepenuh Hati menjadi landasan dalam The value of Melayani Sepenuh Hati underpins every
setiap interaksi, yang mengacu pada komitmen untuk interaction, reflecting a commitment to continuously
senantiasa meningkatkan kompetensi sumber daya enhancing human capital capabilities and service quality
manusia dan kualitas layanan dalam rangka memberikan to deliver a sincere and memorable travel experience
pengalaman perjalanan yang tulus dan berkesan di across all touchpoints. As the nation’s primary gateway,
seluruh titik layanan. Sebagai gerbang utama negara, airports serve as a showcase of Indonesia’s culture to the
bandara berperan sebagai etalase budaya Indonesia di world, functioning not only as transportation hubs, but
mata dunia, yang tidak hanya berfungsi sebagai simpul also as a reflection of national identity and hospitality.
transportasi, tetapi juga mencerminkan identitas dan With a spirit of opening new horizons, the Company
keramahtamahan bangsa. Dengan semangat membuka continues to expand connectivity while delivering travel
cakrawala baru, Perusahaan memperluas konektivitas experiences that are increasingly inclusive, integrated,
sekaligus menghadirkan pengalaman perjalanan yang and aligned with international best practices.
semakin inklusif, terintegrasi, dan selaras dengan praktik
terbaik internasional.
Sejalan dengan itu, Perusahaan menjalankan prinsip In line with this, the Company implements sustainability
keberlanjutan melalui pengembangan green airport, principles through the development of green airports,
efisiensi energi, pengurangan emisi, serta pengelolaan energy efficiency initiatives, emission reduction efforts,
limbah dan air secara terpadu. Langkah-langkah and integrated waste and water management. These
ini memastikan bahwa setiap inovasi tidak hanya measures ensure that every innovation not only enhances
meningkatkan kualitas layanan, tetapi juga memberikan service quality but also generates sustainable positive
dampak positif yang berkelanjutan bagi masyarakat dan impacts for communities and the environment.
lingkungan.
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Sanggahan dan Batasan 2 Memperkenalkan Peran dan Nilai
Disclaimer and Limitations of Liabilities dalam Perjalanan Perusahaan
Tema Laporan Keberlanjutan
Sustainability Report Theme
3
02 Introducing Roles and Values in the
Company’s Journey
Daftar Isi 4
Table of Contents Tentang PT Angkasa Pura Indonesia 60
About PT Angkasa Pura Indonesia
Sambutan Direktur Utama 6
Message from the President Director Penjelasan Logo 61
Logo Explanation
Pernyataan Laporan Keberlanjutan 12
Sustainability Report Statement Visi, Misi, dan Tata Nilai Perusahaan 62
Vision, Mission, and Corporate Values
Daftar Isi
Table of Contents
Ikhtisar Kinerja Keberlanjutan 2025 14 Skala Perusahaan 65
2025 Sustainability Performance Highlights Company Scale
Kilas Peristiwa Tahun 2025 20 Struktur Grup 66
2025 Timeline of Events Group Structure
Penghargaan Tahun 2025 29 Produk, Layanan, dan Kegiatan Usaha 67
Awards in 2025 Products, Services, and Business Activities
Tentang Laporan Ini 42 Area Operasional 70
About This Report Operational Areas
Keanggotaan Asosiasi 74
Association Memberships
Navigasi Arah Strategi
Jejak Langkah PT Angkasa Pura Indonesia 76
Keberlanjutan
01
Milestones of PT Angkasa Pura Indonesia
Navigating the Direction of Sustainability
Strategy Etalase Bangsa 78
Showcasing the Nation
Strategi Keberlanjutan PT Angkasa Pura Indonesia 46
PT Angkasa Pura Indonesia Sustainability Strategy Menjaga Integritas melalui
Tata Kelola yang Tangguh
03
Identifikasi Topik Material 48
Identification of Material Topics Upholding Integrity through Strong
Pelibatan Pemangku Kepentingan 53 Governance
Stakeholder Engagement
Tantangan dalam Penerapan Prinsip Keberlanjutan 56 Struktur Tata Kelola 90
Challenges in Implementing Sustainability Principles Governance Structure
Pengelolaan Risiko Atas Penerapan Tata Kelola 103
Keberlanjutan
Risk Management in the Implementation of
Sustainability Governance
4 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Kebijakan dan Kepatuhan 112 Manajemen Keselamatan Bandara 209
Policies and Compliance Airport Safety Management
Dukungan terhadap Tujuan Pembangunan Berkelanjutan 126
(TPB) Mengembangkan Talenta,
Contribution to the Sustainable Development Goals Menyiapkan Masa Depan
(SDGs)
Menjaga Keseimbangan
06 Developing Talent, Preparing for the Future
Lingkungan di Setiap Lintasan
04
Pengelolaan dan Pengembangan Talenta 216
Maintaining Environmental Balance in Every Talent Management and Development
Operation
Keselamatan dan Kesehatan Kerja 250
Occupational Health and Safety
Komitmen Lingkungan sebagai Landasan Operasi 132 Manajemen Mutu Pengelolaan Bandara 269
Environmental Commitment as the Foundation of Airport Management Quality Management
Operations
Pengelolaan Sumber Daya 139 Menciptakan Dampak Sosial
Resource Management Bersama
Pengelolaan Dampak Lingkungan
Environmental Impact Management
149
07 Creating Shared Social Impact
Perlindungan terhadap Keanekaragaman 168
Biodiversity Protection Mengelola Dampak terhadap Masyarakat 272
Managing Impacts on Communities
Tanggung Jawab Sosial dan Lingkungan 277
Menghadirkan Layanan yang Social and Environmental Responsibility
Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services Pernyataan Penjaminan Eksternal
External Assurance Statement
296
Indeks Isi Standar Global Reporting Initiative (GRI) 2021 302
Kebijakan Layanan 180 Global Reporting Initiative (GRI) 2021 Content Index
Service Policy Referensi POJK No. 51/POJK/03/2017 dan SEOJK No. 16/ 316
Pengelolaan dan Strategi Pengalaman Pelanggan 180 SEOJK/04/2021
Customer Experience Management and Strategy Reference to POJK No. 51/POJK/03/2017 and SEOJK No.
16/SEOJK/04/2021
Kinerja Operasional Bandara 193
Airport Operational Performance Lembar Umpan Balik 319
Feedback Form
Pengukuran Kinerja dan Kepuasan Pelanggan 194
Performance Measurement and Customer Satisfaction
Penanganan Umpan Balik Pelanggan 199
Customer Feedback Management
Pemasaran dan Informasi Produk 206
Product Marketing and Information
Sestainability Report 2025 PT Angkasa Pura Indonesia 5
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Sambutan Direktur Utama [GRI 2-22] [OJK D.1] Message from the President Director Pemangku Kepentingan yang kami hormati, Distinguished Stakeholders, Di setiap lepas landas, terdapat keyakinan akan arah In every takeoff, there is a conviction in the direction ahead. yang dituju. Sebagai entitas hasil integrasi nasional As a nationally integrated entity managing the largest airport yang mengelola jaringan bandara terbesar di Indonesia, network in Indonesia, PT Angkasa Pura Indonesia (hereinafter PT Angkasa Pura Indonesia (selanjutnya disebut referred to as the “Company”) views sustainability as a “Perusahaan”) memaknai keberlanjutan sebagai fondasi foundation for maintaining balance between business dalam menjaga keseimbangan antara pertumbuhan usaha growth and long-term responsibility. Sustainability serves as dan tanggung jawab jangka panjang. Keberlanjutan hadir the balancing force between the two, preserving alignment di antara keduanya sebagai penyeimbang yang menjaga between growth and responsibility, while providing a clear keselarasan antara pertumbuhan dan tanggung jawab, serta direction that ensures each journey delivers broader value. sebagai arah yang memastikan setiap perjalanan memiliki makna yang lebih luas. Menjaga Arah di Tengah Dinamika Maintaining the Course Amid Dynamic Change Perjalanan sektor transportasi sepanjang tahun 2025 The transportation sector’s performance in 2025 was ditopang oleh fondasi ekonomi nasional yang solid di supported by a resilient national economic foundation amid tengah lanskap global yang dinamis. Ekonomi Indonesia a dynamic global landscape. Indonesia’s economy grew by tumbuh sebesar 5,11% (yoy), mencerminkan kekuatan yang 5.11% (yoy), reflecting underlying strength that continued mendukung sektor transportasi dan aviasi. Pertumbuhan ini to support the transportation and aviation sectors. mendorong peningkatan mobilitas masyarakat, khususnya This growth drove increased mobility, particularly in air dengan menggunakan transportasi udara, yang tercermin travel, as reflected in rising passenger traffic and aircraft pada tren kenaikan trafik penumpang dan pergerakan movements across the airports under our management. pesawat di bandara yang kami kelola. Hal ini menegaskan This underscores that sustainability is not only a long-term bahwa keberlanjutan bukan hanya menjadi komitmen commitment, but also a strategic necessity to ensure the jangka panjang, melainkan juga kebutuhan strategis untuk Company remains adaptive, resilient, and well-positioned to memastikan perusahaan tetap adaptif, resilien, dan mampu capture growth opportunities. menangkap peluang pertumbuhan. Momentum ini seiring timbul dengan meningkatnya mobilitas This momentum was further propelled by rising air mobility udara dan pemulihan sektor pariwisata internasional, yang and the recovery of international tourism, creating membuka peluang peningkatan trafik dan memperkuat opportunities to increase traffic and strengthen the role of peran bandara sebagai katalisator pembangunan regional. Di airports as catalysts for regional development. At the same sisi lain, Perusahaan tetap mencermati dinamika geopolitik time, the Company remained attentive to global geopolitical global, fluktuasi ekonomi negara besar, dan volatilitas dynamics, economic fluctuations in major markets, and perdagangan internasional yang berpotensi memengaruhi volatility in international trade that may affect regional stabilitas kawasan. stability. Industri kebandarudaraan menghadapi tantangan yang The airport industry continues to navigate complex kompleks. Di tengah peningkatan trafik dan mobilitas challenges. Amid growing traffic and air mobility, the udara, Perusahaan juga dihadapkan pada kebutuhan Company must also manage environmental impacts in a untuk mengelola dampak lingkungan secara lebih more measured manner to ensure that growth does not terukur, sehingga pertumbuhan tidak berjalan dengan come at the expense of environmental quality and long- mengorbankan kualitas lingkungan dan keberlanjutan term sustainability. These challenges include managing jangka panjang. Bagi Perusahaan, tantangan tersebut traffic across a diverse airport network, optimizing the mencakup pengelolaan trafik pada jaringan bandara dengan performance of hub and non-hub airports, and strengthening 6 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Mohammad Rizal
Pahlevi
Direktur Utama
President Director
Sestainability Report 2025 PT Angkasa Pura Indonesia 7
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karakteristik yang beragam, optimalisasi kinerja bandara hub non-aeronautical revenues amid shifting passenger travel dan nonhub, serta penguatan pendapatan nonaeronautika patterns. In addition, adapting to regulatory requirements, di tengah perubahan pola perjalanan penumpang. Selain enhancing service quality, and integrating operational itu, penyesuaian terhadap kebijakan regulator, kebutuhan systems following the entity merger remain key priorities in peningkatan kualitas layanan, serta integrasi sistem sustaining performance. operasional pascapenggabungan entitas menjadi fokus penting dalam menjaga keberlanjutan kinerja. Untuk menjaga kinerja yang stabil dan berkelanjutan, To maintain stable and sustainable performance, the Perusahaan menetapkan target yang terukur dan realistis. Company has set measurable and realistic targets. The Strategi 2025 difokuskan pada penguatan struktur keuangan, 2025 strategy focused on strengthening the financial pertumbuhan pendapatan yang konsisten, dan peningkatan structure, driving consistent revenue growth, and enhancing efektivitas operasional. Hingga akhir tahun, aset perusahaan operational effectiveness. By year-end, total assets reached mencapai Rp90,57 triliun atau naik 5,1% dibandingkan 2024, Rp90.57 trillion, an increase of 5.1% compared to 2024, dengan pencapaian 1,16 juta pergerakan pesawat, 154,006 supported by 1.16 million aircraft movements, 154.006 million juta pergerakan penumpang, dan 1,49 juta ton lalu lintas passenger movements, and 1.49 million tons of cargo traffic kargo di seluruh bandara yang dikelola. Pencapaian ini across the managed airports. These achievements reflect mencerminkan kemampuan Perusahaan dalam mengelola the Company’s capability to manage increased air mobility in peningkatan mobilitas udara secara terintegrasi, sekaligus an integrated manner while maintaining service quality and menjaga kualitas layanan dan efisiensi operasional. operational efficiency. Nilai Keberlanjutan dan Komitmen Pimpinan Sustainability Values and Leadership Commitment Sebagai pengelola 37 bandara di Indonesia, setiap langkah As the operator of 37 airports across Indonesia, every operasional PT Angkasa Pura Indonesia membawa dampak operational step taken by PT Angkasa Pura Indonesia yang melampaui batas geografis. Prinsip keberlanjutan generates impacts that extend beyond geographical menjadi fondasi dalam setiap keputusan bisnis, mulai dari boundaries. Sustainability principles serve as the foundation pengembangan infrastruktur, pengelolaan operasional, for all business decisions, from infrastructure development hingga layanan kepada pelanggan. Nilai-nilai keberlanjutan and operational management to customer service delivery. ini dikembangkan secara terintegrasi, dengan melibatkan These values are developed in an integrated manner, manajemen puncak, dan diselaraskan dengan kebijakan involving top management and aligned with national policies nasional serta standar global, sehingga menjadi sistem and global standards, forming a guiding system that directs navigasi yang menuntun setiap keputusan ke arah every decision toward responsible growth. pertumbuhan yang bertanggung jawab. Direksi dan manajemen berkomitmen untuk memastikan The Board of Directors and management are committed prinsip berkelanjutan menjadi bagian dari tata kelola to embedding sustainability principles within corporate perusahaan, termasuk dalam aspek manajemen risiko dan governance, including risk management and long-term perencanaan jangka panjang, serta diintegrasikan ke dalam planning, and integrating them into key performance indikator kinerja utama dan proses pengambilan keputusan indicators and strategic decision-making processes. This strategis. Komitmen ini dijalankan sebagai disiplin yang commitment is upheld as an ongoing discipline, akin to berkelanjutan, sebagaimana standar keselamatan dalam aviation safety standards, embedded throughout all levels dunia penerbangan, yang menembus setiap lini organisasi, of the organization, from strategic policies to everyday dari kebijakan strategis hingga budaya kerja sehari-hari. workplace practices. Merespons Isu dan Tantangan Keberlanjutan Responding to Sustainability Issues and Challenges Industri kebandarudaraan menghadapi persimpangan The airport industry stands at a critical juncture where yang mengharuskan efisiensi operasional hadir beriringan operational efficiency must go hand in hand with dengan pengelolaan dampak lingkungan serta kontribusi environmental management and social contribution. In sosial. Dalam merespons dinamika tersebut, Perusahaan response, the Company has strengthened its sustainability memperkuat pendekatan keberlanjutannya melalui approach through the update of material topics using a pembaruan topik material yang dilakukan melalui proses double materiality assessment process. double materiality assessment. 8 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Pembaruan ini memastikan bahwa prioritas keberlanjutan This update ensures that the Company’s sustainability
Perusahaan senantiasa relevan dengan perkembangan priorities remain aligned with business developments,
bisnis, dinamika industri, serta ekspektasi pemangku industry dynamics, and stakeholder expectations. Key
kepentingan. Adapun prioritas utama mencakup pemenuhan priorities include customer well-being and safety, data
kesejahteraan dan keselamatan pelanggan, pelindungan privacy and cybersecurity, and service quality assurance.
privasi dan keamanan siber, serta penjaminan atas kualitas Further details on the process and results of this assessment
layanan. Penjelasan lebih lanjut mengenai proses dan hasil are presented in the Materiality section of this report, while
penilaian ini disampaikan pada bagian Materialitas dalam each topic is discussed in greater depth in the relevant
laporan ini, sedangkan pembahasan masing-masing topik sections of this sustainability report.
diuraikan secara lebih mendalam pada bagian terkait dalam
laporan keberlanjutan ini.
Perusahaan menyadari bahwa proses transformasi dan The Company recognizes that transformation and
integrasi selalu menghadirkan tantangan yang perlu integration processes inevitably present challenges that
dibenahi secara berkesinambungan, antara lain dengan require continuous improvement, including enhancing
memperdalam pemahaman internal terkait praktik internal understanding of sustainability practices, improving
keberlanjutan, meningkatkan kualitas dan integrasi data quality and integration, and strengthening stakeholder
data, serta memperkuat kolaborasi dengan pemangku collaboration.
kepentingan.
Perusahaan telah memiliki Kebijakan Lingkungan Hidup yang The Company has established an Environmental Policy
menjadi landasan strategis dalam penguatan tata kelola that serves as the strategic foundation for strengthening
dan pengelolaan aspek lingkungan di seluruh bandara yang governance and environmental management across all
dikelola. Kebijakan ini mempertegas komitmen Perusahaan airports under its management. This policy reaffirms
dalam penerapan prinsip eco airport, pengelolaan dampak the Company’s commitment to implementing eco-
lingkungan secara menyeluruh, serta peningkatan kinerja airport principles, managing environmental impacts
lingkungan melalui berbagai program seperti penurunan comprehensively, and enhancing environmental
emisi Gas Rumah Kaca (GRK), efisiensi energi, pengelolaan performance through various programs encompassing
limbah, Bangunan Gedung Hijau di bandara, konservasi greenhouse gas (GHG) emissions reduction, energy
keanekaragaman hayati, hingga penerapan standar efficiency, waste management, Green Building standards
dan sertifikasi lingkungan. Selain itu, kebijakan ini juga at airports, biodiversity conservation, and the adoption of
menekankan pentingnya kepatuhan terhadap regulasi, environmental standards and certifications. Furthermore,
penguatan kapasitas sumber daya manusia, serta kolaborasi the policy underscores the importance of regulatory
dengan para pemangku kepentingan dalam menjaga kualitas compliance, human resource capacity building, and
lingkungan di sekitar bandara. stakeholder collaboration in maintaining environmental
quality within and around airport areas.
Dokumen kebijakan ini kemudian menjadi penguat This policy document serves to reinforce the various
bagi berbagai inisiatif strategis yang telah dijalankan strategic initiatives that the Company has implemented
Perusahaan dalam pengelolaan operasional bandara yang in the sustainable management of airport operations. Its
berkelanjutan. Implementasi tersebut diarahkan untuk implementation is directed at ensuring the effectiveness of
memastikan efektivitas pengelolaan energi, limbah, serta energy and waste management, as well as improving service
peningkatan kualitas layanan melalui dukungan digitalisasi quality through digitalization support and organizational
dan penguatan kapasitas organisasi. Pendekatan ini juga capacity building. This approach also strengthens
memperkuat sistem pemantauan kinerja serta kolaborasi the performance monitoring system and stakeholder
dengan pemangku kepentingan, sehingga setiap inisiatif collaboration, enabling each initiative to be carried out in
dapat berjalan lebih terukur, terintegrasi, dan selaras a more measurable, integrated, and sustainable manner,
dengan arah keberlanjutan Perusahaan. aligned with the Company’s sustainability direction.
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Kinerja dan Capaian Keberlanjutan Sustainability Performance and Achievements Tahun 2025 menjadi momentum konsolidasi pasca integrasi The year 2025 saw a consolidation phase following the PT Angkasa Pura I ke dalam PT Angkasa Pura Indonesia integration of PT Angkasa Pura I into PT Angkasa Pura (dahulu PT Angkasa Pura II), yang kemudian menghadirkan Indonesia (formerly PT Angkasa Pura II), resulting in the InJourney Airports sebagai entitas nasional yang mengelola establishment of InJourney Airports as a national entity jaringan bandara terbesar di Asia Tenggara. Total managing the largest airport network in Southeast Asia. pergerakan penumpang sepanjang tahun mencapai 154,006 Total passenger movements reached 154.006 million, juta orang, mencerminkan pemulihan sektor aviasi seiring reflecting the recovery of the aviation sector amid growing meningkatnya antusiasme masyarakat untuk menggunakan public enthusiasm for air travel. moda transportasi udara. Di tengah peningkatan aktivitas tersebut, Perusahaan terus Amid increasing activity, the Company continued to memperkuat kinerja lingkungannya melalui berbagai inisiatif strengthen its environmental performance through strategis, termasuk pengendalian emisi dan efisiensi energi strategic initiatives, including technology-based emission berbasis teknologi, pemanfaatan energi surya melalui control and energy efficiency, the utilization of solar energy pengoperasian pembangkit Listrik Tenaga Surya (PLTS) through rooftop Solar Power Plant (PLTS) as part of the atap sebagai bagian dari transisi energi, pengelolaan energy transition, sustainable waste management, and the limbah yang berkelanjutan, serta penerapan konsep green implementation of green building concepts across several building di sejumlah bandara. Upaya ini menghasilkan airports. These efforts resulted in emission reductions capaian penurunan emisi sebesar 199.152 ton CO2e, yang of 199,152 tCO2e, demonstrating tangible progress toward mencerminkan langkah nyata menuju operasi yang lebih lower-carbon operations. This commitment was further rendah karbon. Komitmen tersebut turut didukung oleh supported by environmental investment realization of realisasi investasi pengelolaan lingkungan sebesar Rp84,77 Rp84.77 billion and the development of a renewable energy miliar serta pengembangan peta jalan energi baru terbarukan, roadmap to maintain a sustainable balance between sebagai bagian dari upaya menjaga keseimbangan antara operational growth and environmental responsibility. pertumbuhan operasional dan tanggung jawab lingkungan secara berkelanjutan. Dalam aspek sosial, kinerja pelayanan kepada pelanggan From a social perspective, customer service performance secara umum berada pada kategori sangat baik, dengan remained in the excellent category, with all service seluruh indikator pelayanan memperoleh peringkat A. Hal indicators achieving an A rating. This reflects continued ini menunjukkan penguatan pengalaman pelanggan seiring improvement in customer experience alongside efforts to dengan upaya menjaga kualitas layanan kebandarudaraan. maintain service quality. The Company also recorded strong Di sisi lain, PT Angkasa Pura Indonesia juga mencatatkan occupational safety performance, with zero workplace kinerja keselamatan kerja yang baik dengan tidak accidents during the reporting period, demonstrating its adanya kecelakaan kerja selama periode pelaporan, yang commitment to employee protection. In supporting social mencerminkan komitmen terhadap perlindungan bagi contributions, the Company allocated Rp65.804.028.121 for pegawai. Dalam mendukung kontribusi sosial kepada Corporate Social Responsibility (CSR) programs. PT Angkasa masyarakat, Perusahaan menyalurkan anggaran untuk Pura Indonesia also continued to strengthen diversity at the program Tanggung Jawab Sosial dan Lingkungan (TJSL) governance level, reflected in 33% female representation on sebesar Rp65.804.028.121. PT Angkasa Pura Indonesia juga the Board of Commissioners. terus memperkuat keberagaman di tingkat tata kelola, yang tercermin dari keterwakilan perempuan sebesar 33% pada level Dewan Komisaris. Dari sisi tata kelola, penerapan prinsip Good Corporate From a governance perspective, the implementation of Governance tercatat pada skor 84,780 untuk tahun buku Good Corporate Governance achieved a score of 84.780 2024. Komitmen terhadap tata kelola dan praktik bisnis yang for the 2024 financial year. The Company’s commitment to bertanggung jawab juga tercermin dari pencapaian Risk governance and responsible business practices is further Maturity Index (RMI) pada tahun 2024 sebesar 2,88 dari skala reflected in a Risk Maturity Index (RMI) score of 2.88 out of 5,0 yang menempatkan Perusahaan pada Fase Berkembang 5.0 in 2024, placing the Company in the Developing Phase 10 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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(+). Di samping itu, Perusahaan juga telah memastikan (+). In addition, all employees have received socialization on
seluruh karyawan menerima sosialisasi mengenai Kebijakan the Anti-Bribery Management System (ABMS) policies and
dan Prosedur Sistem Manajemen Antipenyuapan (SMAP) procedures and have signed a Statement of Commitment to
dan menandatangani Pernyataan Komitmen Kepatuhan Compliance with the Prevention of Gratification, Corruption,
terhadap Penghindaran Gratifikasi, Korupsi, Kolusi, dan Collusion, and Nepotism.
Nepotisme (KKN).
Pencapaian ini menunjukkan arah positif perusahaan dalam These achievements reflect the Company’s positive
menjaga keseimbangan antara pertumbuhan dan tanggung trajectory in balancing growth with responsibility, while
jawab, sekaligus menegaskan efektivitas transformasi dan demonstrating the effectiveness of the airport network
integrasi jaringan bandara yang berlangsung sepanjang transformation and integration throughout the year.
tahun.
Menyambut Cakrawala Baru Embracing a New Horizon
Setiap perjalanan yang ditempuh Perusahaan tidak hanya Every journey undertaken by the Company does not end at its
berakhir di titik tujuan, tetapi juga menjadi titik mula untuk destination, it becomes the starting point for the next step
mempersiapkan langkah berikutnya. PT Angkasa Pura forward. PT Angkasa Pura Indonesia views sustainability as
Indonesia memandang keberlanjutan sebagai cakrawala a new horizon that drives continuous progress, enabling the
baru yang mendorong perusahaan untuk terus bergerak Company to adjust course and ensure that every decision
maju, menyesuaikan ketinggian, dan memastikan setiap delivers long-term impact.
keputusan memberi dampak jangka panjang.
Ke depan, Perusahaan akan memperkuat fondasi Looking ahead, the Company will strengthen its
keberlanjutan melalui pengelolaan operasional yang sustainability foundation through more efficient operations,
lebih efisien, pengurangan dampak lingkungan secara gradual reduction of environmental impacts, and inclusive
bertahap, serta kontribusi sosial yang inklusif. Pemanfaatan social contributions. Leveraging opportunities such
peluang, seperti pengembangan konsep green airport, as the development of green airport concepts, service
digitalisasi layanan, dan kolaborasi ekosistem aviasi, akan digitalization, and aviation ecosystem collaboration will be
menjadi strategi utama dalam menciptakan nilai tambah key strategies in creating sustainable value.
berkelanjutan.
Seperti pesawat yang menembus batas cakrawala, Like an aircraft that moves beyond the horizon, PT Angkasa
PT Angkasa Pura Indonesia akan terus mengudara Pura Indonesia will continue its journey by maintaining
dengan menjaga arah dan menyesuaikan ketinggian demi direction and adjusting altitude, ensuring that each journey
memastikan setiap perjalanan tidak hanya mencapai not only reaches its destination, but also contributes to a
destinasi, tetapi juga menghadirkan masa depan yang lebih more sustainable future for the nation and society.
berkelanjutan bagi bangsa dan masyarakat.
Untuk dan atas nama Direksi,
For and on behalf of the Board of Directors,
Mohammad Rizal Pahlevi
Direktur Utama
President Director
Sestainability Report 2025 PT Angkasa Pura Indonesia 11
Page 12
Pernyataan Laporan Keberlanjutan
Sustainability Report Statement
Pernyataan Tanggung Jawab atas Pelaporan Keberlanjutan 2025
Kami yang bertanda tangan di bawah ini menyatakan bahwa seluruh informasi yang tertera dalam Laporan Keberlanjutan
PT Angkasa Pura Indonesia tahun buku 2025 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi
Laporan Keberlanjutan.
Demikian pernyataan ini kami buat dengan sebenarnya.
Jakarta, 30 April 2026
Dewan Komisaris
Board of Commissioners
Antoni Arif Priadi
Komisaris Utama
President Commissioner
Erwan Agus Purwanto Dita Indah Sari Elly Engelbert Lasut
Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner
Djamaluddin Abdul Muis Eva Yuliana
Komisaris Independen Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner Independent Commissioner
Imelda Sari Yunus Nusi
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
12 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 13
Statement of Responsibility for 2025 Sustainability Reporting
We, the undersigned, hereby declare that all information contained in the PT Angkasa Pura Indonesia 2025 Sustainability
Report has been presented in full, and we are fully responsible for the accuracy of its contents.
We hereby make this statement truthfully.
Jakarta, April 30, 2026
Direksi
Board of Directors
Mohammad Rizal Pahlevi Achmad Syahir
Direktur Utama Wakil Direktur Utama
President Director Vice President Director
Agus Haryadi Ristiyanto Eko Wibowo Veri Y. Setiady
Direktur Operasi Direktur Teknik Direktur Komersial
Director of Operations Director of Engineering Director of Commercial
Yanindya Bayu Wirawan Ferry Kusnowo Adi Nugroho
Direktur Keuangan dan Direktur Strategi dan Direktur Human Capital
Manajemen Risiko Pengembangan Teknologi Director of Human Capital
Director of Finance and Risk Director of Strategy and Technology
Management Development
Sestainability Report 2025 PT Angkasa Pura Indonesia 13
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Ikhtisar Kinerja Keberlanjutan 2025
2025 Sustainability Performance Highlights
Pergerakan Pesawat Pergerakan
Movements
Aircraft Movements
2025
EKONOMI [OJK B.1] [OJK C.3] 1.160.412
ECONOMIC
2024 1.162.522
2023 1.212.185
Pergerakan Penumpang Orang
People
Passenger Movements
2025 154.006.405
2024 155.986.328
2023 150.109.964
Pergerakan Kargo Ton
Tons
Cargo Movements
2025 1.494.519
2024 1.482.413
2023 1.265.156
Pendapatan Rp Miliar
Rp Billion
Revenue
2025 21.213,78
2024 20.491,02
2023 21.178,38
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Aset Rp Miliar
Rp Billion
Assets
2025 90.573,09
2024 86.168,99
2023 86.765,94
Kewajiban Rp Miliar
Rp Billion
Liabilities
2025 53.331,62
2024 55.948,84
2023 57.380,84
Laba (Rugi) Bersih Tahun Berjalan Rp Miliar
Rp Billion
Net Profit (Loss) for the Year
2025 7.862,22
2024 796,80
2023 2.182,31
Ekuitas Rp Miliar
Rp Billion
Equity
2025 37.241,47
2024 30.220,15
2023 29.385,09
Sestainability Report 2025 PT Angkasa Pura Indonesia 15
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Daur Ulang Limbah Domestik Ton
Ton
Domestic Waste Recycling
2025
LINGKUNGAN [OJK B.2] 1.260,00
ENVIRONMENTAL
2024 103,09
2023 118,19
Volume Limbah B3 Ton
Ton
Hazardous Waste Volume
2025 54,35
2024 28,32
2023 18,04
Volume Limbah Non-B3 Ton
Ton
Non-Hazardous Waste Volume
2025 35.210
2024 38.257
2023 40.647
Penggunaan Listrik Gigajoule
Gigajoule
Electricity Consumption
2025 2.445.461
2024 2.399.235
2023 1.963.824
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Emisi Cakupan 1 dan Cakupan 2 Ton CO2e
Ton CO2e
Scope 1 and Scope 2 Emissions
2025 444.614
2024 402.282*
2023 371.440*
Biaya Lingkungan Hidup [OJK F.4] Rp Miliar
Rp Billion
Environmental Costs
2025 84,77
2024 23,95
Bird Strike Incidents Kejadian per 10.000 pergerakan pesawat
Incidents per 10,000 aircraft movements
2025 0,0117
2024 0,0026
2023 0,0025
*Terdapat penyajian data kembali | Restatement of data.
Sestainability Report 2025 PT Angkasa Pura Indonesia 17
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Realisasi Dana CSR/TJSL BUMN Rp Miliar
Rp Billion
Realization of CSR/TJSL SOE Funds
2025
SOSIAL [OJK B.3] 65,80
SOCIAL
2024 50,66
2023 50,66
Survei Kepuasan Pelanggan Skala 5
5-Point Scale
Customer Satisfaction Survey
2025 5,00
2024 5,00
2023 5,00
Total Karyawan Orang
People
Total Employees
2025 7.680
2024 7.892
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Biaya Pendidikan dan Pelatihan Rp Miliar
Rp Billion
Education and Training Expenses
2025 79,61
2024 89,74
2023 32,67
Jam
Rata-rata Jam Pelatihan Karyawan Hours
Employee Average Hours of Training
38,37
2025
33,71
14,21
2024
14,21
27,0
2023
35,0
Insiden Diskriminasi
Discrimination Incidents
2025, 2024, 2023
NIHIL
ZERO
Sestainability Report 2025 PT Angkasa Pura Indonesia 19
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Kilas Peristiwa Tahun 2025
2025 Timeline of Events
13 April 2025 Trafik Angkutan Lebaran 2025
April 13, 2025 Eid Peak Season Traffic 2025
Perusahaan berhasil melayani 10,67 juta penumpang selama periode
angkutan Lebaran 2025 dengan tetap menjaga kualitas layanan dan
operasional.
The Company served 10.67 million passengers during the 2025 Eid
peak season period while maintaining service quality and operational
reliability.
23 April 2025 Commercial Expo 2025
April 23, 2025 Commercial Expo 2025
Perusahaan menyelenggarakan Commercial Expo sebagai upaya
memperkuat bisnis nonaeronautika serta mendorong pengembangan
kawasan komersial bandara yang lebih modern dan relevan.
The Company held the Commercial Expo to strengthen non-
aeronautical business and accelerate the development of modern and
relevant airport commercial areas.
2 Mei 2025 Kesiapan Angkutan Haji 2025
May 2, 2025 Hajj Transportation Readiness 2025
Sebanyak 18 bandara disiapkan untuk melayani penerbangan haji
2025 dengan memastikan kesiapan operasional dan pelayanan.
A total of 18 airports were prepared to serve Hajj flights in 2025,
ensuring operational readiness and service quality.
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4 Mei 2025 Peresmian Terminal 2F Bandara Internasional Soekarno-Hatta
May 4, 2025 Inauguration of Terminal 2F Soekarno-Hatta International Airport
Presiden Republik Indonesia meresmikan Terminal 2F sebagai
terminal khusus haji dan umrah berstandar internasional dengan
kapasitas hingga 6,1 juta jemaah per tahun.
The President of the Republic of Indonesia inaugurated Terminal 2F
as a dedicated Hajj and Umrah terminal with international standards
and a capacity of up to 6.1 million pilgrims annually.
14 Mei 2025 Penghargaan Pelayanan Prima
May 14, 2025 Excellent Service Awards
Sepuluh bandara memperoleh Penghargaan Pelayanan Prima dari
Kementerian Perhubungan berdasarkan evaluasi kinerja pelayanan
publik.
Ten airports received excellent service awards from the Ministry of
Transportation based on public service performance evaluations.
12 Juni 2025 International Conference on Infrastructure (ICI)
June 12, 2025 International Conference on Infrastructure (ICI)
Perusahaan berpartisipasi dalam forum internasional guna
memperkuat peran dalam pengembangan infrastruktur dan
konektivitas nasional.
The Company participated in an international forum to strengthen its
role in infrastructure development and national connectivity.
1–31 Juli 2025 Program Customer Experience Libur Sekolah
July 1–31, 2025 School Holiday Customer Experience Program
Perusahaan melaksanakan program peningkatan pengalaman
pelanggan selama periode libur sekolah untuk menciptakan
perjalanan yang lebih nyaman dan menyenangkan.
The Company implemented a customer experience program during
the school holiday period to create a more comfortable and enjoyable
journey.
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7 Juli 2025 DestinAsian Readers’ Choice Awards 2025
July 7, 2025 DestinAsian Readers’ Choice Awards 2025
Bandara Internasional I Gusti Ngurah Rai dan Soekarno-Hatta masuk
dalam lima besar bandara terbaik di kawasan Asia-Pasifik berdasarkan
penilaian pengguna jasa.
I Gusti Ngurah Rai and Soekarno-Hatta International Airports ranked
among the top five airports in Asia-Pacific based on passenger voting.
13 Juli 2025 Program Loyalitas Eat Shop Fly
July 13, 2025 Eat Shop Fly Loyalty Program
Perusahaan memberikan apresiasi kepada pelanggan dengan
transaksi tertinggi sebagai bagian dari penguatan program loyalitas
pengguna jasa bandara.
The Company rewarded top-spending customers as part of
strengthening its passenger loyalty program.
1 Agustus 2025 Pengalihan Operasional Penerbangan
August 1, 2025 Flight Operations Transfer
Pengalihan sebagian penerbangan dari Bandara Internasional Halim
Perdanakusuma ke Bandara Internasional Soekarno-Hatta dilakukan
untuk meningkatkan kualitas layanan dan kapasitas operasional.
The transfer of certain flights from Halim Perdanakusuma
International Airport to Soekarno-Hatta International Airport was
carried out to improve service quality and operational capacity.
8 Agustus 2025 Penetapan 30 Bandara sebagai Bandara Internasional
August 8, 2025 Designation of 30 Airports as International Airports
Penetapan oleh Kementerian Perhubungan memperkuat peran
bandara dalam meningkatkan konektivitas udara dan mendukung
pertumbuhan ekonomi nasional.
The designation by the Ministry of Transportation strengthened
airport roles in enhancing air connectivity and supporting national
economic growth.
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9 Agustus 2025 Kolaborasi Pengembangan Koperasi Desa
August 9, 2025 Village Cooperative Development Collaboration
Perusahaan bekerja sama dengan Sarinah dalam penguatan kapasitas
koperasi melalui program pengembangan usaha dan peningkatan
kompetensi.
The Company collaborated with Sarinah to strengthen cooperative
capacity through business development and capability enhancement
programs.
14 Agustus 2025 Instalasi Seni Nusantara Heritage
August 14, 2025 Nusantara Heritage Art Installation
Perusahaan menghadirkan instalasi seni di Terminal 3 sebagai bagian
dari penguatan identitas budaya dan peningkatan pengalaman
pengguna jasa.
The Company introduced an art installation at Terminal 3 to strengthen
cultural identity and enhance passenger experience.
1 September 2025 Implementasi Aplikasi All Indonesia
September 1, 2025 All Indonesia Application Implementation
Perusahaan mengimplementasikan platform digital terpadu untuk
menyederhanakan proses kedatangan penumpang internasional
secara lebih efisien.
The Company implemented an integrated digital platform to
streamline international passenger arrival processes more efficiently.
9 September 2025 HUT ke-1 PT Angkasa Pura Indonesia
September 9, 2025 1st Anniversary of PT Angkasa Pura Indonesia
Perusahaan memperingati satu tahun berdirinya sebagai momentum
penguatan identitas dan arah strategis ke depan.
The Company commemorated its first anniversary as a milestone to
strengthen corporate identity and future strategic direction.
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9 September 2025 Program Penanaman 1 Juta Pohon
September 9, 2025 One Million Tree Planting Program
Perusahaan melaksanakan program penanaman pohon di 30 bandara
sebagai bagian dari komitmen terhadap keberlanjutan lingkungan.
The Company carried out a tree-planting program across 30 airports
as part of its environmental sustainability commitment.
10 September 2025 Penyerahan ASQ Awards 2024
September 10, 2025 ASQ Awards 2024 Presentation
Perusahaan menerima secara resmi 27 penghargaan ASQ dalam
forum internasional sebagai pengakuan atas kualitas layanan.
The Company officially received 27 ASQ awards at an international
forum in recognition of service excellence.
19 September 2025 Program “Melayani Sepenuh Hati with ImpaCX”
September 19, 2025 “Serving Wholeheartedly with ImpaCX” Program
Perusahaan meluncurkan program peningkatan pengalaman
pelanggan berbasis enam pilar layanan guna menghadirkan layanan
yang lebih andal dan berkualitas.
The Company launched a customer experience program based on six
service pillars to deliver more reliable and high-quality services.
3–5 Oktober 2025 Dukungan MotoGP Mandalika
October 3–5, 2025 Support for Mandalika MotoGP
Bandara Internasional Zainuddin Abdul Madjid mendukung kelancaran
operasional penyelenggaraan MotoGP Mandalika sebagai ajang
internasional.
Zainuddin Abdul Madjid International Airport supported the smooth
operation of the Mandalika MotoGP international event.
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10 Oktober 2025 Penghargaan The Best Contact Center Indonesia 2025 dari
October 10, 2025 Indonesia Contact Center Association
The Best Contact Center Indonesia 2025 Award from the
Indonesia Contact Center Association
Perusahaan meraih tiga kategori penghargaan, yaitu sebagai The Best
Contact Center Operations, The Best Customer Experience, dan The
Best Agent Inbound Public dalam bidang layanan pusat kontak sebagai
bentuk pengakuan atas kualitas layanan pelanggan.
The Company received three award categories, namely The Best
Contact Center Operations, The Best Customer Experience, and The
Best Inbound Public Agent in the contact center services field, as
recognition of the quality of its customer service.
11 Oktober 2025 Bali Best Island in Asia 2025
October 11, 2025 Bali Best Island in Asia 2025
Keberhasilan Bali sebagai destinasi terbaik Asia turut didukung oleh
peningkatan kualitas layanan Bandara Internasional I Gusti Ngurah
Rai.
Bali’s recognition as the best island in Asia was supported by improved
service quality at I Gusti Ngurah Rai International Airport.
16 Oktober 2025 Customer Satisfaction Index (INACA)
October 16, 2025 Customer Satisfaction Index (INACA)
Empat bandara memperoleh penghargaan atas tingkat kepuasan
pelanggan yang tinggi berdasarkan penilaian asosiasi maskapai
nasional.
Four airports received awards for high customer satisfaction based
on national airline association assessments.
22 Oktober 2025 Diskon Tarif Natal dan Tahun Baru
October 22, 2025 Year-End Holiday Discount Policy
Perusahaan memberlakukan diskon tarif jasa bandara untuk
mendukung kelancaran mobilitas selama periode Natal dan Tahun
Baru.
The Company implemented airport charge discounts to support
smooth mobility during the Christmas and New Year period.
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4 November 2025 Megahubs 2025 (OAG Aviation)
November 4, 2025 Megahubs 2025 (OAG Aviation)
Bandara Internasional Soekarno-Hatta dan I Gusti Ngurah Rai masuk
dalam daftar bandara dengan konektivitas global tertinggi.
Soekarno-Hatta and I Gusti Ngurah Rai International Airports were
listed among the world’s most connected airports.
5 November 2025 Bisnis Indonesia Logistics Awards 2025
November 5, 2025 Bisnis Indonesia Logistics Awards 2025
Perusahaan memperoleh penghargaan atas kontribusi dalam
penguatan sistem logistik dan konektivitas nasional.
The Company received an award for its contribution to strengthening
national logistics and connectivity.
10 November 2025 Super Terminal Expo 2025
November 10, 2025 Super Terminal Expo 2025
Bandara Internasional Sultan Hasanuddin memperoleh penghargaan
atas desain terminal yang mengintegrasikan fungsi dan pengalaman
pengguna.
Sultan Hasanuddin International Airport received recognition for
terminal design integrating functionality and passenger experience.
12 November 2025 Pengoperasian Penuh Terminal 1C
November 12, 2025 Full Operation of Terminal 1C
Terminal 1C resmi beroperasi penuh dengan peningkatan kapasitas
dan kualitas fasilitas pelayanan.
Terminal 1C commenced full operations with increased capacity and
improved service facilities.
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13 November 2025 Indonesia ESG Leadership Awards 2025
November 13, 2025 Indonesia ESG Leadership Awards 2025
Perusahaan meraih predikat tertinggi atas transparansi dan
penerapan prinsip lingkungan, sosial, dan tata kelola.
The Company achieved the highest recognition for transparency and
ESG implementation.
29 November 2025 Posko Bantuan Bencana
November 29, 2025 Disaster Relief Post
Perusahaan membuka posko bantuan di sejumlah wilayah sebagai
bentuk kepedulian terhadap masyarakat terdampak bencana.
The Company established relief posts in several regions as part of its
social responsibility toward disaster-affected communities.
4 Desember 2025 TOP Digital Awards 2025
November 10, 2025 TOP Digital Awards 2025
Perusahaan memperoleh penghargaan atas keberhasilan dalam
implementasi transformasi digital.
The Company received awards for its success in digital transformation
implementation.
15 Desember 2025 Posko Natal dan Tahun Baru 2025/2026
December 15, 2025 Christmas and New Year Operational Post
Perusahaan membuka posko operasional untuk memastikan
kelancaran layanan selama periode Natal dan Tahun Baru.
The Company established operational posts to ensure smooth
services during the Christmas and New Year period.
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17 Desember 2025 Go Live Manajemen Operasional berbasis Trafik (MOT)
December 17, 2025 Dashboard - Modul Pre-Operation
Go-Live of the Traffic-Based Operational Management (MOT)
Dashboard – Pre-Operation Module
Perusahaan mengimplementasikan sistem manajemen operasi
berbasis data untuk meningkatkan efektivitas pengambilan
keputusan operasional.
The Company implemented a data-driven operations management
system to enhance operational decision-making effectiveness.
30 Desember 2025 Penandatanganan Akta Inbreng Garuda Maintenance Facility
December 30, 2025 Garuda Maintenance Facility Inbreng Deed Signing
Perusahaan memperkuat struktur permodalan dan ekosistem industri
aviasi melalui penandatanganan akta inbreng.
The Company strengthened capital structure and the aviation
ecosystem through the signing of an inbreng deed.
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Penghargaan Tahun 2025
Awards in 2025
Tanggal Ajang Penghargaan Kategori Penghargaan Unit Kerja Penyelenggara
Date Award Event Award Category Business Unit Organizer
11 Februari 2025 Airports Customer Airports Customer Bandara Internasional Airports Council
February 11, 2025 Experience Experience Accreditation Soekarno-Hatta Tangerang International (ACI)
Accreditation Program Level 1
10 Maret 2025 Airport Service Quality Best Airport Over 40 Million Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Passengers in Asia-Pacific Soekarno-Hatta Tangerang International (ACI)
10 Maret 2025 Airport Service Quality Best Airport of 15 to 25 Bandara Internasional I Airports Council
March 10, 2025 (ASQ) Awards 2024 Million Passengers in Asia- Gusti Ngurah Rai Bali International (ACI)
Pacific
10 Maret 2025 Airport Service Quality Best Airport of 5 to 15 Million Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Passengers in Asia-Pacific Juanda Surabaya International (ACI)
10 Maret 2025 Airport Service Quality Easiest Airport Journey in Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Asia-Pacific Juanda Surabaya International (ACI)
10 Maret 2025 Airport Service Quality Most Enjoyable Airport in Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Asia-Pacific Juanda Surabaya International (ACI)
10 Maret 2025 Airport Service Quality Cleanest Airport in Asia- Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Pacific Juanda Surabaya International (ACI)
10 Maret 2025 Airport Service Quality ACI World Director General's Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Roll of Excellence Juanda Surabaya International (ACI)
10 Maret 2025 Airport Service Quality Best Airport of 5 to 15 Million Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Passengers in Asia-Pacific Sultan Hasanuddin International (ACI)
Makassar
10 Maret 2025 Airport Service Quality Airport with the Most Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Dedicated Staff in Asia- Sultan Hasanuddin International (ACI)
Pacific Makassar
Sestainability Report 2025 PT Angkasa Pura Indonesia 29
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Tanggal Ajang Penghargaan Kategori Penghargaan Unit Kerja Penyelenggara
Date Award Event Award Category Business Unit Organizer
10 Maret 2025 Airport Service Quality Easiest Airport Journey in Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Asia-Pacific Sultan Hasanuddin International (ACI)
Makassar
10 Maret 2025 Airport Service Quality Most Enjoyable Airport in Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Asia-Pacific Sultan Hasanuddin International (ACI)
Makassar
10 Maret 2025 Airport Service Quality Cleanest Airport in Asia- Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Pacific Sultan Hasanuddin International (ACI)
Makassar
10 Maret 2025 Airport Service Quality Best ASQ Awards in all 5 Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Departure Categories Sultan Hasanuddin International (ACI)
Makassar
10 Maret 2025 Airport Service Quality Best Airport of 5 to 15 Million Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Passengers in Asia-Pacific SAMS Sepinggan International (ACI)
Balikpapan
10 Maret 2025 Airport Service Quality Airport with the Most Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Dedicated Staff in Asia- SAMS Sepinggan International (ACI)
Pacific Balikpapan
10 Maret 2025 Airport Service Quality Easiest Airport Journey in Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Asia-Pacific SAMS Sepinggan International (ACI)
Balikpapan
10 Maret 2025 Airport Service Quality Most Enjoyable Airport in Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Asia-Pacific SAMS Sepinggan International (ACI)
Balikpapan
10 Maret 2025 Airport Service Quality Cleanest Airport in Asia- Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Pacific SAMS Sepinggan International (ACI)
Balikpapan
10 Maret 2025 Airport Service Quality Best ASQ Awards in all 5 Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Departure Categories SAMS Sepinggan International (ACI)
Balikpapan
10 Maret 2025 Airport Service Quality Best Airport of 2 to 5 Million Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Passengers in Asia-Pacific Yogyakarta Kulon Progo International (ACI)
10 Maret 2025 Airport Service Quality Best Airport of 2 to 5 Million Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Passengers in Asia-Pacific Supadio Pontianak International (ACI)
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Tanggal Ajang Penghargaan Kategori Penghargaan Unit Kerja Penyelenggara
Date Award Event Award Category Business Unit Organizer
10 Maret 2025 Airport Service Quality Best Airport of 2 to 5 Million Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Passengers in Asia-Pacific Sultan Mahmud Badaruddin International (ACI)
II Palembang
10 Maret 2025 Airport Service Quality Airport with the Most Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Dedicated Staff in Asia- Sultan Mahmud Badaruddin International (ACI)
Pacific II Palembang
10 Maret 2025 Airport Service Quality Most Enjoyable Airport in Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Asia-Pacific Sultan Mahmud Badaruddin International (ACI)
II Palembang
10 Maret 2025 Airport Service Quality Best Airport of 2 to 5 Million Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Passengers in Asia-Pacific Jenderal Ahmad Yani International (ACI)
Semarang
10 Maret 2025 Airport Service Quality ACI World Director General's Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Roll of Excellence Jenderal Ahmad Yani International (ACI)
Semarang
10 Maret 2025 Airport Service Quality Best Airport under 2 Million Bandara Internasional Airports Council
March 10, 2025 (ASQ) Awards 2024 Passengers in Asia-Pacific Pattimura Ambon International (ACI)
09 April 2025 Skytrax World Airport #5 World’s Top 100 Airports Bandara Internasional Skytrax
April 9, 2025 Awards 2025 2025 Soekarno-Hatta Tangerang
09 April 2025 Skytrax World Airport Certified 4 Star Airport Bandara Internasional Skytrax
April 9, 2025 Awards 2025 Rating 2025 Soekarno-Hatta Tangerang
09 April 2025 Skytrax World Airport #3 Best Airports 2025 by Size Bandara Internasional Skytrax
April 9, 2025 Awards 2025 (50-60M Pax) Soekarno-Hatta Tangerang
09 April 2025 Skytrax World Airport #9 Best Airports in Asia 2025 Bandara Internasional Skytrax
April 9, 2025 Awards 2025 Soekarno-Hatta Tangerang
09 April 2025 Skytrax World Airport #10 Best Airport Staff in Asia Bandara Internasional Skytrax
April 9, 2025 Awards 2025 2025 Soekarno-Hatta Tangerang
09 April 2025 Skytrax World Airport #10 World’s Best Airport Bandara Internasional Skytrax
April 9, 2025 Awards 2025 Immigration Services Soekarno-Hatta Tangerang
09 April 2025 Skytrax World Airport #72 World’s Top 100 Airports Bandara Internasional I Skytrax
April 9, 2025 Awards 2025 2025 Gusti Ngurah Rai Bali
09 April 2025 Skytrax World Airport #6 Best Regional Airports in Bandara Internasional I Skytrax
April 9, 2025 Awards 2025 Asia 2025 Gusti Ngurah Rai Bali
Sestainability Report 2025 PT Angkasa Pura Indonesia 31
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Tanggal Ajang Penghargaan Kategori Penghargaan Unit Kerja Penyelenggara
Date Award Event Award Category Business Unit Organizer
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Utama Bandara Internasional I Kementerian
May 14, 2025 Prima Sektor Prima Utama Award Gusti Ngurah Rai Bali Perhubungan RI
Transportasi Indonesian Ministry of
Transportation
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Utama Bandara Internasional Kementerian
May 14, 2025 Prima Sektor Prima Utama Award Yogyakarta Kulon Progo Perhubungan RI
Transportasi Indonesian Ministry of
Transportation
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Utama Bandara Internasional Kementerian
May 14, 2025 Prima Sektor Prima Utama Award Zainuddin Abdul Madjid Perhubungan RI
Transportasi Lombok Indonesian Ministry of
Transportation
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Madya Bandara Internasional Kementerian
May 14, 2025 Prima Sektor Prima Madya Award Sultan Hasanuddin Perhubungan RI
Transportasi Makassar Indonesian Ministry of
Transportation
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Madya Bandara Internasional Kementerian
May 14, 2025 Prima Sektor Prima Madya Award Juanda Surabaya Perhubungan RI
Transportasi Indonesian Ministry of
Transportation
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Madya Bandara Internasional Kementerian
May 14, 2025 Prima Sektor Prima Madya Award Syamsudin Noor Perhubungan RI
Transportasi Banjarmasin Indonesian Ministry of
Transportation
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Madya Bandara Internasional Sam Kementerian
May 14, 2025 Prima Sektor Prima Madya Award Ratulangi Manado Perhubungan RI
Transportasi Indonesian Ministry of
Transportation
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Madya Bandara Internasional Kementerian
May 14, 2025 Prima Sektor Prima Madya Award Sentani Jayapura Perhubungan RI
Transportasi Indonesian Ministry of
Transportation
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Madya Bandara Internasional Kementerian
May 14, 2025 Prima Sektor Prima Madya Award Pattimura Ambon Perhubungan RI
Transportasi Indonesian Ministry of
Transportation
32 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Tanggal Ajang Penghargaan Kategori Penghargaan Unit Kerja Penyelenggara
Date Award Event Award Category Business Unit Organizer
14 Mei 2025 Penilaian Pelayanan Penghargaan Prima Madya Bandara Internasional Kementerian
May 14, 2025 Prima Sektor Prima Madya Award SAMS Sepinggan Perhubungan RI
Transportasi Balikpapan Indonesian Ministry of
Transportation
07 Juli 2025 18th Annual Readers’ #4 Best Airports in Asia- Bandara Internasional I DestinAsian
July 7, 2025 Choice Awards Pacific 2025 Gusti Ngurah Rai Bali
07 Juli 2025 18th Annual Readers’ #5 Best Airports in Asia- Bandara Internasional DestinAsian
July 7, 2025 Choice Awards Pacific 2025 Soekarno-Hatta Tangerang
16 September 2025 Environmental & Penghargaan Platinum Bandara Internasional PT Sucofindo (Persero)
September 16, 2025 Social Innovation Kategori Pengelolaan Jenderal Ahmad Yani
Awards Sampah Semarang
Platinum Award for Waste
Management Category
16 September 2025 Environmental & Penghargaan Emas Kategori Bandara Internasional PT Sucofindo (Persero)
September 16, 2025 Social Innovation Pengelolaan Sampah / SAMS Sepinggan
Awards Gold Award for Waste Balikpapan
Management Category
16 September 2025 Environmental & Penghargaan Perak Kategori Bandara Internasional PT Sucofindo (Persero)
September 16, 2025 Social Innovation Efisiensi Air dan Penurunan Yogyakarta Kulon Progo
Awards Beban Pencemaran Air
/ Silver Award for Water
Efficiency and Reduction
of Water Pollution Load
Category
10 Oktober 2025 The Best Contact Silver Award: Best Agent PT Angkasa Pura Indonesia Indonesia Contact
October 10, 2025 Center Indonesia 2025 Inbound Center Association
(ICCA)
10 Oktober 2025 The Best Contact Gold Award: Best Customer PT Angkasa Pura Indonesia Indonesia Contact
October 10, 2025 Center Indonesia 2025 Experience Center Association
(ICCA)
10 Oktober 2025 The Best Contact Gold Award: Best Contact PT Angkasa Pura Indonesia Indonesia Contact
October 10, 2025 Center Indonesia 2025 Center Public Service Center Association
(ICCA)
Sestainability Report 2025 PT Angkasa Pura Indonesia 33
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Tanggal Ajang Penghargaan Kategori Penghargaan Unit Kerja Penyelenggara
Date Award Event Award Category Business Unit Organizer
16 Oktober 2025 Customer Satisfaction The Best Airports < 2 Million Bandara Internasional Indonesia National Air
October 16, 2025 Index 2025 Pax Frans Kaisiepo Biak Carriers Association
(INACA)
16 Oktober 2025 Customer Satisfaction The Best Airports 2-5 Million Bandara Internasional Indonesia National Air
October 16, 2025 Index 2025 Pax Sultan Syarif Kasim II Carriers Association
Pekanbaru (INACA)
16 Oktober 2025 Customer Satisfaction The Best Airports 5+ Million Bandara Internasional Indonesia National Air
October 16, 2025 Index 2025 Pax Juanda Surabaya Carriers Association
(INACA)
16 Oktober 2025 Customer Satisfaction The Most Improved Airport Bandara Internasional Indonesia National Air
October 16, 2025 Index 2025 for Service Yogyakarta Kulon Progo Carriers Association
(INACA)
17 Oktober 2025 Asean Energy Award Winner: Asean Best Practice Bandara Internasional Asean Energy Center
October 17, 2025 For Green Building Awards Jenderal Ahmad Yani
Semarang
05 November 2025 Bisnis Indonesia Excellence in Airport PT Angkasa Pura Indonesia Bisnis Indonesia
November 5, 2025 Logistics Awards 2025 Infrastructure and
Connectivity
10 November 2025 Super Terminal Expo The Best Airport Design: Bandara Internasional Informa Markets
November 10, 2025 2025 5-20 Million Pax Sultan Hasanuddin
Makassar
13 November 2025 Indonesia ESG Predikat Leadership A – PT Angkasa Pura Indonesia Bumi Global Karbon
November 13, 2025 Leadership Awards Advancing ESG Transparency Foundation
2025 Leadership A Predicate –
Advancing ESG Transparency
04 Desember 2025 TOP Digital Awards TOP Digital Implementation PT Angkasa Pura Indonesia Majalah IT Works
December 4, 2025 2025 2025 Stars 4 IT Works Magazine
04 Desember 2025 TOP Digital Awards TOP Leader on Digital Mohammad R. Pahlevi Majalah IT Works
December 4, 2025 2025 Implementation 2025 (Direktur Utama / President IT Works Magazine
Director)
04 Desember 2025 TOP Digital Awards TOP CIO on Digital Ferry Kusnowo Majalah IT Works
December 4, 2025 2025 Implementation 2025 (Direktur Strategi dan IT Works Magazine
Pengembangan Teknologi
Director of Strategy and
Technology Development)
22 Desember 2025 Apresiasi Aneka Penghargaan Madya: Bandara Internasional Kementerian Energi dan
December 22, 2025 Energi Baru Pembangkit Aneka EBT Soekarno-Hatta Tangerang Sumber Daya Mineral
Terbarukan (AAEBT) Captive Power, Sub Kategori (ESDM)
Bangunan Gedung dan
Developer Perumahan
Intermediate Award: Various
Renewable Energy (EBT)
Captive Power Generation,
Sub-Category of Buildings
and Housing Developers
34 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Sertifikasi
Certifications
Sertifikat Bandar Udara (SBU)
Airport Certificate (SBU)
Jenis Sertifikasi Sertifikat Operasional Utama Bandar Udara
Type of Certificate Main Airport Operational Certificate
Periode Berlaku Sejak 2025
Validity Period Since 2025
Penyelenggara Direktorat Jenderal Perhubungan Udara, Kementerian Perhubungan
Organizer Directorate General of Civil Aviation, Ministry of Transportation
Sestainability Report 2025 PT Angkasa Pura Indonesia 35
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Sertifikasi ISO 45001:2018 Occupational Health and Safety Management System
ISO 45001:2018 Occupational Health and Safety Management System Certification
Jenis Sertifikasi Sertifikasi Sistem Manajemen Keselamatan dan Kesehatan Kerja (Standar Internasional)
Type of Certificate Occupational Health and Safety Management System Certification (International Standard)
Periode Berlaku DJJ & SRG: SUB:
Validity Period 3 Maret 2022 – 2 Maret 2025 30 Juni 2025 – 29 Juni 2028
March 3, 2022 – March 2, 2025 June 30, 2025 – June 29, 2028
CGK: YIA:
21 Januari 2023 – 20 Januari 2026 18 Juni 2025 – 17 Juni 2028
January 21, 2023 – January 20, 2026 June 18, 2025 – June 17, 2028
DPS: Total: 6 bandara
27 Mei 2025 – 26 Mei 2028 Total: 6 airports
May 27, 2025 – May 26, 2028
Penyelenggara • PT Sucofindo (DJJ & SRG)
Organizer • BSI (CGK, DPS, SUB, YIA)
36 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Sertifikasi Sistem Manajemen Keselamatan dan Kesehatan Kerja (SMK3)
Occupational Health and Safety Management System Certification (SMK3)
Jenis Sertifikasi Sertifikasi Sistem Manajemen Keselamatan dan Kesehatan Kerja (Standar Nasional)
Type of Certificate Occupational Health and Safety Management System Certification (National Standard)
Periode Berlaku BPN, DJJ, DPS, SOC, SRG, SUB, YIA: BDJ:
Validity Period 13 Mei 2022 - 12 Mei 2025 6 Agustus 2024 - 5 Agustus 2027
May 13, 2022 - May 12, 2025 August 6, 2024 - August 5, 2027
BDO, BTJ, CGK, DJB, DTB, LOP, MDC, PDG, PGK, Total: 22 Bandara
PKU, PPLM, PNK, TNJ, UPG: Total: 22 Airports
9 Juni 2023 - 8 Juni 2026
June 9, 2023 - June 8, 2026
Penyelenggara Kementerian Ketenagakerjaan
Organizer Ministry of Manpower
Sestainability Report 2025 PT Angkasa Pura Indonesia 37
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Sertifikasi ISO 14001:2015 Sistem Manajemen Lingkungan (DPS, YIA, SRG, BDJ, SOC, UPG, LOP) tahun 2024
ISO 14001:2015 Environmental Management System Certification (DPS, YIA, SRG, BDJ, SOC, UPG, LOP) of 2024
Jenis Sertifikasi Sertifikasi Sistem Manajemen Lingkungan
Type of Certificate Environmental Management System Certification
Periode Berlaku BDJ: SRG:
Validity Period 21 Februari 2024 - 20 Februari 2027 21 Februari 2024 - 20 Februari 2027
February 21, 2024 – February 20, 2027 February 21, 2024 – February 20, 2027
DPS: YIA:
5 Januari 2024 - 4 Januari 2027 5 Januari 2024 - 4 Januari 2027
January 5, 2024 – January 4, 2027 January 5, 2024 – January 4, 2027
Penyelenggara PT Sucofindo – ID Survey
Organizer
38 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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• Green Building – New Building (SRG)
• Green Building – Existing Building (BWX)
Jenis Sertifikasi Sertifikasi Green Building
Type of Certificate Green Building Certification
Periode Berlaku SRG:
Validity Period 7 Juli 2022 – 7 Juli 2025
July 7, 2022 – July 7, 2025
BWX:
6 Januari 2023 – 6 Januari 2026
January 6, 2023 – January 6, 2026
Penyelenggara Green Building Council Indonesia
Organizer
Sestainability Report 2025 PT Angkasa Pura Indonesia 39
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Penerapan Standar Minimum Pengamanan Objek Vital Strategis dalam Pencegahan Tindak Pidana Terorisme Implementation of Minimum Security Standards for Vital Strategic Objects in Preventing Terrorism Jenis Sertifikasi Audit BNPT Type of Certificate BNPT Audit Periode Berlaku 1 Desember 2025 – 1 Desember 2027 Validity Period December 1, 2025 – December 1, 2027 Penyelenggara Badan Nasional Penanggulangan Terorisme Republik Indonesia Organizer National Counterterrorism Agency of the Republic of Indonesia 40 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Greenship NZH V.1.0 – Net Zero Healthy Ready (BWX)
Greenship NZH V.1.0 – Net Zero Healthy Ready (BWX)
Jenis Sertifikasi Sertifikasi Greenship NZH V.1.0
Type of Certificate Greenship NZH V.1.0 Certification
Periode Berlaku 1 November 2023 – 1 November 2026
Validity Period November 1, 2023 – November 1, 2026
Penyelenggara Green Building Council Indonesia
Organizer
SERTIFIKAT
GREENSHIP NZH V.1.0
NO. 011/RP/NZH/XI-2023
BANDARA BANYUWANGI
Peringkat / Level
Berlaku sampai dengan 01 November 2026
GREEN BUILDING COUNCIL INDONESIA
Iwan Prijanto
Ketua Umum Dewan Pengurus
Certificate of Registration Anti-Bribery Management System – ISO 37001:2016
Certificate of Registration Anti-Bribery Management System – ISO 37001:2016
Jenis Sertifikasi Sertifikasi Sistem Manajemen Anti Penyuapan (SMAP)
Type of Certificate Anti-Bribery Management System (SMAP) Certification
Periode Berlaku 22 Januari 2024 – 8 Desember 2026
Validity Period January 22, 2024 – December 8, 2026
Penyelenggara PT BSI Group Indonesia
Organizer
Certificate of Registration
ANTI-BRIBERY MANAGEMENT SYSTEM - ISO 37001:2016
This is to certify that: PT Angkasa Pura Indonesia
Injourney Airport Center
Bandar Udara Internasional Soekarno - Hatta
PO BOX 1004
Tangerang
Banten
Indonesia 15111
Holds Certificate No: IABMS 736145
and operates an Anti-Bribery Management System which complies with the requirements of ISO 37001:2016 for the
following scope:
The Provision of Airport Services for Procurement Process covering Top Management,
Procurement and Logistic Group, Human Capital Management, Learning and Development
Group, Share Service Center, Financial Controller & Reporting Group, Corporate Finance Group
Internal Audit, Governance & Risk Management Group & Legal and Compliance at Head Office
For and on behalf of BSI:
Emmanuel Herve, Managing Director, ASEAN
Original Registration Date: 2020-12-09 Effective Date: 2024-01-22
Latest Revision Date: 2025-03-25 Expiry Date: 2026-12-08
Page: 1 of 1
This certificate was issued electronically and remains the property of BSI and is bound by the conditions of contract.
An electronic certificate can be authenticated online.
Printed copies can be validated at www.bsi-global.com/ClientDirectory or telephone +62 21 806 49 600 or +62 21 227 678 09.
Further clarifications regarding the scope of this certificate and the applicability of ISO 37001:2016 requirements may be obtained by consulting the organization.
This certificate is valid only if provided original copies are in complete set.
Indonesia Headquarters: Talavera Office Suite 20th Floor, Suite #01-06 Jl. TB Simatupang Kav. 22 - 26, Cilandak,
Jakarta Selatan , DKI Jakarta 12430, Indonesia. Tel: +62 21 2276 7809 ; +62 21 8064 9600 Fax: +62 21 2276 8271
A Member of the BSI Group of Companies.
Sestainability Report 2025 PT Angkasa Pura Indonesia 41
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Tentang Laporan Ini
About This Report
Laporan ini berfokus pada isu-isu keberlanjutan yang This report focuses on sustainability issues that have
telah diidentifikasi sebagai isu penting atau material bagi been identified as significant or material to the business
bisnis PT Angkasa Pura Indonesia dan para pemangku of PT Angkasa Pura Indonesia and its stakeholders
kepentingan melalui proses penilaian materialitas. Seluruh through a materiality assessment process. All data,
data, pengungkapan, dan klaim keberlanjutan dalam laporan disclosures, and sustainability claims presented in this
ini telah ditinjau dan disetujui oleh manajemen senior report have been reviewed and approved by the senior
PT Angkasa Pura Indonesia, termasuk Direksi dan Dewan management of PT Angkasa Pura Indonesia, including
Komisaris, serta telah mendapatkan penjaminan eksternal the Board of Directors and the Board of Commissioners,
dari PT CBC Global Indonesia, yang dilaksanakan sesuai and have obtained external assurance from PT CBC Global
dengan standar AA1000 Tipe Moderate Tingkat 2. [GRI 2-14] Indonesia, conducted in accordance with AA1000 Type 2
Moderate Level standard. [GRI 2-14]
Pemilihan penjamin eksternal dilakukan melalui mekanisme The selection of the external assurer is carried out through
seleksi dan evaluasi yang mendapatkan persetujuan Direksi, a selection and evaluation process approved by the Board of
dengan tetap menjunjung tinggi prinsip independensi dan Directors, while upholding the principles of independence
bebas dari potensi konflik kepentingan demi memastikan and avoiding potential conflicts of interest to ensure
hasil penjaminan yang objektif. [GRI 2-5] objective assurance results. [GRI 2-5]
Standar Pengungkapan
Disclosure Standards
Laporan ini disusun sesuai dengan Peraturan Otoritas This report has been prepared in accordance with the
Jasa Keuangan (POJK) Nomor 51/POJK.03/2017 mengenai Financial Services Authority Regulation (POJK) No. 51/
Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa POJK.03/2017 on the Implementation of Sustainable Finance
Keuangan, Emiten, dan Perusahaan Publik, Surat Edaran for Financial Services Institutions, Issuers, and Public
OJK Nomor 24/SEOJK.24/2021, Global Reporting Initiative Companies, OJK Circular Letter No. 24/SEOJK.24/2021,
(GRI) Standards 2021, serta standar spesifik GRI G4 Airport the Global Reporting Initiative (GRI) Standards 2021; and the
Sector Supplement. Dalam beberapa aspek yang relevan, GRI G4 Airport Sector Supplement. In relevant aspects, this
laporan ini juga menyoroti prioritas yang mencerminkan report also highlights priorities that reflect PT Angkasa Pura
komitmen PT Angkasa Pura Indonesia terhadap 17 Tujuan Indonesia’s commitment to the 17 Sustainable Development
Pembangunan Berkelanjutan. Goals.
Lingkup Laporan Report Scope
Laporan ini hanya menyajikan informasi terkait PT Angkasa This report presents information solely related to PT Angkasa
Pura Indonesia dan tidak mencakup entitas anak, entitas Pura Indonesia and does not cover subsidiaries, associates,
asosiasi, maupun ventura bersama. Meskipun Perusahaan or joint ventures. Although the Company conducts audits of
melakukan audit laporan keuangan secara terkonsolidasi, its consolidated financial statements, information regarding
informasi mengenai entitas-entitas tersebut, kecuali these entities, unless otherwise stated, is not included
dinyatakan lain, tidak termasuk dalam laporan ini. Adapun in this report. The entities included in the consolidated
entitas yang tercakup dalam audit laporan keuangan financial statement audit but excluded from this report are
terkonsolidasi namun tidak termasuk dalam laporan ini as follows: [GRI 2-2]
meliputi: [GRI 2-2]
Entitas Anak: Subsidiary:
• PT Angkasa Pura Aviasi (“AVI”) dengan kepemilikan saham • PT Angkasa Pura Aviasi (“AVI”), 51.00% shareholding
51,00%
42 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 43
Entitas Asosiasi: Associates:
• PT Integrasi Aviasi Solusi (“IAS”) dengan kepemilikan • PT Integrasi Aviasi Solusi (“IAS”), 99.99% shareholding
saham 99,99%
• PT Jasamarga Bali Tol (“JBT”) dengan kepemilikan saham • PT Jasamarga Bali Tol (“JBT”), 6.31% shareholding
6,31%
• PT Bandarudara Internasional Jawa Barat (“BIJB”) dengan • PT Bandarudara Internasional Jawa Barat (“BIJB”), 20.00%
kepemilikan saham 20,00% shareholding
• PT Railink (“Railink”) dengan kepemilikan saham 40,00% • PT Railink (“Railink”), 40.00% shareholding
• PT Garuda Maintenance Facility Aero Asia Tbk (“GMF”) • PT Garuda Maintenance Facility Aero Asia Tbk (“GMF”),
dengan kepemilikan saham 68,4% 68.4% shareholding
Ventura Bersama: Joint Ventures:
• PT Bandara Internasional Batam (“BIB”) dengan • PT Bandara Internasional Batam (“BIB”), 56.09%
kepemilikan saham 56,09% shareholding
Operasi Bersama: Joint Operations:
• KSO Halim Perdanakusuma (“KSO HLP”) dengan • KSO Halim Perdanakusuma (“KSO HLP”), 50.00%
kepemilikan saham 50,00% shareholding
Data yang disajikan dalam laporan ini mencakup aktivitas The data presented in this report covers sustainability
dan kinerja keberlanjutan selama periode fiskal 2025 (1 activities and performance for the fiscal year 2025 (January
Januari hingga 31 Desember 2025) dan akan dipublikasikan 1 to December 31, 2025) and will be published on an annual
secara berkala setiap tahun. Selama periode pelaporan, basis. During the reporting period, there were no significant
tidak ada perubahan signifikan dalam organisasi. [GRI 2-2] [GRI changes in the organization. [GRI 2-2] [GRI 2-6] [OJK C.6]
2-6] [OJK C.6]
Laporan ini juga menampilkan beberapa data historis This report also presents selected historical data over the
selama tiga tahun terakhir, dari 1 Januari 2023 hingga 31 past three years, from January 1, 2023 to December 31, 2025,
Desember 2025, untuk menunjukkan perubahan dan tren, to illustrate changes and trends, including any restatements
termasuk informasi penyajian kembali data. Pada tahun of data. In 2025, the Company restated the following data:
2025, Perusahaan melakukan penyajian kembali atas data [GRI 2-4]
berikut: [GRI 2-4]
• Komposisi karyawan • Employee composition
• Rekrutmen dan pergantian karyawan • Employee recruitment and turnover
• Cuti melahirkan • Parental leave
• Nilai ekonomi yang dihasilkan, didistribusikan, dan ditahan • Economic value generated, distributed, and retained
• Konsumsi energi dan Emisi Gas Rumah Kaca (GRK) • Energy consumption and Scope 1 and Scope 2 Greenhouse
Cakupan 1 dan Cakupan 2 Gas (GHG) emissions
• Realisasi program UMK aktif • Realization of the active MSE programs
Narahubung Laporan [GRI 2-3] Report Contact [GRI 2-3]
PT Angkasa Pura Indonesia menyambut dengan terbuka PT Angkasa Pura Indonesia welcomes all feedback and
semua masukan dan saran yang dapat membantu suggestions to enhance the quality of this report in the
penyempurnaan laporan ini di masa depan. Masukan dan future. Feedback and inquiries may be directed to:
saran dapat disampaikan dengan menghubungi:
corcomm@injourneyairports.id
Kepala Divisi Corporate
Communication
Informasi lebih lanjut terkait Laporan Keberlanjutan
PT Angkasa Pura Indonesia
PT Angkasa Pura Indonesia Tahun 2025 tersedia di
Corporate Communication
Further information regarding PT Angkasa Pura
Division Head PT Angkasa
Indonesia’s 2025 Sustainability Report is available at:
Pura Indonesia
https://injourneyairports.id
Sestainability Report 2025 PT Angkasa Pura Indonesia 43
Page 44
01 Navigasi Arah Strategi
Keberlanjutan
Navigating the Direction of Sustainability Strategy
Strategi Keberlanjutan PT Angkasa Pura Indonesia 46
PT Angkasa Pura Indonesia Sustainability Strategy
Identifikasi Topik Material 48
Identification of Material Topics
Pelibatan Pemangku Kepentingan 53
Stakeholder Engagement
Tantangan dalam Penerapan Prinsip Keberlanjutan 56
Challenges in Implementing Sustainability Principles
Page 45
Page 46
Navigasi Arah Strategi Keberlanjutan
01 Navigating the Direction of Sustainability Strategy
Strategi Keberlanjutan PT Angkasa Pura Indonesia
PT Angkasa Pura Indonesia’s Sustainability Strategy
Sebagai operator bandar udara yang melayani jutaan As an airport operator serving millions of passengers
penumpang dan menjadi penggerak konektivitas nasional, and playing a vital role in enabling national connectivity,
PT Angkasa Pura Indonesia menjadikan keberlanjutan sebagai PT Angkasa Pura Indonesia embeds sustainability at
bagian tak terpisahkan dari cara Perusahaan beroperasi the core of how the Company operates and grows. The
dan berkembang. Tantangan perubahan iklim dan isu increasing urgency of climate change and environmental
lingkungan yang semakin relevan dalam praktik pengelolaan considerations in corporate management calls for a
perusahaan menuntut PT Angkasa Pura Indonesia untuk strong and comprehensive sustainability strategy, with a
merumuskan strategi keberlanjutan Perusahaan yang clear emphasis on environmental stewardship and social
kuat dan komprehensif, dengan memprioritaskan prinsip responsibility in line with best governance practices.
pelestarian lingkungan dan tanggung jawab sosial sesuai Against this backdrop, the Company’s sustainability strategy
dengan praktik tata kelola terbaik. Atas dasar tersebut, is anchored on four key pillars: [OJK A.1] [GRI 2-22] [GRI 2-24]
strategi keberlanjutan Perusahaan dibangun berlandaskan
empat pilar utama: [OJK A.1] [GRI 2-22] [GRI 2-24]
Operational Excellence Green Airport
People Development Community Development
Operational Excellence Operational Excellence
Keunggulan operasional menjadi salah satu pilar utama Operational excellence serves as a key pillar underpinning
yang menopang strategi keberlanjutan PT Angkasa Pura PT Angkasa Pura Indonesia’s sustainability strategy. This
Indonesia. Pilar ini diwujudkan melalui optimalisasi pillar is realized through the optimization of resource
pemanfaatan sumber daya, efisiensi proses, serta utilization, process efficiency, and the adoption of advanced
adopsi teknologi terkini yang seluruhnya diarahkan untuk technologies, all directed at ensuring operations are carried
memastikan kegiatan operasional berjalan secara efektif out effectively and efficiently while delivering optimal
dan efisien, sekaligus menghadirkan layanan yang optimal services to customers.
bagi para pelanggan.
Pilar ini dijalankan melalui tiga fungsi utama, yakni This pillar is implemented through three primary functions,
pengembangan operasional Perusahaan yang dikelola oleh namely the development of the Company’s operations
Unit Airport Operations Strategy & Policy; pengelolaan managed by the Airport Operations Strategy & Policy Unit;
kesehatan dan keselamatan kerja di bawah Unit Airport the management of occupational health and safety under
Safety, serta pengendalian kualitas layanan pelanggan yang the Airport Safety Unit; and the oversight of service quality,
menjadi tanggung jawab Unit Customer Experience. which is the responsibility of the Customer Experience Unit.
Green Airport Green Airport
PT Angkasa Pura Indonesia menjadikan praktik operasional PT Angkasa Pura Indonesia places environmentally
dan pengembangan infrastruktur bandara yang ramah responsible airport operations and infrastructure
lingkungan sebagai salah satu pilar utama dalam strategi development as a central pillar of its sustainability strategy.
keberlanjutannya. Komitmen ini diwujudkan melalui This commitment is reflected in the use of renewable energy
46 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 47
penggunaan sumber energi baru terbarukan, penerapan sources, the implementation of efficient water management
sistem pengelolaan air yang efisien, serta pelaksanaan systems, and the adoption of environmentally responsible
praktik konstruksi dan pemeliharaan yang ramah lingkungan construction and maintenance practices, all aimed at
yang seluruhnya dilakukan untuk mengurangi dampak reducing environmental impact while enhancing operational
lingkungan sekaligus meningkatkan efisiensi operasional. efficiency.
Pilar ini mencakup kepatuhan terhadap seluruh ketentuan This pillar encompasses compliance with all applicable
dan peraturan perundang-undangan yang berlaku di bidang environmental laws and regulations, periodic reporting
lingkungan hidup, pelaporan kinerja lingkungan secara of environmental performance, and the development of
berkala, serta pengembangan berbagai inisiatif ramah various environmentally friendly initiatives, such as solar
lingkungan seperti pembangunan pembangkit listrik tenaga power generation and the use of electric operational
surya dan penggunaan kendaraan operasional bertenaga vehicles. These initiatives are managed by the Airport
listrik. Keseluruhan inisiatif tersebut dikelola oleh Unit Engineering Unit, meanwhile occupational health and safety
Airport Engineering, sementara pengelolaan kesehatan dan management remains under the responsibility of the Airport
keselamatan kerja berada di bawah tanggung jawab Unit Safety Unit. [GRI 2-27]
Airport Safety. [GRI 2-27]
People Development People Development
Menyadari bahwa karyawan merupakan penggerak utama Recognizing that employees are the primary drivers of the
agenda keberlanjutan di Perusahaan, PT Angkasa Pura Company’s sustainability agenda, PT Angkasa Pura Indonesia
Indonesia menempatkan pengembangan dan pemberdayaan places human capital development and empowerment
sumber daya manusia sebagai bagian integral dari strategi as an integral part of its sustainability strategy. Through
keberlanjutannya. Melalui program pelatihan, kegiatan structured training programs, knowledge-sharing initiatives,
berbagi pengetahuan, serta upaya membangun budaya and efforts to foster an environmentally conscious culture,
peduli lingkungan, Perusahaan berupaya menanamkan pola the Company seeks to instill a sustainability-oriented
pikir yang berorientasi pada keberlanjutan di seluruh jenjang mindset across all levels of the organization. This approach
organisasi. Hal ini sekaligus dilakukan untuk memastikan also ensures that employees remain competitive and agile in
seluruh insan Perusahaan mampu bersaing dan beradaptasi adapting to the evolving business landscape.
secara lincah (agile) terhadap dinamika bisnis yang terus
berkembang.
Pelaksanaan program pelatihan dan pengembangan The implementation of employee training and competency
kompetensi karyawan dikelola oleh Unit Learning & development programs is managed by the Learning
Development, sedangkan pengelolaan ketenagakerjaan & Development Unit, meanwhile overall employment
secara menyeluruh, termasuk pemenuhan hak karyawan, management, including the fulfillment of employee rights,
kesejahteraan, hingga pengembangan jenjang karir, berada welfare, and career development is overseen by the Human
di bawah tanggung jawab Unit Human Capital. Capital Unit.
Community Development Community Development
PT Angkasa Pura Indonesia meyakini bahwa keberhasilan PT Angkasa Pura Indonesia believes that business success
bisnis harus berjalan seiring dengan kontribusi nyata bagi must go hand in hand with meaningful contributions to
masyarakat sekitar. Untuk itu, Perusahaan secara aktif surrounding communities. Accordingly, the Company
menjalin keterlibatan dengan komunitas lokal, mendukung actively engages with local communities, supports various
berbagai program kesejahteraan sosial, serta berkolaborasi social welfare programs, and collaborates with stakeholders
dengan para pemangku kepentingan dalam mengatasi to address prevailing environmental and social challenges.
tantangan lingkungan dan sosial yang ada. Komitmen This commitment is carried out through the provision
ini dijalankan melalui penyaluran dukungan sosial serta of social support, as well as funding and development
pendanaan dan pembinaan Usaha Mikro dan Kecil (UMK), programs for Micro and Small Enterprises (MSEs), managed
yang dikelola oleh Unit Corporate Social Responsibility & by the Corporate Social Responsibility & General Services
General Services. Unit.
Sestainability Report 2025 PT Angkasa Pura Indonesia 47
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Navigasi Arah Strategi Keberlanjutan
01 Navigating the Direction of Sustainability Strategy
Identifikasi Topik Material
Identification of Material Topics
Dalam menetapkan isu-isu keberlanjutan yang relevan bagi In determining sustainability issues relevant to the
Perusahaan, PT Angkasa Pura Indonesia berlandaskan pada Company, PT Angkasa Pura Indonesia is guided by a
penilaian materialitas guna memastikan bahwa topik-topik materiality assessment to ensure that prioritized topics
yang diprioritaskan benar-benar mencerminkan dampak genuinely reflect significant and tangible sustainability
keberlanjutan yang signifikan dan nyata, yang mencakup impacts, covering both the Company’s outward impacts and
baik dampak eksternal Perusahaan maupun risiko keuangan the inward financial risks. [GRI 3-1]
internal. [GRI 3-1]
Mulai tahun 2025, Perusahaan mengadopsi pendekatan Starting in 2025, the Company adopts a double materiality
materialitas ganda (double materiality) yang approach, which considers two dimensions simultaneously,
mempertimbangkan dua dimensi sekaligus, yakni dampak namely the impact of the Company’s operations on the
operasional Perusahaan terhadap lingkungan dan environment and society (impact materiality), as well as
masyarakat (impact materiality), serta potensi pengaruh isu- the potential influence of these issues on the Company’s
isu tersebut terhadap kinerja dan arah strategi Perusahaan performance and strategic direction (financial materiality).
(financial materiality). Hasil dari proses penilaian materialitas The results of this double materiality assessment are
ganda ini selanjutnya ditinjau dan diajukan kepada Direksi subsequently reviewed and submitted to the Board of
untuk mendapatkan persetujuan. [GRI 3-1] [GRI 2-14] Directors for approval. [GRI 3-1] [GRI 2-14]
Identifikasi Isu Penilaian Materialitas Tinjauan dan Topik Material
Keberlanjutan Ganda Persetujuan Topik Material Topics
Identification of Double Materiality Material
Sustainability Issues Assessment Review and Approval of •
Material Topics •
•
•
•
Melibatkan berbagai Pemangku Kepentingan
Involving Various Stakeholders
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1. Identifikasi Isu Keberlanjutan 1. Identification of Sustainability Issues
Proses penilaian materialitas diawali dengan The materiality assessment process began with
pemahaman konteks organisasi melalui pengumpulan an understanding of the Company’s organizational
dan penyaringan isu-isu keberlanjutan. Penyaringan ini context through the identification and screening of
dilakukan dengan melakukan benchmarking terhadap sustainability issues. This screening was conducted
standar global seperti GRI, OJK, dan SASB, lembaga by benchmarking against global standards such as GRI,
pemeringkat ESG seperti MSCI, S&P Global, dan OJK, and SASB; ESG rating agencies including MSCI,
Morningstar Sustainalytics, serta peers industri, dengan S&P Global, and Morningstar Sustainalytics; as well as
turut mempertimbangkan Laporan Keberlanjutan industry peers. The process also took into account the
tahun sebelumnya dan masukan dari pemangku previous year’s Sustainability Report and input from
kepentingan internal maupun eksternal. Isu-isu yang both internal and external stakeholders. The identified
berhasil diidentifikasi selanjutnya dikategorikan dan issues were subsequently categorized and prioritized to
diprioritaskan untuk menentukan topik-topik yang determine the most relevant topics for the Company.
paling relevan bagi Perusahaan.
2. Penilaian Materialitas Ganda 2. Double Materiality Assessment
Setelah isu-isu keberlanjutan teridentifikasi, Following the identification of sustainability issues,
Perusahaan mendistribusikan kuesioner penilaian the Company distributed materiality assessment
materialitas kepada seluruh pemangku kepentingan questionnaires to both internal stakeholders
internal (karyawan) dan eksternal (pemegang saham, (employees) and external stakeholders (shareholders,
pemerintah, mitra kerja, pelanggan, dan masyarakat). government, business partners, customers, and
Kuesioner ini bertujuan untuk menghimpun pandangan communities). These questionnaires were designed to
mengenai tingkat signifikansi dan prioritas masing- capture stakeholder perspectives on the significance
masing isu. Penilaian dilakukan dengan menggunakan and prioritization of each issue. The assessment
pendekatan materialitas ganda yang mencakup dua applied a double materiality approach, encompassing
dimensi: two dimensions:
• Materialitas Dampak: mengukur sejauh mana isu- • Impact Materiality: measures the extent to which
isu keberlanjutan berdampak terhadap pemangku sustainability issues affect external stakeholders,
kepentingan eksternal, lingkungan hidup, dan the environment, and the broader community.
masyarakat luas. • Financial Materiality: evaluates the potential of
• Materialitas Finansial: mengevaluasi potensi isu- these issues to create risks and opportunities that
isu tersebut dalam menciptakan risiko dan peluang may influence the Company’s financial performance
yang berpengaruh terhadap kinerja keuangan serta and business continuity. [GRI 3-1]
keberlangsungan bisnis Perusahaan. [GRI 3-1]
3. Tinjauan dan Persetujuan Topik Material 3. Review and Approval of Material Topics
Dari hasil pengolahan dan penilaian menyeluruh atas Based on the comprehensive analysis and evaluation of
data kuesioner yang terkumpul, terpilih 13 (tiga belas) the collected questionnaire data, 13 (thirteen) material
topik material yang telah diprioritaskan berdasarkan topics were identified and prioritized according to two
dua dimensi utama, yaitu materialitas dampak key dimensions, namely their impact on the economy,
terhadap ekonomi, lingkungan, dan masyarakat, serta environment, and communities, and their financial
materialitas finansial terhadap bisnis Perusahaan. materiality to the Company’s business. The prioritized
Daftar topik yang telah terprioritaskan tersebut list of topics was subsequently submitted to the Board
kemudian diajukan kepada Direksi untuk ditinjau dan of Directors for review and approval. These topics were
mendapatkan persetujuan, di mana topik-topik tersebut assessed for alignment with the Company’s strategy,
dikaji keselarasannya dengan strategi Perusahaan, their relevance to business risks and opportunities, and
dipastikan relevansinya terhadap risiko dan peluang their impacts on stakeholders. [GRI 2-12] [GRI 3-1]
bisnis, serta ditelaah dampaknya terhadap pemangku
kepentingan. [GRI 2-12] [GRI 3-1]
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Navigasi Arah Strategi Keberlanjutan
01 Navigating the Direction of Sustainability Strategy
Matriks Topik Material
Material Topics Matrix
Sebelum diterbitkan, Laporan Keberlanjutan Prior to its publication, the Sustainability Report
PT Angkasa Pura Indonesia telah ditinjau dan disetujui of PT Angkasa Pura Indonesia was reviewed and
oleh Dewan Komisaris dan Direksi sebagai badan tata approved by the Board of Commissioners and the
kelola tertinggi. Proses peninjauan dilakukan melalui Board of Directors as the highest governance bodies.
pembahasan internal untuk memastikan bahwa The review process was conducted through internal
seluruh informasi yang diungkapkan, termasuk topik deliberations to ensure that all disclosed information,
material, telah lengkap, akurat, dan sesuai dengan including material topics, is complete, accurate, and in
ketentuan pelaporan yang berlaku. [GRI 2-14] accordance with applicable reporting standards. [GRI
2-14]
Diagram Matriks Materialitas [GRI 3-2]
Materiality Matrix Diagram
Semakin tinggi
Community Privacy Protection &
Relation & Impact Cybersecurity
Higher
Air Energi
Water Energy
Customer Wellbeing
Employment and Human
Capital Development
Impact Materiality
Biodiversity & Biological
Product Quality &
Responsibility
Occupational
Business Ethics, Anti
Emission & Air Quality Health & Safety
Corruption, Code of
Ethics
Waste & Effluent Corporate
Governance
Financial Materiality Semakin tinggi
Higher
Pengungkapan Standar
Double Materiality Assessment
Topik Standards Disclosure
No
Topic Financial Materiality Impact Materiality
GRI OJK GRI G4
Assessment Assessment
1 Kesejahteraan dan Keselamatan Tinggi Tinggi 416-1, 416-2 F.27, F.28,
Pelanggan High High F.30
Customer Well-Being and Safety
2 Pelindungan Privasi dan Keamanan Tinggi Tinggi 418-1 F.27,
Siber High High F.28
Privacy Protection and
Cybersecurity
50 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Pengungkapan Standar
Double Materiality Assessment
Topik Standards Disclosure
No
Topic Financial Materiality Impact Materiality
GRI OJK GRI G4
Assessment Assessment
3 Kualitas dan Tanggung Jawab Tinggi Tinggi 417-1, F.26, AO1,
Produk High High 417-2, F.27, AO2,
Product Quality and Responsibility 417-3 F.28, AO3
F.29
4 Keselamatan dan Kesehatan Kerja Tinggi Tinggi 403-1, 403-2, F.21
Occupational Health and Safety High High 403-3, 403-
4, 403-5,
403-6, 403-7,
403-8, 403-9,
403-10
5 Hubungan dan Dampak terhadap Tinggi Tinggi 413-1, 413-2 F.23, AO7,
Masyarakat High High F.24, AO8
Community Relations and Impacts F.25
6 Tata Kelola Perusahaan Tinggi Tinggi E.1,
Corporate Governance High High E.2,
E.3,
E.4
7 Etika Bisnis (Antikorupsi, Kode Tinggi Sedang 205-1, 205-2, E.1,
Etik, & Kepatuhan terhadap High Medium 205-3, 206-1, F.24
Hukum) 2-26,
Business Ethics (Anti-Corruption, 2-27
Code of Conduct, and Legal
Compliance)
8 Limbah dan Efluen Sedang Sedang 306-1, 306-2, F.13, AO6
Waste and Effluents Medium Medium 306-3, 306-4, F.14,
306-5 F.15,
F.16
9 Emisi dan Kualitas Udara Sedang Sedang 305-1, 305-2, F.11, AO5
Emissions and Air Quality Medium Medium 305-3, 305-4, F.12
305-5
10 Energi Sedang Sedang 302-1, 302-2, F.6,
Energy Medium Medium 302-3, 302-4, F.7
302-5
11 Ketenagakerjaan dan Sedang Sedang 401-1, 401-2, F.18,
Pengembangan Sumber Daya Medium Medium 401-3, 404-1, F.19,
Manusia 404-2, 404-3 F.20,
Employment and Human Capital F.22
Development
12 Air Sedang Sedang 303-1, 303-2, F.8 AO4
Water Medium Medium 303-3, 303-4,
303-5
13 Keanekaragaman Hayati dan Sedang Sedang 101-1, 101-2, F.9, AO9
Dampak Ekologis Medium Medium 101-3, 101-4, F.10
Biodiversity and Ecological 101-5, 101-6,
Impacts 101-7,
101-8
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Navigasi Arah Strategi Keberlanjutan
01 Navigating the Direction of Sustainability Strategy
Proses penilaian materialitas pada periode pelaporan 2025 The materiality assessment process for the 2025 reporting
menghasilkan pembaruan daftar topik material dibandingkan period resulted in an updated list of material topics
tahun sebelumnya, yakni berupa penambahan topik baru compared to the previous year, including the addition of new
serta penyatuan topik-topik yang serumpun. Pembaruan ini topics and the consolidation of related topics. This update
merupakan hasil evaluasi berkala yang mempertimbangkan reflects a periodic evaluation that considers stakeholder
masukan pemangku kepentingan, perkembangan isu input, emerging sustainability issues within the airport
keberlanjutan dalam industri kebandarudaraan, serta industry, as well as changes in the business and regulatory
perubahan konteks bisnis dan regulasi. [GRI 3-2] landscape. [GRI 3-2]
• Penambahan topik baru yang mencerminkan • Addition of new topics reflecting evolving business risks
perkembangan risiko dan peluang bisnis. Topik Kualitas and opportunities. The topics of Product Quality and
dan Tanggung Jawab Produk, Pelindungan Privasi dan Responsibility, Privacy Protection and Cybersecurity,
Keamanan Siber, Hubungan dan Dampak terhadap Community Relations and Impacts, Corporate Governance,
Masyarakat, Tata Kelola Perusahaan, dan Keanekaragaman and Biodiversity and Ecological Impacts are established
Hayati dan Dampak Ekologis ditetapkan sebagai fokus as new focus areas in response to emerging issues and
baru untuk merespons perkembangan isu dan ekspektasi stakeholder expectations related to the management of
pemangku kepentingan terhadap pengelolaan dampak airport operational impacts on surrounding communities
operasional bandara terhadap masyarakat dan lingkungan and the environment, increasing service quality demands,
sekitar, tuntutan kualitas layanan, risiko keamanan data data security risks amid service digitalization, and the
seiring digitalisasi layanan, serta kebutuhan akan struktur need for stronger governance structures.
tata kelola yang lebih kuat.
• Penyatuan topik-topik yang serumpun untuk • Consolidation of related topics to align the disclosure
menyelaraskan struktur pengungkapan dan mempertajam structure and sharpen the focus on core issues:
fokus pada isu inti.
- Topik Ketenagakerjaan dan Pengembangan Sumber - The topics of Employment and Human Capital
Daya Manusia menggabungkan topik Kepegawaian, Development integrates Employment, Equality and
Kesetaraan dan Keberagaman, serta Pendidikan dan Diversity, and Education and Training;
Pelatihan;
- Topik Etika Bisnis (Antikorupsi, Kode Etik, & Kepatuhan - The topic of Business Ethics (Anti-Corruption, Code
terhadap Hukum) menggabungkan topik Antikorupsi of Conduct, and Legal Compliance) integrates Anti-
dan Kode Etik; sedangkan Corruption and Code of Conduct; meanwhile
- Topik Pengelolaan Lingkungan dan Ketaatan dalam - Environmental Management and Environmental
Bidang Lingkungan diintegrasikan ke dalam topik- Compliance have been integrated into more specific
topik lingkungan yang lebih spesifik, meliputi Emisi dan environmental topics, including Emissions and Air
Kualitas Udara, Air, Limbah dan Efluen, Energi, serta Quality, Water, Waste and Effluents, Energy, and
Keanekaragaman Hayati dan Dampak Ekologis. Biodiversity and Ecological Impacts.
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Pelibatan Pemangku Kepentingan [GRI 2-29] [OJK E.4]
Stakeholder Engagement
Pencapaian kinerja terbaik PT Angkasa Pura Indonesia tidak PT Angkasa Pura Indonesia’s strong performance
terlepas dari dukungan dan sinergi yang terjalin erat dengan achievements are inseparable from the support and close
para pemangku kepentingan, baik dari lingkungan internal synergy established with its stakeholders, both internal and
maupun eksternal. Perusahaan mendefinisikan pemangku external. The Company defines stakeholders as individuals
kepentingan sebagai individu atau kelompok yang memiliki or groups that have the ability to influence, or are impacted
kemampuan untuk memengaruhi maupun yang turut by, the Company’s airport service activities and overall
merasakan dampak dari aktivitas layanan kebandarudaraan performance. Based on the nature and level of influence,
dan kinerja Perusahaan secara keseluruhan. Berdasarkan as well as their implications for the Company’s operations
sifat dan tingkat pengaruh tersebut serta implikasinya and performance, PT Angkasa Pura Indonesia established
terhadap jalannya operasional dan kinerja Perusahaan, a structured stakeholder engagement framework as part of
PT Angkasa Pura Indonesia menyusun kerangka hubungan its corporate management processes.
dan pelibatan yang terstruktur bagi para pemangku
kepentingan dalam proses pengelolaan Perusahaan.
Pemangku kepentingan PT Angkasa Pura Indonesia The Company’s stakeholders include shareholders,
mencakup pemegang saham, pelanggan, karyawan, customers, employees, government as the regulator,
pemerintah selaku regulator, mitra kerja, industri sejenis, business partners, industry peers, and local communities.
serta masyarakat setempat. Mengacu pada kepentingan In consideration of the reciprocal interests with each
timbal balik yang terjalin dengan masing-masing kelompok stakeholder group, PT Angkasa Pura Indonesia has defined
tersebut, PT Angkasa Pura Indonesia menetapkan empat four forms of engagement: empowerment, collaboration,
bentuk pelibatan, yaitu pemberdayaan, kerja sama, consultation, and communication.
konsultasi, dan komunikasi.
Mekanisme dan Frekuensi
Pemangku Kepentingan Basis Identifikasi Pelibatan Tujuan
Stakeholder Identification Basis Engagement Mechanism and Objective
Frequency
Tanggung jawab, Pengaruh • Rapat Umum Pemegang Saham • Memastikan keberlangsungan
Responsibilities, Influence Tahunan (RUPST) bisnis perusahaan dalam jangka
• Rapat Umum Pemegang Saham panjang.
Luar Biasa (RUPSLB) yang • Mempertahankan dan
Pemegang Saham
dilaksanakan sesuai kebutuhan meningkatkan nilai usaha sesuai
Shareholders
• Rapat Umum Pemegang Saham harapan pemegang saham.
(RUPS) Sirkuler yang dilaksanakan • Menghormati hak dan tanggung
sesuai kebutuhan jawab pemegang saham sesuai
• Annual General Meeting of peraturan perundang-undangan
Shareholders (AGMS) dan ketentuan lain yang berlaku.
• Extraordinary General Meeting of • Ensuring the long-term
Shareholders (EGMS), conducted sustainability of the Company’s
as needed business.
• Circular Resolution of • Maintaining and enhancing
Shareholders (Circular GMS), enterprise value in line with
conducted as needed shareholders’ expectations.
• Upholding shareholders’ rights
and responsibilities in accordance
with applicable laws and
regulations.
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Navigasi Arah Strategi Keberlanjutan
01 Navigating the Direction of Sustainability Strategy
Mekanisme dan Frekuensi
Pemangku Kepentingan Basis Identifikasi Pelibatan Tujuan
Stakeholder Identification Basis Engagement Mechanism and Objective
Frequency
Ketergantungan • Survey customer satisfaction • Memastikan keberlangsungan
Dependency index setiap satu tahun sekali bisnis perusahaan dalam jangka
• Layanan Contact Center panjang.
Pelanggan
• Tenant Gathering yang • Mempertahankan dan
(Penumpang, Maskapai
dilaksanakan satu kali dalam meningkatkan nilai usaha sesuai
Penerbangan, Penyewa/
setahun harapan pelanggan.
Tenant Bandara,
• Airlines Gathering yang • Menghormati hak dan tanggung
Perusahaan Ekspedisi)
dilaksanakan satu kali dalam jawab pelanggan sesuai peraturan
setahun perundang-undangan dan
Customers
• Customer Satisfaction Index ketentuan lain yang berlaku.
(Passengers, Airlines,
survey conducted annually • Ensuring the long-term
Airport Tenants, Logistics/
• Contact Center services sustainability of the Company’s
Expedition Companies)
• Tenant Gathering conducted business.
annually • Maintaining and enhancing
• Airlines Gathering conducted business value in line with
annually customer expectations.
• Upholding customers’ rights and
responsibilities in accordance
with applicable laws and
regulations.
Ketergantungan • Remunerasi ditinjau dan • Kesetaraan serta perlakuan yang
Dependency dievaluasi 1 kali setiap tahun. adil dan anti-diskriminasi.
• Reward & Punishment diterapkan • Menjamin keamanan, kesehatan,
dan dievaluasi secara berkala dan keselamatan kerja.
Karyawan • Bootcamp Agent of Change setiap • Memberikan hak-hak sesuai
Employees setahun sekali ketentuan yang berlaku.
• Culture Festival setiap setahun • Penandatanganan Perjanjian
sekali Kerja Bersama (PKB).
• Serikat Pekerja dan Perjanjian • Ensuring equality, fair treatment,
Kerja Bersama (PKB) dilakukan and non-discrimination
melalui perundingan sesuai • Ensuring occupational health,
periode berlaku PKB serta safety, and security
komunikasi rutin • Providing employee rights in
• Remuneration is reviewed and accordance with applicable
evaluated annually regulations
• Reward and punishment • Execution of the Collective Labor
mechanisms are implemented Agreement (CLA)
and periodically evaluated
• The Agent of Change Bootcamp is
held annually
• The Culture Festival is held
annually
• Labor Union engagement and
the Collective Labor Agreement
(CLA) are carried out through
negotiations in accordance
with the applicable CLA
period, supported by regular
communication
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Mekanisme dan Frekuensi
Pemangku Kepentingan Basis Identifikasi Pelibatan Tujuan
Stakeholder Identification Basis Engagement Mechanism and Objective
Frequency
Pengaruh • Komunikasi dan pelaporan rutin • Menjaga hubungan yang harmonis
Influence sesuai kebutuhan dengan regulator
• Kerja sama event promosi • Seluruh insan PT Angkasa Pura
bersama sesuai kebutuhan Indonesia tunduk dan mematuhi
Pemerintah sebagai
• Communication and reporting are hukum, undang-undang, dan
Regulator
conducted as needed peraturan bisnis terkait yang
Government as Regulator
• Collaboration on joint berlaku
promotional events is carried out • Laporan dan kepatuhan
as needed • Maintaining a harmonious
relationship with regulators
• Ensuring all employees of PT
Angkasa Pura Indonesia comply
with applicable laws, regulations,
and business requirements
• Reporting and regulatory
compliance.
Ketergantungan • Kontrak pengadaan dilakukan • Perlakuan adil dalam seleksi dan
Dependency mengikuti siklus pengadaan atau evaluasi pemilihan mitra
proyek yang berjalan • Tidak ada pungutan biaya apapun
Mitra Kerja • Penilaian penyedia barang dan dalam proses pengadaan
Business Partners jasa secara transparan setiap 1 • Ensuring fair treatment in the
(tahun) sekali pada akhir tahun selection and evaluation of
• Penandatanganan pakta business partners
integritas setiap onboarding • Ensuring no fees are charged at
pemasok baru any stage of the procurement
• Procurement contracts are process
executed in accordance with the
ongoing procurement or project
cycle
• Transparent evaluation of
products and services providers
once a year at the end of the year
• Integrity pacts are signed upon
the onboarding of each new
supplier
Pengaruh, Tanggung jawab • Program tanggung jawab sosial • Menjalin hubungan yang serasi
Influence, Responsibilities dan lingkungan dilaksanakan dan harmonis dengan masyarakat
secara berkesinambungan sekitar wilayah operasi
• Social and environmental • Pemberdayaan potensi
Masyarakat responsibility programs are masyarakat dengan memberi
Communities implemented on an ongoing basis sustainable value
• Maintaining harmonious and
constructive relationships with
communities in the surrounding
operational areas
• Empowering community potential
by creating sustainable value
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Navigasi Arah Strategi Keberlanjutan
01 Navigating the Direction of Sustainability Strategy
Tantangan dalam Penerapan Praktik
Keberlanjutan [OJK E.5]
Challenges in Implementing Sustainability Practices
Dalam menerapkan prinsip dan tata kelola keberlanjutan In implementing sustainability principles and governance
yang mencakup aspek ekonomi, lingkungan, dan sosial, across economic, environmental, and social aspects, the
Perusahaan menghadapi sejumlah tantangan, di antaranya: Company encounters several challenges, including:
1. Keterbatasan pemahaman dan informasi terkait 1. Limited understanding and availability of information
penerapan aspek keberlanjutan yang relevan dengan regarding the application of sustainability aspects
sektor industri kebandarudaraan. relevant to the airport industry.
2. Belum optimalnya pengelolaan dan dokumentasi data 2. Suboptimal management and documentation of the
keberlanjutan Perusahaan. Company’s sustainability data.
3. Perlunya penguatan sinergi antara berbagai pihak, 3. The need to strengthen synergy among various
baik internal maupun eksternal, dalam mewujudkan parties, both internal and external, in advancing airport
operasional bandara yang mengedepankan prinsip operations that prioritize sustainability principles.
keberlanjutan.
Sebagai respons atas tantangan tersebut, Perusahaan telah In response to these challenges, the Company has
merumuskan sejumlah inisiatif strategis, antara lain: formulated several strategic initiatives, including:
1. Penguatan pemahaman serta peningkatan kapasitas 1. Strengthening understanding and enhancing
organisasi dan karyawan dalam aspek keberlanjutan organizational and employee capabilities in
melalui program pengembangan yang terstruktur. sustainability through structured development
programs.
2. Peningkatan kualitas pengelolaan dan dokumentasi 2. Improving the quality of sustainability data management
data keberlanjutan guna mendukung pemantauan dan and documentation to support more accurate
pengukuran kinerja keberlanjutan Perusahaan secara monitoring and measurement of the Company’s
lebih akurat. sustainability performance.
3. Penguatan kerja sama dengan seluruh pemangku 3. Strengthening collaboration with relevant stakeholders
kepentingan yang relevan dalam mengimplementasikan in implementing sustainability principles across airport
prinsip-prinsip keberlanjutan ke dalam kegiatan operations.
operasional bandara.
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Sestainability Report 2025 PT Angkasa Pura Indonesia 57
Page 58
02 Memperkenalkan
Peran dan Nilai dalam
Perjalanan Perusahaan
Introducing Roles and Values in
the Company’s Journey
Tentang PT Angkasa Pura Indonesia 60
About PT Angkasa Pura Indonesia
Penjelasan Logo 61
Logo Explanation
Visi, Misi, dan Tata Nilai Perusahaan 62
Vision, Mission, and Corporate Values
Skala Perusahaan 65
Company Scale
Struktur Grup 66
Group Structure
Produk, Layanan, dan Kegiatan Usaha 67
Products, Services, and Business Activities
Area Operasional 70
Operational Areas
Keanggotaan Asosiasi 74
Association Memberships
Jejak Langkah PT Angkasa Pura Indonesia 76
Milestones of PT Angkasa Pura Indonesia
Etalase Bangsa 78
Showcasing the Nation
Page 59
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Memperkenalkan Peran dan Nilai dalam Perjalanan Perusahaan
02 Introducing Roles and Values in the Company’s Journey
Tentang PT Angkasa Pura Indonesia [GRI 2-1]
About PT Angkasa Pura Indonesia
PT Angkasa Pura Indonesia didirikan sebagai wujud PT Angkasa Pura Indonesia was established as a
aspirasi Pemerintah Indonesia untuk memperkuat manifestation of the Government of Indonesia’s aspiration
sektor penerbangan dan pariwisata melalui transformasi to strengthen the aviation and tourism sectors through
pengelolaan bandara. PT Angkasa Pura Indonesia the transformation of airport management. PT Angkasa
(sebelumnya PT Angkasa Pura II) merupakan hasil Pura Indonesia (formerly PT Angkasa Pura II) is the result
penggabungan PT Angkasa Pura I ke dalam PT Angkasa of the merger of PT Angkasa Pura I into PT Angkasa Pura
Pura II sebagaimana tercantum dalam Akta Notaris Nomor II, as stipulated in Notarial Deed No. 14 dated 7 September
14 tanggal 7 September 2024, yang berlaku efektif sejak 2024, which became effective on 9 September 2024. This
9 September 2024 yang telah diterima dan dicatat dalam merger has been received and recorded in the Legal Entity
Sistem Administrasi Badan Hukum berdasarkan Penerimaan Administration System based on the Acknowledgement
Pemberitahuan Penggabungan Perseroan PT Angkasa of Notification of Company Merger of PT Angkasa Pura
Pura Indonesia Nomor: AHU-AH.01.09-0249603 tanggal 9 Indonesia Number: AHU-AH.01.09-0249603 dated 9
September 2024. September 2024.
PT Angkasa Pura Indonesia berbentuk badan hukum PT Angkasa Pura Indonesia is a limited liability company
Perseroan Terbatas (PT) dengan kepemilikan 2 saham Seri (Perseroan Terbatas/PT) with 2 Series A Dwiwarna shares
A Dwiwarna 0,00001% oleh Pemerintah Republik Indonesia (0.00001%) held by the Government of the Republic of
dan saham Seri B 99,99999% oleh PT Aviasi Pariwisata Indonesia and Series B shares (99.99999%) held by PT Aviasi
Indonesia (Persero). [OJK C.3] Pariwisata Indonesia (Persero). [OJK C.3]
Saat ini, PT Angkasa Pura Indonesia mengelola 37 bandara Currently, PT Angkasa Pura Indonesia manages 37 airports
yang tersebar di wilayah barat, tengah, dan timur Indonesia, across western, central, and eastern Indonesia, both directly
baik secara langsung maupun tidak langsung. Dengan and indirectly. With this operational scale, the Company
skala pengelolaan tersebut, Perusahaan menempati posisi ranks as the fifth-largest airport operator globally, serving
sebagai perusahaan pengelola bandara terbesar kelima di more than 170 million passengers annually, and is projected
dunia, melayani lebih dari 170 juta penumpang per tahun, to serve 550–700 million passengers by 2045. Throughout
serta diproyeksikan melayani 550 juta–700 juta penumpang 2025, there were no significant changes affecting the
pada tahun 2045. Sepanjang tahun 2025, tidak terdapat Company’s structure, business activities, or operational
perubahan signifikan yang memengaruhi struktur, kegiatan scope. [OJK C.6]
usaha, maupun ruang lingkup operasional Perusahaan. [OJK
C.6]
Kantor Pusat | Head Office: PT Angkasa Pura Indonesia
InJourney Airports Center
Bandara Internasional Soekarno-Hatta
PO BOX 1004 Tangerang 15111 - Indonesia
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Penjelasan Logo
Logo Explanation
Representasi visual PT Angkasa Pura Indonesia tercermin The visual identity of PT Angkasa Pura Indonesia is
melalui logo InJourney Airports yang mengusung filosofi represented through the InJourney Airports logo, which
kesempurnaan. Filosofi tersebut diwujudkan melalui embodies the philosophy of perfection. This philosophy is
elemen grafis pada huruf “O” yang terinspirasi dari reflected in the graphical element of the letter “O,” inspired
motif batik kawung. Logo ini mencerminkan komitmen by the kawung batik motif. The logo signifies InJourney’s
InJourney untuk menghadirkan pengalaman berwisata commitment to delivering an excellent travel experience
di Indonesia yang unggul di seluruh aspek perjalanan. in Indonesia across all journey touchpoints. InJourney
InJourney senantiasa hadir dengan layanan terbaik pada consistently provides best-in-class services across various
berbagai kebutuhan wisatawan, mulai dari transportasi, traveler needs, including transportation, accommodation,
penginapan, pengalaman, makanan, hingga cendera mata, experiences, food, and souvenirs, ensuring a comfortable
guna menciptakan perjalanan yang nyaman dan berkesan di and memorable journey in Indonesia.
Indonesia.
Pola berantai atau tak terhingga (infinite) pada logo melambangkan keterhubungan, kesinambungan,
dan kesatuan sebagai representasi penyatuan institusi BUMN dalam InJourney. Pola ini mencerminkan
semangat kolaborasi yang mendorong keterhubungan antarpelaku pariwisata dalam mengembangkan
pariwisata Indonesia.
The infinite (continuous chain) pattern in the logo symbolizes connectivity, continuity, and unity,
representing the integration of SOEs within the InJourney ecosystem. It reflects a collaborative spirit
that fosters connectivity among tourism stakeholders in advancing Indonesia’s tourism sector.
Kata “Airports” merefleksikan fokus Perusahaan dalam mendukung ekosistem InJourney di sektor aviasi,
sekaligus menandai transformasi PT Angkasa Pura I dan PT Angkasa Pura II yang tidak hanya menyatukan
dua entitas, tetapi juga membuka peluang baru bagi pengembangan bandara di seluruh Indonesia, dari
Sabang hingga Merauke.
The word “Airports” reflects the Company’s focus on supporting the InJourney ecosystem within the
aviation sector, while also marking the transformation of PT Angkasa Pura I and PT Angkasa Pura II—
not only as a merger of two entities but also as a gateway to new opportunities for airport development
across Indonesia, from Sabang to Merauke.
Warna merah digunakan sebagai warna utama logo untuk The red color is used as the primary logo color to represent
merepresentasikan kualitas layanan serta pengalaman service excellence and a warm, pleasant travel experience.
perjalanan yang hangat dan menyenangkan. Kombinasi The combination of cool colors such as blue and green
warna dingin seperti biru dan hijau mencerminkan reflects the Company’s growth inspired by Indonesia’s
pertumbuhan Perusahaan yang terinspirasi dari keindahan natural beauty, as well as the diversity of its nature and
alam Indonesia sekaligus menggambarkan keberagaman culture. The turquoise color used in the word “Airports,”
alam dan budaya nasional. Warna tosca pada tulisan derived from the kawung batik motif, symbolizes calmness
“Airports”, yang merupakan turunan dari warna batik kawung and comfort, akin to the sky.
pada logo InJourney, melambangkan ketenangan dan
kenyamanan layaknya langit.
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02 Introducing Roles and Values in the Company’s Journey
Visi, Misi, dan Tata Nilai Perusahaan [OJK C.1]
Vision, Mission, and Corporate Values
VISI | VISION
Menjadi Operator Bandara Kelas Dunia,
menghubungkan wisatawan global
dengan keramahtamahan khas Indonesia
To become World-Class Airport Operator, connecting global
travelers with distinctive Indonesian Hospitality
Visi tersebut dijabarkan ke dalam tiga tujuan utama, yaitu The Vision is elaborated into three primary objectives,
Value Creator, Face and Pride of Indonesia, dan Agent of namely Value Creator, Face and Pride of Indonesia, and Agent
Development. Ketiga tujuan tersebut dijalankan melalui tiga of Development. These objectives are implemented through
tema transformasi, yakni premises, process, dan people, three transformation themes: premises, process, and
yang selanjutnya diimplementasikan melalui empat pilar people, which are further executed through four strategic
strategis, yakni Operasi dan Layanan Bandara Kelas Dunia, pillars: World-Class Airport Operations and Services,
Organisasi & Pengembangan Talenta, Komersial Berbasis Organization & Talent Development, Value Creation-Based
Penciptaan Nilai, serta praktik Keuangan, ESG, Risiko, dan Commercial, as well as Finance, ESG, Risk, and Compliance
Kepatuhan (FAESGRC). Implementasi seluruh pilar tersebut (FAESGRC) practices. The implementation of all these pillars
diperkuat oleh peran teknologi sebagai enabler. is reinforced by the role of technology as an enabler.
MISI | MISSION
01. Meningkatkan nilai bagi para stakeholder dan shareholder dengan menjadi katalisator
pertumbuhan dan pemerataan ekonomi Indonesia.
To increase value for stakeholders and shareholders by serving as a catalyst for Indonesia’s
economic growth and equitable development.
02. Meningkatkan konektivitas udara untuk memastikan efisiensi operasional dan menyediakan
layanan dengan standar keselamatan, keamanan, dan kenyamanan terbaik di seluruh bandara.
To enhance air connectivity to ensure operational efficiency and deliver services that uphold
the highest standards of safety, security, and comfort across all airports.
03. Memberikan kinerja layanan bandara yang unggul dengan kearifan budaya Indonesia.
To provide excellent airport services infused with the richness of Indonesian cultural values
(World-Class Airport Services).
04. Menjadi world-class airport operator melalui manajemen sumber daya manusia yang unggul.
To become a World-Class Airport Operator through excellent human resources management.
05. Berperan aktif sebagai agent of development dan memberikan kontribusi positif kepada
masyarakat dan lingkungan (environment sustainability) serta memenuhi prinsip-prinsip tata
kelola perusahaan yang baik.
Actively serve as an agent of development by contributing positively to society and the
environment, while upholding the principles of good corporate governance.
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Untuk memastikan kesesuaian arah strategis Perusahaan, To ensure alignment with the Company’s strategic direction,
peninjauan terhadap visi dan misi dilakukan secara berkala. periodic reviews of the Vision and Mission are conducted.
Pada tahun 2024, sejalan dengan penggabungan PT In 2024, in line with the merger of PT Angkasa Pura I into
Angkasa Pura I ke dalam PT Angkasa Pura Indonesia (dahulu PT Angkasa Pura Indonesia (formerly PT Angkasa Pura II), the
PT Angkasa Pura II) , visi dan misi Perusahaan diperbarui dan Company’s Vision and Mission were updated and approved
disetujui oleh Direktur Utama. by the President Director.
Vision
To become a World-Class Airport Operator, connecting global
travelers with distinctive Indonesian Hospitality
Objectives
Value Creator Face and Pride of Indonesia Agent of Development
Transformation
Premises Process People
themes
Airport infrastructure that Ecosystem-based airport Customer-centric values,
focuses on customer experience operations with data-driven mindsets, and competencies
decision making based on global standards
Strategic pillars
Strong Finance,
World Class Airport Organization & Talent Commercial Based On Accounting, ESG,
Operations and Services Development Value Creation Risk, and Compliance
(FAESGRC) Practice
Enabler
Technology
Facilitating the formation of a data-driven organization through a best-in-class integrated system equipped
with the advantages of big-data analytics and protected by robust cyber security.
Tata Nilai Perusahaan
Corporate Values
Nilai-nilai utama PT Angkasa Pura Indonesia mengacu pada The core values of PT Angkasa Pura Indonesia refer to the
Surat Edaran Menteri BUMN Nomor SE-7/MBU/07/2020 Circular Letter of the Minister of State-Owned Enterprises
tentang Nilai-Nilai Utama (Core Values) Sumber Daya No. SE-7/MBU/07/2020 concerning the Core Values of
Manusia Badan Usaha Milik Negara (BUMN) yang dikenal Human Capital in State-Owned Enterprises (SOEs), known
sebagai AKHLAK. AKHLAK adalah akronim dari Amanah, as AKHLAK. AKHLAK is an acronym for Accountable,
Kompeten, Harmonis, Loyal, Adaptif, dan Kolaboratif yang Knowledgeable, Harmonious, Loyal, Adaptive, and Keen to
mencakup nilai-nilai sebagai berikut: Collaborate, which encompass the following values:
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02 Introducing Roles and Values in the Company’s Journey
AMANAH ACCOUNTABLE
Bisa dipercaya, memenuhi janji dan komitmen, Demonstrates reliability, fulfills promises and
bertanggung jawab atas tugas, keputusan, dan commitments, takes responsibility for tasks,
tindakan, serta berpegang teguh pada nilai moral decisions, and actions, and upholds moral and
dan etika. ethical values.
KOMPETEN KNOWLEDGEABLE
Kemampuan dan keterampilan yang sesuai dengan Possesses capabilities and skills relevant to the
bidang kerja, terus belajar dan meningkatkan field of work, continuously learns and improves
kualitas diri, serta berorientasi pada hasil yang self-quality, and is oriented toward optimal and
optimal dan inovatif. innovative results.
HARMONIS HARMONIOUS
Menjaga hubungan baik dengan sesama SDM BUMN, Maintains good relationships with fellow SOE
pelanggan, mitra, dan pemangku kepentingan personnel, customers, partners, and other
lainnya, menghargai perbedaan dan keragaman, stakeholders, respects differences and diversity,
serta menciptakan suasana kerja yang kondusif dan and fosters a conducive and healthy work
sehat. environment.
LOYAL LOYAL
Setia dan taat kepada negara, organisasi, dan Demonstrates loyalty and obedience to the nation,
atasan, menjunjung tinggi kepentingan bersama, organization, and leadership, upholds collective
serta menghindari konflik kepentingan dan tindakan interests, and avoids conflicts of interest and
yang merugikan BUMN. actions that may harm SOEs.
ADAPTIF ADAPTIVE
Mampu menyesuaikan diri dengan perubahan Able to adjust to changes in the environment,
lingkungan, tantangan, dan peluang, bersikap challenges, and opportunities, remains open and
terbuka dan fleksibel, serta berani mengambil risiko flexible, and takes measured and accountable risks.
yang terukur dan bertanggung jawab.
KOLABORATIF COLLABORATIVE
Bekerja sama dengan tim, unit kerja, atau BUMN Works together with teams, business units, or other
lainnya untuk mencapai tujuan bersama, berbagi SOEs to achieve common goals, shares knowledge
pengetahuan dan pengalaman, serta memberikan and experience, and provides necessary support
dukungan dan bantuan yang dibutuhkan. and assistance.
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Skala Perusahaan [GRI 2-6] [OJK C.3]
Company Scale
Total Aset/Kapitalisasi Aset Total Kewajiban
Total Assets/Asset Capitalization Total Liabilities
(Rp Miliar | Rp Billion) (Rp Miliar | Rp Billion)
2025 2025
90.573,09 53.331,62
Total Ekuitas Total Karyawan
Total Equity Total Employees
(Rp Miliar | Rp Billion) (Orang | Persons)
2025 2025
37.241,47 7.680
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Struktur Grup [GRI 2-6] [OJK C.3]
Group Structure
PT Angkasa Pura Indonesia memiliki 1 (satu) kantor pusat PT Angkasa Pura Indonesia has 1 (one) head office located
yang berlokasi di Kota Tangerang, Provinsi Banten, serta in Tangerang City, Banten Province, as well as the following
struktur grup sebagai berikut: group structure:
A. PT Angkasa Pura Indonesia memiliki 1 (satu) Entitas
Anak, yaitu PT Angkasa Pura Aviasi (AVI) dengan A. PT Angkasa Pura Indonesia has 1 (one) Subsidiary,
kepemilikan saham 51%. namely PT Angkasa Pura Aviasi (AVI) with a 51%
shareholding.
B. Perusahaan memiliki 5 (lima) Entitas Asosiasi, sebagai B. The Company has 5 (five) Associates, as follows:
berikut:
1. PT Integrasi Aviasi Solusi (IAS) dengan kepemilikan 1. PT Integrasi Aviasi Solusi (IAS) with a 99.99%
saham 99,99%; shareholding;
2. PT Jasamarga Bali Tol (JBT) dengan kepemilikan 2. PT Jasamarga Bali Tol (JBT) with a 6.31%
saham 6,31%; shareholding;
3. PT Bandarudara Internasional Jawa Barat (BIJB) 3. PT Bandarudara Internasional Jawa Barat (BIJB)
dengan kepemilikan saham 19,51%; with a 19.51% shareholding;
4. PT Railink dengan kepemilikan saham 40,00%; dan 4. PT Railink with a 40.00% shareholding; and
5. PT Garuda Maintenance Facility Aero Asia Tbk 5. PT Garuda Maintenance Facility Aero Asia Tbk
(GMF) dengan kepemilikan saham 68,40%. (GMF) with a 68.40% shareholding.
C. Perusahaan memiliki 1 (satu) Ventura Bersama, yaitu PT C. The Company has 1 (one) Joint Venture, which is PT
Bandara Internasional Batam (BIB) dengan kepemilikan Bandara Internasional Batam (BIB) with a 56.09%
saham 56,09%. shareholding.
D. Perusahaan memiliki 1 (satu) Kerja Sama Operasional
(KSO Operasi), yaitu KSO Halim Perdanakusuma (KSO D. The Company has 1 (one) Joint Operation (JO), which
HLP) dengan porsi Perusahaan dalam KSO sebesar is KSO Halim Perdanakusuma (KSO HLP) with the
50,00%. Company’s portion in the KSO of 50.00%.
E. Perusahaan memiliki 1 (satu) Investasi Lainnya, yaitu E. The Company has 1 (one) Other Investment, which is
PT Purantara Mitra Angkasa Dua (PMAD) dengan PT Purantara Mitra Angkasa Dua (PMAD) with a 0.11%
kepemilikan saham 0,11%. shareholding.
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Produk, Layanan, dan Kegiatan Usaha [GRI 2-6] [OJK C.4]
Product, Services, and Business Activities
PT Angkasa Pura Indonesia melakukan usaha jasa PT Angkasa Pura Indonesia conducts airport-related
kebandarudaraan, pelayanan bandara, dan usaha-usaha services, airport operations, and other related business
terkait lain yang mencakup: activities, which include:
Kegiatan Usaha Utama Core Business Activities
1. Pelayanan Jasa Kebandarudaraan, meliputi pelayanan 1. Includes services for aircraft, passengers, cargo, and
jasa pesawat udara, penumpang, barang, dan pos yang mail, consisting of:
terdiri atas:
a. Penyediaan, pengusahaan dan/atau pengembangan a. Provision, operation, and/or development of
fasilitas untuk kegiatan pelayanan pendaratan, facilities for aircraft landing, takeoff, maneuvering,
lepas landas, manuver, parkir, dan penyimpanan parking, and storage.
pesawat udara.
b. Penyediaan, pengusahaan dan/atau pengembangan b. Provision, operation, and/or development of
fasilitas terminal untuk pelayanan angkutan terminal facilities for passenger, cargo, and mail
penumpang, kargo dan pos. transportation services.
c. Penyediaan, pengusahaan dan/atau pengembangan c. Provision, operation, and/or development of
fasilitas elektronika, listrik, dan instalasi limbah electronics, electrical, and waste management
buangan. installations.
d. Penyediaan, pengusahaan dan/atau pengembangan d. Provision, operation, and/or development
lahan untuk bangunan, lapangan dan kawasan of land for buildings, industrial areas, and
industri serta gedung atau bangunan yang infrastructure related to the smooth operation of
berhubungan dengan kelancaran angkutan udara. air transportation.
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02 Introducing Roles and Values in the Company’s Journey
2. Pelayanan Jasa Terkait Bandara, meliputi kegiatan: 2. Airport-Related Services, including:
a. Jasa terkait untuk menunjang kegiatan pelayanan a. Services supporting aircraft operations at airports,
operasi pesawat udara di Bandara, terdiri atas: consisting of:
• Penyediaan hanggar pesawat udara • Provision of aircraft hangars
• Perbengkelan pesawat udara • Aircraft maintenance workshops
• Pergudangan • Warehousing
• Katering pesawat udara • In-flight catering
• Pelayanan teknis penanganan pesawat udara • Ground handling services
di darat (ground handling)
• Pelayanan penumpang dan bagasi • Passenger and baggage services
• Penanganan kargo dan pos • Cargo and mail handling
• Pelayanan jasa load control • Load control services
• Komunikasi dan operasi penerbangan di darat • Ground communication and flight operations
• Pelayanan jasa pengamanan • Security services
• Pelayanan penyediaan dan/atau • Provision and/or distribution of aviation fuel
pendistribusian bahan bakar pesawat udara
b. Jasa terkait untuk menunjang kegiatan pelayanan b. Services supporting passenger and cargo services,
penumpang dan barang, terdiri atas: consisting of:
• Penyediaan penginapan/hotel dan transit • Provision of accommodation/hotels and
hotel transit hotels
• Penyediaan toko dan restoran • Provision of retail shops and restaurants
• Penyimpanan kendaraan bermotor • Motor vehicle parking facilities
• Pelayanan kesehatan • Healthcare services
• Perbankan dan/atau penukaran uang • Banking and/or currency exchange services
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• Transportasi darat • Land transportation
• Perawatan pada umumnya (kegiatan jasa yang • General maintenance (services covering
melayani pembersihan dan/atau pemeliharaan, cleaning and/or maintenance of buildings and
gedung dan perkantoran atau building offices or building maintenance)
maintenance)
c. Jasa terkait untuk memberikan nilai tambah bagi c. Services providing added value for airport
perusahaan bandara, terdiri atas: companies, consisting of:
• Penyediaan fasilitas bermain dan rekreasi • Provision of recreational and entertainment
facilities
• Penyediaan fasilitas perkantoran • Provision of office facilities
• Penyediaan fasilitas olahraga • Provision of sports facilities
• Penyediaan fasilitas pendidikan dan pelatihan • Provision of education and training facilities
• Penjualan/pengisian bahan bakar dan/atau • Sale/supply of fuel and/or lubricants for motor
pelumas kendaraan bermotor vehicles
• Periklanan • Advertising
• Jasa pelayanan telekomunikasi • Telecommunications services
• Jasa alur wisata • Tourism services
• Agen perjalanan • Travel agency services
• Penitipan barang • Baggage storage
• Lounge dan/atau VIP room • Lounge and/or VIP rooms
• Salon kecantikan • Beauty salons
• Layanan agribisnis • Agribusiness services
• Tempat penitipan anak (nursery) • Childcare facilities (nursery)
• Asuransi • Insurance
• Vending machine • Vending machines
• Perkeretaapian khusus • Dedicated railway services
• Jasa lainnya yang secara langsung atau tidak • Other services that directly or indirectly
langsung memberikan nilai tambah bagi provide added value to airport operations
kegiatan bandara
Kegiatan Usaha Penunjang Supporting Business Activities
Kegiatan usaha penunjang yang bertujuan untuk Supporting business activities aimed at optimizing the
mengoptimalkan pemanfaatan sumber daya PT Angkasa utilization of PT Angkasa Pura Indonesia’s resources
Pura Indonesia di luar area operasional bandara mencakup outside the airport operational areas include the property,
sektor properti, pergudangan, dan perkantoran, serta warehousing, and office sectors, as well as the development
pengembangan perhotelan, perumahan, apartemen, dan of hotels, housing estates, apartments, and vehicle sales
pusat jual beli kendaraan beserta bengkel. centers along with their workshops.
Selain itu, kegiatan usaha penunjang juga meliputi In addition, these supporting activities encompass
restoran, stasiun pengisian bahan bakar umum (SPBU), restaurants, public fuel filling stations (SPBU), shopping
pusat perbelanjaan, bisnis pariwisata dan resort, fasilitas centers, tourism and resort businesses, sports and
olahraga dan rekreasi, rumah sakit, serta kegiatan di bidang recreational facilities, hospitals, as well as initiatives in the
pendidikan dan penelitian. fields of education and research.
Lebih lanjut, kegiatan tersebut mencakup pengembangan Furthermore, such activities include the development of
infrastruktur telekomunikasi dan energi, serta layanan telecommunications and energy infrastructure, along with
penyewaan dan pengelolaan usaha atas sarana dan leasing and business management services for facilities
prasarana yang dimiliki oleh PT Angkasa Pura Indonesia. and infrastructure owned by PT Angkasa Pura Indonesia.
Optimalisasi pemanfaatan dana PT Angkasa Pura Indonesia The optimization of the Company’s funds is also carried out
juga dilakukan melalui instrumen pasar modal dan pasar through capital market and money market instruments.
uang.
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02 Introducing Roles and Values in the Company’s Journey
Area Operasional [GRI 2-1] [GRI 2-6] [OJK C.3]
Operational Areas
Legenda: | Legend
Kantor Pusat Regional I Regional III Regional V
Head Office Region I Region III Region V
Bandara Regional II Regional IV Regional VI
Airport Region II Region IV Region VI
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02 Introducing Roles and Values in the Company’s Journey
Unit Kerja Lokasi
No Status
Work Unit Location
1 InJourney Airports Center Kantor Pusat Banten
Head Office
Regional I
2 Bandara Internasional Soekarno-Hatta Tangerang Kantor Cabang Banten
Soekarno-Hatta International Airport Tangerang Branch Office
3 Bandara Internasional Halim Perdanakusuma Jakarta Kantor Cabang Jakarta
Halim Perdanakusuma International Airport Jakarta Branch Office
(Kerjasama Operasi (KSO) Bandara Internasional Halim Perdanakusuma antara PT Angkasa Pura
Indonesia dan PT Angkasa Transportindo Selaras (ATS)
(Joint Operation (JO) of Halim Perdanakusuma International Airport between PT Angkasa Pura
Indonesia and PT Angkasa Transportindo Selaras (ATS))
4 Bandara Internasional Kertajati Majalengka Kantor Cabang Jawa Barat
Kertajati International Airport Majalengka Branch Office West Java
(Perusahaan sebagai operator bandara melalui Perjanjian Kerjasama Penyelenggaraan Jasa
Kebandarudaraan dengan PT Bandarudara Internasional Jawa Barat (PT BIJB)
(The Company acts as the airport operator through an Airport Service Operation Cooperation
Agreement with PT Bandarudara Internasional Jawa Barat (PT BIJB))
5 Bandara Husein Sastranegara Bandung Kantor Cabang Jawa Barat
Husein Sastranegara Airport Bandung Branch Office West Java
Regional II
6 Bandara Internasional I Gusti Ngurah Rai Kantor Cabang Bali
I Gusti Ngurah Rai International Airport Branch Office
7 Bandara Internasional Zainuddin Abdul Madjid Lombok Kantor Cabang Nusa Tenggara Barat
Zainuddin Abdul Madjid International Airport Lombok Branch Office West Nusa Tenggara
8 Bandara Internasional Banyuwangi Kantor Cabang Jawa Timur
Banyuwangi International Airport Branch Office East Java
9 Bandara Internasional El Tari Kupang Kantor Cabang Nusa Tenggara Timur
El Tari International Airport Kupang Branch Office East Nusa Tenggara
Regional III
10 Bandara Internasional Hang Nadim Batam Kantor Cabang Kepulauan Riau
Hang Nadim International Airport Batam Branch Office Riau Islands
(Dioperasikan oleh PT Bandara Internasional Batam, entitas ventura bersama)
(Operated by PT Bandara Internasional Batam, a joint venture entity)
11 Bandara Internasional Sultan Iskandar Muda Banda Aceh Kantor Cabang Aceh
Sultan Iskandar Muda International Airport Banda Aceh Branch Office
12 Bandara Internasional Sultan Syarif Kasim II Pekanbaru Kantor Cabang Riau
Sultan Syarif Kasim II International Airport Pekanbaru Branch Office
13 Bandara Internasional Minangkabau Padang Kantor Cabang Sumatera Barat
Minangkabau International Airport Padang Branch Office West Sumatra
14 Bandara Internasional Kualanamu Deli Serdang Kantor Cabang Sumatera Utara
Kualanamu International Airport Deli Serdang Branch Office North Sumatra
(Dioperasikan oleh PT Angkasa Pura Aviasi, entitas anak)
(Operated by PT Angkasa Pura Aviasi, a subsidiary)
15 Bandara Depati Amir Pangkal Pinang Kantor Cabang Bangka Belitung
Depati Amir Airport Pangkal Pinang Branch Office
16 Bandara Internasional H.A.S. Hanandjoeddin Tanjung Pandan Kantor Cabang Bangka Belitung
H.A.S. Hanandjoeddin International Airport Tanjung Pandan Branch Office
17 Bandara Fatmawati Soekarno Bengkulu Kantor Cabang Bengkulu
Fatmawati Soekarno Airport Bengkulu Branch Office
18 Bandara Sultan Thaha Jambi Kantor Cabang Jambi
Sultan Thaha Airport Jambi Branch Office
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Unit Kerja Lokasi
No Status
Work Unit Location
19 Bandara Internasional Raja Haji Fisabilillah Tanjung Pinang Kantor Cabang Kepulauan Riau
Raja Haji Fisabilillah International Airport Tanjung Pinang Branch Office Riau Islands
20 Bandara Internasional Radin Inten II Bandar Lampung Kantor Cabang Lampung
Radin Inten II International Airport Bandar Lampung Branch Office
21 Bandara Internasional Sultan Mahmud Badaruddin II Palembang Kantor Cabang Sumatera Selatan
Sultan Mahmud Badaruddin II International Airport Palembang Branch Office South Sumatra
22 Bandara Internasional Raja Sisingamangaraja XII Tapanuli Utara Kantor Cabang Sumatera Utara
Raja Sisingamangaraja XII International Airport Tapanuli Utara Branch Office North Sumatra
Regional IV
23 Bandara Internasional Juanda Surabaya Kantor Cabang Jawa Timur
Juanda International Airport Surabaya Branch Office East Java
24 Bandara Internasional Yogyakarta Kulon Progo Kantor Cabang D.I. Yogyakarta
Yogyakarta International Airport Kulon Progo Branch Office Special Region of
Yogyakarta
25 Bandara Jenderal Besar Soedirman Purbalingga Kantor Cabang Jawa Tengah
Jenderal Besar Soedirman Airport Purbalingga Branch Office Central Java
26 Bandara Internasional Adi Soemarmo Solo Kantor Cabang Jawa Tengah
Adi Soemarmo International Airport Solo Branch Office Central Java
27 Bandara Internasional Jenderal Ahmad Yani Semarang Kantor Cabang Jawa Tengah
Jenderal Ahmad Yani International Airport Semarang Branch Office Central Java
28 Bandara Internasional Kediri Kantor Cabang Jawa Timur
International Airport Kediri Branch Office East Java
(Kerja Sama Operasi (KSO) dengan PT Suryo Dhoho Investama)
(Joint Venture (JO) with PT Suryo Dhoho Investama)
29 Bandara Adisutjipto Yogyakarta Kantor Cabang Jawa Tengah
Adisutjipto Airport Yogyakarta Branch Office Central Java
Regional V
30 Bandara Internasional Sam Ratulangi Manado Kantor Cabang Sulawesi Utara
Sam Ratulangi International Airport Manado Branch Office North Sulawesi
31 Bandara Internasional Sultan Hasanuddin Makassar Kantor Cabang Sulawesi Selatan
Sultan Hasanuddin International Airport Makassar Branch Office South Sulawesi
32 Bandara Internasional Sentani Jayapura Kantor Cabang Papua
Sentani International Airport Jayapura Branch Office
33 Bandara Internasional Pattimura Ambon Kantor Cabang Maluku
Pattimura International Airport Ambon Branch Office
34 Bandara Internasional Frans Kaisiepo Biak Kantor Cabang Papua
Frans Kaisiepo International Airport Biak Branch Office
Regional VI
35 Bandara Internasional SAMS Sepinggan Balikpapan Kantor Cabang Kalimantan Timur
SAMS Sepinggan International Airport Balikpapan Branch Office East Kalimantan
36 Bandara Internasional Syamsudin Noor Banjarmasin Kantor Cabang Kalimantan Selatan
Syamsudin Noor International Airport Banjarmasin Branch Office South Kalimantan
37 Bandara Tjilik Riwut Palangkaraya Kantor Cabang Kalimantan Tengah
Tjilik Riwut Airport Palangkaraya Branch Office Central Kalimantan
38 Bandara Internasional Supadio Pontianak Kantor Cabang Kalimantan Barat
Supadio International Airport Pontianak Branch Office West Kalimantan
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02 Introducing Roles and Values in the Company’s Journey
Keanggotaan Asosiasi [GRI 2-28] [OJK C.5]
Association Membership
Keanggotaan dalam asosiasi industri menjadi salah satu Membership in industry associations constitutes a strategic
langkah strategis Perusahaan dalam menjaga relevansi dan initiative by the Company to maintain its relevance and
daya saing di tengah dinamika sektor kebandarudaraan. competitiveness amid the dynamic nature of the aviation
Melalui partisipasi aktif, Perusahaan memperoleh akses sector. Through active participation, the Company gains
terhadap standar, wawasan, serta praktik terbaik di access to global standards, insights, and best practices,
tingkat global, sekaligus membuka peluang kolaborasi dan while also creating opportunities for collaboration and
pengembangan kapasitas yang berkelanjutan. continuous capacity development.
Airports Council International (ACI)
Meningkatkan standar dan kualitas layanan, akses pelatihan dan sertifikasi, sharing best
practices dalam layanan, memperluas jaringan dan kerja sama global.
Enhancing service standards and quality, access to training and certification, sharing best
practices in service, expanding global networks and partnerships.
Anggota
Member
Indonesia Contact Center Association (ICCA)
Meningkatkan standar kinerja layanan contact center perusahaan, akses pelatihan dan
sertifikasi bagi agen, benchmarking serta pengunatan reputasi perusahaan di bidang contact
center.
Improving contact center service performance standards, access to training and certification
for agents, benchmarking, and strengthening corporate reputation in contact center
operations.
Anggota
Member
Indonesia National Air Carriers Association (INACA)
Meningkatkan standar dan kualitas layanan, akses pelatihan dan sertifikasi, sharing best
practices dalam layanan, memperluas jaringan dan kerja sama global.
Enhancing service standards and quality, access to training and certification, sharing best
practices in service, expanding global networks and partnerships.
Anggota
Member
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Memperkenalkan Peran dan Nilai dalam Perjalanan Perusahaan
02 Introducing Roles and Values in the Company’s Journey
Jejak Langkah PT Angkasa Pura Indonesia
Milestones of PT Angkasa Pura Indonesia
Pemerintah RI mengeluarkan Perubahan nama Perum Peresmian penggunaan Peresmian Eco & Modern
Peraturan Pemerintah (PP) No. Pelabuhan Udara Cengkareng Terminal Khusus Haji Bandara Terminal, yakni Terminal 3
33 Tahun 1962 tentang Pendirian menjadi Perum Angkasa Pura II Internasional Soekarno-Hatta Bandara Internasional Soekarno-
Perusahaan Negara (PN) Angkasa Renaming of Perum Pelabuhan oleh Menteri Agama dan Menteri Hatta
Pura Kemayoran, dengan tugas Udara Cengkareng to Perum Perhubungan Inauguration of Eco & Modern
pokok mengelola Bandara Kemayoran Angkasa Pura II. Inauguration of the Hajj Terminal Terminal (Terminal 3) at
Jakarta yang saat itu merupakan at Soekarno-Hatta International Soekarno-Hatta International
satu-satunya bandara internasional Airport by the Minister of Airport.
di tanah air 1986 Religious Affairs and the Minister
The Government of Indonesia issued of Transportation.
Government Regulation (PP) No. 33 2009
of 1962 concerning the establishment
of State-Owned Enterprise (PN) 2004
Angkasa Pura Kemayoran, with the
primary duty of managing Kemayoran
Airport Jakarta, at that time the only
international airport in Indonesia.
1962
1984 1993 2006
Pendirian Perum Pelabuhan Pendirian PT (Persero) Angkasa Penandatanganan akta
Udara Cengkareng Pura II berdasarkan akta Notaris pendirian PT Railink antara
Establishment of Perum Muhani Salim, S.H., No. 3 tanggal Angkasa Pura II dengan PT
Pelabuhan Udara Cengkareng. 2 Januari 1993 Kereta Api Indonesia
Establishment of PT (Persero) Signing of the establishment
Angkasa Pura II based on Notarial deed of PT Railink between
Deed No. 3 dated 2 January 1993 Angkasa Pura II and PT Kereta
by Muhani Salim, S.H. Api Indonesia.
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Peresmian Pusat Layanan PT Angkasa Pura II Penggabungan PT Angkasa
Pelanggan Contact Center mencatatkan Obligasi Pura I ke dalam PT Angkasa
Airport 138 di kawasan Berkelanjutan I PT Angkasa Pura II dan transformasi
Bandara Internasional Pura II Tahap II Tahun 2020 Perusahaan menjadi PT
Soekarno-Hatta senilai Rp2,25 Triliun di Angkasa Pura Indonesia.
Launch of Airport Contact Bursa Efek Indonesia pada 19 Penggabungan ini menjadikan
Center 138 Customer Service Agustus 2020 Perusahaan sebagai operator
Center at Soekarno-Hatta PT Angkasa Pura II listed its bandara ke-5 terbesar di
International Airport. Phase II Continuing Bonds I dunia.
2020 worth Rp 2.25 trillion on Merger of PT Angkasa Pura
the Indonesia Stock Exchange I into PT Angkasa Pura II
on 19 August 2020. and transformation into PT
2017 Angkasa Pura Indonesia,
making the Company the
2020 5th largest airport operator
globally.
2024
2016 2018 2021 2025
Terminal 3 Ultimate Bandara Penerbitan obligasi Peluncuran Indonesia • Peresmian Terminal 2F Bandara Internasional
Internasional Soekarno- melalui Penawaran Umum Aviation Tourism Research Soekarno-Hatta, Tangerang, sebagai terminal
Hatta secara resmi Berkelanjutan Obligasi & Learning Institute BUMN khusus haji dan umrah oleh Presiden Republik
beroperasi Berkelanjutan di PT Center of Excellence Klaster Indonesia
Official operation of Angkasa Pura II Tahun 2018 Pariwisata dan Pendukung • Penetapan status 30 bandara PT Angkasa
Terminal 3 Ultimate Issuance of bonds through Launch of Indonesia Pura Indonesia sebagai bandara internasional
at Soekarno-Hatta the Continuing Public Aviation Tourism Research oleh Kementerian Perhubungan
International Airport. Offering of PT Angkasa & Learning Institute – SOE • Pengoperasian penuh Terminal 1C Bandara
Pura II Bonds 2018. Center of Excellence for Internasional Soekarno-Hatta
Tourism and Supporting • Inauguration of Terminal 2F at Soekarno-
Sector. Hatta International Airport, Tangerang, as
a dedicated Hajj and Umrah terminal by the
President of the Republic of Indonesia
• Designation of 30 PT Angkasa Pura Indonesia
airports as international airports by the
Ministry of Transportation
• Full operation of Terminal 1C at Soekarno-
Hatta International Airport
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02 Introducing Roles and Values in the Company’s Journey
Etalase Bangsa
Showcasing the Nation
Sebagai simpul konektivitas nasional, keberadaan bandara As a national connectivity hub, airports make a tangible
memberikan kontribusi nyata terhadap pencapaian contribution to the achievement of the Sustainable
Tujuan Pembangunan Berkelanjutan (TPB/SDGs) melalui Development Goals (SDGs) through several key pathways:
beberapa jalur utama: penciptaan lapangan kerja dalam large-scale job creation, both directly and indirectly, as well
skala besar, baik secara langsung maupun tidak langsung, as the strengthening of local and national economies. At
serta penguatan ekonomi lokal dan nasional. Di sisi lain, the same time, various sustainability initiatives are being
berbagai inisiatif keberlanjutan turut dijalankan, mulai dari implemented, ranging from waste reduction to the adoption
pengurangan limbah hingga penerapan praktik konstruksi of environmentally friendly construction practices, as a
ramah lingkungan, sebagai wujud komitmen Perusahaan reflection of the Company’s commitment to promoting
dalam mendorong pertumbuhan yang bertanggung jawab. responsible growth. [GRI 3-3]
[GRI 3-3]
Lebih dari sekadar fasilitas transportasi, bandara Beyond serving as transportation facilities, airports function
berperan sebagai katalis pertumbuhan ekonomi kawasan. as catalysts for regional economic growth. Their presence
Kehadirannya secara konsisten diikuti oleh pembangunan is consistently followed by the development of extensive
infrastruktur pendukung yang masif, seperti jalan tol, jalur supporting infrastructure, such as toll roads, railway
kereta api, fasilitas pengolahan limbah, produksi energi, networks, waste treatment facilities, energy production,
hingga perhotelan. Rangkaian pembangunan infrastruktur and hospitality infrastructure. This integrated infrastructure
ini dapat memperkuat ekosistem industri pariwisata, development strengthens the ecosystem of tourism, trade,
perdagangan, transportasi, dan logistik, baik di tingkat transportation, and logistics industries, both at the regional
kawasan maupun global, sehingga manfaat kehadiran and global levels, thereby enabling the benefits of airport
bandara dapat dirasakan secara luas oleh berbagai sektor presence to be widely experienced across multiple sectors
perekonomian. of the economy.
Dalam peta kontribusi terhadap SDGs, dampak PT Angkasa Within the SDGs contribution framework, the impact of
Pura Indonesia dalam menciptakan nilai ekonomi paling PT Angkasa Pura Indonesia in creating economic value is most
signifikan dirasakan pada TPB 8 (Pekerjaan Layak dan significant in SDG 8 (Decent Work and Economic Growth),
Pertumbuhan Ekonomi), TPB 9 (Industri, Inovasi, dan SDG 9 (Industry, Innovation, and Infrastructure), and SDG 11
Infrastruktur), serta TPB 11 (Kota dan Permukiman yang (Sustainable Cities and Communities). These contributions are
Berkelanjutan). Kontribusi ini sejalan dengan arah pencapaian aligned with Indonesia’s SDG achievement targets, which are
SDGs Indonesia, yang antara lain diukur melalui proporsi measured, among others, by the proportion and growth rate
dan laju pertumbuhan kontribusi pariwisata terhadap PDB of tourism’s contribution to GDP as an indicator of SDG 8, the
sebagai indikator TPB 8, jumlah bandara yang beroperasi number of operational airports as an indicator of SDG 9, and the
sebagai indikator TPB 9, serta persentase penduduk yang percentage of the population served by public transportation
terlayani transportasi umum sebagai indikator TPB 11. Capaian as an indicator of SDG 11. Indonesia’s performance across
Indonesia dalam ketiga indikator tersebut menunjukkan these three indicators shows measurable improvement, which
peningkatan yang dapat ditelusuri lebih lanjut melalui laporan can be further explored through reports available at: https://
yang tersedia di https://dashboards.sdgindex.org/profiles/ dashboards.sdgindex.org/profiles/indonesia. [GRI 203-1] [G4-EC7]
indonesia. [GRI 203-1] [G4-EC7]
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Membangun Bisnis yang Berbasis Nilai
Building a Value-Based Business
PT Angkasa Pura Indonesia menjalankan peran yang PT Angkasa Pura Indonesia performs a role that extends
melampaui fungsi logistik semata. Selain memperlancar beyond mere logistics functions. In addition to facilitating
arus barang dan jasa, Perusahaan turut menjadi penggerak the flow of goods and services, the Company also serves as
industri pariwisata sekaligus menyediakan sarana bagi a driver of the tourism industry while providing a platform
masyarakat Indonesia untuk saling terhubung, berinteraksi, for the Indonesian public to connect, interact, and carry
dan menjalankan aktivitas ekonominya. Komitmen ini out economic activities. This commitment is realized
diwujudkan melalui pengembangan usaha kebandarudaraan through the comprehensive development of airport-related
secara menyeluruh di seluruh penjuru tanah air, sebagai businesses across the archipelago, as part of efforts to
bagian dari upaya mendukung pertumbuhan ekonomi support national economic growth.
nasional.
Di sisi lain, Perusahaan juga menyadari bahwa kegiatan On the other hand, the Company also recognizes that its
operasionalnya berpotensi menimbulkan dampak operational activities have the potential to generate negative
negatif terhadap lingkungan dan masyarakat. Untuk itu, impacts on the environment and society. Accordingly,
berbagai inisiatif dijalankan sebagai bagian dari komitmen various initiatives have been implemented as part of the
Perusahaan dalam mendorong pertumbuhan bisnis yang Company’s commitment to promoting responsible business
bertanggung jawab, mulai dari alokasi pembiayaan pada growth, ranging from the allocation of financing to projects
proyek-proyek yang memberikan dampak sosial dan that deliver social and economic benefits to surrounding
ekonomi bagi masyarakat sekitar hingga penerapan praktik communities to the adoption of environmentally friendly
operasional yang ramah lingkungan. [GRI 3-3] operational practices. [GRI 3-3]
Dalam rangka memperkuat fondasi bisnis jangka In order to strengthen its long-term business foundation,
panjang, PT Angkasa Pura Indonesia terus menjalankan PT Angkasa Pura Indonesia continues to undertake a
transformasi bisnis secara komprehensif yang diarahkan comprehensive business transformation aimed at improving
untuk meningkatkan kinerja sekaligus membangun bisnis performance while building a sustainable business. This
yang berkelanjutan. Transformasi ini dibangun di atas transformation is anchored in the Company’s vision, which
visi perusahaan yang mencakup empat pilar utama, yakni encompasses four main pillars: premises, people, process,
premises, people, process, dan digitalization. [OJK E.3] dan digitalization. [OJK E.3]
Fase pemulihan bisnis dirancang untuk memaksimalkan The business recovery phase is designed to maximize
proposisi nilai Perusahaan melalui serangkaian inisiatif the Company’s value proposition through a series of
kunci yang saling melengkapi. Inisiatif-inisiatif tersebut complementary key initiatives. These initiatives include
mencakup peningkatan pertumbuhan pergerakan increasing passenger traffic growth, optimizing revenue,
penumpang, optimalisasi pendapatan, penerapan strategi implementing a hub-and-spoke airport strategy, and
hub & spoke airport, serta transformasi ganda yang executing a dual transformation that addresses two
menyentuh dua dimensi, yakni keunggulan operasional dan dimensions: operational excellence and business
transformasi bisnis. Selain itu, peningkatan pengalaman transformation. In addition, enhancing the airport user
pengguna bandara serta efisiensi modal dan pengeluaran experience as well as improving capital and operating
operasional turut menjadi fokus utama dalam fase ini. [G4-EC7] expenditure efficiency are key priorities in this phase. [G4-EC7]
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02 Introducing Roles and Values in the Company’s Journey
Perbandingan Target dan Realisasi Kinerja [OJK F.2]
Comparison of Target and Performance Realization
2025 2024
Deskripsi
Description Target Realisasi Pencapaian Target Realisasi Pencapaian
Target Actual Achievement Target Actual Achievement
Pesawat (dalam satuan pergerakan)
Aircraft (in movements)
Domestik 989.614 912.742 92% 1.114.630 939.724 84%
Domestic
Internasional 226.926 247.670 109% 232.672 222.798 96%
International
Jumlah 1.216.540 1.160.412 95% 1.347.302 1.162.522 86%
Total
Penumpang (dalam satuan juta orang)
Passengers (in million persons)
Domestik 123,14 113,1 92% 128,84 118,04 92%
Domestic
Internasional 39,42 40,91 104% 35,91 37,95 106%
International
Jumlah 162,56 154,01 95% 164,74 155,99 95%
Total
Kargo (dalam satuan ton)
Cargo (in tons)
Domestik 1.092.945 1.075.123 98% 958.059 1.069.266 112%
Domestic
Internasional 388.178 419.396 108% 276.101 413.147 150%
International
Jumlah 1.481.123 1.494.519 101% 1.234.160 1.482.413 120%
Total
Sepanjang tahun 2025, PT Angkasa Pura Indonesia mencatat Throughout 2025, PT Angkasa Pura Indonesia recorded
total 1.160.412 pergerakan pesawat, mencapai 95% dari a total of 1,160,412 aircraft movements, achieving 95% of
target atau Rencana Kerja dan Anggaran Perusahaan (RKAP) the 2025 Company Work Plan and Budget (RKAP) target.
2025. Dari sisi penumpang, Perusahaan melayani 154,01 juta In terms of passengers, the Company served 154.01 million
penumpang–terdiri atas 113,1 juta penumpang domestik dan passengers—comprising 113.1 million domestic passengers
40,91 juta penumpang internasional, mencapai 95% RKAP and 40.91 million international passengers—achieving 95%
2025. Sementara itu, volume kargo yang dikelola mencapai of the 2025 RKAP target. Meanwhile, total cargo volume
1.491.519 ton, naik 0,8% year-on-year dengan capaian 101% handled reached 1,494,519 tons, an increase of 0.8% year-
terhadap target RKAP 2025.[GRI G4 AO1] [GRI G4 AO3] on-year, with an achievement of 101% against the 2025
RKAP target.[GRI G4 AO1] [GRI G4 AO3]
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Perbandingan Target dan Realisasi Pembiayaan Proyek Keberlanjutan [OJK F.3]
Comparison of Targets and Performance of Sustainability Project Financing
Selain kinerja operasional dan ekonomi, PT Angkasa Pura In addition to operational and economic performance, PT
Indonesia juga berkomitmen untuk memastikan bahwa Angkasa Pura Indonesia is also committed to ensuring that
pertumbuhan bisnis Perusahaan berjalan seiring dengan the Company’s business growth aligns with sustainability
agenda keberlanjutan. Hal ini tercermin dari realisasi objectives. This is reflected in the realization of financing
pembiayaan yang diarahkan pada proyek-proyek yang directed toward projects aligned with sustainable principles.
selaras dengan prinsip berkelanjutan.
Pada tahun 2025, PT Angkasa Pura Indonesia menjalankan In 2025, PT Angkasa Pura Indonesia implemented projects
proyek-proyek yang berkaitan dengan efisiensi energi dan related to energy efficiency and operational resource
sumber daya operasional melalui pemutakhiran teknologi optimization through the upgrading of technologies utilized,
yang digunakan, sebagaimana disajikan dalam tabel berikut. as presented in the following table:
2025
Program atau Proyek Keberlanjutan
Target Realisasi Pencapaian
Sustainability Program or Project
Target Actual Achievement
(Rp) (Rp)
Pengadaan dan Penggantian Lampu Airfield Lighting 28.044.852.723 28.044.852.723 100%
System (AFL) Beserta Kabel Series
Procurement and Replacement of Airfield Lighting
System (AFL) Lamps and Series Cables
Pengadaan dan Penggantian Kabel Series serta Approach 8.705.416.980 8.705.416.980 100%
Light Runway 10
Procurement and Replacement of Series Cables and
Approach Light Runway 10
Penggantian Threshold Light Runway 13, Floodlight, Taxi 7.105.577.310 7.105.577.310 100%
Guidance Sign, Approach Light dan Runway Edge Light
Replacement of Threshold Light Runway 13, Floodlight,
Taxi Guidance Sign, Approach Light, and Runway Edge
Light
Pengadaan dan Pemasangan Sequence Flashing Light 5.997.371.070 5.997.371.070 100%
(SQFL) LED 30 Bar Pada Runway 26
Procurement and Installation of Sequence Flashing Light
(SQFL) LED 30 Bar on Runway 26
Pengadaan dan Reinstalasi Runway Edge Light 5.080.758.600 5.080.758.600 100%
Procurement and Reinstallation of Runway Edge Light
Pengadaan dan Pemasangan Lampu Perimeter Sisi 821.777.400 821.777.400 100%
Selatan Tahap I
Procurement and Installation of South Side Perimeter
Lighting Phase I
Pekerjaan Penggantian Pipa dan Aksesoris Hydrant 12.234.500.000 11.371.967.750 93%
Terminal 2 serta Pemasangan Meter Air Digital di Jaringan
Pipa Air Bersih Bandara Internasional Soekarno-Hatta
Replacement of Hydrant Pipes and Accessories at
Terminal 2 and Installation of Digital Water Meters
in Clean Water Pipeline Network at Soekarno-Hatta
International Airport
Pengadaan dan Pemasangan High Mast Hot Dip Apron 1.300.000.000 1.300.000.000 100%
Flood Light di Bandara Internasional Sultan Iskandar
Muda
Procurement and Installation of High Mast Hot Dip Apron
Flood Light at Sultan Iskandar Muda International Airport
Sestainability Report 2025 PT Angkasa Pura Indonesia 81
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Memperkenalkan Peran dan Nilai dalam Perjalanan Perusahaan
02 Introducing Roles and Values in the Company’s Journey
Kinerja Ekonomi
Economic Performance
Dalam menjalankan kegiatan operasionalnya, Perusahaan In carrying out its operational activities, the Company
senantiasa berupaya menciptakan dan mendistribusikan consistently strives to create and distribute value to all
nilai bagi seluruh pemangku kepentingan, mulai dari stakeholders, including shareholders, employees, suppliers,
pemegang saham, karyawan, pemasok, dan pemerintah, and the government, as well as surrounding communities,
hingga masyarakat sekitar, baik secara langsung maupun both directly and indirectly. The realization of value creation
tidak langsung. Wujud nyata dari penciptaan nilai tersebut can be described as follows: [GRI 3-3]
antara lain dapat diuraikan sebagai berikut: [GRI 3-3]
1. Pemegang Saham — Perusahaan menjaga kepercayaan 1. Shareholders — The Company maintains shareholder
pemegang saham melalui pencapaian kinerja yang trust through the achievement of positive performance
positif serta penyampaian laporan kinerja secara berkala and the delivery of periodic and transparent
dan transparan, sehingga dapat memberikan imbal hasil performance reports, thereby providing optimal returns
yang optimal sekaligus memelihara komunikasi yang while fostering constructive communication.
konstruktif.
2. Pemerintah — Perusahaan memenuhi kewajibannya 2. Government — The Company fulfills its obligations to
kepada negara melalui pembayaran pajak yang tepat the state through timely tax payments and orderly,
waktu serta pelaporan yang tertib dan akuntabel. accountable reporting.
3. Karyawan — Perusahaan berkontribusi terhadap 3. Employees — The Company contributes to improving
peningkatan kesejahteraan karyawan sebagai bagian employee welfare as part of its commitment to human
dari komitmen terhadap sumber daya manusia yang capital.
dimiliki.
4. Pelanggan — Perusahaan memastikan kualitas produk 4. Customers — The Company ensures consistent product
dan layanan yang konsisten guna memenuhi kebutuhan and service quality to meet customer needs and
dan ekspektasi pelanggan. expectations.
5. Masyarakat Sekitar — Perusahaan memberikan 5. Surrounding Communities — The Company contributes
kontribusi positif kepada komunitas di sekitar wilayah positively to communities within its operational areas
operasional melalui berbagai program Community through various Community Development (CD) and
Development (CD) dan Corporate Social Responsibility Corporate Social Responsibility (CSR) programs.
(CSR).
82 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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6. Pemasok — Perusahaan turut mendukung pertumbuhan 6. Suppliers — The Company supports the economic
ekonomi para mitra pemasok melalui penciptaan growth of supplier partners through job creation and
peluang kerja dan penguatan kapasitas usaha mereka. strengthening their business capacities.
7. Lembaga Swadaya Masyarakat — Perusahaan 7. Non-Governmental Organizations (NGOs) — The
menjalin kolaborasi dengan LSM untuk bersama- Company collaborates with NGOs to jointly promote
sama mendorong perbaikan di bidang ekonomi, sosial, improvements in economic, social, and environmental
maupun lingkungan hidup. aspects.
Nilai Ekonomi Langsung yang Dihasilkan dan Didistribusikan [GRI 201-1]
Direct Economic Value Generated and Distributed
(Dalam satuan Rp Miliar | in Rp Billion)
Deskripsi
2025 2024 2023*
Description
Nilai Ekonomi yang Dihasilkan
Economic Value Generated
Pendapatan 21.213,78 20.491,02* 21.178,38
Revenue
Total 21.213,78 20.491,02* 21.178,38
Nilai Ekonomi yang Didistribusikan
Economic Value Distributed
Biaya operasional bandara 8.357,62 8.628,38 9.469,26
Airport operational expenses
Biaya pegawai
4.442,10 4.056,87 3.881,05
Employee expenses
Biaya umum dan administrasi
2.547,70 1.792,01 2.273,57
General and administrative expenses
Biaya pemasaran
37,02 38,32* 35,79
Marketing expenses
Biaya lain-lain
139,85 375,85* 87,94
Other expenses
Biaya keuangan (termasuk bunga bank)
3.127,95 3.335,31 3.038,60
Financial expenses (including bank interest)
Pembayaran untuk penyandang dana (dividen)
855,90 850,00* 352,47
Payments to capital providers (dividends)
Pembayaran pajak kepada Pemerintah
1.402,62 1.303,36 1.113,35
Tax payments to the Government
Pengeluaran untuk masyarakat (TJSL)
65,80 58,70 48,03
Community expenditure (TJSL)
Pengeluaran untuk masyarakat (PUMK)
5,00 - -
Community expenditure (PUMK)
Total 20.981,55 20.438,80* 20.300,06
Nilai Ekonomi yang Ditahan
Economic Value Retained
Total 232.23 52.22* 878.32
*Terdapat penyajian kembali data | *Restatement of data
Sestainability Report 2025 PT Angkasa Pura Indonesia 83
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Memperkenalkan Peran dan Nilai dalam Perjalanan Perusahaan
02 Introducing Roles and Values in the Company’s Journey
Nilai ekonomi langsung yang dihasilkan Perusahaan The direct economic value generated by the Company is
bersumber dari pendapatan kegiatan usaha, sementara derived from its operating revenues, while the economic
nilai ekonomi yang didistribusikan mencerminkan berbagai value distributed reflects various expenditures to
pengeluaran kepada pemangku kepentingan, yakni meliputi stakeholders, including employee salaries, taxes, dividends,
pembayaran gaji, pajak, dividen, pembayaran kepada payments to suppliers, as well as the allocation of funds
pemasok, serta realisasi dana masyarakat melalui program to the community through State-Owned Enterprise Social
Tanggung Jawab Sosial dan Lingkungan (TJSL) BUMN and Environmental Responsibility (TJSL) programs and
maupun Corporate Social Responsibility (CSR). Adapun Corporate Social Responsibility (CSR) initiatives. The
nilai ekonomi ditahan merupakan selisih antara keduanya, economic value retained represents the difference between
yakni nilai yang disisihkan Perusahaan untuk kebutuhan the two, namely the portion reserved by the Company for
pengembangan usaha ke depan. [GRI 3-3] future business development needs. [GRI 3-3]
Di sisi keuangan, pendapatan usaha PT Angkasa Pura From a financial perspective, PT Angkasa Pura Indonesia
Indonesia tahun 2025 tercatat sebesar Rp21,21 triliun, recorded operating revenue of Rp 21.21 trillion in 2025, an
naik 3,5% dibandingkan tahun 2024 yang sebesar Rp20,49 increase of 3.5% compared to Rp 20.49 trillion in 2024.
triliun. Pendapatan tersebut bersumber dari pendapatan This revenue was derived from aeronautical revenue of Rp
aeronautika sebesar Rp13,41 triliun (63,2% dari total 13.41 trillion (63.2% of total revenue) and non-aeronautical
pendapatan) dan pendapatan nonaeronautika sebesar revenue of Rp 7.79 trillion (36.8% of total revenue).
Rp7,79 triliun (36,8% dari total pendapatan).
Pertumbuhan pendapatan sebesar Rp722 miliar ini The revenue growth of Rp722 billion was primarily driven by
terutama didorong oleh peningkatan pada pos Pelayanan an increase in Passenger Service Charges (PJP2U), in line
Jasa Penumpang Pesawat Udara (PJP2U), seiring dengan with the recovery in passenger traffic and the global aviation
pemulihan intensitas pergerakan penumpang dan industri industry. Revenue growth was also supported by the positive
penerbangan global. Pertumbuhan pendapatan juga performance of the non-aeronautical segment, particularly
ditopang oleh kinerja positif segmen nonaeronautika, through the optimization of rental income and revenue-
khususnya melalui optimalisasi pendapatan sewa dan sharing schemes, reflecting the Company’s success in
skema bagi hasil (revenue sharing), yang mencerminkan maximizing commercial potential at airports as well as
keberhasilan strategi Perusahaan dalam memaksimalkan the effectiveness of receivables collection from strategic
potensi komersial di bandara serta efektivitas penagihan partners from previous periods.
piutang jasa kepada mitra strategis dari periode-periode
sebelumnya.
Program Pensiun Pension Program
Perusahaan menyediakan imbalan pensiun dengan The Company provides pension benefits with minimum
besaran minimal yang mengacu pada Undang-Undang provisions referring to Labor Law No. 13/2003 and the
Ketenagakerjaan No. 13/2003 dan Perjanjian Kerja Bersama Collective Labor Agreement (CLA). Given that both
(PKB). Mengingat kedua regulasi tersebut menetapkan regulations stipulate specific formulas for calculating
formula perhitungan imbalan pensiun secara spesifik, pension benefits, the Company’s pension program is
program pensiun yang dijalankan Perusahaan pada dasarnya categorized as a defined benefit plan. This program is
termasuk dalam kategori program pensiun imbalan pasti. mandatory for all permanent employees, with a participation
Program pensiun ini bersifat wajib bagi seluruh karyawan rate of 100%. [GRI 201-3]
tetap Perusahaan, dengan tingkat partisipasi sebesar 100%.
[GRI 201-3]
Program pensiun Perusahaan mencakup tiga segmen The Company’s pension program covers three employee
karyawan dengan skema iuran yang berbeda, yaitu karyawan segments with different contribution schemes, namely
asal Angkasa Pura I (AP I), karyawan asal Angkasa Pura II (AP employees originating from Angkasa Pura I (AP I), Angkasa
II), dan karyawan Angkasa Pura Indonesia (API), sebagaimana Pura II (AP II), and Angkasa Pura Indonesia (API), as outlined
diuraikan dalam tabel berikut. [GRI 201-3] in the following table: [GRI 201-3]
84 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Segmen Program Iuran Karyawan Iuran Perusahaan
Segment Program Employee Contribution Company Contribution
Karyawan asal AP I Dana Pensiun Angkasa Pura I 5% dari Penghasilan Dasar Pensiun (PhDP) Berdasarkan valuasi
AP I Employees (DAPENRA) – masuk sebelum 1 5% of Pensionable Basic Income (PhDP) aktuaria
Januari 2011) Based on actuarial
Angkasa Pura I Pension Fund valuation
(DAPENRA) – joined before 1
January 2011
Dana Pensiun Lembaga 5% dari gaji dasar lama 20% dari gaji dasar lama
Keuangan (DPLK) BNI 5% of previous basic salary 20% of previous basic
Financial Institution Pension salary
Fund (DPLK) BNI
Tunjangan Hari Tua • Karyawan tetap – 5% dari gaji dasar Berdasarkan valuasi
Old-Age Benefit • PNS yang diperbantukan – 3% dari gaji dasar aktuaria
• TNI yang ditugaskan – 1% dari gaji dasar Based on actuarial
• Permanent employees – 5% of basic salary valuation
• Seconded civil servants – 3% of basic salary
• Assigned military personnel – 1% of basic salary
Kesehatan Pascakerja Rp200.000/bulan -
Post-employment healthcare Rp200,000/month
Karyawan asal AP II Dana Pensiun Angkasa Pura II 5% dari gaji dasar pension 29,26% dari gaji dasar
AP II Employees (DAPENDA) – diangkat sebelum 5% of pensionable basic salary pension
1 Januari 2029 29.26% of pensionable
Angkasa Pura II Pension Fund basic salary
(DAPENDA) – appointed before
1 January 2029
Tunjangan Hari Tua • Karyawan tetap – 2,5% dari gaji dasar pensiun -
Old-Age Benefit • PNS yang diperbantukan – 31,91% dari gaji dasar
pension
• Permanent employees – 2.5% of pensionable
basic salary
• Seconded civil servants – 31.91% of pensionable
basic salary
Kesehatan Pascakerja Rp98.740/bulan Rp394.958/bulan
Post-employment healthcare Rp98,740/month Rp394,958/month
Karyawan API Badan Penyelenggara Jaminan 2% dari gaji 3,7% dari gaji
API Employees Sosial Jaminan Hari Tua (BPJS 2% of salary 3.7% of salary
JHT)
Social Security Administering
Body – Old Age Security (BPJS
JHT)
BPJS Jaminan Pensiun (JP) 1% dari gaji 2% dari gaji
BPJS – Pension Security (BPJS 1% of salary 2% of salary
JP)
Sestainability Report 2025 PT Angkasa Pura Indonesia 85
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Memperkenalkan Peran dan Nilai dalam Perjalanan Perusahaan
02 Introducing Roles and Values in the Company’s Journey
Di samping itu, Perusahaan juga menyediakan berbagai In addition, the Company provides various other post-
imbalan pascakerja lainnya, yang mencakup tanda employment benefits, including long-service awards, long
penghargaan, cuti jangka panjang, santunan kematian bagi leave, death benefits for employees and certain family
karyawan maupun anggota keluarga tertentu yang meninggal members, retirement awards for employees reaching
dunia, uang penghargaan bagi karyawan yang bekerja hingga retirement age in accordance with Company regulations,
usia pensiun sesuai ketentuan perusahaan, serta uang pisah and severance payments for employees who voluntarily
bagi karyawan yang mengundurkan diri secara sukarela resign after meeting the minimum service period. These
setelah memenuhi masa kerja minimum, dengan metode benefits are calculated using an approach consistent with
perhitungan yang mengacu pada pendekatan yang sama defined benefit pension schemes.
dengan program pensiun imbalan pasti.
Untuk memastikan akurasi penilaian, Perusahaan menunjuk To ensure accuracy in valuation, the Company appoints an
aktuaris independen dalam menghitung estimasi liabilitas independent actuary to calculate the estimated liabilities for
atas seluruh program imbalan pascakerja, program pensiun, all post-employment benefit programs, pension programs,
maupun imbalan jangka panjang lainnya, menggunakan and other long-term benefits using the projected unit credit
metode projected-unit-credit. Berdasarkan penilaian method. Based on the latest actuarial valuation conducted on
aktuaria terakhir yang dilakukan pada 13 Maret 2026, seluruh 13 March 2026, all pension program liabilities have been fully
liabilitas program pensiun telah tercakup sepenuhnya covered by the allocated assets. The Company’s employee
oleh aset yang telah disisihkan. Liabilitas imbalan kerja benefit liabilities as of December 31, 2025 amounted to Rp
Perusahaan per 31 Desember 2025 tercatat sebesar 2,378.32 billion, compared to Rp 2,165.58 billion in 2024. [GRI
Rp2.378,32 miliar, dibandingkan dengan Rp2.165,58 miliar 201-3]
pada tahun 2024. [GRI 201-3]
Selama periode pelaporan, Perusahaan tidak menerima During the reporting period, the Company did not receive
bantuan finansial dari pemerintah Indonesia, termasuk any financial assistance from the Government of Indonesia,
dalam bentuk pembebasan pajak, subsidi, hibah, maupun including in the form of tax relief, subsidies, grants, or other
bentuk bantuan finansial lainnya. Adapun dalam struktur forms of financial support. The Government of the Republic
kepemilikan saham, Pemerintah Republik Indonesia memiliki of Indonesia holds 0,00001% ownership of the Company’s
0,00001% saham Perusahaan. [GRI 201-4] shares. [GRI 201-4]
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Sestainability Report 2025 PT Angkasa Pura Indonesia 87
Page 88
03 Menjaga Integritas
melalui Tata Kelola
yang Tangguh
Upholding Integrity through Strong Governance
Struktur Tata Kelola 90
Governance Structure
Pengelolaan Risiko Atas Penerapan Tata Kelola Keberlanjutan 103
Risk Management in the Implementation of Sustainability Governance
Kebijakan dan Kepatuhan 112
Policies and Compliance
Dukungan terhadap Tujuan Pembangunan Berkelanjutan (TPB) 126
Contribution to the Sustainable Development Goals (SDGs)
Page 89
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Menjaga Integritas melalui Tata Kelola yang Tangguh
03 Upholding Integrity through Strong Governance
Struktur Tata Kelola
Governance Structure
Pelaksanaan tata kelola keberlanjutan di Perusahaan The implementation of sustainability governance within the
didasarkan pada berbagai kebijakan dan pedoman internal Company is underpinned by a comprehensive set of internal
yang mengatur praktik tata kelola perusahaan. Pedoman policies and guidelines governing corporate governance
tersebut meliputi Code of Corporate Governance, Board practices. These include the Code of Corporate Governance,
of Commissioner Charter, Board of Director Charter, Board of Commissioners Charter, Board of Directors
Code of Conduct, Pedoman Pengendalian Gratifikasi, Charter, Code of Conduct, Gratification Control Guidelines,
Pedoman Pengaduan Pelanggaran, Pedoman Pengisian Whistleblowing System Guidelines, Guidelines on the
dan Penyampaian Laporan Harta Kekayaan Penyelenggara Declaration and Submission of State Officials’ Asset Reports,
Negara (LHKPN), Pedoman Umum Manajemen Risiko, General Risk Management Guidelines, Internal Audit Charter,
Internal Audit Charter, Sistem Manajemen Anti Penyuapan Anti-Bribery Management System (ABMS), as well as other
(SMAP), serta ketentuan lain yang berkaitan dengan aspek provisions related to economic, environmental, and social
ekonomi, lingkungan, dan sosial. aspects.
Adapun struktur tata kelola perusahaan, termasuk susunan, The Company’s governance structure, including the
fungsi, serta mekanisme pencalonan dan pengangkatan composition, roles, and mechanisms for the nomination and
anggota organ tertinggi perusahaan, mengacu sepenuhnya appointment of members of its highest governance body,
pada Undang-Undang No. 40 Tahun 2007. Struktur tersebut fully refers to Law No. 40 of 2007. The structure comprises
terdiri atas Rapat Umum Pemegang Saham (RUPS), Dewan the General Meeting of Shareholders (GMS), the Board of
Komisaris, dan Direksi. Commissioners, and the Board of Directors.
Dewan Komisaris merupakan badan tata kelola tertinggi The Board of Commissioners serves as the Company’s
Perusahaan yang menjalankan fungsi pengawasan dan highest governance body, performing an oversight function
diketuai oleh Komisaris Utama, sedangkan Direksi merupakan and chaired by the President Commissioner. The Board of
organ eksekutif yang diketuai oleh Direktur Utama dan Directors, as the executive body, is led by the President
memiliki kewenangan serta tanggung jawab penuh dalam Director and holds full authority and responsibility for
mengelola keberlangsungan usaha sesuai maksud dan tujuan managing the continuity of the Company’s business in line
perusahaan, serta mewakili Perusahaan di dalam maupun with its purposes and objectives, as well as representing
di luar pengadilan sebagaimana diatur dalam Anggaran the Company both in and out of court in accordance with
Dasar. Komisaris Utama selaku ketua badan tata kelola the Articles of Association. The President Commissioner, as
tertinggi bukan merupakan eksekutif senior dalam organisasi the chair of the highest governance body, does not hold an
Perusahaan, sehingga fungsi pengawasan dan fungsi executive role within the Company, thereby ensuring a clear
eksekutif dijalankan secara terpisah. [GRI 2-9] [GRI 2-11] separation between oversight and executive functions. [GRI 2-9]
[GRI 2-11]
Untuk memastikan benturan kepentingan dapat dihindari To ensure that conflicts of interest are avoided and minimized,
dan diminimalisasi, Perusahaan menerapkan mekanisme the Company implements a management mechanism
pengelolaan yang mewajibkan seluruh anggota Dewan requiring all members of the Board of Commissioners and
Komisaris dan Direksi untuk secara berkala mengidentifikasi the Board of Directors to periodically identify and disclose
serta mengungkapkan setiap potensi benturan kepentingan. any potential conflicts of interest. Such disclosures include,
Pengungkapan tersebut mencakup, antara lain, rangkap among others, multiple directorships in other organizations,
jabatan di organisasi lain, kepemilikan saham pada entitas share ownership in entities that have relationships with
yang memiliki hubungan dengan Perusahaan, serta the Company, as well as relationships, transactions, and
hubungan, transaksi, dan saldo terutang dengan pihak outstanding balances with related parties. All disclosed
terkait. Seluruh informasi tersebut ditelaah dan dimonitor information is reviewed and monitored as part of the
sebagai bagian dari proses tata kelola, serta diungkapkan governance process and is transparently communicated to
90 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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secara transparan kepada pemangku kepentingan melalui stakeholders through the Company’s public reports. More
laporan publik Perusahaan. Informasi lebih rinci, termasuk detailed information, including the existence of controlling
terkait keberadaan pemegang saham pengendali, disajikan shareholders, is presented in the Annual Report of PT Angkasa
dalam Laporan Tahunan PT Angkasa Pura Indonesia 2025. Pura Indonesia 2025. [GRI 2-15]
[GRI 2-15]
Dalam melaksanakan tugasnya, Dewan Komisaris didukung In carrying out its duties, the Board of Commissioners is
oleh komite-komite, yaitu Komite Audit, Komite Pemantau supported by committees, namely the Audit Committee, the
Manajemen Risiko dan Tata Kelola Terintegrasi, serta Integrated Risk Management and Governance Monitoring
Komite Nominasi dan Remunerasi. Sementara itu, dalam Committee, and the Nomination and Remuneration
menjalankan tugasnya, Direksi didukung oleh Corporate Committee. Meanwhile, in performing its duties, the Board
Secretary, Internal Audit, Legal Aid & Institutional Relations, of Directors is supported by the Corporate Secretary,
Legal & Compliance, serta unit kerja lainnya. Internal Audit, Legal Aid & Institutional Relations, Legal &
Compliance, as well as other operational units.
Pada tingkat Dewan Komisaris, pengawasan atas isu At the Board of Commissioners level, oversight of the
ekonomi, lingkungan, dan sosial Perusahaan dijalankan Company’s economic, environmental, and social matters
melalui Komite Pemantau Manajemen Risiko sebagai is carried out through the Risk Management Monitoring
komite di bawah Dewan Komisaris yang bertanggung jawab Committee, a committee under the Board of Commissioners
memberikan masukan, rekomendasi, serta memantau responsible for providing input, recommendations,
efektivitas strategi Perusahaan terkait isu-isu tersebut. and monitoring the effectiveness of the Company’s
Selain itu, Dewan Komisaris juga menerima laporan strategies related to these issues. In addition, the Board of
secara periodik dari Direksi terkait implementasi strategi Commissioners receives periodic reports from the Board of
keberlanjutan guna meninjau efektivitas Perusahaan Directors on the implementation of sustainability strategies
dalam mengelola dampak keberlanjutannya. Pembahasan to assess the Company’s effectiveness in managing its
dilakukan secara rutin dalam rapat Dewan Komisaris, sustainability impacts. These matters are discussed
Direksi, dan komite-komite di bawah Dewan Komisaris yang regularly in meetings of the Board of Commissioners, the
diselenggarakan paling sedikit satu kali setiap bulan. [GRI 2-9] Board of Directors, and the committees under the Board of
[GRI 2-12] [GRI 2-16] Commissioners, which are held at least once a month. [GRI
2-9] [GRI 2-12] [GRI 2-16]
Pada tingkat eksekutif, Direksi selaku penanggung At the executive level, the Board of Directors, as the body
jawab keuangan berkelanjutan memastikan integrasi responsible for sustainable finance, ensures the integration
aspek ekonomi, lingkungan, dan sosial ke dalam proses of economic, environmental, and social aspects into the
pengambilan keputusan Perusahaan, termasuk melalui Company’s decision-making processes, including through
pengembangan dan pembaharuan strategi keberlanjutan the periodic development and refinement of sustainability
secara berkala. Dalam implementasinya, pengelolaan strategies. In its implementation, the management of
dampak keberlanjutan didelegasikan secara terstruktur sustainability impacts is systematically delegated to work
kepada unit kerja dengan kompetensi spesifik agar units with specific competencies, ensuring that each
setiap aspek dapat ditangani secara fokus dan efektif. aspect is addressed in a focused and effective manner.
Pengelolaan dampak lingkungan dilaksanakan oleh Unit Environmental impact management is carried out by the
Kerja Airport Environmental Management, aspek sosial Airport Environmental Management Unit, social aspects
oleh Unit Kerja Corporate Social Responsibility, serta are handled by the Corporate Social Responsibility Unit,
aspek tata kelola oleh Unit Kerja Governance Assurance. and governance aspects are managed by the Governance
Untuk menjaga keterpaduan, seluruh hasil pengelolaan dari Assurance Unit. To ensure alignment, all outputs
masing-masing unit kerja dikonsolidasikan oleh Unit Kerja from these respective units are consolidated by the
Governance Assurance guna memastikan integrasi antar Governance Assurance Unit to maintain integration across
aspek lingkungan, sosial, dan tata kelola (ESG), sekaligus environmental, social, and governance (ESG) aspects,
menjaga konsistensi pendekatan, pemantauan kinerja, dan while also ensuring consistency in approach, performance
keselarasan dengan prinsip tata kelola perusahaan yang monitoring, and alignment with the principles of good
baik. [GRI 2-12, 2-13] [OJK E.1} corporate governance. [GRI 2-12, 2-13] [OJK E.1}
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Menjaga Integritas melalui Tata Kelola yang Tangguh
03 Upholding Integrity through Strong Governance
Selanjutnya, informasi tersebut disampaikan kepada BOD- Subsequently, this information is reported to the BOD-
1 sesuai dengan bidang masing-masing, untuk kemudian 1 in accordance with their respective areas of oversight,
dieskalasikan kepada Dewan Komisaris dan Direksi and further escalated to the Board of Commissioners and
sebagai badan tata kelola tertinggi melalui mekanisme the Board of Directors as the highest governance bodies
rapat dan pelaporan berkala. Evaluasi atas pengelolaan through formal meeting mechanisms and periodic reporting.
dampak dilakukan secara berkala oleh masing-masing The evaluation of sustainability impact management is
unit kerja sesuai ruang lingkupnya melalui pemantauan conducted regularly by each respective work unit within
kinerja dan efektivitas program. Hasil evaluasi ini menjadi its scope through performance monitoring and program
dasar perbaikan berkelanjutan, serta bahan konsolidasi effectiveness assessments. The results of these evaluations
dan pelaporan kepada manajemen dan badan tata kelola serve as a basis for continuous improvement, as well as for
tertinggi. [GRI 2-12] [GRI 2-13] consolidation and reporting to management and the highest
governance bodies. [GRI 2-12] [GRI 2-13]
Selama periode pelaporan, isu-isu penting yang berkaitan During the reporting period, significant issues related
dengan implementasi keberlanjutan Perusahaan to the Company’s sustainability implementation were
disampaikan kepada Dewan Komisaris dan Direksi communicated to the Board of Commissioners and
melalui mekanisme Board Management Meeting, sesuai the Board of Directors through the Board Management
dengan Code of Corporate Governance dan Board Manual Meeting mechanism, in accordance with the Company’s
PT Angkasa Pura Indonesia. Isu-isu tersebut mencakup, Code of Corporate Governance and Board Manual of
antara lain, gratifikasi, pengelolaan Whistleblowing System PT Angkasa Pura Indonesia. These issues included,
(WBS), penerapan Sistem Manajemen Anti Penyuapan among others, gratuities, the management of the
(SMAP), serta hasil assessment GCG. Isu-isu tersebut berasal Whistleblowing System (WBS), the implementation of the
dari mekanisme pemantauan internal dan saluran pelaporan Anti-Bribery Management System (SMAP), and the results
yang tersedia, serta ditelaah sebagai bagian dari proses tata of GCG assessments. These issues originated from internal
kelola untuk memastikan tindak lanjut dan langkah mitigasi monitoring mechanisms and available reporting channels
yang tepat. [GRI 2-16] and were reviewed as part of the governance process
to ensure appropriate follow-up actions and mitigation
measures. [GRI 2-16]
Aspek Unit Penanggung Jawab
Aspect Responsible Unit
Green Airport Airport Engineering Group
Airport Operations Strategy & Policy
Board of Directors
Operational Excellence
Group and Airport Safety Group
Direksi
Learning & Development Group and
People Development
Human Capital Management Group
Corporate Social Responsibility &
Community Development
General Services Group
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Keberagaman Badan Tata Kelola Tertinggi
Diversity of the Highest Governance Body
Perusahaan menerapkan kebijakan keberagaman dalam The Company implements a diversity policy in the
komposisi Dewan Komisaris dan Direksi dengan berpedoman composition of the Board of Commissioners and the Board
pada Peraturan Menteri Badan Usaha Milik Negara (BUMN) of Directors, guided by the Regulation of the Minister of
Nomor PER-3/MBU/03/2023 tentang Organ dan Sumber State-Owned Enterprises (SOEs) No. PER-3/MBU/03/2023
Daya Manusia Badan Usaha Milik Negara. concerning Organs and Human Resources of State-Owned
Enterprises
Sesuai peraturan tersebut, PT Angkasa Pura Indonesia In accordance with this regulation, PT Angkasa Pura
menyesuaikan susunan Direksi sesuai kebutuhan strategi Indonesia aligns the composition of its Board of Directors
operasional, pengelolaan risiko, serta pengembangan bisnis with the Company’s strategic operational needs, risk
Perusahaan. Pengangkatan dan pemberhentian anggota management priorities, and business development
Direksi dilakukan melalui Rapat Umum Pemegang Saham objectives. The appointment and dismissal of members of
(RUPS) dengan mengacu pada Undang-Undang Nomor 40 the Board of Directors are carried out through the General
Tahun 2007 tentang Perusahaan Terbatas. Meeting of Shareholders (GMS), with reference to Law No. 40
of 2007 on Limited Liability Companies.
Susunan Dewan Komisaris dan Direksi PT Angkasa Pura The composition of the Board of Commissioners and
Indonesia mempertimbangkan keberagaman latar belakang, the Board of Directors of PT Angkasa Pura Indonesia
yang mencakup usia, jenis kelamin, pendidikan, dan reflect diversity in backgrounds, including age, gender,
pengalaman yang relevan dalam menjalankan tugas dan education, and relevant experience in carrying out their
tanggung jawabnya. Perusahaan berkomitmen untuk terus respective duties and responsibilities. The Company
memperkaya keberagaman dalam susunan Dewan Komisaris remains committed to further enhancing diversity within its
dan Direksi, sebagaimana tercermin dari 33,3% posisi governance bodies, as reflected in the fact that 33.3% of the
Dewan Komisaris Perusahaan yang dijabat oleh perempuan positions on the Board of Commissioners have been held by
sejak Mei 2025. [GRI 2-10] women since May 2025. [GRI 2-10]
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03 Upholding Integrity through Strong Governance
Komposisi Dewan Komisaris dan Direksi Per 31 Desember 2025 [GRI 405-1]
Composition of the Board of Commissioners and the Board of Directors As of December 31, 2025
Kategori Jumlah Persentase
Category Total Percentage
Dewan Komisaris
Board of Commissioners
Jenis Kelamin 9 100%
Gender
Laki-laki 6 67%
Male
Perempuan 3 33%
Female
Usia 9 100%
Age
< 25 Tahun 0 -
Years
25–42 Tahun 0 -
Years
43–55 Tahun 4 44%
Years
> 55 Tahun 5 56%
Years
Direksi
Board of Directors
Jenis Kelamin 8 100%
Gender
Laki-laki 8 100%
Male
Perempuan 0 -
Female
Usia 8 100%
Age
< 25 Tahun 0 -
Years
25–42 Tahun 0 -
Years
43–55 Tahun 5 63%
Years
> 55 Tahun 3 37%
Years
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Adapun susunan Dewan Komisaris dan Direksi Perusahaan The composition of the Company’s Board of Commissioners
per 31 Desember 2025 adalah sebagai berikut. [GRI 2-9] and Board of Directors as of 31 December 2025 is as follows.
[GRI 2-9]
Masa Eksekutif/
Jabatan Rangkap Non-
Jenis
Nama Jabatan Badan Tata Jabatan Usia Pendidikan Keahlian Eksekutif Independensi
Kelamin
Name Position Kelola Concurrent Age Education Skills Executive Independence
Gender
Governance Position / Non-
Body Tenure Executive
Dewan Komisaris
Board of Commissioners
Antoni Arif Komisaris 2025 – 2030 1 Laki-laki 57 S3 Manajemen Non- Non-
Priadi Utama Male Tahun Doctoral Perhubungan Eksekutif Independen
President Years degree Laut, Kebijakan Non- Non-
Commissioner Publik Executive Independent
Maritime
Transport
Management,
Public Policy
Erwan Agus Komisaris 2024 – 2029 3 Laki-laki 57 S3 Audit, Manajemen Non- Non-
Purwanto Commissioner Male Tahun Doctoral Risiko, Kebijakan Eksekutif Independen
Years degree Publik Non- Non-
Audit, Risk Executive Independent
Management,
Public Policy
Djamaluddin Komisaris 2024 – 2029 1 Laki-laki 62 S1 Manajemen Non- Independen
Independen Male Tahun Bachelor’s Perhubungan Eksekutif Independent
Independent Years Degree Udara Non-
Commissioner Air Transport Executive
Management
Dita Indah Komisaris 2025 – 2030 1 Perempuan 52 S1 Hukum, Non- Non-
Sari Commissioner Female Tahun Bachelor’s Ketenagakerjaan Eksekutif Independen
Years Degree Law, Labor Non- Non-
Relations Executive Independent
Imelda Sari Komisaris 2025 – 2030 Tidak Ada Perempuan 58 S1 Komunikasi Non- Independen
Independen None Female Tahun Bachelor’s Publik, Eksekutif Independent
Independent Years Degree Pemasaran dan Non-
Commissioner Pelayanan Executive
Public
Communication,
Marketing and
Services
Eva Yuliana Komisaris 2025 – 2030 1 Perempuan 52 S3 Hukum, Non- Independen
Independen Female Tahun Doctoral Manajemen Eksekutif Independent
Independent Years degree Risiko, Non-
Commissioner Tata Kelola Executive
Perusahaan
Law, Risk
Management,
Corporate
Governance
Elly Komisaris 2025 – 2030 1 Laki-laki 57 S3 Manajemen Non- Non-
Engelbert Commissioner Male Tahun Doctoral Kesehatan, Eksekutif Independen
Lasut Years degree Kebijakan Publik, Non- Non-
Tata Kelola Executive Independent
Perusahaan
Health
Management,
Public Policy,
Corporate
Governance
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03 Upholding Integrity through Strong Governance
Masa Eksekutif/
Jabatan Rangkap Non-
Jenis
Nama Jabatan Badan Tata Jabatan Usia Pendidikan Keahlian Eksekutif Independensi
Kelamin
Name Position Kelola Concurrent Age Education Skills Executive Independence
Gender
Governance Position / Non-
Body Tenure Executive
Abdul Muis Komisaris 2024 – 2029 1 Laki-laki 66 S1 Manajemen Non- Independen
Independen Male Tahun Bachelor’s Risiko Eksekutif Independent
Independent Years Degree Risk Management Non-
Commissioner Executive
Yunus Nusi Komisaris 2025 – 2030 2 Laki-laki 56 S1 Manajemen Non- Independen
Independen Male Tahun Bachelor’s Bisnis, Eksekutif Independent
Independent Years Degree Tata Kelola Non-
Commissioner Perusahaan Executive
Executive
Direksi
Board of Director
Mohammad Direktur Utama 2024 – 2029 Tidak Ada Laki-laki 60 S2 Marketing Eksekutif Independen
Rizal Pahlevi President None Male Tahun Master’s Komersial Executive Independent
Director Years Degree Kebandarudaraan
Commercial
Airport Marketing
Achmad Wakil Direktur 2024 – 2029 1 Laki-laki 49 S2 Administrasi Eksekutif Independen
Syahir Utama Male Tahun Master’s Bisnis, Executive Independent
Vice President Years Degree Manajemen SDM
Director Business
Administration,
Human Resource
Management
Adi Nugroho Direktur Human 2025 – 2030 Tidak Ada Laki-laki 56 S3 Manajemen SDM, Eksekutif Independen
Capital None Male Tahun Doctoral Pengembangan Executive Independent
Human Capital Years degree Bisnis
DIrector Human Resource
Management,
Business
Development
Ristyanto Direktur Teknik 2025 – 2030 Tidak Ada Laki-laki 49 S2 Manajemen Eksekutif Independen
Eko Wibowo Technical None Male Tahun Master’s Keuangan Executive Independent
Director Years Degree Financial
Management
Yanindya Direktur 2024 – 2029 Tidak Ada Laki-laki 52 S2 Manajemen Eksekutif Independen
Bayu Keuangan dan None Male Tahun Master’s Keuangan, Executive Independent
Wirawan Manajemen Years Degree Manajemen
Risiko Risiko
Finance Financial
and Risk Management,
Management Risk Management
Director
Agus Direktur Operasi 2025 – 2030 Tidak Ada Laki-laki 55 S2 Manajemen Eksekutif Independen
Haryadi Operation None Male Tahun Master’s Operasi Executive Independent
Director Years Degree Kebandarudaraan
Airport
Operations
Management
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Masa Eksekutif/
Jabatan Rangkap Non-
Jenis
Nama Jabatan Badan Tata Jabatan Usia Pendidikan Keahlian Eksekutif Independensi
Kelamin
Name Position Kelola Concurrent Age Education Skills Executive Independence
Gender
Governance Position / Non-
Body Tenure Executive
Ferry Direktur 2024 – 2029 Tidak Ada Laki-laki 52 S2 Teknologi Eksekutif Independen
Kusnowo Strategi dan None Male Tahun Master’s Informasi, Executive Independent
Pengembangan Years Degree Pengembangan
Teknologi Bisnis,
Strategic and Transformasi
Technology Teknologi
Development Information
Director Technology,
Business
Development,
Technology
Transformation
Veri Y. Direktur 2025 – 2030 Tidak Ada Laki-laki 58 S1 Manajemen Eksekutif Independen
Setiady Komersial None Male Tahun Bachelor’s Properti, Executive Independent
Commercial Years Degree Pengembangan
Director Bisnis
Property
Management,
Business
Development
Evaluasi Kinerja Badan Tata Kelola Tertinggi [GRI 2-18]
Performance Evaluation of the Highest Governance Body
Pemegang saham melakukan evaluasi terhadap kinerja Dewan Shareholders evaluate the performance of the Board of
Komisaris, baik secara kolegial maupun individual, melalui Commissioners, both collectively and individually, through
mekanisme Rapat Umum Pemegang Saham (RUPS). Aspek- the General Meeting of Shareholders (GMS) mechanism. The
aspek penilaian mengacu pada Undang-Undang, Anggaran assessment criteria refer to applicable laws and regulations,
Dasar, dan Amanat Pemegang Saham, serta mencakup the Articles of Association, and shareholder mandates, and
penilaian pengelolaan dampak organisasi terhadap aspek include the evaluation of the Company’s management of its
ekonomi, lingkungan, dan sosial. economic, environmental, and social impacts.
Evaluasi kinerja Dewan Komisaris didasarkan pada pencapaian The performance evaluation of the Board of Commissioners
indikator kinerja kunci (Key Performance Indicator/KPI) yang is based on the achievement of key performance indicators
mencakup aspek pengawasan dan pemberian arahan, aspek (Key Performance Indicators/KPIs), which encompass
pelaporan, serta aspek dinamis lainnya. Selain itu, kinerja oversight and advisory functions, reporting aspects, as well
Dewan Komisaris juga dievaluasi melalui penilaian Good as other dynamic elements. In addition, the performance of
Corporate Governance (GCG) untuk menilai penerapan tata the Board of Commissioners is also assessed through the
kelola Perusahaan. Good Corporate Governance (GCG) evaluation to measure
the effectiveness of the Company’s governance practices.
Sementara itu, evaluasi kinerja Direksi juga didasarkan Meanwhile, the performance evaluation of the Board of
atas pencapaian KPI serta hasil penilaian GCG. Evaluasi ini Directors is likewise based on the achievement of KPIs
mempertimbangkan ketentuan dalam Peraturan Menteri and the results of the GCG assessment. This evaluation
BUMN Nomor PER-2/MBU/03/2023 tentang Pedoman takes into account the provisions set out in the Regulation
Tata Kelola dan Kegiatan Korporasi Signifikan BUMN yang of the Minister of State-Owned Enterprises No. PER-2/
ditetapkan oleh Menteri BUMN pada 3 Maret 2023 dan MBU/03/2023 on Guidelines for Governance and Significant
diundangkan pada 24 Maret 2023, serta Surat Kementerian Corporate Activities of SOEs, enacted on 3 March 2023 and
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BUMN S-468/MBU/09/2024 tanggal 30 September 2024 promulgated on 24 March 2023, as well as the Ministry of
perihal Aspirasi Pemegang Saham/Menteri untuk Penyusunan SOEs Letter No. S-468/MBU/09/2024 dated 30 September
Rencana Kerja dan Anggaran Perusahaan Tahun 2025. 2024 regarding Shareholder/Minister Aspirations for the
Preparation of the Company’s Work Plan and Budget for
2025.
Adapun kriteria penilaian kinerja Direksi sebagaimana The performance assessment criteria for the Board of
tercantum dalam KPI Direksi secara kolegial terdiri atas lima Directors, as set out in the collective KPIs of the Board,
perspektif sebagai berikut: consist of the following five perspectives:
Nilai Ekonomi dan Sosial untuk Indonesia Kepemimpinan Teknologi
Economic and Social Value for Indonesia Technology Leadership
Innovasi Model bisnis Peningkatan Investasi
Business Model Innovation Investment Growth
Pengembangan Talenta
Talent Development
Target kinerja terkait setiap perspektif tersebut dituangkan Performance targets for each of these perspectives are set
dalam Kontrak Manajemen yang disahkan melalui RUPS out in the Management Contract, which is ratified through
terkait Pengesahan Rencana Kerja dan Anggaran Perusahaan the GMS in relation to the approval of the Company’s Work
(RKAP) serta Rencana Kerja dan Anggaran Program Tanggung Plan and Budget (RKAP) and the Work Plan and Budget for the
Jawab Sosial dan Lingkungan (RKATJSL) pada 30 Januari Social and Environmental Responsibility Program (RKATJSL)
2025. Selain kriteria KPI Direksi secara kolegial, setiap on 30 January 2025. In addition to the collective KPI criteria
anggota Direksi juga berkewajiban untuk menerjemahkan of the Board of Directors, each member of the Board is also
KPI tersebut ke dalam KPI individual, termasuk di dalamnya required to cascade these KPIs into individual performance
aspek lingkungan, sosial, dan tata kelola (ESG) sebagai indicators, including environmental, social, and governance
wujud komitmen Perusahaan terhadap praktik bisnis yang (ESG) aspects, as a reflection of the Company’s commitment
berkelanjutan. to sustainable business practices.
Sebagai bentuk pertanggungjawaban atas pelaksanaan As part of its accountability, the Board of Directors is required
tugasnya, Direksi wajib menyampaikan laporan kinerja to submit periodic and annual performance reports to the
kepada Pemegang Saham secara berkala dan tahunan, Shareholders, based on the Company’s financial statements,
dengan didasarkan pada laporan keuangan Perusahaan yang which are independently audited by a Public Accounting Firm
telah diaudit secara independen oleh Kantor Akuntan Publik as part of the accountability mechanism. [GRI 2-23]
sebagai bagian dari mekanisme akuntabilitas. [GRI 2-23]
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Pengembangan Kompetensi terkait Aspek Keberlanjutan
Development of Competencies in Sustainability
Sebagai upaya meningkatkan pengetahuan dan wawasan As part of its efforts to enhance the knowledge and
Direksi dan Dewan Komisaris terkait isu pembangunan capabilities of the Board of Directors and the Board of
berkelanjutan, Perusahaan menyediakan program pelatihan Commissioners on sustainable development issues, the
dan pengembangan kompetensi yang secara khusus Company provides training and competency development
membahas isu-isu keberlanjutan. Selama tahun 2025, programs specifically focused on sustainability topics.
pengembangan kompetensi yang diikuti adalah sebagai During 2025, the competency development programs
berikut. [OJK E.2] [GRI 2-17] undertaken are as follows. [OJK E.2] [GRI 2-17]
Materi Pelatihan Peserta Tanggal Penyelenggara
Training Materials Participant Date Organizer
Certification Audit Committee 5 22–24 Juli 2025 Ikatan Komite Audit Indonesia (IKAI)
Practices (CACP) July 22–24, 2025 Indonesian Institute of Audit Committees (IKAI)
Certified in Enterprise Risk 1 23 September 2025 Lembaga Sertifikasi Profesi Mitra Kalyana Sejahtera
Governance (CERG) September 23, 2025 (LSP MKS)
Professional Certification Body Mitra Kalyana
Sejahtera (LSP MKS)
Certified Internal Auditor 1 6–9 September 2025 ESAS
Senior (CIAS) September 6–9, 2025
Certified Risk Management 1 15–19 September 2025 ESAS
Specialist September 15–19, 2025
Finance for Non-Finance 2 9–10 Desember 2025 Prasetiya Mulya Executive Learning Institute (ELI)
Professional December 9–10, 2025
Internal Control Over Financial 2 10–12 Desember 2025 Ikatan Akuntan Indonesia (IAI)
Reporting (ICOFR) December 10–12, 2025 Institute of Indonesia Chartered Accountants
Kelas HR: KPI 1 16 September 2025 Kelas HR
HR Class: KPI September 16, 2025
Master Class : Enterprise Risk 2 3 Desember 2025 Center for Risk Management and Sustainability
Governance December 3, 2025 (CRMS)
Mastering HR Fundamentals 1 12 September 2025 HR Academy
(Batch 16) September 12, 2025
Qualified Risk Governance 5 26–27 September 2025 CRMS & LSP MKS
Professional (QRGP) September 26–27, 2025
Risk Beyond 2025:International 5 4–5 Desember 2025 CRMS
Conference on Risk December 4–5, 2025
Management
Scale Up 2.0 Workshop: 1 15–16 Desember 2025 Aksoro
Generate Your Exponential December 15–16, 2025
Business Growth
Sertifikasi Master Class Risk 4 28 Juli–1 Agustus 2025 CRMS
Governance QRGP July 28–August 1, 2025
QRGP Risk Governance Master
Class Certification
Strategic Planning & Corporate 1 6–7 November 2025 HRD Spot
Budgeting November 6–7, 2025
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Materi Pelatihan Peserta Tanggal Penyelenggara
Training Materials Participant Date Organizer
Strategi Keuangan Korporat 1 9 Juli 2025 MDSM
Corporate Financial Strategy July 9, 2025
Teknik Dasar Audit Laporan 1 9 September 2025 IODA Academy
Keuangan September 9, 2025
Fundamentals of Financial
Statement Auditing
Nominasi dan Remunerasi Badan Tata Kelola Tertinggi
Nomination and Remuneration of the Highest Governance Body
Prosedur nominasi, penetapan remunerasi, serta penilaian The procedures for nomination, determination of
kinerja anggota badan tata kelola tertinggi Perusahaan remuneration, and performance evaluation of members
merupakan kewenangan Pemegang Saham, dalam hal ini of the Company’s highest governance body fall under the
Kementerian BUMN, dengan mengacu pada Peraturan authority of the Shareholder, in this case the Ministry of
Menteri BUMN Nomor PER-3/MBU/03/2023 tentang Organ SOEs, with reference to the Regulation of the Minister of
dan Sumber Daya Manusia Badan Usaha Milik Negara. SOEs No. PER-3/MBU/03/2023 concerning Organs and
Human Resources of State-Owned Enterprises.
Proses Nominasi [GRI 2-10] Nomination Process [GRI 2-10]
Proses nominasi anggota badan tata kelola tertinggi The nomination process for members of the highest
ditetapkan melalui mekanisme RUPS dengan governance body is conducted through the GMS, taking
mempertimbangkan pendapat Pemegang Saham serta into account the views of the Shareholder and involving the
melibatkan Komite Nominasi dan Remunerasi sebagai organ Nomination and Remuneration Committee as a supporting
pendukung Dewan Komisaris dalam mengevaluasi daftar organ of the Board of Commissioners in evaluating the
calon yang telah terseleksi. selected candidates.
Dalam memilih calon anggota Dewan Komisaris dan Direksi, In selecting candidates for the Board of Commissioners and
Perusahaan mempertimbangkan pengalaman, kompetensi, the Board of Directors, the Company considers experience,
keberagaman latar belakang, serta kesesuaian kandidat competencies, diversity of background, and alignment
dengan kebutuhan strategis Perusahaan. Setiap calon with the Company’s strategic needs. Each candidate for
anggota Dewan Komisaris dan/atau Direksi PT Angkasa Pura the Board of Commissioners and/or Board of Directors of
Indonesia wajib memenuhi persyaratan administratif maupun PT Angkasa Pura Indonesia must fulfill both administrative
substantif sebagaimana diatur dalam ketentuan terkait, and substantive requirements as stipulated in the relevant
termasuk kriteria sebagai berikut: regulations, including the following criteria:
Calon anggota Direksi: Candidates for the Board of Directors:
• Keahlian • Expertise
• Integritas • Integrity
• Kepemimpinan • Leadership
• Pengalaman • Experience
• Kejujuran • Honesty
• Perilaku yang baik • Good conduct
• Dedikasi tinggi dalam memajukan dan mengembangkan • Strong dedication to advancing and developing the
perusahaan Company
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Calon anggota Dewan Komisaris: Candidates for the Board of Commissioners:
• Integritas • Integrity
• Dedikasi • Dedication
• Pemahaman terhadap fungsi-fungsi manajemen • Understanding of corporate management functions
perusahaan
• Pengetahuan yang relevan dengan bidang usaha yang • Knowledge relevant to the Company’s business sector
dicalonkan
• Kesediaan mencurahkan waktu yang cukup dalam • Willingness to devote sufficient time to perform duties
menjalankan tugas
• Bagi Komisaris Independen, disyaratkan untuk dapat • For Independent Commissioners, the ability to act
bertindak independen, baik terhadap pemegang saham independently, both from shareholders and the
maupun manajemen Perusahaan Company’s management
Proses Penetapan Remunerasi [GRI 2-19] Remuneration Determination Process [GRI 2-19]
Penetapan remunerasi bagi Dewan Komisaris dan Direksi The determination of remuneration for the Board of
dilakukan dengan mempertimbangkan prinsip kewajaran, Commissioners and the Board of Directors is carried out
peningkatan kompleksitas tugas dan tanggung jawab based on principles of fairness, increasing complexity of
pengelolaan Perusahaan, penyesuaian biaya hidup (Cost of duties and responsibilities, cost of living adjustments (COLA),
Living Adjustment/COLA), serta praktik remunerasi pada and remuneration practices in comparable industries.
industri sejenis. Aspek tugas, tanggung jawab, dan wewenang Consideration is also given to duties, responsibilities, and
dalam pencapaian target kinerja Perusahaan, termasuk authority in achieving the Company’s performance targets,
tujuan ESG, turut menjadi dasar pertimbangan dalam proses including ESG objectives. In determining remuneration
penetapan tersebut. Dalam proses penentuan besaran amount, the Company is supported by the Nomination and
remunerasi, Perusahaan dibantu oleh Komite Nominasi dan Remuneration Committee as a supporting organ of the
Remunerasi sebagai organ pendukung Dewan Komisaris. Board of Commissioners.
Mekanisme penetapan remunerasi adalah sebagai berikut: The remuneration determination mechanism is as follows:
[GRI 2-20] [GRI 2-20]
1. Dewan Komisaris, melalui Komite Nominasi dan 1. The Board of Commissioners, through the Nomination
Remunerasi, melakukan kajian mengenai usulan and Remuneration Committee, reviews the proposed
remunerasi. Dalam proses tersebut, Komite dapat remuneration. The Committee may engage independent
meminta bantuan pihak independen apabila diperlukan. parties if necessary.
2. Dewan Komisaris menelaah usulan dari Komite Nominasi 2. The Board of Commissioners evaluates the Committee’s
dan Remunerasi, kemudian menyampaikannya kepada proposal and submits it to the GMS for approval.
RUPS untuk mendapatkan persetujuan.
3. RUPS melakukan penelaahan atas usulan yang diajukan 3. The GMS reviews the proposal submitted by the Board
oleh Dewan Komisaris. of Commissioners.
4. RUPS memberikan persetujuan dan menetapkan 4. The GMS approves and determines the remuneration for
remunerasi bagi Dewan Komisaris dan Direksi. the Board of Commissioners and the Board of Directors.
Struktur Remunerasi [GRI 2-19] Remuneration Structure [GRI 2-19]
Perusahaan memberikan remunerasi kepada Dewan The Company provides remuneration to the Board of
Komisaris dan Direksi dengan memerhatikan ketentuan Commissioners and the Board of Directors in accordance
remunerasi, yaitu dalam bentuk: with applicable provisions, consisting of:
1. Remunerasi yang bersifat tetap 1. Fixed remuneration
Remunerasi yang tidak dikaitkan dengan kinerja Remuneration that is not linked to performance or risk,
dan risiko, antara lain gaji/honorarium, fasilitas, including salary/honorarium, facilities, health benefits,
tunjangan kesehatan, tunjangan hari raya, dan asuransi holiday allowances, and post-employment benefits.
purnajabatan.
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2. Remunerasi yang bersifat variabel 2. Variable remuneration
Remunerasi yang dikaitkan dengan kinerja dan risiko, Remuneration that is linked to performance and risk,
antara lain tantiem/insentif kerja atau bentuk lainnya including tantiem/work incentives or other similar
yang serupa. forms.
Dalam hal terjadi pemberhentian anggota Dewan Komisaris In the event of termination of a member of the Board
atau Direksi sebelum masa jabatan berakhir, pembayaran of Commissioners or the Board of Directors prior to
asuransi purnajabatan dilakukan sesuai dengan ketentuan the end of their term of office, severance payments are
yang ditetapkan dalam RUPS dan peraturan perundang- provided in accordance with provisions stipulated by the
undangan yang berlaku. Adapun anggota Dewan Komisaris GMS and applicable laws and regulations. Members who
dan Direksi yang telah menyelesaikan masa jabatan berhak have completed their term of office are entitled to post-
atas manfaat purnajabatan sesuai ketentuan yang ditetapkan employment benefits in accordance with Company policies
Perusahaan dan peraturan Menteri BUMN yang berlaku. and applicable SOE Ministerial regulations.
Perusahaan menerapkan mekanisme penundaan pembayaran The Company applies a deferred payment mechanism for a
sebagian tantiem sebagai bagian dari pengelolaan dan portion of tantiem as part of the management and control
pengendalian remunerasi tidak tetap. Pembayaran atas bagian of variable remuneration. Payment of the deferred portion
yang ditangguhkan dilakukan sesuai dengan ketentuan yang is made in accordance with applicable provisions and the
berlaku dan hasil evaluasi yang ditetapkan oleh Perusahaan. evaluation outcomes determined by the Company.
Tabel Rasio Kompensasi Total Tahunan [GRI 2-21]
Table of Annual Total Compensation Ratio
2025 2024
Uraian
Description
PT Angkasa Pura Indonesia PT Angkasa Pura Indonesia
Kompensasi total tahunan untuk individu dengan bayaran tertinggi di 1.959.364.526 1.379.441.472
organisasi
Total annual compensation for the highest-paid individual in the
organization
Nilai tengah total kompensasi tahunan untuk seluruh karyawan 240.701.048 208.883.179
organisasi, kecuali individu dengan bayaran tertinggi
Median total annual compensation for all employees, excluding the
highest-paid individual
Rasio kompensasi total tahunan 8,14 : 1 6,60 : 1
Annual total compensation ratio
Kenaikan kompensasi total tahunan individu dengan bayaran tertinggi 42,04%
Increase in total annual compensation of the highest-paid individual
Kenaikan median kompensasi total tahunan seluruh karyawan 15,23%
Increase in median total annual compensation of all employees
Rasio kenaikan kompensasi total tahunan 2,76 : 1
Ratio of increase in total annual compensation
Catatan | Notes:
Individu dengan bayaran tertinggi di PT Angkasa Pura Indonesia adalah Direktur Utama. | The highest-paid individual at PT Angkasa Pura Indonesia is the President Director.
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Pengelolaan Risiko Atas Penerapan
Tata Kelola Keberlanjutan
Risk Management in the Implementation of Sustainability Governance
Sistem manajemen risiko Perusahaan diatur dalam Pedoman The Company’s risk management system is governed by the
Kebijakan Manajemen Risiko yang disusun dengan mengacu Risk Management Policy Guidelines, which are developed
pada standar internasional ISO 31000:2018 Risk Management in reference to the international standard ISO 31000:2018
Guidelines. Dalam kerangka tersebut, risiko keberlanjutan, Risk Management Guidelines. Within this framework,
yang mencakup aspek lingkungan dan sosial, diintegrasikan sustainability risks, encompassing environmental and social
ke dalam peta risiko Perusahaan. Pengelompokan risiko aspects, are integrated into the Company’s risk register. The
tersebut mengacu pada kategori risiko sebagaimana classification of these risks refers to the risk categories as
ditetapkan dalam Pedoman Manajemen Risiko Perusahaan, stipulated in the Company’s Risk Management Guidelines, as
sebagai berikut. [OJK E.3] [GRI 2-24] [GRI 2-25] follows. [OJK E.3] [GRI 2-24] [GRI 2-25]
Kategori Risiko Penjelasan Risiko Mitigasi Risiko
Risk Category Risk Description Risk Mitigation
Risiko Investasi Kemungkinan kerugian yang terjadi terhadap hasil Membuat kajian evaluasi keberlanjutan kerjasama
Investment Risk yang diharapkan dari suatu investasi (return on kemitraan strategis.
investment) termasuk risiko konsentrasi investasi
yaitu potensi eksposur dari kurangnya diversifikasi/ Melakukan monitoring penuh terhadap perjanjian
akumulasi Risiko dalam buku penjaminan/ kerjasama mitra sehingga program kemitraan
underwriting, investasi, dan lain-lain. strategis berjalan sesuai yang ditentukan dalam
perjanjian.
Setiap investasi membawa risiko karena hasil yang
diharapkan (seperti keuntungan atau return) tidak Conduct sustainability evaluations of strategic
dapat dijamin, dan bisa dipengaruhi oleh berbagai partnership arrangements.
faktor eksternal maupun internal yang tidak selalu
dapat diprediksi. Carry out comprehensive monitoring of partnership
agreements to ensure that strategic partnership
Oleh karena itu, penting untuk melakukan programs are implemented in accordance with the
manajemen risiko yang baik, seperti diversifikasi agreed terms.
investasi dan pemantauan terhadap faktor-
faktor eksternal yang dapat memengaruhi kinerja
investasi. Salah satu risiko investasi yang dihadapi
perusahaan adalah risiko penurunan value program
strategis.
Potential losses arising from deviations in expected
investment outcomes (return on investment),
including concentration risk, which refers to
exposure resulting from a lack of diversification
or the accumulation of risk within underwriting
portfolios, investments, and other financial
instruments.
Every investment inherently carries risk, as
expected returns cannot be guaranteed and may be
influenced by various internal and external factors
that are not always predictable.
Accordingly, robust risk management practices
are essential, including investment diversification
and continuous monitoring of external factors
that may affect investment performance. One of
the investment risks faced by the Company is the
potential decline in the value of strategic programs.
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Kategori Risiko Penjelasan Risiko Mitigasi Risiko
Risk Category Risk Description Risk Mitigation
Risiko Pasar Peristiwa risiko yang disebabkan oleh pergerakan- Mengembangkan diversifikasi pendapatan
Market Risk pergerakan variabel makroekonomi global seperti perusahaan, mengembangkan jenis layanan atau
pergerakan tingkat bunga referensi, pergerakan proyek baru di pasar yang berbeda sehingga dapat
nilai tukar rupiah, dan/atau pergerakan harga- mengurangi dampak negatif yang terjadi di satu
harga komoditas yang tidak dapat dikendalikan oleh pasar tertentu.
perusahaan. Diversify the Company’s revenue streams by
Risk events arising from movements in global developing new services or projects across different
macroeconomic variables, such as fluctuations in markets, thereby reducing exposure to adverse
benchmark interest rates, exchange rates of the conditions in any single market.
Indonesian Rupiah, and/or commodity prices, which
are beyond the Company’s control.
Risiko Likuiditas Risiko ketidakmampuan Perusahaan untuk Perusahaan memastikan terpenuhinya kewajiban
Liquidity Risk memenuhi kewajiban yang jatuh tempo dari sumber pembayaran baik kepada pihak internal maupun
pendanaan arus kas dan/atau dari aset likuid eksternal perusahaan dengan memastikan
yang dapat dengan mudah dikonversi menjadi optimalisasi penagihan piutang, melakukan
kas, tanpa mengganggu aktivitas dan kondisi monitoring arus kas secara berkala, menyusun
keuangan Perusahaan. Salah satu risiko likuiditas proyeksi kebutuhan dana, serta melakukan
yang dihadapi Perusahaan adalah menurunnya optimalisasi penempatan dana.
kemampuan Perusahaan dalam memenuhi The Company ensures the fulfillment of its payment
kewajiban jangka pendek. obligations to both internal and external parties by
Liquidity risk refers to the Company’s inability to optimizing receivables collection, conducting regular
meet its obligations as they fall due from cash flow cash flow monitoring, preparing funding requirement
funding sources and/or from liquid assets that can projections, and optimizing the placement of funds.
be readily converted into cash, without disrupting
the Company’s operations and financial condition.
One of the liquidity risks faced by the Company is a
decline in its ability to meet short-term obligations.
Risiko Operasional Potensi kerugian yang disebabkan oleh proses Melakukan perbaikan dan pemeliharaan pada fasilitas
Operational Risk internal, kegagalan sistem, kecelakaan dalam dan peralatan secara berkala serta melakukan
kesehatan dan keselamatan kerja, kesalahan penggantian fasilitas atau peralatan yang rusak.
manusia, atau kejadian eksternal (seperti gangguan Carry out periodic maintenance and repairs of
rantai pasok, logistik, dan lain sebagainya) yang facilities and equipment, as well as replace damaged
mempengaruhi operasi bisnis sehari-hari. Beberapa assets as necessary.
risiko operasional yang dihadapi oleh PT Angkasa
Pura Indonesia adalah penurunan performa fasilitas
dan peralatan bandar udara.
Potential losses arising from internal processes,
system failures, occupational health and safety
incidents, human error, or external events (such
as supply chain disruptions, logistics issues, and
others) that affect daily business operations. One
of the operational risks faced by PT Angkasa Pura
Indonesia is the decline in the performance of
airport facilities and equipment.
Risiko Hukum Peristiwa risiko yang terkait dengan terjadinya Menginventarisasi status hukum tanah yang
Legal Risk masalah hukum dan/atau tuntutan hukum yang digunakan untuk bandara, termasuk kepemilikan,
dapat merugikan perusahaan, baik dalam bentuk sertifikat tanah, dan hak-hak yang terkait dengan
denda, sanksi, atau kerugian finansial akibat tanah tersebut.
pelanggaran hukum terhadap perusahaan. Salah Inventory and verify the legal status of land used
satu risiko hukum yang dihadapi Perusahaan adalah for airport operations, including ownership, land
sengketa kepemilikan aset tanah. certificates, and associated land rights.
Risk events related to legal issues and/or claims
that may adversely affect the Company, including
penalties, sanctions, or financial losses arising from
legal non-compliance. One of the legal risks faced by
the Company is disputes over land ownership.
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Kategori Risiko Penjelasan Risiko Mitigasi Risiko
Risk Category Risk Description Risk Mitigation
Risiko Reputasi Peristiwa risiko yang berhubungan dengan Peningkatan pelayanan kepada pengguna jasa serta
Reputational Risk kemungkinan kerusakan pada reputasi perusahaan penyampaian informasi yang jelas dan tepat waktu
di mata publik, pelanggan, atau pemangku apabila terdapat perubahan layanan dan fasilitas di
kepentingan lainnya. Kerusakan reputasi ini dapat bandara.
terjadi akibat peristiwa buruk atau keputusan Enhance service quality for customers and provide
perusahaan yang tidak sesuai dengan ekspektasi clear and timely information in the event of changes
masyarakat. to airport services and facilities.
Risk events associated with potential damage to
the Company’s reputation in the eyes of the public,
customers, or other stakeholders. Such reputational
damage may arise from adverse incidents or
corporate decisions that do not align with societal
expectations.
Risiko Strategis Merupakan potensi ancaman atau ketidakpastian Mengembangkan proses pengambilan keputusan
Strategic Risk yang dapat mempengaruhi pencapaian tujuan dan berbasis data yang melibatkan berbagai perspektif
strategi jangka pendek, jangka menengah, dan dan evaluasi risiko dalam bentuk kajian yang
jangka panjang Perusahaan. Risiko strategis dapat komprehensif.
timbul akibat ketidaktepatan arahan kebijakan
strategis, kesalahan dalam pengambilan keputusan, Secara bertahap mengimplementasikan internal
penerapan strategi yang tidak efektif dan efisien, control over financial reporting untuk menjamin
serta kegagalan dalam menghadapi perubahan- keandalan dan akurasi pelaporan keuangan, serta
perubahan di lingkungan eksternal yang dapat mencegah, mendeteksi, dan memperbaiki kesalahan
memberikan dampak material terhadap posisi atau penyimpangan dalam pelaporan keuangan
Perusahaan dalam industri tempat Perusahaan Perusahaan.
beroperasi.
Represents potential threats or uncertainties that Develop data-driven decision-making processes
may affect the achievement of the Company’s short-, that incorporate multiple perspectives and risk
medium-, and long-term objectives and strategies. assessments through comprehensive analysis.
Strategic risk may arise from misalignment in
strategic policy direction, errors in decision-making, Gradually implement internal control over financial
ineffective and inefficient strategy implementation, reporting to ensure the reliability and accuracy of
as well as the inability to respond to changes in the financial reporting, as well as to prevent, detect,
external environment, which may materially impact and correct errors or irregularities in the Company’s
the Company’s position within the industry in which financial statements.
it operates.
Risiko Kepatuhan Peristiwa risiko yang muncul apabila Perusahaan Menetapkan kebijakan serta prosedur internal yang
Compliance Risk tidak mematuhi peraturan perundang-undangan sesuai dengan peraturan yang berlaku, serta menjalin
yang berlaku atau standar yang ditetapkan oleh komunikasi yang baik dengan regulator dan pihak
otoritas regulator maupun kebijakan internal otoritas terkait untuk memastikan bahwa Perusahaan
Perusahaan. Risiko ini dapat berhubungan dengan selalu memperoleh informasi terbaru mengenai
peraturan lokal maupun internasional. Sebagai peraturan yang berlaku dan dapat mengadaptasi
pengelola bandara, PT Angkasa Pura Indonesia harus operasional dengan cepat.
mematuhi peraturan terkait keamanan penerbangan,
kebijakan tarif, serta prosedur operasional standar Establish internal policies and procedures in
yang ditetapkan oleh otoritas penerbangan nasional alignment with applicable regulations, while
maupun internasional. Apabila Perusahaan tidak maintaining effective communication with regulators
memenuhi standar keselamatan atau kebijakan and relevant authorities to ensure the Company
yang berlaku, Perusahaan dapat menghadapi denda remains up to date with regulatory developments and
atau pembatasan operasional. can promptly adapt its operations accordingly.
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Kategori Risiko Penjelasan Risiko Mitigasi Risiko
Risk Category Risk Description Risk Mitigation
Risk events arising when the Company fails to
comply with applicable laws and regulations,
standards set by regulatory authorities, or internal
Company policies. This risk may relate to both local
and international regulations. As an airport operator,
PT Angkasa Pura Indonesia is required to comply
with aviation safety regulations, tariff policies,
and standard operating procedures established
by national and international aviation authorities.
Failure to meet applicable safety standards or
policies may result in penalties or operational
restrictions.
Risiko Transaksi Antar Mencakup semua peristiwa risiko yang disebabkan Melakukan pemantauan kinerja strategis secara
Entitas Grup oleh struktur korporasi dan struktur organisasi terus-menerus serta evaluasi secara berkala
Intercompany Transaction masing-masing BUMN Konglomerasi yang dapat terhadap hasil yang dicapai oleh setiap unit bisnis
Risk meningkatkan ketidakpastian pencapaian strategi untuk memastikan bahwa seluruh lini bisnis
BUMN Konglomerasi dan portofolio BUMN secara berkontribusi positif terhadap pencapaian tujuan
material. Perusahaan.
Encompasses all risk events arising from the Continuously monitor strategic performance and
corporate and organizational structures of each conduct periodic evaluations of the results achieved
SOE conglomerate that may materially increase by each business unit to ensure that all business
uncertainty in achieving the SOE conglomerate’s lines contribute positively to the achievement of the
strategy and overall portfolio objectives. Company’s objectives.
Risiko Asuransi Peristiwa risiko yang disebabkan oleh struktur dan Mengelola struktur pendanaan Perusahaan melalui
Insurance Risk akses pendanaan, terkait perpajakan, anggaran, diversifikasi, antara lain melalui pinjaman bank,
akuntansi, piutang, pengelolaan modal kerja dan penerbitan obligasi, atau ekuitas, untuk mengurangi
arus kas, serta risiko integritas atas penyusunan ketergantungan pada satu sumber pendanaan
dan pelaporan keuangan. sehingga Perusahaan memiliki akses ke berbagai
Risk events arising from funding structure and jenis fasilitas pendanaan yang dapat digunakan
access, including those related to taxation, sesuai kebutuhan, baik dalam jangka pendek maupun
budgeting, accounting, receivables, working capital jangka panjang.
and cash flow management, as well as risks to the Manage the Company’s funding structure through
integrity of financial preparation and reporting. diversification, including bank loans, bond issuance,
and equity, to reduce reliance on a single source of
financing and ensure access to a range of funding
facilities that can be utilized in accordance with the
Company’s short-term and long-term needs.
Risiko Operasional Risiko yang timbul dari penurunan kualitas fasilitas Melaksanakan kegiatan inspeksi rutin dan gabungan
Operational Risk penunjang operasional bandar udara, baik di sisi di sisi darat dan udara, melakukan perbaikan serta
udara maupun di sisi darat. penggantian fasilitas penunjang yang mengalami
Risk arising from the deterioration in the quality of kerusakan, serta senantiasa berkoordinasi secara
airport operational support facilities, both on the internal dan eksternal guna memastikan kelancaran
airside and landside. kegiatan operasional bandar udara.
Melakukan pemeliharaan atas fasilitas penunjang
sesuai dengan ketentuan.
Conduct routine and joint inspections across both
landside and airside areas, perform repairs and
replacement of damaged supporting facilities, and
maintain continuous coordination internally and
externally to ensure the smooth operation of airport
activities.
Carry out maintenance of supporting facilities in
accordance with applicable requirements.
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Manajemen risiko di Perusahaan dirancang sebagai Risk management within the Company is designed as
instrumen untuk mendukung kepastian pencapaian sasaran a strategic instrument to support the achievement of
dan target yang telah ditetapkan. Pendekatan ini dilakukan established objectives and targets. This approach is
dengan mengendalikan kemungkinan terjadinya peristiwa implemented by controlling the likelihood of events that
yang berpotensi menghambat kelancaran proses bisnis serta may disrupt business processes, while minimizing potential
meminimalisasi dampak kerugian yang dapat timbul. losses that may arise.
Pengelolaan risiko di PT Angkasa Pura Indonesia mengacu Risk management at PT Angkasa Pura Indonesia refers to
pada standar internasional ISO 31000 Risk Management the international standard ISO 31000 Risk Management
Principles & Guidelines, yang telah disahkan melalui Peraturan Principles & Guidelines, which has been formalized through
Bersama Dewan Komisaris dan Direksi PT Angkasa Pura the Joint Decree of the Board of Commissioners and Board
Indonesia Nomor: KEP.29/DK.API/12/2024 dan PD.DU.1028/ of Directors of PT Angkasa Pura Indonesia Number: KEP.29/
XII/2024 tentang Pedoman Manajemen Risiko PT Angkasa DK.API/12/2024 and PD.DU.1028/XII/2024 concerning Risk
Pura Indonesia. Management Guidelines of PT Angkasa Pura Indonesia.
Emerging Risk [OJK E.3] Emerging Risks [OJK E.3]
Selain risiko yang telah diidentifikasi di atas, Perusahaan In addition to the risks identified above, the Company
turut memantau risiko yang tengah berkembang (emerging also monitors emerging risks as part of a proactive risk
risk) sebagai bagian dari pendekatan manajemen risiko management approach. Given the dynamic nature of the
yang proaktif, mengingat perubahan lingkungan bisnis yang business environment may give rise to new risks that could
dinamis berpotensi memunculkan risiko-risiko baru yang have significant implications for the Company’s future
berdampak signifikan terhadap keberlangsungan Perusahaan sustainability, as follows:
di masa mendatang, sebagai berikut:
Nama Risiko Kategori Deskripsi Dampak Mitigasi
Risk Name Category Description Impact Mitigation
Risiko Operasional Lingkungan Peningkatan emisi 1. Peningkatan emisi GRK 1. Penyusunan analisis emisi
& Hukum - Environmental GRK akibat kegiatan yang menyebabkan GRK saat melakukan AMDAL
Peningkatan Emisi operasional dan peningkatan suhu udara dan 2. Penyusunan target
Gas Rumah Kaca pembangunan density udara penurunan emisi GRK dengan
(GRK) dan Dampak infrastruktur bandara 2. Perubahan iklim yang memprioritaskan bandara
Lingkungan dari serta berkurangnya memicu terjadinya bencana yang menghasilkan emisi di
Operasional ruang terbuka hijau. alam seperti kekeringan, atas ambang batas IFC yaitu
Bandara Increase in GHG banjir dan kerusakan sebesar 25.000-ton CO2-eq
Operational & Legal emissions resulting ekosistem alam per tahun
Risk – Increased from airport operations 1. Increased GHG emissions 3. Menjaga keberadaan
Greenhouse Gas and infrastructure leading to rising air ruang terbuka hijau dalam
(GHG) Emissions development, as well as temperatures and changes operasional Anak Perusahaan
and Environmental the reduction of green in air density sesuai dengan peraturan
Impacts from open spaces. 2. Climate change triggering perundang-undangan
Airport Operations natural disasters such 4. Penyusunan dokumen climate
as droughts, floods, and risk
ecosystem degradation 1. Conduct GHG emissions
analysis as part of the AMDAL
process
2. Establish GHG emission
reduction targets by
prioritizing airports with
emissions exceeding the IFC
threshold of 25,000 tons CO2-
eq per year
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Nama Risiko Kategori Deskripsi Dampak Mitigasi
Risk Name Category Description Impact Mitigation
3. Maintain the availability of
green open spaces within
Subsidiaries’ operations in
accordance with applicable
laws and regulations
4. Develop climate risk
documentation
Risiko Hukum & Sosial Risiko konflik dengan 1. Terjadi permasalahan 1. Menyusun pedoman
Reputasi - Konflik Social masyarakat dalam hukum proses pengadaan tanah
Sosial dan Dampak proses pengadaan lahan 2. Meningkatnya nilai berdasarkan peraturan
Mata Pencaharian serta potensi hilangnya investasi pembangunan/ perundang-undangan dan
Akibat Pengadaan mata pencaharian akibat pengembangan bandara memperhatikan prinsip-
Lahan pengembangan bandara. 3. Gangguan reputasi prinsip dalam Performance
Legal & Risk of social conflict Perusahaan Standard 5 IFC. Hal ini
Reputational Risk – arising during the land 1. Legal disputes berkaitan dengan potensi
Social Conflicts and acquisition process, 2. Increased investment costs pengembangan bandara di
Livelihood Impacts as well as potential for airport development/ lokasi yang rawan konflik
Arising from Land loss of livelihoods expansion pengadaan tanah
Acquisition resulting from airport 3. Reputational impact on the 2. Menyusun ketentuan
development. Company mengenai resettlement
action plan dan/atau
livelihood restoration plan
dalam dokumen panduan
pengadaan tanah yang
sedang disusun, khususnya
apabila pengembangan
bandara berdampak pada
pemindahan masyarakat dan/
atau mata pencaharian
1. Develop land acquisition
guidelines in accordance
with applicable laws
and regulations, while
incorporating the principles
of IFC Performance Standard
5. This is particularly
relevant to potential airport
developments in areas prone
to land acquisition conflicts.
2. Establish provisions on
the Resettlement Action
Plan and/or Livelihood
Restoration Plan within the
land acquisition guidelines
currently being developed,
particularly where airport
development results in
community displacement
and/or impacts on
livelihoods.
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Nama Risiko Kategori Deskripsi Dampak Mitigasi
Risk Name Category Description Impact Mitigation
Risiko Operasional Tata Kelola Risiko kegagalan 1. Teguran atau sanksi dari Menyusun kebijakan dan prosedur
& Hukum - Governance infrastruktur regulator terkait penanganan kegagalan
Kegagalan bandara yang dapat 2. Gangguan terhadap infrastruktur, yang mencakup
Infrastruktur dan menyebabkan reputasi Perusahaan namun tidak terbatas pada
Keselamatan kecelakaan bagi 3. Gangguan terhadap proyek kerusakan infrastruktur yang
Pengguna Jasa pengguna jasa pengembangan bandara berpotensi menimbulkan bahaya
serta Pekerja maupun pekerja 4. Terjadi accident dan/atau bagi pekerja dan pengguna
Operational & akibat perencanaan, accident yang menyebabkan bandara.
Legal Risk – konstruksi, atau korban jiwa Develop policies and procedures
Infrastructure pemeliharaan yang tidak 1. Warnings or sanctions from for managing infrastructure
Failure and Safety optimal. regulators failures, including but not limited
Risks to Service Risk of airport 2. Reputational impact on the to damage that may pose risks to
Users and Workers infrastructure failure Company workers and airport users.
that may result in 3. Disruptions to airport
accidents affecting development projects
both service users 4. Accidents and/or accidents
and workers due to resulting in fatalities
suboptimal planning,
construction, or
maintenance.
Risiko Akibat Perubahan Iklim [GRI 201-2] [OJK E.3] Climate Change Risks [GRI 201-2] [OJK E.3]
Perusahaan menyadari bahwa perubahan iklim menghadirkan The Company recognizes that climate change presents
berbagai risiko dengan implikasi finansial yang signifikan various risks with significant financial implications for
terhadap keberlangsungan operasional. Sejalan dengan hal operational continuity. In response, the Company has initiated
tersebut, Perusahaan mulai melakukan proses identifikasi a risk identification process, including both physical and
risiko, termasuk risiko fisik dan risiko transisi akibat perubahan transition risks arising from climate change that may affect
iklim yang berpotensi memengaruhi kinerja operasional dan operational performance and financial conditions, while also
kondisi finansial Perusahaan, serta menetapkan langkah- establishing integrated mitigation measures to effectively
langkah mitigasi yang terintegrasi untuk mengelola risiko manage these risks.
tersebut secara efektif.
Risiko Penjelasan Tingkat Risiko Langkah Mitigasi
Risk Description Risk Level Mitigation Measures
Risiko Fisik | Physical Risk
Cuaca ekstrem dan Paparan terhadap musim kemarau Rendah hingga • Antisipasi dampak musim kemarau (El Niño),
kondisi lingkungan berkepanjangan, curah hujan tinggi, dan Sedang curah hujan tinggi, dan angin ekstrem
Extreme weather angin ekstrem berpotensi meningkatkan Low to Moderate • Pemantauan cuaca secara berkala melalui
and environmental risiko keselamatan operasional serta koordinasi dengan BMKG
conditions memicu gangguan fungsi peralatan. • Pelaporan kejadian sesuai ketentuan regulator
Exposure to prolonged dry seasons, high • Peningkatan kesiapsiagaan terhadap potensi
rainfall intensity, and extreme winds may kebakaran
increase operational safety risks and lead • Pemastian kesiapan fasilitas dan peralatan
to equipment malfunction. keselamatan
• Pemastian kesiapan personel dan kendaraan
ARFF
• Penyampaian imbauan keselamatan kepada
pemangku kepentingan
• Pelaksanaan program Gerakan Pekerja Sehat
(GPS)
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03 Upholding Integrity through Strong Governance
Risiko Penjelasan Tingkat Risiko Langkah Mitigasi
Risk Description Risk Level Mitigation Measures
• Anticipating impacts of extreme dry seasons
(El Niño), high rainfall, and extreme winds
• Conducting regular weather monitoring in
coordination with BMKG
• Reporting incidents in accordance with
regulatory requirements
• Enhancing preparedness for potential fire
hazards
• Ensuring readiness of safety facilities and
equipment
• Ensuring readiness of ARFF personnel and
vehicles
• Disseminating safety advisories to
stakeholders
• Implementing the Healthy Worker Movement
(GPS) program
Risiko Fisik | Physical Risk
Peningkatan Konsumsi energi tinggi, penggunaan Rendah • Pelaporan penggunaan energi secara berkala
emisi karbon dari bahan bakar solar, dan belum optimalnya Low kepada Kantor Pusat, Kantor Regional, dan
operasional bandara pemanfaatan energi terbarukan Otoritas Bandara
Increased carbon meningkatkan emisi karbon serta • Pelaksanaan uji emisi kendaraan operasional
emissions from mencerminkan tantangan dalam transisi secara berkala
airport operations menuju operasional rendah karbon, yang • Penanaman pohon dan program penghijauan
berpotensi meningkatkan biaya dan • Penggantian lampu dengan teknologi hemat
tekanan regulasi. energi
High energy consumption, diesel fuel • Sosialisasi hemat energi kepada pengguna
use, and limited adoption of renewable jasa
energy increase carbon emissions and • Periodic energy usage reporting to Head
reflect challenges in transitioning to low- Office, Regional Office, and Airport Authority
carbon operations, potentially leading to • Regular emission testing for operational
higher costs and regulatory pressure. vehicles
• Tree planting and greening programs
• Replacement with energy-efficient lighting
• Energy-saving awareness for airport users
Pengawasan Aktif Dewan Komisaris dan Direktur dalam Manajemen Risiko
Active Oversight by the Board of Commissioners and Directors in Risk Management
Direksi bersama dengan Dewan Komisaris berperan aktif The Board of Directors, together with the Board of
dalam memastikan tata kelola manajemen risiko dibangun, Commissioners, plays an active role in ensuring that risk
diimplementasikan, dan dikomunikasikan di seluruh jenjang management governance is established, implemented, and
organisasi. Keduanya berperan sebagai role model dalam communicated across all levels of the organization. Both act
penerapan budaya risiko di Perusahaan dengan memberikan as role models in fostering a risk-aware culture by setting
teladan serta membangun kesadaran bahwa manajemen the tone at the top and reinforcing that risk management is
risiko merupakan tanggung jawab bersama, yang melekat a shared responsibility embedded within each function as
pada setiap fungsi sebagai pemilik risiko sesuai dengan the respective risk owner, in accordance with the Company’s
kebijakan yang berlaku di Perusahaan. [OJK F.1] [GRI 2-12] policies. [OJK F.1] [GRI 2-12]
Selaku pihak dengan akuntabilitas tertinggi dalam manajemen As the party with the highest accountability for risk
risiko di Perusahaan, Direksi memiliki tugas dan tanggung management within the Company, the Board of Directors
jawab: [GRI 2-12] has the following duties and responsibilities: [GRI 2-12]
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• Menetapkan kebijakan dan strategi pengelolaan risiko • Establish written risk management policies and
secara tertulis, termasuk penetapan persetujuan selera strategies, including the determination of the
dan toleransi risiko, serta kriteria risiko Perusahaan; Company’s risk appetite and tolerance, as well as risk
criteria;
• Menetapkan profil risiko korporasi Perusahaan; • Define the Company’s corporate risk profile;
• Memastikan perlakuan risiko Perusahaan pada tingkatan • Ensure that risk treatment at the strategic level is
strategis berjalan secara efektif; implemented effectively;
• Mempertanggungjawabkan implementasi kebijakan • Be accountable for the implementation of the
pengelolaan risiko Perusahaan; Company’s risk management policies;
• Memastikan kepatuhan terhadap kebijakan pengelolaan • Ensure compliance with the Company’s risk
risiko Perusahaan; management policies;
• Membentuk struktur tata kelola risiko yang proporsional • Establish a proportionate risk governance structure to
untuk menerapkan manajemen risiko yang efektif dan enable effective and efficient risk management at both
efisien di tingkat korporat dan kantor cabang; corporate and branch levels;
• Menjamin alokasi sumber daya Perusahaan, termasuk • Ensure adequate allocation of Company resources,
peningkatan kompetensi SDM sesuai kebutuhan including the enhancement of human capital
penerapan manajemen risiko; competencies in line with risk management
requirements;
• Menjamin terlaksananya mekanisme kaji ulang secara • Ensure the implementation of periodic reviews to
berkala terhadap keandalan sistem pengelolaan risiko; assess the reliability of the risk management system;
dan and
• Melaporkan profil risiko Perusahaan kepada pihak-pihak • Report the Company’s risk profile to relevant
berkepentingan sesuai ketentuan hukum yang berlaku. stakeholders in accordance with applicable laws and
regulations.
Di sisi lain, dalam proses pengawasan terhadap manajemen Meanwhile, in performing its oversight role over the
risiko Perusahaan, Dewan Komisaris memiliki tugas dan Company’s risk management, the Board of Commissioners
tanggung jawab: [GRI 2-26] has the following duties and responsibilities: [GRI 2-26]
• Mengevaluasi kebijakan manajemen risiko korporat • Evaluate the corporate risk management policy at
sekurang-kurangnya satu kali atau lebih dalam setahun least once a year, or more frequently in the event of
dalam hal terdapat perubahan faktor-faktor yang significant changes affecting the Company’s business
mempengaruhi kegiatan usaha Perusahaan secara activities;
signifikan;
• Mengevaluasi pertanggungjawaban Direktur atas • Evaluate the Board of Directors’ accountability in
pelaksanaan kebijakan pengelolaan risiko sekurang- implementing risk management policies at least once a
kurangnya satu kali atau lebih dalam setahun; year;
• Mengevaluasi setiap risiko yang melekat pada • Review and assess risks inherent in any proposals or
permohonan atau usulan Direktur yang berkaitan dengan requests submitted by the Board of Directors that
aktivitas usaha Perusahaan yang melampaui kewenangan exceed their authority, in accordance with applicable
Direktur guna tindak lanjut sesuai ketentuan hukum yang laws and regulations; and
berlaku; serta
• Membentuk Komite Pemantau Manajemen Risiko • Establish a Risk Management Monitoring Committee to
untuk membantu Dewan Komisaris dalam mengawasi assist the Board of Commissioners in overseeing the
penerapan manajemen risiko oleh Direktur. implementation of risk management by the Board of
Directors.
Hasil Tinjauan dan Evaluasi Efektivitas Manajemen Risiko
Review and Evaluation Results of Risk Management Effectiveness
PT Angkasa Pura Indonesia secara rutin mengukur PT Angkasa Pura Indonesia secara rutin mengukur
efektivitas implementasi manajemen risiko melalui efektivitas implementasi manajemen risiko melalui
program pengukuran tingkat maturitas pengelolaan risiko program pengukuran tingkat maturitas pengelolaan risiko
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Menjaga Integritas melalui Tata Kelola yang Tangguh
03 Upholding Integrity through Strong Governance
(Risk Maturity Index/RMI). Pada tahun 2024, Perusahaan (Risk Maturity Index/RMI ). Pada tahun 2024, Perusahaan
mencatat skor sebesar 2,88 dengan kategori berada pada mencatat skor sebesar 2,88 dengan kategori berada pada
Fase Berkembang (+). Untuk tahun 2025, pengukuran masih Fase Berkembang (+). Untuk tahun 2025, pengukuran masih
dalam proses, sebagai bagian dari upaya peningkatan dalam proses, sebagai bagian dari upaya peningkatan
berkelanjutan terhadap efektivitas sistem Manajemen berkelanjutan terhadap efektivitas sistem Manajemen
Risiko Perusahaan. Risiko Perusahaan.
Kebijakan dan Kepatuhan
Policy and Compliance
Kode Etik Perusahaan
Company Code of Conduct
Dalam menjalankan kegiatan usaha dan interaksi bisnisnya, In conducting its business activities and interactions, PT
PT Angkasa Pura Indonesia berpedoman pada Kode Etik (Code Angkasa Pura Indonesia adheres to a Code of Conduct
of Conduct) yang berlaku bagi seluruh insan Perusahaan. applicable to all Company personnel. This guideline serves
Pedoman ini menjadi acuan dalam pelaksanaan tugas sehari- as a reference for the execution of daily duties as well as
hari serta dalam membangun hubungan dengan pengguna for building relationships with service users, stakeholders,
jasa, pemangku kepentingan, penyedia, dan mitra. Aturan suppliers, and partners. The fundamental principles set out
dasar dalam Kode Etik tersebut mencerminkan komitmen in the Code of Conduct reflect the Company’s commitment
Perusahaan terhadap prinsip-prinsip tata kelola yang to governance practices that support the achievement of its
mendukung pencapaian Visi dan Misi. Vision and Mission.
Menjaga standar etika sangat penting untuk memastikan Maintaining high ethical standards is essential to ensure
setiap keputusan dan penyelesaian persoalan yang dihadapi that all decisions and resolutions undertaken by the
Perusahaan dilakukan secara bertanggung jawab dan Company are carried out responsibly and with integrity,
berintegritas, sehingga menjaga kepercayaan dan loyalitas thereby preserving stakeholder trust and loyalty. Clear
pemangku kepentingan terhadap Perusahaan. Hal ini karena ethical guidelines provide assurance to stakeholders
pedoman etika yang jelas memberikan kepastian bagi that all corporate actions and decisions are conducted in
pemangku kepentingan bahwa setiap keputusan dan tindakan accordance with good governance principles.
Perusahaan dilaksanakan sesuai prinsip tata kelola yang baik.
Atas dasar tersebut, PT Angkasa Pura Indonesia menetapkan On this basis, PT Angkasa Pura Indonesia has established its
Pedoman Perilaku (Code of Conduct) sebagai acuan bagi insan Code of Conduct as a guiding framework for all personnel in
PT Angkasa Pura Indonesia dalam bertindak dan menjalankan carrying out their roles and fulfilling the Company’s mission
misi untuk mencapai visi Perusahaan. to achieve its vision.
Pokok-Pokok Isi Kode Etik Key Elements of the Code of Conduct
Pedoman Perilaku (Code of Conduct) Perusahaan disusun The Company’s Code of Conduct is developed with reference
dengan mengacu pada perkembangan hukum, lingkungan to evolving legal frameworks, social conditions, and business
sosial, dan dinamika bisnis yang dihadapi PT Angkasa Pura dynamics faced by PT Angkasa Pura Indonesia, and is aligned
Indonesia, serta selaras dengan prinsip-prinsip hak asasi with internationally recognized human rights principles,
manusia yang diakui secara internasional termasuk UN including the UN Guiding Principles on Business and Human
Guiding Principles on Business and Human Rights (UNGP Rights. The Code applies to all Company personnel and
BHR). Pedoman ini mengikat seluruh insan PT Angkasa Pura comprises the following sections:
Indonesia dan terdiri atas:
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• Bab I: Pendahuluan • Chapter I: Introduction
• Bab II: Etika Usaha • Chapter II: Business Ethics
• Bab III: Etika Kerja • Chapter III: Work Ethics
• Bab IV: Tata Perilaku Insan Perusahaan • Chapter IV: Code of Conduct for Company Personnel
• Bab V: Penerapan dan Penegakan Pedoman Perilaku dan • Chapter V: Implementation and Enforcement of the
Etika Perusahaan (Code of Conduct) Code of Conduct
• Bab VI: Ketentuan Penutup • Chapter VI: Closing Provisions
Peraturan Bersama Dewan Komisaris dan Direksi PT The Joint Regulation of the Board of Commissioners and
Angkasa Pura Indonesia Nomor KEP.28/DK.API/12/2024; the Board of Directors of PT Angkasa Pura Indonesia No.
PD.DU.1026/XII/2024 tentang Pedoman Perilaku Dan Etika KEP.28/DK.API/12/2024; PD.DU.1026/XII/2024 on the
Perusahaan (Code of Conduct) PT Angkasa Pura Indonesia Code of Conduct governs, among others, matters related
mencakup peraturan terkait korupsi dan penyuapan, to corruption and bribery, discrimination, information
diskriminasi, kerahasiaan informasi, benturan kepentingan, confidentiality, conflicts of interest, anti-competitive
praktik antipersaingan usaha, lingkungan, kesehatan, dan practices, environmental protection, occupational health
keselamatan kerja, serta sistem pelaporan pelanggaran. and safety, and the whistleblowing system.
Informasi lengkap mengenai Pedoman Perilaku dan Etika Further information on the Code of Conduct can be accessed
Perusahaan (Code of Conduct) dapat diakses pada tautan via the following link: https://www.injourneyairports.id/
berikut: https://www.injourneyairports.id/docs/corporate- docs/corporate-governance/Pedoman-Perilaku-dan-Etika-
governance/Pedoman-Perilaku-dan-Etika-Perusahaan.pdf Perusahaan.pdf
Selain melalui Pedoman Perilaku dan Etika Perusahaan, In addition to the Code of Conduct, the Company prevents
Perusahaan mencegah konflik kepentingan dan conflicts of interest and the misuse of influence over public
penyalahgunaan pengaruh terhadap kebijakan publik dengan policy through the implementation of policies prohibiting
menerapkan kebijakan terkait Larangan melakukan tindakan money laundering, support for terrorism, and/or involvement
pencucian uang, mendukung kegiatan terorisme, dan/atau with prohibited organizations, as stipulated in PT Angkasa
organisasi terlarang di PT Angkasa Pura Indonesia Nomor Pura Indonesia Regulation No. EDR.DU.0062/PG.03/2025
EDR.DU.0062/PG.03/2025 tanggal 21 April 2025. dated April 21, 2025.
Pemberlakuan Kode Etik pada Seluruh Jenjang Organisasi Implementation Across All Organizational Levels
Pedoman Perilaku dan Etika Perusahaan (Code of Conduct) The Code of Conduct applies to all PT Angkasa Pura
berlaku bagi seluruh insan PT Angkasa Pura Indonesia, mulai Indonesia personnel, from employees to management. It
dari karyawan hingga jajaran manajemen. Pedoman Perilaku is consistently communicated to all employees to ensure
dan Etika Perusahaan secara konsisten disosialisasikan alignment in understanding and implementation.
kepada seluruh karyawan guna memastikan pemahaman dan
penerapan yang selaras.
Setiap tahun, seluruh insan PT Angkasa Pura Indonesia Each year, all personnel of PT Angkasa Pura Indonesia sign
menandatangani Pernyataan Kepatuhan Tahunan sebagai an Annual Compliance Statement as a demonstration of
bentuk komitmen terhadap Kode Etik. Penandatanganan their commitment to the Code of Conduct. The signing of
dokumen tersebut mencerminkan komitmen seluruh insan this document reflects the collective commitment of all
Perusahaan dalam memahami serta mengimplementasikan Company personnel to understand and implement the Code
Kode Etik sebagai bagian dari budaya kerja yang berintegritas. of Conduct as an integral part of an ethical and integrity-
driven work culture.
Pedoman Perilaku dan Etika Perusahaan (Code of Conduct) ini The Code of Conduct also binds the Board of Commissioners,
juga mengikat Dewan Komisaris, Direksi, seluruh karyawan, the Board of Directors, all employees, as well as stakeholders,
serta pemangku kepentingan atau penyedia barang dan mitra suppliers, and business partners engaging in transactions
yang melakukan transaksi bisnis dengan PT Angkasa Pura with PT Angkasa Pura Indonesia, in line with good corporate
Indonesia, sejalan dengan prinsip tata kelola yang baik. [GRI governance principles. [GRI 2-23]
2-23]
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Penegakan Kode Etik Enforcement of the Code of Conduct
Perusahaan mewajibkan penandatanganan Pernyataan The Company requires the signing of an Annual Compliance
Kepatuhan Tahunan terhadap kode etik melalui formulir Statement through a digitally enabled Ethics Commitment/
Komitmen/Pernyataan Etika Perusahaan secara digital Statement form using barcode-based verification. It also
berbasis barcode, serta secara aktif melakukan sosialisasi actively conducts ongoing socialization and dissemination
dan diseminasi Pedoman Perilaku dan Etika Perusahaan of the Code of Conduct and Business Ethics through various
kepada seluruh insan Perusahaan melalui berbagai media, channels, including digital platforms.
termasuk platform digital.
Selain itu, Perusahaan menerapkan langkah-langkah sebagai In addition, the Company implements the following
berikut. measures:
1. Penetapan kebijakan terkait etika dan perilaku; 1. Establishment of policies related to ethics and conduct;
2. Pelaksanaan sosialisasi dan diseminasi secara 2. Continuous socialization and dissemination;
berkelanjutan;
3. Penyediaan mekanisme pelaporan pelanggaran melalui 3. Provision of a reporting mechanism through the
Whistleblowing System; Whistleblowing System;
4. Penyediaan saluran konsultasi bagi insan Perusahaan 4. Provision of consultation channels for personnel
melalui atasan langsung, serikat pekerja, unit Human through direct supervisors, labor unions, the Human
Capital Management, maupun tim yang berwenang dalam Capital Management unit, and authorized investigation
pemeriksaan pelanggaran disiplin; teams;
5. Penerapan mekanisme imbalan dan sanksi secara tegas; 5. Enforcement of a clear reward and sanction mechanism;
6. Pengambilan keputusan atas tindakan pembinaan, sanksi 6. Decision-making on corrective actions, disciplinary
disiplin, tindakan perbaikan, dan langkah pencegahan sanctions, remedial measures, and preventive actions
oleh Pemegang Saham, Direksi, dan Dewan Komisaris by the Shareholders, Board of Directors, and Board of
sesuai kewenangannya masing-masing; Commissioners in accordance with their respective
authorities;
7. Pemberian hak kepada pihak yang diduga melakukan 7. Provision of the right for individuals alleged to have
pelanggaran untuk menyampaikan penjelasan sebelum committed violations to present their explanation prior
penetapan tindakan. to the determination of actions.
Perusahaan juga mewajibkan pelaksanaan uji tuntas dan The Company also mandates the implementation of due
penerapan prinsip kehati-hatian dalam setiap hubungan serta diligence and the application of prudence in all relationships
keputusan bisnis yang berpotensi menimbulkan dampak and business decisions that may have an impact on the
terhadap lingkungan dan masyarakat. environment and communities.
Sanksi Pelanggaran Kode Etik Sanctions for Code of Conduct Violations
Pengaturan sanksi atas pelanggaran Kode Etik dituangkan Sanctions for violations of the Code of Conduct are
dalam Peraturan Perusahaan, yang memuat tingkatan stipulated in the Company Regulation, which outlines the
pelanggaran, jenis sanksi yang dikenakan, serta pihak yang classification of violations, types of sanctions imposed, and
memiliki kewenangan untuk memberikan sanksi. the parties authorized to enforce sanctions.
Jumlah Pelanggaran dan Sanksi Number of Violations and Sanctions
Sepanjang tahun 2025, terjadi 40 kasus pelanggaran Kode Throughout 2025, a total of 40 cases of Code of Conduct
Etik sebagai berikut. violations were recorded, as follows.
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Kategori Sanksi Jumlah Kasus
Category Sanctions Number of Cases
Berat Pemberhentian dengan Tidak Hormat
3
Severe Termination with Disgrace
Berat Penurunan Kelas Jabatan
9
Severe Demotion in Position Grade
Sedang Penurunan Kelas Jabatan
1
Moderate Demotion in Position Grade
Sedang Surat Peringatan Ketiga (SP III)
25
Moderate Third Written Warning (SP III)
Sedang Surat Peringatan Kedua (SP II)
0
Moderate Second Written Warning (SP II)
Ringan Surat Peringatan Pertama (SP I)
2
Minor First Written Warning (SP I)
Jumlah
40
Total
Kebijakan Antikorupsi dan Antigratifikasi
Anti-Corruption and Anti-Gratification Policy
Dalam mengelola usaha kebandarudaraan, PT Angkasa In managing its airport operations, PT Angkasa Pura
Pura Indonesia menyadari bahwa Perusahaan menjalankan Indonesia recognizes that its wide range of operational
berbagai kegiatan operasional dan kemitraan usaha yang activities and business partnerships expose the Company
menimbulkan risiko fraud dan korupsi dalam seluruh aktivitas to fraud and corruption risks across its operations. To
operasionalnya. Untuk itu, Perusahaan telah memperkuat address these risks, the Company has strengthened its
sistem pengendalian internal dan menerapkan kebijakan internal control system and implemented anti-corruption
pencegahan korupsi sesuai dengan Peraturan Menteri Badan policies in accordance with the Regulation of the Minister
Usaha Milik Negara Nomor PER-02/MBU/03/2023 tentang of State-Owned Enterprises No. PER-02/MBU/03/2023
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan on Governance and Significant Corporate Activities of
Badan Usaha Milik Negara, guna memastikan seluruh kegiatan State-Owned Enterprises, ensuring that all activities are
berjalan secara transparan dan akuntabel. [GRI 3-3] conducted in a transparent and accountable manner. [GRI 3-3]
Menindaklanjuti peraturan tersebut, PT Angkasa Pura In follow-up to this regulation, PT Angkasa Pura Indonesia
Indonesia menetapkan kebijakan untuk menerapkan prinsip has established policies to implement good corporate
tata kelola perusahaan yang baik (good corporate governance) governance (GCG) principles, as well as specific policies
dan kebijakan khusus yang mendukung penerapan prinsip that support the prevention of Corruption, Collusion, and
pencegahan Korupsi, Kolusi, dan Nepotisme (KKN) di Nepotism within the Company, as follows. [GRI 2-15]
Perusahaan, sebagai berikut. [GRI 2-15]
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03 Upholding Integrity through Strong Governance
Pedoman Keterangan
Guideline Description
Peraturan Bersama Dewan Komisaris dan Direksi PT Angkasa Dasar hukum | Legal basis:
Pura Indonesia tentang Pedoman Perilaku Dan Etika Perusahaan KEP.28/DK.API/12/2024; PD.DU.1026/XII/2024
(Code of Conduct) PT Angkasa Pura Indonesia
Joint Regulation of the Board of Commissioners and the Board of
Peraturan Bersama ini memuat ketentuan mengenai:
Directors of PT Angkasa Pura Indonesia concerning the Code of
1. Etika Usaha, yang mengatur etika perusahaan secara kelembagaan
Conduct of PT Angkasa Pura Indonesia saat berbisnis dan berinteraksi dengan pihak eksternal, seperti
pengguna jasa, mitra, pesaing, hingga pemerintah
Pedoman dapat diakses pada tautan berikut: 2. Etika Kerja, yang merupakan panduan sikap dan etika interaksi
The guideline can be accessed via the following link: internal sehari-hari khusus untuk individu di dalam perusahaan,
https://www.injourneyairports.id/docs/corporate-governance/ mencakup Dewan Komisaris, Direksi, pimpinan, dan bawahan
Pedoman-Perilaku-dan-Etika-Perusahaan.pdf 3. Tata Perilaku Insan Perusahaan, yang menjabarkan panduan
perilaku untuk karyawan, termasuk di dalamnya mengenai
penanganan Benturan Kepentingan (Conflict of Interest) dan
larangan Keterlibatan Politik
4. Penerapan dan Penegakan Pedoman Perilaku dan Etika Perusahaan
(Code of Conduct), yang antara lain mengatur tata cara sosialisasi
pedoman, perlindungan pelapor pelanggaran, dan penjatuhan
sanksi
This Joint Regulation sets out provisions on the following:
1. Business Ethics, which govern the Company’s institutional conduct
in business activities and interactions with external parties,
including service users, partners, competitors, and government
authorities;
2. Work Ethics, which provide guidance on individual conduct and
internal interactions within the Company, applicable to members
of the Board of Commissioners, Board of Directors, management,
and employees;
3. Code of Conduct for Company Personnel, which outlines expected
standards of behavior for employees, including the management
of conflicts of interest and the prohibition of political involvement;
and
4. Implementation and Enforcement of the Company’s Code
of Conduct and Ethics, which, among others, regulate the
dissemination of the guidelines, protection of whistleblowers, and
the imposition of sanctions.
Peraturan Bersama Komisaris dan Direksi PT Angkasa Pura Dasar hukum | Legal basis:
Indonesia tentang Pedoman Penerapan Prinsip Tata Kelola KEP.08/DK.API/7/2025; PD.DU.29/PG.03/2025
Perusahaan yang Baik (Good Corporate Governance) PT Angkasa
Pura Indonesia Peraturan Bersama ini memuat ketentuan mengenai:
Joint Regulation of the Board of Commissioners and the Board 1. Tata Kelola Perusahaan (Code of Corporate Governance) yang
of Directors of PT Angkasa Pura Indonesia concerning Guidelines mengatur sistem pengelolaan Perusahaan, termasuk tata cara
for the Implementation of Good Corporate Governance (GCG) interaksi antar organ utama (RUPS, Dewan Komisaris, dan Direksi),
Principles at PT Angkasa Pura Indonesia pembentukan organ pendukung, penerapan sistem pengendalian
internal dan manajemen risiko, hingga transparansi keterbukaan
Pedoman dapat diakses pada tautan berikut: informasi
The guideline can be accessed via the following link:
https://www.injourneyairports.id/docs/corporate-governance/
Pedoman-Perilaku-dan-Etika-Perusahaan.pdf
116 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Pedoman Keterangan
Guideline Description
2. Tata Laksana Kerja (Board Manual) Dewan Komisaris dan Direksi
sebagai pedoman yang memperjelas batasan kewenangan, tugas,
dan mekanisme kerja harian antara Dewan Komisaris dan Direksi,
termasuk pedoman mengenai penanganan benturan kepentingan,
yang mencakup larangan mengambil keuntungan pribadi,
kewajiban pengungkapan konflik, pencabutan wewenang Direksi
untuk mewakili perusahaan, serta larangan pemberian suara bagi
Komisaris yang sedang memiliki konflik
This Joint Regulation sets out provisions on the following:
1. Corporate Governance (Code of Corporate Governance), which
governs the Company’s management system, including interac-
tions among the main governing bodies (General Meeting of Share-
holders, Board of Commissioners, and Board of Directors), the es-
tablishment of supporting organs, the implementation of internal
control and risk management systems, as well as transparency and
disclosure of information;
2. Board Manual for the Board of Commissioners and the Board of
Directors, which provides guidance to clarify the scope of author-
ity, roles, and day-to-day working mechanisms between the Board
of Commissioners and the Board of Directors. This includes pro-
visions on the management of conflicts of interest, covering the
prohibition of personal gain, the obligation to disclose conflicts,
the withdrawal of the Board of Directors’ authority to represent the
Company in such situations, and restrictions on voting rights for
Commissioners who are in a conflict position.
Peraturan Bersama Dewan Komisaris dan Direksi PT Angkasa Dasar hukum | Legal basis:
Pura Indonesia tentang Pedoman Pencegahan Praktik Korupsi, KEP.07/DK.API/7/2025; PD.DU.30/PG.03/2025
Kolusi, dan Nepotisme
Joint Regulation of the Board of Commissioners and the BoardAdapun ruang lingkup dalam Peraturan Bersama ini, yaitu sebagai
of Directors of PT Angkasa Pura Indonesia concerning Guidelines
berikut:
for the Prevention of Corruption, Collusion, and Nepotism 1. Ketentuan mengenai Pengendalian Gratifikasi antara lain meliputi
pelaporan, mekanisme pelaporan, dan penetapan status Gratifikasi,
Pedoman dapat diakses pada tautan berikut: UPG/Perwakilan UPG, pengawasan, hak dan perlindungan, serta
The guideline can be accessed via the following link: sanksi;
https://www.injourneyairports.id/docs/corporate-governance/ 2. Untuk mencapai praktik GCG dalam mencegah, mendeteksi, dan
Pedoman-Pencegahan-Praktik-KKN.pdf menanggapi terjadinya kasus Penyuapan pada semua tingkatan
aktivitas dalam proses bisnis Perusahaan meliputi:
• kebijakan dan peraturan perundang-undangan yang berlaku;
• penjelasan mengenai ketentuan serta hal-hal terkait
penerapan Sistem Manajemen Anti Penyuapan (SMAP);
• unit kerja yang menerapkan Sistem Manajemen Anti
Penyuapan (SMAP);
• organisasi dan kerangka Sistem Manajemen Anti Penyuapan
(SMAP) sesuai dengan Standar Nasional Indonesia (SNI) ISO
37001:2016; dan
• dokumentasi dan pelaporan Sistem Manajemen Anti
Penyuapan (SMAP).
3. Pelaporan dan penanganan terhadap Dugaan Pelanggaran yang
dilakukan oleh Insan Perusahaan, serta perlindungan terhadap
Pelapor.
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03 Upholding Integrity through Strong Governance
Pedoman Keterangan
Guideline Description
The scope of this Joint Regulation includes the following:
1. Gratification Control Provisions, covering reporting requirements,
reporting mechanisms, determination of gratification status, the
role of the Gratification Control Unit (UPG) and its representatives,
supervision, rights and protection, as well as sanctions;
2. Implementation of Good Corporate Governance (GCG) Practices in
preventing, detecting, and responding to bribery cases across all
levels of the Company’s business processes, including:
• applicable policies and laws and regulations;
• provisions and key aspects related to the implementation of
the Anti-Bribery Management System (ABMS);
• work units implementing the Anti-Bribery Management
System (ABMS);
• the organization and framework of the Anti-Bribery
Management System (ABMS) in accordance with SNI ISO
37001:2016; and
• documentation and reporting of the Anti-Bribery Management
System (ABMS);
3. Reporting and Handling of Alleged Violations, including those
committed by Company personnel, as well as the protection of
whistleblowers.
Peraturan Direksi PT Angkasa Pura Indonesia tentang Pedoman Dasar hukum | Legal basis:
Pengelolaan Komunikasi Perusahaan dan Media Komunikasi di PD.DU.0001/HM.02.03/2025
Lingkungan PT Angkasa Pura Indonesia
Board of Directors Regulation of PT Angkasa Pura Indonesia Adapun ruang lingkup dalam Peraturan Direksi ini, yaitu sebagai berikut:
concerning Guidelines on Corporate Communication • Pedoman Pengelolaan Komunikasi Perusahaan di Lingkungan
Management and Communication Media within PT Angkasa Pura PT Angkasa Pura Indonesia, yakni merupakan panduan utama
Indonesia dalam pengelolaan komunikasi korporat, baik internal maupun
eksternal, meliputi pelaksana komunikasi, kewenangan juru bicara,
kerahasiaan informasi, perencanaan dan distribusi siaran pers,
pemantauan pemberitaan media, serta pengelolaan komunikasi
saat krisis.
• Pedoman Pengelolaan Media Komunikasi PT Angkasa Pura
Indonesia, yakni mengatur pemanfaatan media komunikasi
untuk penyebaran informasi, edukasi, dan promosi perusahaan,
meliputi pengelolaan website, media sosial, email, dan media luar
ruang, penunjukan pelaksana, serta ketentuan materi yang dapat
dipublikasikan.
The scope of this Board of Directors Regulation includes the following:
• Guidelines on Corporate Communication Management within PT
Angkasa Pura Indonesia, which serve as the primary reference for
managing corporate communications, both internal and external.
These guidelines cover communication roles and responsibilities,
spokesperson authority, information confidentiality, planning
and distribution of press releases, media monitoring, and crisis
communication management.
• Guidelines on Communication Media Management within
PT Angkasa Pura Indonesia, which govern the utilization of
communication media for information dissemination, education,
and corporate promotion. These include the management of
websites, social media, email, and outdoor media, the designation
of responsible personnel, as well as provisions on publishable
content.
118 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Sejak tahun 2020, Perusahaan juga telah mengadopsi Sejak tahun 2020, Perusahaan juga telah mengadopsi
standar internasional ISO 37001:2016 tentang Sistem standar internasional ISO 37001:2016 tentang Sistem
Manajemen Anti Penyuapan (SMAP). Manajemen Anti Penyuapan (SMAP).
Lebih lanjut, Perusahaan mengidentifikasi risiko korupsi Lebih lanjut, Perusahaan mengidentifikasi risiko korupsi
yang signifikan dalam operasionalnya, terutama terkait yang signifikan dalam operasionalnya, terutama terkait
dengan praktik suap dan gratifikasi. Untuk itu, sebanyak 9 dengan praktik suap dan gratifikasi. Untuk itu, sebanyak 9
unit kerja atau setara dengan 31% dari seluruh unit kerja telah unit kerja atau setara dengan 31% dari seluruh unit kerja telah
melakukan pemetaan risiko suap (Bribery Risk Assessment) melakukan pemetaan risiko suap (Bribery Risk Assessment)
dan mengimplementasikan SMAP. Unit kerja tersebut antara dan mengimplementasikan SMAP. Unit kerja tersebut antara
lain sebagai berikut. [GRI 205-1] lain sebagai berikut. [GRI 205-1]
1. Top Management; 1. Top Management;
2. Unit kerja yang membidangi fungsi Procurement; 2. Unit kerja yang membidangi fungsi Procurement;
3. Unit kerja yang membidangi fungsi Human Capital 3. Unit kerja yang membidangi fungsi Human Capital
Management; Management;
4. Unit kerja yang membidangi fungsi Learning & 4. Unit kerja yang membidangi fungsi Learning &
Development; Development;
5. Unit kerja yang membidangi fungsi Corporate Finance; 5. Unit kerja yang membidangi fungsi Corporate Finance;
6. Unit kerja yang membidangi fungsi Financial Controller 6. Unit kerja yang membidangi fungsi Financial Controller
and Reporting; and Reporting;
7. Unit kerja yang membidangi fungsi Internal Audit; 7. Unit kerja yang membidangi fungsi Internal Audit;
8. Unit kerja yang membidangi fungsi Governance & Risk 8. Unit kerja yang membidangi fungsi Governance & Risk
Management; dan Management; dan
9. Unit kerja yang membidangi fungsi Legal and 9. Unit kerja yang membidangi fungsi Legal and
Compliance. Compliance.
Sementara itu, terkait pemetaan titik rawan gratifikasi, Sementara itu, terkait pemetaan titik rawan gratifikasi,
sebanyak 27 dari total 29 unit kerja, atau setara 93%, telah sebanyak 27 dari total 29 unit kerja, atau setara 93%, telah
melaksanakan pemetaan di lingkungan Perusahaan. melaksanakan pemetaan di lingkungan Perusahaan.
Untuk menjamin sistem antikorupsi berjalan dengan Untuk menjamin sistem antikorupsi berjalan dengan
efektif, Perusahaan menyelenggarakan berbagai kegiatan efektif, Perusahaan menyelenggarakan berbagai kegiatan
komunikasi, diseminasi, dan pelatihan mengenai kebijakan komunikasi, diseminasi, dan pelatihan mengenai kebijakan
pencegahan praktik Korupsi, Kolusi, dan Nepotisme (KKN) pencegahan praktik Korupsi, Kolusi, dan Nepotisme (KKN)
untuk manajemen serta pemangku kepentingan dalam rantai untuk manajemen serta pemangku kepentingan dalam rantai
pasokan. Komunikasi dilakukan melalui media komunikasi pasokan. Komunikasi dilakukan melalui media komunikasi
internal, seperti aplikasi karyawan dan email blast, serta internal, seperti aplikasi karyawan dan email blast, serta
media komunikasi eksternal dan media sosial. Untuk media komunikasi eksternal dan media sosial. Untuk
penyedia barang dan jasa, sosialisasi dilakukan melalui flyer penyedia barang dan jasa, sosialisasi dilakukan melalui flyer
yang terpasang pada sistem procurement serta penjelasan yang terpasang pada sistem procurement serta penjelasan
mengenai SMAP kepada setiap penyedia barang dan jasa. mengenai SMAP kepada setiap penyedia barang dan jasa.
Pada tahun 2025, komunikasi mengenai kebijakan dan In 2025, communication regarding anti-corruption policies
prosedur antikorupsi telah menjangkau seluruh manajemen and procedures reached all management personnel (100%),
(100%), nonmanajemen (100%), serta seluruh penyedia non-management personnel (100%), as well as all suppliers
barang dan/atau jasa (100%) yang terikat dalam kontrak of goods and/or services (100%) bound by contractual
kerja di berbagai wilayah operasional. [GRI 205-2] [GRI 2-23] agreements across various operational areas. [GRI 205-2] [GRI
2-23]
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Menjaga Integritas melalui Tata Kelola yang Tangguh
03 Upholding Integrity through Strong Governance
Jumlah Penerima Komunikasi mengenai Kebijakan dan Prosedur SMAP [GRI 205-2]
Number of Recipients of Communication on ABMS Policies and Procedures
2025 2024
Manajemen Non-Manajemen Manajemen Non-Manajemen
Wilayah
Management Non-Management Management Non-Management
Region
Jumlah Jumlah Jumlah Jumlah
% % % %
Total Total Total Total
Kantor Pusat
17 100% 378 5% 17 100% 381 5%
Head Office
Ad-hoc - - 274 4% - - 243 3%
Kantor Regional I
- - 2.646 34% - - 2.660 34%
Regional Office I
Kantor Regional II
- - 887 11% - - 923 12%
Regional Office II
Kantor Regional III
- - 1.245 16% - - 1.186 15%
Regional Office III
Kantor Regional IV
- - 921 12% - - 953 12%
Regional Office IV
Kantor Regional V
- - 514 7% - - 531 7%
Regional Office V
Kantor Regional VI
- - 550 7% - - 534 7%
Regional Office VI
Perbantuan/Penugasan
- - 265 3% - - 481 6%
Secondment / Assignment
Total 17 100% 7.680 100% 17 100% 7.892 100%
Catatan | Notes:
Persentase dihitung berdasarkan perbandingan antara jumlah karyawan yang mendapatkan komunikasi mengenai kebijakan dan prosedur SMAP pada masing-masing kategori dengan
total karyawan pada kategori tersebut.
The percentage is calculated based on the ratio of the number of employees who received communication on SMAP policies and procedures in each category to the total number of
employees in that category.
Selain komunikasi mengenai kebijakan dan prosedur, pada In addition to communication on policies and procedures,
periode pelaporan, Perusahaan juga menyelenggarakan during the reporting period, the Company conducted
pelatihan terkait penerapan ISO 37001:2015 Sistem training on the implementation of ISO 37001:2015 Anti-
Manajemen Anti Penyuapan (SMAP) serta penyuluhan Bribery Management System (ABMS), as well as anti-
antikorupsi. Kegiatan ini diikuti oleh perwakilan manajemen corruption awareness programs. These activities were
dan nonmanajemen. attended by representatives from both management and
non-management.
Cakupan peserta pada tahap awal ini mencerminkan The participant coverage at this initial stage reflects
implementasi yang dilakukan secara bertahap, seiring dengan a phased implementation approach, in line with the
perubahan dari PT Angkasa Pura II menjadi PT Angkasa transformation from PT Angkasa Pura II to PT Angkasa Pura
Pura Indonesia (InJourney Airports), dengan pelatihan Indonesia (InJourney Airports), with training prioritized for
diprioritaskan pada fungsi pengadaan. Ke depan, Perusahaan the procurement function. Going forward, the Company will
akan memperluas pelaksanaan pelatihan dan sertifikasi progressively expand the scope of training and certification
secara bertahap ke fungsi lainnya. to other functions.
120 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Jumlah Peserta Pelatihan Antikorupsi Tahun 2025 [GRI 205-2]
Number of Participants in Anti-Corruption Training in 2025
Manajemen Non-Manajemen
Wilayah Management Non-Management
Region Jumlah Jumlah
% %
Total Total
Kantor Pusat 2 11,8% 23 6,1%
Head Office
Ad-hoc 0 0,0% 3 1,1%
Kantor Regional I 0 0,0% 3 0,1%
Regional Office I
Kantor Regional II 0 0,0% 2 0,2%
Regional Office II
Kantor Regional III 0 0,0% 2 0,2%
Regional Office III
Kantor Regional IV 0 0,0% 2 0,2%
Regional Office IV
Kantor Regional V 0 0,0% 2 0,4%
Regional Office V
Kantor Regional VI 0 0,0% 2 0,4%
Regional Office VI
Perbantuan/Penugasan 0 0,0% 0 0,0%
Secondment / Assignment
Total 2 11,8% 39 0,5%
Catatan | Notes:
Persentase dihitung berdasarkan perbandingan antara jumlah karyawan yang mengikuti pelatihan antikorupsi pada masing-masing kategori dengan total karyawan pada kategori
tersebut.
The percentage is calculated based on the proportion of employees who participated in anti-corruption training within each category compared to the total number of employees in that
category.
PT Angkasa Pura Indonesia menyelenggarakan sosialisasi, PT Angkasa Pura Indonesia conducts regular socialization,
internalisasi, dan pelatihan untuk memastikan seluruh Insan internalization, and training programs to ensure that
Perusahaan memahami dan menerapkan pedoman yang all Company employees understand and implement the
berlaku. Sosialisasi dan pelatihan juga diberikan kepada applicable guidelines. These initiatives are also extended
pemangku kepentingan di seluruh kantor cabang, dengan to stakeholders across all branch offices, with a particular
fokus pada Program Pengendalian Gratifikasi. Sebagai wujud focus on the Gratification Control Program. As part of the
komitmen Insan PT Angkasa Pura Indonesia dalam mematuhi commitment of PT Angkasa Pura Indonesia personnel
pedoman pengelolaan dan pengendalian gratifikasi, seluruh to uphold these standards, all employees are required
pegawai diwajibkan menandatangani Pernyataan Komitmen to sign a Statement of Commitment to Compliance with
Kepatuhan terhadap Penghindaran Gratifikasi, Korupsi, the Avoidance of Gratification, Corruption, Collusion, and
Kolusi, dan Nepotisme (KKN), yang diperbarui setiap tahun. Nepotism, which is renewed annually. In 2025, a total of
Pada 2025, sebanyak 98,87% dari total 7.680 karyawan 98.87% of the Company’s 7,680 employees had signed this
Perusahan telah menandatangani komitmen kepatuhan compliance commitment.
tersebut.
Berikut adalah insiden korupsi yang telah terbukti serta Berikut adalah insiden korupsi yang telah terbukti serta
tindakan yang diambil pada tahun 2025 dan 2024. [GRI 205-3] tindakan yang diambil pada tahun 2025 dan 2024. [GRI 205-3]
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Menjaga Integritas melalui Tata Kelola yang Tangguh
03 Upholding Integrity through Strong Governance
No Deskripsi 2025 2024
1 Jumlah total dan sifat insiden korupsi yang terbukti 0 0
Total number and nature of substantiated corruption incidents
2 Jumlah total insiden terbukti yang mengakibatkan karyawan diberhentikan atau 0 0
dihukum karena korupsi
Total number of substantiated corruption incidents resulting in employees
being dismissed or disciplined for corruption
3 Jumlah total insiden korupsi terbukti yang mengakibatkan kontrak dengan 0 0
mitra bisnis diakhiri atau tidak diperbarui karena pelanggaran terkait korupsi
Total number of substantiated corruption incidents leading to the termination
or non-renewal of contracts with business partners due to corruption-related
violations
4 Kasus hukum terkait korupsi yang diajukan oleh publik terhadap Perusahaan 0 0
atau karyawan
Legal cases related to corruption filed by the public against the Company or its
employees
122 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Sistem Pelaporan Pelanggaran [GRI 2-25]
Whistleblowing System
Kebijakan internal terkait pengendalian gratifikasi dan Internal policies on gratuity control and corruption
pencegahan korupsi didukung oleh mekanisme pengawasan prevention are supported by robust oversight mechanisms
serta pengendalian internal yang memadai, dan diperkuat and internal controls, and are further reinforced through the
melalui penerapan sistem pelaporan pelanggaran implementation of a Whistleblowing System (WBS). These
(Whistleblowing System). Ketentuan tersebut ditetapkan provisions are stipulated in the Decree of the Acting Director
dalam Surat Keputusan Plt. Direktur Manajemen Risiko No. of Risk Management No. EDR.DM.0051/X/2024 concerning
EDR.DM.0051/X/2024 mengenai Pelaporan Pelanggaran Whistleblowing System (WBS) Reporting and Gratification at
Whistleblowing System (WBS) dan Gratifikasi di PT Angkasa PT Angkasa Pura Indonesia.
Pura Indonesia.
Mekanisme Penanganan Pengaduan Complaint Handling Mechanism
Ruang lingkup kebijakan terkait sistem pelaporan pelanggaran The scope of the whistleblowing policy encompasses Company
meliputi ketentuan Perusahaan terkait pelanggaran provisions related to violations of laws and regulations, abuse
terhadap peraturan perundang-undangan, penyalahgunaan of authority for personal or non-company interests, extortion,
jabatan untuk kepentingan di luar Perusahaan, pemerasan, fraud, conflicts of interest, and gratuities. The Whistleblowing
kecurangan, benturan kepentingan, serta gratifikasi. Sistem System is accessible to all stakeholders, both internal, such as
pelaporan pelanggaran ini dapat diakses oleh seluruh employees and management and external, including business
pemangku kepentingan, baik internal seperti karyawan partners and the general public. The procedures for using
dan manajemen, maupun eksternal seperti mitra kerja dan the system have been communicated to 100% of PT Angkasa
masyarakat umum. Tata cara penggunaan sistem pelaporan Pura Indonesia employees through official communication
pelanggaran ini telah disosialisasikan kepada 100% karyawan channels and social media platforms.
PT Angkasa Pura Indonesia melalui media komunikasi dan
media sosial resmi PT Angkasa Pura Indonesia.
Setiap laporan yang diterima akan dipelajari, diklasifikasikan, Each report received is reviewed, classified, and subsequently
kemudian ditindaklanjuti melalui proses investigasi secara followed up through a thorough investigation process based
mendalam berdasarkan fakta dan bukti yang diperoleh. Dugaan on available facts and evidence. Alleged violations may
pelanggaran dapat dilaporkan melalui kanal whistleblowing be reported through the whistleblowing channel at wbs.
di wbs.injourneyairports.id atau surat elektronik ke wbs@ injourneyairports.id, via email at wbs@injourneyairports.id,
injourneyairports.id dan/atau WhatsApp ke +628111787975. and/or through WhatsApp at +628111787975. [GRI 2-26]
[GRI 2-26]
Proses investigasi atas tindak lanjut laporan melalui The investigation process for follow-up actions on
penelitian lanjutan dilaksanakan secara objektif, independen, reports through further review is carried out objectively,
dan profesional oleh Tim Pengelola WBS atau tim khusus independently, and professionally by the WBS Management
yang dibentuk sesuai dengan profil Terlapor. Pelaksanaan Team or a special team established in accordance with the
investigasi dilakukan oleh karyawan yang tidak berasal profile of the reported party. The investigation is conducted
dari unit kerja yang sedang diinvestigasi guna memastikan by employees who do not originate from the unit being
independensi dan menghindari benturan kepentingan. investigated, in order to ensure independence and avoid
conflicts of interest.
Jaminan Perlindungan Pelapor Whistleblower Protection Assurance
Untuk melindungi pelapor, Perusahaan berkomitmen To safeguard whistleblowers, the Company is committed to
menyediakan saluran pelaporan (telepon, surat, email) yang providing independent, accessible, and confidential reporting
independen, bebas, dan bersifat rahasia guna memastikan channels (including telephone, mail, and email) to ensure
proses pelaporan berjalan dengan aman. Pelapor a secure reporting process. Whistleblowers may submit
diperkenankan untuk menyampaikan laporan secara anonim, reports anonymously, and the Company guarantees the
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Menjaga Integritas melalui Tata Kelola yang Tangguh
03 Upholding Integrity through Strong Governance
dan Perusahaan menjamin kerahasiaan identitas pelapor confidentiality of their identity to protect them from potential
guna memberikan perlindungan dari potensi tindakan balasan retaliation by the reported parties or other individuals,
yang dilakukan oleh terlapor maupun pihak lain, termasuk including protection extended to the whistleblower’s family
terhadap anggota keluarga pelapor. Informasi mengenai members. Information regarding the follow-up of reports
pelaksanaan tindak lanjut atas laporan akan disampaikan will be communicated confidentially to whistleblowers who
secara rahasia kepada pelapor yang mencantumkan identitas disclose their full identity.
secara lengkap.
Pengelola Pengaduan dan Pelaporan Pelanggaran Complaint and Whistleblowing Management
PT Angkasa Pura Indonesia berkomitmen untuk PT Angkasa Pura Indonesia is committed to following up
menindaklanjuti setiap laporan yang diterima sesuai dengan on every report received in accordance with applicable
ketentuan yang berlaku. Seluruh laporan terlebih dahulu provisions. All reports undergo a verification process prior
melalui proses verifikasi sebelum ditetapkan tindak lanjutnya. to determining the appropriate course of action. Based on
Berdasarkan Peraturan Bersama Dewan Komisaris dan Direksi the Joint Regulation of the Board of Commissioners and
PT Angkasa Pura Indonesia Nomor KEP.28/DK.API/12/2024; the Board of Directors of PT Angkasa Pura Indonesia No.
PD.DU.1026/XII/2024 tentang Pedoman Pencegahan Praktik KEP.28/DK.API/12/2024; PD.DU.1026/XII/2024 concerning
Korupsi, Kolusi, dan Nepotisme PT Angkasa Pura Indonesia, the Guidelines for the Prevention of Corruption, Collusion,
hingga tanggal 31 Desember 2025, tercatat 16 (enam belas) and Nepotism, as of December 31, 2025, a total of 16 (sixteen)
laporan yang disampaikan melalui mekanisme WBS dan 3 reports were submitted through the WBS mechanism, of
(tiga) di antaranya dinyatakan memenuhi persyaratan dan which 3 (three) met the required criteria and have been
telah ditindaklanjuti. followed up.
Kepatuhan terhadap Hukum Compliance with Laws and Regulations
Sebagai wujud komitmen kepatuhan terhadap hukum, As a manifestation of its commitment to legal compliance, the
Perusahaan tidak menerima sanksi berupa denda maupun Company did not incur any fines or non-monetary sanctions
sanksi nonmoneter atas ketidakpatuhan terhadap hukum for non-compliance with laws and regulations during the
selama periode pelaporan. [GRI 2-27] reporting period. [GRI 2-27]
Kontribusi Politik dan Lobi
Political Contributions and Lobbying
PT Angkasa Pura Indonesia berkomitmen untuk mencegah PT Angkasa Pura Indonesia is committed to preventing
konflik kepentingan dan penyalahgunaan pengaruh terhadap conflicts of interest and the undue influence of public
kebijakan publik dengan menerapkan pengaturan yang ketat policy by implementing stringent controls over political
terkait sumbangan politik, sponsorship, biaya promosi, dan contributions, sponsorships, promotional expenditures,
manfaat masyarakat, sebagaimana diatur dalam Pedoman and community benefits, as governed by its Anti-Bribery
Sistem Manajemen Anti Penyuapan dan Pedoman Perilaku Management System Guidelines and Code of Conduct.
Perusahaan.
Dalam menjalankan kegiatan operasionalnya, Perusahaan In conducting its operations, the Company maintains a
bersikap netral dan tidak berafiliasi dengan partai politik neutral stance and does not affiliate with any political
manapun, baik secara langsung maupun tidak langsung. party, either directly or indirectly. Employees are prohibited
Setiap karyawan dilarang menggunakan sumber daya from using Company resources for political purposes,
Perusahaan untuk kepentingan politik, dan setiap aktivitas and all interactions with public officials or government
yang berhubungan dengan pejabat publik atau institusi institutions are carried out transparently and in compliance
pemerintahan dilakukan secara transparan sesuai dengan with applicable laws and regulations. Throughout 2025,
peraturan perundang-undangan yang berlaku. Sepanjang the Company made no contributions of any kind related
tahun 2025, tidak terdapat kontribusi dalam bentuk apapun to political campaigns or organizations, lobbying and
124 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 125
yang berkaitan dengan kampanye atau organisasi politik, interest representation activities, or memberships in and
aktivitas lobi dan representasi kepentingan, maupun contributions to trade associations and similar groups.
keanggotaan atau kontribusi kepada asosiasi perdagangan
dan kelompok sejenis.
Deskripsi
2025 (Rp)
Description
Lobi, representasi kepentingan, atau sejenisnya
0
Lobbying, interest representation, or similar activities
Kampanye, organisasi, kandidat politik lokal, regional atau nasional
0
Campaigns, organizations, or local, regional, or national political candidates
Asosiasi perdagangan atau kelompok bebas pajak
0
Trade associations or tax-exempt organizations
Cakupan
100%
Scope
Dalam konteks posisi Perusahaan terhadap kebijakan In the context of the Company’s position on public policy and
publik dan isu perubahan iklim, strategi keberlanjutan climate change, its sustainability strategy is aligned with
Perusahaan dibangun selaras dengan target net zero emisi Indonesia’s net zero emissions target by 2060 and supports
karbon Indonesia pada tahun 2060 serta mendukung the objectives of the Paris Agreement in limiting the rate of
tujuan Perjanjian Paris dalam mengendalikan laju kenaikan global temperature increase. This alignment serves as the
suhu global. Keselarasan ini menjadi landasan dalam foundation for all of the Company’s engagements in public
setiap keterlibatan Perusahaan terhadap kebijakan publik policy and industry association memberships, ensuring that
dan keanggotaan asosiasi industri, sehingga tidak ada no involvement contradicts the established direction of
keterlibatan yang bertentangan dengan arah transisi iklim climate transition and decarbonization.
dan dekarbonisasi yang telah ditetapkan.
Meskipun PT Angkasa Pura Indonesia tidak terlibat dalam Although PT Angkasa Pura Indonesia does not participate
kampanye atau aktivitas lobi yang berkaitan dengan isu iklim in campaigns or lobbying activities related to climate issues
maupun kebijakan publik lainnya, Perusahaan tetap menjadi or other public policy matters, the Company maintains
anggota sejumlah asosiasi industri yang berfungsi sebagai memberships in several industry associations that serve as
wadah pertukaran informasi, koordinasi kebijakan sektor platforms for information exchange, sectoral coordination
aviasi, serta diskusi terkait praktik usaha dan keberlanjutan. within the aviation industry, and discussions on business
Keanggotaan ini bersifat representatif dan tidak digunakan practices and sustainability. These memberships are
sebagai sarana untuk mempengaruhi kebijakan iklim representative in nature and are not used as a means to
secara langsung. Adapun posisi asosiasi industri yang directly influence climate policy.
diikuti Perusahaan terhadap kebijakan iklim selaras
dengan komitmen dekarbonisasi Perusahaan sebagaimana
diungkapkan dalam laporan ini.
Rantai Pasok yang Bertanggung Jawab
Responsible Supply Chain
Perusahaan menyadari bahwa praktik bisnis yang bertanggung The Company recognizes that responsible business
jawab tidak hanya mencakup operasional internal, tetapi practices extend beyond internal operations to encompass
juga seluruh rantai pasok yang mendukung kegiatan usaha. the entire supply chain supporting its activities. Accordingly,
Untuk itu, Perusahaan menerapkan pendekatan penyaringan the Company applies a supplier screening approach that
pemasok yang mempertimbangkan aspek tata kelola yang incorporates responsible governance considerations,
bertanggung jawab, di samping kriteria bisnis dan komersial alongside applicable business and commercial criteria.
yang berlaku.
Sestainability Report 2025 PT Angkasa Pura Indonesia 125
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Menjaga Integritas melalui Tata Kelola yang Tangguh
03 Upholding Integrity through Strong Governance
Dalam proses seleksi, Perusahaan menetapkan kriteria In the selection process, the Company establishes
minimum yang harus dipenuhi oleh pemasok, antara lain minimum requirements that must be met by suppliers,
komitmen untuk tidak terlibat dalam praktik korupsi, including a commitment to refrain from engaging in
kolusi, dan nepotisme (KKN), yang diterapkan sejak tahap corruption, collusion, and nepotism, which is enforced
pendaftaran hingga penilaian dalam proses pengadaan. from the registration stage through to evaluation within the
procurement process.
Ke depan, Perusahaan berkomitmen untuk terus memperkuat Going forward, the Company remains committed to
penerapan dan integrasi prinsip tata kelola bertanggung further strengthening the implementation and integration
jawab dan keberlanjutan ke dalam manajemen rantai pasok, of responsible governance and sustainability principles
termasuk melalui pembentukan Supplier Code of Conduct. across its supply chain management, including through the
development of a Supplier Code of Conduct.
Dukungan terhadap Tujuan
Pembangunan Berkelanjutan (TPB)
Support for the Sustainable Development Goals (SDGs)
• menyediakan lapangan kerja untuk 7.680 karyawan; • providing employment for 7,680 employees;
• mendukung ekonomi nasional melalui layanan • supporting the national economy through airport
kebandaraan bagi 154,01 juta penumpang; services for 154.01 million passengers;
• mendukung kelancaran usaha dan transportasi barang • supporting the smooth flow of business and goods
melalui pengangkutan kargo sebanyak 1.494,52 juta transportation through the handling of 1,494.52 million
ton; dan tons of cargo; and
• meningkatkan kesejahteraan masyarakat rentan • enhancing the welfare of vulnerable communities
melalui penyaluran bantuan sosial dan santunan kepada through the provision of social assistance and support
1.000 anak yatim. for 1,000 orphaned children.
menyalurkan 59 ekor sapi kurban kepada masyarakat distributing 59 sacrificial cattle to communities in need
yang membutuhkan sebagai bagian dari kegiatan kurban as part of the company’s qurban activities, which also
perusahaan, yang juga berkontribusi pada peningkatan contributes to improving access to food for the community,
akses pangan bagi masyarakat, khususnya kelompok yang particularly vulnerable groups.
membutuhkan.
• menyediakan layanan bagi para difabel dan ruang multi- • providing services for persons with disabilities and
sensory bagi para penyandang autisme di ruang tunggu a multi-sensory room for individuals with autism in
bandara sebagai wujud komitmen memberikan layanan the airport waiting area as a demonstration of the
yang setara bagi semua pengguna bandara; dan commitment to delivering equal services for all airport
• meningkatkan akses layanan kesehatan dasar melalui users; and
kegiatan khitanan massal dan donor darah bagi • improving access to basic healthcare services through
masyarakat, khususnya kelompok yang membutuhkan, mass circumcision and blood donation programs for
melalui kolaborasi dengan tenaga medis dan mitra the community, particularly for vulnerable groups,
terkait di 7 lokasi dengan total 645 peserta. in collaboration with medical personnel and relevant
partners across 7 locations, reaching a total of 645
participants.
• meningkatkan kompetensi dan kapabilitas pegawai • enhancing employee competence and capability
melalui realisasi dana pengembangan SDM sebesar through the realization of human resource development
Rp79,61 miliar, yang mendukung pelaksanaan program funds amounting to IDR 79.61 billion, supporting training
pelatihan bagi 7.657 pegawai dengan total 285.963 jam programs for 7,657 employees with a total of 285,963
pelatihan atau rata-rata 37 jam per pegawai; dan training hours, averaging 37 hours per employee; and
• meningkatkan literasi masyarakat melalui penyediaan • enhancing public literacy by providing reading materials
bahan bacaan di wilayah sekitar bandara. in areas surrounding the airport.
126 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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• mencapai komposisi talenta perempuan sebesar • achieving a female talent composition of 22.08% of the
22,08% dari total pegawai; total employees;
• mendorong representasi perempuan di level • promoting female representation in management,
manajemen, mencapai 19,85% di seluruh level reaching 19.85% across all management levels and
manajemen dan 13,07% di level top management; dan 13.07% at the top management level; and
• mendukung peran perempuan dalam posisi teknis • supporting the role of women in technical positions,
dengan 14,50% pegawai perempuan pada posisi terkait with 14.50% of female employees in roles related to
Science, Technology, Engineering, and Mathematics Science, Technology, Engineering, and Mathematics
(STEM). (STEM).
• merealisasikan pemanfaatan air daur ulang dari proses • utilizing recycled water from the Sewage Treatment
Sewage Treatment Plant (STP) dan Reverse Osmosis (RO) Plant (STP) and Reverse Osmosis (RO) processes,
sebesar 301.891 m³; totaling 301,891 m³.
• pengelolaan air bersih menggunakan Instalasi • managing clean water through Water Treatment Plants
Pengolahan Air (IPA), tampungan sumur dalam, reverse (WTP), deep well reservoirs, brackish water reverse
osmosis air payau, dan pemanenan air hujan yang osmosis systems, and rainwater harvesting collected in
ditampung dalam Ground Water Tank (GWT); dan Ground Water Tanks (GWT).
• realisasi biaya pengelolaan lingkungan hidup, termasuk • recording environmental management expenditures,
untuk pemeliharaan fasilitas sanitasi dan saluran, including the maintenance of sanitation facilities and
mencapai Rp84,77 miliar. drainage systems, amounting to IDR 84.77 billion.
• pengoperasian pembangkit listrik tenaga surya (PLTS) • operating rooftop solar power plants (PLTS) across 8
atap di 8 bandara yang menyumbangkan energi sebesar airports, contributing 14,951 GJ of energy;
14.951 GJ;
• implementasi lampu PJU bertenaga surya di 18 bandara • implementing solar-powered street lighting (PJU) at 18
untuk menekan ketergantungan pada energi fosil; dan airports to reduce reliance on fossil energy; and
• optimalisasi penggunaan energi didukung oleh • optimizing energy use through the application of
teknologi Building Automation System (BAS) dan Building Automation Systems (BAS) and Supervisory
Supervisory Control and Data Acquisition (SCADA) di Control and Data Acquisition (SCADA) technology at
beberapa bandara. selected airports.
• menjunjung tinggi Hak Asasi Manusia (HAM) dengan • upholding human rights by not employing underage
tidak mempekerjakan anak di bawah umur dan tidak workers and ensuring that no incidents of forced labor
ada insiden kerja paksa; occur;
• menjaga lingkungan kerja yang aman dengan mencapai • maintaining a safe working environment by achieving
zero accident (nol kecelakaan kerja) di seluruh unit kerja zero accidents across all work units throughout 2025;
sepanjang tahun 2025; • implementing the OHS Management System (OHSMS)
• menerapkan Sistem Manajemen K3 (SMK3) yang covering 100% of employees and conducting regular
mencakup 100% pegawai dan melakukan audit recertification audits;
resertifikasi secara berkala; • disbursing Rp5 billion to 13,565 Micro and Small
• menyalurkan dana sebesar Rp5 miliar kepada 13.565 Enterprises (MSEs) in the form of soft loans as business
kelompok Usaha Mikro dan Kecil (UMK) dalam bentuk capital, through an affordable financing scheme;
pinjaman lunak sebagai modal usaha dengan skema • conducting managerial and entrepreneurship
pembiayaan yang terjangkau; training for MSEs actors to enhance competencies in
• menyelenggarakan pelatihan manajerial dan sustainably managing their businesses involving 30
kewirausahaan bagi pelaku UKM untuk meningkatkan assisted partners; and
kompetensi dalam mengelola usaha secara • facilitating partnerships between MSEs and distributors
berkelanjutan yang melibatkan 30 mitra binaan; dan and retailers to expand marketing networks, involving
• memfasilitasi kemitraan antara UKM dengan distributor 71 assisted partners.
dan ritel untuk memperluas jaringan pemasaran, yang
diikuti oleh 71 mitra binaan.
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Menjaga Integritas melalui Tata Kelola yang Tangguh
03 Upholding Integrity through Strong Governance
• hingga tahun 2025, sebanyak empat bandara • as of 2025, four airports have obtained ISO 14001:2015
telah tersertifikasi ISO 14001:2015, dengan target certification, with a phased implementation target for
implementasi bertahap pada bandara lainnya hingga other airports by 2030.
tahun 2030;
• mengurangi penggunaan material fisik melalui • reducing the use of physical materials through the
percepatan digitalisasi dalam proses kerja perusahaan; acceleration of digitalization in the Company’s work
dan processes.
• melakukan kurasi dan renovasi toko/warung milik • curating and renovating community-owned shops/stalls
masyarakat (seperti di kawasan Destinasi Pariwisata (such as those in Super Priority Tourism Destinations)
Super Prioritas) untuk meningkatkan standar to improve local business infrastructure standards.
infrastruktur usaha lokal.
• menerapkan rasio standar upah pemula antara laki- • applying a 1:1 entry-level wage ratio between men and
laki dan perempuan sebesar 1:1 untuk mendorong women to promote remuneration equity;
kesetaraan remunerasi;
• memprioritaskan talenta lokal dengan komposisi • prioritizing local talent with a senior management
manajemen senior yang 100% berasal dari Warga composition that is 100% comprised of Indonesian
Negara Indonesia; citizens;
• menjamin hak kebebasan berserikat dan perundingan • guaranteeing the right to freedom of association and
kolektif bagi seluruh pegawai melalui Perjanjian Kerja collective bargaining for all employees through the
Bersama (PKB); dan Collective Labor Agreement (CLA); and
• mengurangi kesenjangan sosial melalui program • reducing social inequality through economic
pemberdayaan ekonomi bagi kelompok difabel dengan empowerment programs for persons with disabilities,
total 483 penerima manfaat. benefiting a total of 483 recipients.
• melakukan pemantauan tingkat kebisingan secara • conducting periodic monitoring of noise levels using the
berkala menggunakan indeks Weighted Equivalent Weighted Equivalent Continuous Perceived Noise Level
Continuous Perceived Noise Level (WECPNL) untuk (WECPNL) index to ensure the comfort of communities
memastikan kenyamanan masyarakat di sekitar area surrounding the operational areas;
operasional; • establishing Noise Zoning Boundaries (BKK) as a
• menetapkan Batas Kawasan Kebisingan (BKK) sebagai reference for spatial planning and public space
acuan dalam pemanfaatan ruang publik, seperti utilization, such as the development of hospitals and
pembangunan rumah sakit dan sekolah; dan schools; and
• menghadirkan fasilitas pendukung kendaraan listrik • providing supporting facilities for electric vehicles to
guna menciptakan ekosistem transportasi hijau di create a green transportation ecosystem within airport
kawasan bandara. areas.
• memperoleh sertifikasi Sistem Manajemen Energi ISO • having obtained ISO 50001:2018 Energy Management
50001:2018 di Bandara Internasional Soekarno-Hatta System certification at Soekarno-Hatta International
dan Bandara Internasional I Gusti Ngurah Rai; Airport and I Gusti Ngurah Rai International Airport;
• mengurangi penggunaan kertas dengan memanfaatkan • reducing paper consumption through the utilization of
teknologi dalam kegiatan operasional; digital technologies in operational activities;
• melalui inisiatif zero waste to landfill, perusahaan • Diverting 1,647 tons of waste from final disposal through
berhasil mengalihkan 1.647 ton sampah dari recycling and recovery processes under the zero waste
pembuangan akhir melalui proses daur ulang dan to landfill initiative; and
pemulihan; dan
• mengoptimalkan pengelolaan sampah melalui fasilitas • optimizing waste management through Reduce, Reuse,
Tempat Pengolahan Sampah Reduce, Reuse, Recycle Recycle (TPS 3R) facilities operating at several airports,
(TPS 3R) yang telah beroperasi di beberapa bandara, including Jenderal Ahmad Yani Airport, Sultan Aji
antara lain Bandara Jenderal Ahmad Yani, Bandara Muhammad Sulaiman Sepinggan Airport, Yogyakarta
Sultan Aji Muhammad Sulaiman Sepinggan, Bandara International Airport, Adi Soemarmo Airport, and I Gusti
Internasional Yogyakarta, Bandara Adi Soemarmo, dan Ngurah Rai International Airport, while implementation
Bandara Internasional I Gusti Ngurah Rai. Sementara at Soekarno-Hatta Airport, Sam Ratulangi Airport,
itu, implementasi TPS 3R di Bandara Soekarno-Hatta, Pattimura Airport, and Zainuddin Abdul Madjid Airport
Bandara Sam Ratulangi, Bandara Pattimura, dan remains partially operational.
Bandara Zainuddin Abdul Madjid masih berlangsung
secara parsial.
128 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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• mewujudkan bandara berwawasan lingkungan dan • promoting environmentally sustainable airport
melakukan pencegahan pencemaran lingkungan development and preventing environmental pollution
melalui program green building, green procurement, through green building, green procurement, green
green processes, konsep reduce, reuse, recycle processes, the Reduce, Reuse, Recycle (3R) concept,
(3R), habitat management, konservasi energi, serta habitat management, energy conservation, and the
penerapan eco airport; dan implementation of eco-airport initiatives;
• mendukung mitigasi perubahan iklim melalui kegiatan • supporting climate change mitigation through tree
penanaman pohon di wilayah operasional; dan planting activities across operational areas; and
• menyusun Peta Jalan Energi Baru Terbarukan sebagai • developing a New and Renewable Energy Roadmap as
strategi mitigasi menuju target Net Zero Emission tahun a mitigation strategy toward achieving the Net Zero
2060. Emissions target by 2060.
• melakukan aksi nyata perlindungan ekosistem pesisir • undertaking tangible coastal ecosystem protection
dengan melepasliarkan 200 ekor tukik dan 10 ekor actions by releasing 200 sea turtle hatchlings and 10
penyu di Bali; dan sea turtles in Bali; and
• Kolaborasi dengan Balai Konservasi Sumber Daya • collaborating with the Natural Resources Conservation
Alam (BKSDA) untuk memastikan keberlangsungan Agency (BKSDA) to ensure the sustainability of coastal
ekosistem pesisir dan satwa dilindungi di sekitar ecosystems and protected species areas surrounding
bandara. airport.
• berkontribusi pada target penanaman 1 juta pohon • contributing to the target of planting 1 million trees
per tahun oleh seluruh anggota Injourney Group untuk annually across all InJourney Group members to
meningkatkan tutupan vegetasi dan kapasitas serapan enhance vegetation cover and carbon sequestration
karbon; capacity;
• menggunakan burung pemangsa (raptor) berupa Elang • utilizing raptor birds, specifically the Changeable
brontok (Nisaetus cirrhatus) di Bandara Juanda untuk Hawk-Eagle (Nisaetus cirrhatus), at Juanda Airport to
mengendalikan populasi burung air secara alami tanpa naturally control water bird populations without the use
bahan kimia; dan of chemicals; and
• memantau secara ketat insiden bird strike yang • closely monitoring bird strike incidents, with a total of
tercatat sebanyak 117 kejadian (rasio 0,0117) pada tahun 117 cases recorded (ratio of 0.0117) in 2025, to maintain
2025 untuk menjaga keseimbangan ekosistem darat di terrestrial ecosystem balance within airport areas.
area bandara.
• melaksanakan pemetaan risiko suap (Bribery Risk • conducting bribery risk assessments and mapping
Assessment) dan titik rawan gratifikasi sebagai dasar gratification-prone areas as a basis for implementing
penerapan upaya pencegahan tindak korupsi yang targeted anti-corruption prevention measures; and
tepat sasaran; dan
• meningkatkan kesadaran hukum dan integritas • enhancing legal awareness and public integrity through
masyarakat melalui sosialisasi pencegahan narkoba drug prevention and anti-corruption socialization.
dan antikorupsi.
• menjadi anggota Airports Council International (ACI), • becoming a member of Airports Council International
Indonesia Contact Center Association (ICCA), dan (ACI), Indonesia Contact Center Association (ICCA), and
Indonesian National Air Carriers Association (INACA); Indonesian National Air Carriers Association (INACA);
dan
• bekerja sama dengan pemerintah daerah dalam • collaborating with local governments in the
pengembangan wisata, UMKM, dan berbagai fasilitas development of tourism, MSMEs, and various local
lokal. facilities.
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04 Menjaga Keseimbangan
Lingkungan di Setiap
Lintasan
Maintaining Environmental Balance
in Every Operation
Komitmen Lingkungan sebagai Landasan Operasi 132
Environmental Commitment as the Foundation of Operations
Pengelolaan Sumber Daya 139
Resource Management
Pengelolaan Dampak Lingkungan 149
Environmental Impact Management
Perlindungan terhadap Keanekaragaman 168
Biodiversity Protection
Page 131
Page 132
Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
Perusahaan memaknai keseimbangan di setiap perjalanan The Company interprets balance in every journey as a
sebagai landasan dalam mengelola operasional bandara fundamental principle in managing airport operations in
yang selaras dengan tanggung jawab lingkungan. alignment with its environmental responsibilities. This
Pendekatan ini diwujudkan melalui pengelolaan yang approach is implemented through integrated management,
terintegrasi, didukung oleh kebijakan, komitmen, serta supported by policies, commitments, and various
berbagai inisiatif ramah lingkungan di seluruh aktivitas environmentally friendly initiatives across all operational
operasional. Cakupan pengelolaan meliputi aspek-aspek activities. The scope of management encompasses key
utama seperti energi, air, limbah, emisi, kebisingan, hingga aspects such as energy, water, waste, emissions, noise,
perlindungan keanekaragaman hayati, yang dijalankan and biodiversity protection, all of which are carried out
secara sistematis untuk menjaga efisiensi sumber daya systematically to maintain resource efficiency while
sekaligus mengendalikan dampak lingkungan, seiring controlling environmental impacts, in line with the Company’s
dengan upaya Perusahaan dalam memastikan keberlanjutan ongoing efforts to ensure sustainable performance.
kinerja secara berkelanjutan.
Komitmen Lingkungan sebagai Landasan Operasi
Environmental Commitment as the Foundation of Our Operations
Arah dan Kebijakan Pengelolaan Lingkungan
Direction snd Environmental Management Policy
Pengelolaan dan pemantauan lingkungan di bandara Environmental management and monitoring at airports are
dilaksanakan dengan mengacu pada kerangka regulasi conducted with reference to a comprehensive regulatory
yang komprehensif, baik di tingkat nasional maupun framework at both national and international levels. At
internasional. Di tingkat nasional, pengelolaan lingkungan the national level, environmental management adheres
mengikuti ketentuan dari kementerian terkait, antara lain to provisions issued by relevant ministries, including the
Kementerian Lingkungan Hidup, Kementerian Perhubungan, Ministry of Environment, the Ministry of Transportation,
dan Kementerian Energi dan Sumber Daya Mineral, serta and the Ministry of Energy and Mineral Resources, as well as
peraturan perundang-undangan seperti Undang-Undang prevailing laws and regulations such asLaw No. 32 of 2009
No. 32 Tahun 2009 tentang Perlindungan dan Pengelolaan on Environmental Protection and Management, Law No. 1 of
Lingkungan Hidup , Undang-Undang No. 1 Tahun 2009 2009 on Aviation, Law No. 30 of 2007 on Energy, and Law No.
tentang Penerbangan, Undang-Undang No. 30 Tahun 2007 18 of 2008 on Waste Management.
tentang Energi, Undang-Undang No. 18 Tahun 2008 tentang
Pengelolaan Sampah.
Selanjutnya, sebagai upaya peningkatan praktik pengelolaan Furthermore, as part of efforts to enhance management
yang selaras dengan standar global, Perusahaan juga practices in line with global standards, the Company also
mengacu pada pedoman internasional seperti Eco Airport refers to international guidelines such as Eco Airport
Guidance yang diterbitkan oleh International Civil Aviation Guidance issued by the International Civil Aviation
Organization serta Decarbonization in Airports dari Airports Organization and Decarbonization in Airports by Airports
Council International. Council International.
Seluruh acuan tersebut kemudian diintegrasikan ke dalam All of these references are integrated into the Company’s
kebijakan lingkungan Perusahaan yang menekankan environmental policy, which emphasizes the implementation
penerapan pengelolaan bandar udara ramah lingkungan of environmentally friendly airport management from a
dengan perspektif global, serta pengelolaan yang terpadu, global perspective, as well as integrated, harmonious,
132 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 133
serasi, dan selaras dengan lingkungan guna mendukung and environmentally aligned practices to support
pembangunan berkelanjutan dengan memerhatikan sustainable development while considering a balanced
keseimbangan kepentingan seluruh pemangku kepentingan. approach to the interests of all stakeholders. As a follow-
Sebagai tindak lanjut atas penerapan kerangka regulasi up to the implementation of this regulatory framework,
tersebut, PT Angkasa Pura Indonesia menetapkan kebijakan PT Angkasa Pura Indonesia has established the following
lingkungan sebagai berikut: [GRI 3-3] [G4-DMA] environmental policies: [GRI 3-3] [G4-DMA]
1. Berkomitmen untuk menerapkan prinsip Bandar Udara 1. Committing to the implementation of Eco Airport
Ramah Lingkungan (Eco Airport) dalam menjalankan principles in airport operations;
operasional bandar udara;
2. Menetapkan organisasi yang bertanggung jawab 2. Establishing an organizational structure responsible for
terhadap pengelolaan lingkungan hidup di bandar udara; environmental management at airports;
3. Memenuhi sumber daya manusia yang kompeten, 3. Ensuring the availability of competent human
peralatan pengelolaan dan pemantauan yang laik resources, operationally feasible management and
operasi, serta anggaran yang memadai dalam monitoring equipment, and adequate budgeting for the
pelaksanaan program-program lingkungan; implementation of environmental programs;
4. Melakukan pengelolaan dan pemantauan dampak 4. Conducting environmental impact management and
lingkungan sebagai berikut: monitoring covering:
a. Kualitas udara; a. Air quality;
b. Energi; b. Energy;
c. Kebisingan; c. Noise;
d. Kualitas air; d. Water quality;
e. Tanah; e. Soil;
f. Sampah; f. Solid waste;
g. Air limbah; g. Wastewater;
h. Limbah bahan berbahaya dan beracun (B3); h. Hazardous and toxic waste (B3);
i. Keanekaragaman hayati; i. Biodiversity;
j. Sosial, ekonomi, budaya, dan kesehatan j. Social, economic, cultural, and public health
masyarakat; aspects;
k. Transportasi. k. Transportation.
5. Melakukan pencegahan pencemaran terhadap 5. Preventing environmental pollution and continuously
lingkungan hidup dan peningkatan upaya-upaya improving environmental performance through
peningkatan kinerja lingkungan melalui program programs such as environmental permitting
pemenuhan perizinan lingkungan, green building, green compliance, green building, green procurement, waste
procurement, pengelolaan limbah dengan konsep management based on the Reduce, Reuse, Recycle (3R)
Reduce, Reuse, Recycle (3R), pengelolaan habitat, concept, habitat management, energy conservation,
konservasi energi, audit lingkungan hidup, sertifikasi environmental audits, environmental certification (ISO
lingkungan (ISO 14001:2015 Sistem Manajemen 14001:2015 Environmental Management System), the
Lingkungan), Program Penilaian Peringkat Kinerja Corporate Environmental Performance Rating Program
Perusahaan dalam Pengelolaan Lingkungan Hidup (PROPER-LH), Airport Carbon Accreditation (ACA),
(PROPER-LH), Airport Carbon Accreditation (ACA), Environmental, Social, Governance (ESG), as well as
Environmental, Social, Governance (ESG), serta kajian- other environmental studies aimed at achieving Eco
kajian lingkungan lainnya untuk menuju Bandar Udara Airport implementation;
yang ramah lingkungan (Eco Airport);
6. Mematuhi semua peraturan perundang-undangan dan 6. Complying with all applicable environmental laws,
persyaratan lain terkait lingkungan hidup, baik di tingkat regulations, and other relevant requirements at both
nasional maupun internasional; national and international levels;
7. Menciptakan keteladanan, kedisiplinan, serta 7. Fostering exemplary conduct, discipline, and
peningkatan kompetensi melalui perilaku peduli competency enhancement through environmentally
lingkungan dan pengembangan ide-ide yang kreatif responsible behavior and the development of creative
terkait perlindungan dan pengelolaan lingkungan hidup ideas related to airport environmental protection and
bandar udara; management;
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04 Maintaining Environmental Balance in Every Operation
8. Melakukan pembinaan dan kerja sama dengan para 8. Developing guidance and collaboration with
pemangku kepentingan serta masyarakat sekitar untuk stakeholders and surrounding communities to protect
tujuan perlindungan terhadap ekosistem di sekitar ecosystems around airport areas
bandar udara
Kebijakan tersebut kemudian dijabarkan ke dalam berbagai These policies are further elaborated into more detailed
instrumen tata kelola yang lebih terperinci, sebagai pedoman governance instruments, serving as operational guidelines
operasional dalam merancang, mengimplementasikan, dan in designing, implementing, and evaluating the Company’s
mengevaluasi program-program lingkungan Perusahaan, environmental programs, namely:
yaitu:
• Peraturan Direksi PT Angkasa Pura Indonesia No. • Board of Directors Regulation of PT Angkasa Pura
PD.DT.4/TK.11/2025 tentang Pedoman Pengelolaan Indonesia No. PD.DT.4/TK.11/2025 on Waste
Limbah di Bandar Udara yang Dikelola Oleh Management Guidelines at Airports Managed by
PT Angkasa Pura Indonesia; PT Angkasa Pura Indonesia;
• Peraturan Direksi PT Angkasa Pura Indonesia No. • Board of Directors Regulation of PT Angkasa Pura
PD.DT.12/OM.09/2025 tentang Pedoman Bangunan Indonesia No. PD.DT.12/OM.09/2025 on Green Building
Gedung Hijau Bandar Udara; Guidelines for Airport Facilities;
• Peraturan Direksi PT Angkasa Pura Indonesia No. • Board of Directors Regulation of PT Angkasa Pura
PD.DT.13/TK.11/2025 tentang Pedoman Bandar Udara Indonesia No. PD.DT.13/TK.11/2025 on Eco Airport
Ramah Lingkungan (Eco Airport); Guidelines;
• Peraturan Direksi PT Angkasa Pura Indonesia No. • Board of Directors Regulation of PT Angkasa Pura
PD.DT.16/TK.11/2025 tentang Upaya Penurunan Emisi Indonesia No. PD.DT.16/TK.11/2025 on Greenhouse Gas
Gas Rumah Kaca dan Konservasi Energi di Bandar Emission Reduction and Energy Conservation Efforts at
Udara; Airports;
• Peraturan Direksi PT Angkasa Pura Indonesia No. • Board of Directors Regulation of PT Angkasa Pura
PD.DT.17/TK.11/2025 tentang Penerapan Sistem Indonesia No. PD.DT.17/TK.11/2025 on the
Manajemen Lingkungan di Bandar Udara Implementation of Environmental Management Systems
at Airports.
Bandara Sebagai Gerbang Keberlanjutan
Airports as Gateways to Sustainability
Sebagai simpul mobilitas dan aktivitas ekonomi, bandara As hubs of mobility and economic activity, airports play
memiliki peran strategis dalam mendorong praktik yang lebih a strategic role in promoting more environmentally
ramah lingkungan. PT Angkasa Pura Indonesia mengarahkan responsible practices. PT Angkasa Pura Indonesia directs
pengembangan bandara dengan mengintegrasikan prinsip airport development by integrating Eco Airport principles
Bandar Udara Ramah Lingkungan (Eco Airport) ke dalam into infrastructure and operations, ensuring that airports
infrastruktur dan operasional, sehingga bandara tidak hanya function not only as transit points but also as drivers of
berfungsi sebagai titik transit, tetapi juga sebagai penggerak responsible environmental management.
pengelolaan lingkungan yang bertanggung jawab.
Upaya tersebut diwujudkan melalui peningkatan These efforts are realized through the increased utilization
pemanfaatan energi surya untuk menekan jejak karbon dan of solar energy to reduce carbon footprints and dependence
ketergantungan pada energi tidak terbarukan, penerapan on non-renewable energy, the implementation of green
desain bangunan hijau, serta penguatan berbagai inisiatif building designs, and the strengthening of various waste
pengelolaan limbah dan efisiensi energi di seluruh fasilitas management and energy efficiency initiatives across all
bandara sebagai bagian dari implementasi program Eco airport facilities as part of the Eco Airport program.
Airport.
134 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Melalui pendekatan ini, Perusahaan mendorong terciptanya Through this approach, the Company promotes a balance
keseimbangan antara operasional bandara, perlindungan between airport operations, environmental protection, and
lingkungan, dan nilai tambah bagi masyarakat. Inisiatif added value for communities. This initiative is also aligned
ini juga sejalan dengan kebijakan lingkungan Perusahaan with the Company’s environmental policy and supports the
serta mendukung pencapaian target nasional, termasuk achievement of national targets, including the commitment
komitmen menuju Net Zero Emission pada tahun 2060. toward Net Zero Emissions by 2060.
Langkah Nyata dalam Setiap Operasi
Tangible Actions in Every Operations
Penerapan prinsip ramah lingkungan di bandara tidak The implementation of environmentally friendly principles
berhenti pada perencanaan, tetapi dijalankan secara nyata within the airport goes beyond planning and is carried
dalam aktivitas operasional sehari-hari. Sepanjang tahun out concretely in daily operational activities. Throughout
2025, PT Angkasa Pura Indonesia mengimplementasikan 2025, PT Angkasa Pura Indonesia implemented various
berbagai inisiatif lingkungan yang terintegrasi dalam environmental initiatives integrated within eco-green
program eco-green airport dan pengembangan avionomics, airport programs and avionomics development, as part of
sebagai bagian dari upaya memperkuat kinerja lingkungan di efforts to strengthen environmental performance across all
seluruh lini operasional. [OJK F.1] operational lines. [OJK F.1]
Inisiatif tersebut mencakup berbagai aspek, mulai These initiatives cover a wide range of aspects, from
dari peningkatan kualitas lingkungan melalui kegiatan improving environmental quality through greening activities
penghijauan dan perlindungan kawasan pesisir, penguatan and coastal area protection, strengthening waste and solid
infrastruktur pengelolaan limbah dan sampah, hingga waste management infrastructure, to accelerating the
percepatan transisi energi bersih melalui pemanfaatan transition to clean energy through solar energy utilization
energi surya dan elektrifikasi sarana transportasi bandara. and the electrification of airport transportation facilities.
Selain itu, Perusahaan juga mendorong penggunaan In addition, the Company promotes the use of low-emission
kendaraan rendah emisi serta menghadirkan fasilitas vehicles and provides supporting infrastructure for
pendukung kendaraan listrik guna menciptakan ekosistem electric vehicles to create a more environmentally friendly
transportasi yang lebih ramah lingkungan di kawasan transportation ecosystem within airport areas.
bandara.
Sebagai penguatan kepatuhan lingkungan, Perusahaan As part of strengthening environmental compliance, the
menerapkan Sistem Manajemen Lingkungan melalui Company implements the Environmental Management
sertifikasi ISO 14001:2015 di bandara-bandara yang System through ISO 14001:2015 certification across the
dikelolanya. Hingga tahun 2025, terdapat 4 bandara yang airports it manages. As of 2025, four airports, I Gusti Ngurah
telah memperoleh sertifikasi, yaitu Bandara Internasional Rai International Airport, Yogyakarta International Airport,
I Gusti Ngurah Rai, Bandara Internasional Yogyakarta, Jenderal Ahmad Yani International Airport, and Syamsudin
Bandara Internasional Jenderal Ahmad Yani, Bandara Noor International Airport, have obtained certification,
Internasional Syamsudin Noor, serta satu bandara dalam while one airport, Soekarno–Hatta International Airport, is
proses resertifikasi yaitu Bandara Internasional Soekarno- undergoing recertification.
Hatta.
Kegiatan awareness ISO 14001:2015 juga telah dilakukan ISO 14001:2015 awareness activities have also been
pada Bandara Internasional Supadio, Bandara Internasional conducted at Supadio International Airport, Sultan Syarif
Supadio, Bandara Internasional Sultan Syarif Kasim II, Kasim II International Airport, Minangkabau International
Bandara Internasional Minangkabau, Bandara Internasional Airport, and Sultan Mahmud Badaruddin II International
Sultan Mahmud Badaruddin II sebagai persiapan sertifikasi Airport. as preparation for certification in 2026. The
pada tahun 2026. Implementasi sertifikasi ini akan dilakukan implementation of this certification will be carried out
secara bertahap hingga tahun 2030 guna memastikan progressively through 2030 to ensure compliance with
kepatuhan terhadap standar lingkungan internasional. international environmental standards.
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04 Maintaining Environmental Balance in Every Operation
Jadwal Pelaksanaan Sertifikasi ISO 14001:2015 PT Angkasa Pura Indonesia
ISO 14001:2015 Certification Implementation Schedule of PT Angkasa Pura Indonesia
• Bandara Internasional Sultan Hasanuddin (UPG)
• Bandara Internasional Sultan Aji Muhammad Sulaiman
Sepinggan (BPN)
• Bandara Internasional Zainuddin Abdul Madjid (LOP)
• Bandara Internasional Adi Soemarmo (SOC)
• Sultan Hasanuddin International Airport (UPG)
• Sultan Aji Muhammad Sulaiman Sepinggan International
Airport (BPN)
• Zainuddin Abdul Madjid International Airport (LOP)
• Adi Soemarmo International Airport (SOC)
2025
Sertifikasi dijadwalkan terbit pada tahun 2026
The certification is scheduled to be issued in 2026
• Bandara Internasional Juanda (SUB)
• Bandara Internasional Sultan Syarif Kasim II (PKU)
• Bandara Internasional Minangkabau (PDG)
• Bandara Internasional Sultan Mahmud Badaruddin II (PLM)
• Bandara Internasional Supadio (PNK)
• Juanda International Airport (SUB)
• Sultan Syarif Kasim II International Airport (PKU)
• Minangkabau International Airport (PDG)
2026
• Bandara Sultan Thaha (DJB)
• Sultan Mahmud Badaruddin II International Airport (PLM)
• Bandara Internasional El Tari (KOE)
• Supadio International Airport (PNK)
• Bandara Internasional Pattimura (AMQ)
• Bandara Internasional Banyuwangi (BWX)
• Sultan Thaha Airport (DJB) • Bandara Internasional Sam Ratulangi (MDC)
• El Tari International Airport (KOE)
2028
• Bandara Internasional Sentani (DJJ)
• Pattimura International Airport (AMQ) • Bandara Internasional Radin Inten II (TKG)
• Banyuwangi International Airport (BWX) • Bandara Depati Amir (PGK)
• Sam Ratulangi International Airport (MDC)
• Sentani International Airport (DJJ)
2027
• Bandara Tjilik Riwut (PKY)
• Radin Inten II International Airport (TKG)
• Bandara Internasional Sultan Iskandar
• Depati Amir Airport (PGK)
Muda (BTJ)
• Bandara Internasional Raja Haji
Fisabilillah (TNJ)
• Tjilik Riwut Airport (PKY)
2029
• Sultan Iskandar Muda International
Airport (BTJ)
• Raja Haji Fisabilillah International
Airport (TNJ)
• Bandara Internasional Frans Kaisiepo
(BIK)
• Bandara Internasional H.A.S.
Hanandjoeddin (TJQ)
• Bandara Fatmawati Soekarno (BKS)
• Bandara Internasional Raja
Sisingamangaraja XII Tapanuli Utara
(DTB)
• Frans Kaisiepo International Airport
(BIK)
• H.A.S. Hanandjoeddin International
Airport (TJQ)
2030
• Fatmawati Soekarno Airport (BKS)
• Raja Sisingamangaraja XII Tapanuli
Utara International Airport (DTB)
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Penguatan Kompetensi Lingkungan Internal [OJK F.1]
Internal Environmental Competency Strengthening
Dalam upaya penguatan budaya keberlanjutan, As part of efforts to strengthen a sustainability-
PT Angkasa Pura Indonesia menyelenggarakan oriented culture, PT Angkasa Pura Indonesia organizes
Webinar Series untuk meningkatkan pengetahuan dan a Webinar Series aimed at enhancing the knowledge
kompetensi personel Airport Environment. Program ini and competencies of Airport Environment personnel.
berfokus pada penguatan pemahaman terhadap aspek This program focuses on strengthening understanding
pengelolaan lingkungan serta kepatuhan terhadap of environmental management aspects as well as
regulasi yang berlaku. Materi yang disampaikan compliance with applicable regulations. The materials
meliputi: delivered include:
1. Pemahaman Dokumen Lingkungan; 1. Understanding Environmental Documents;
2. Proses AMDAL dan addendum; 2. AMDAL processes and addenda;
3. Dokumen Persetujuan Teknis dan rincian teknis 3. Technical Approval Documents and detailed
limbah B3; specifications for hazardous and toxic waste (B3);
4. Persetujuan Teknis Air Limbah; 4. Wastewater Technical Approval;
5. Penyusunan Laporan Rencana Pengelolaan 5. Preparation of Environmental Management and
Lingkungan dan Rencana Pemantauan Monitoring Plan Reports (RKL-RPL);
Lingkungan (RKL-RPL)
6. Pengenalan PROPER; 6. Introduction to PROPER;
7. Sosialisasi Peraturan Menteri Lingkungan Hidup 7. Dissemination of Minister of Environment
Nomor 11 Tahun 2025 serta kriteria PROPER Biru Regulation No. 11 of 2025 and the criteria for
kategori pengendalian pencemaran air. PROPER Blue rating in the water pollution control
category.
Inisiatif ini mendukung peningkatan kapasitas internal This initiative supports the enhancement of internal
dalam memastikan pengelolaan lingkungan yang capacity in ensuring environmental management
selaras dengan ketentuan regulasi. aligned with regulatory requirements
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04 Maintaining Environmental Balance in Every Operation
Sebagai bentuk komitmen dalam mendukung implementasi As part of its commitment to supporting the implementation
berbagai program lingkungan, sepanjang tahun 2025 of various environmental programs, throughout 2025 the
Perusahaan telah merealisasikan biaya pengelolaan Company realized environmental management expenditures
lingkungan hidup sebesar Rp84,77 miliar. Biaya ini amounting to Rp84.77 billion. These expenditures cover
mencakup kegiatan pengujian dan pemantauan lingkungan, activities such as environmental testing and monitoring,
penyusunan Laporan Rencana Pengelolaan Lingkungan preparation of Environmental Management and Monitoring
dan Rencana Pemantauan Lingkungan (RKL-RPL), pest Plan Reports (RKL-RPL), pest and rodent control, waste
dan rodent control, pengangkutan sampah ke Tempat transportation to final disposal sites (TPA), integrated waste
Pembuangan Akhir (TPA), pengelolaan sampah terpadu, management, hazardous and toxic waste (B3) management,
pengelolaan limbah Bahan Berbahaya dan Beracun (B3), preparation of habitat management studies, tree planting,
penyusunan kajian habitat manajemen, penanaman pohon, consultancy services for data collection and environmental
jasa konsultan untuk pengumpulan data dan penyusunan document preparation, motor vehicle emission testing,
dokumen lingkungan, uji emisi kendaraan bermotor, cleanliness maintenance, drainage cleaning, as well as the
pemeliharaan kebersihan, pembersihan saluran, serta operation and maintenance of sanitation facilities.
pengoperasian dan pemeliharaan fasilitas sanitasi.
Pengaduan Lingkungan
Environmental Complaints
Pada tahun 2025, PT Angkasa Pura Indonesia menerima In 2025, PT Angkasa Pura Indonesia received an
pengaduan terkait lingkungan hidup di Bandara Internasional environmental complaint at the Sultan Syarif Kasim II
Sultan Syarif Kasim II berupa Surat Peringatan atas hasil International Airport in the form of a Warning Letter based
pengawasan ketaatan pelaksanaan sanksi administratif on the results of compliance monitoring of administrative
tertanggal 25 Juli 2025. Pengaduan tersebut mencakup sanctions implementation dated 25 July 2025. The
kewajiban pelaporan pada matriks dampak lingkungan, complaint covered obligations related to reporting in the
perhitungan debit air limbah, pemantauan pH dan debit environmental impact matrix, calculation of wastewater
harian air limbah, serta pengolahan air limbah melalui discharge, monitoring of daily pH and wastewater discharge,
Instalasi Pengolahan Air Limbah (IPAL). and wastewater treatment through the Wastewater
Treatment Plant (IPAL).
Seluruh temuan yang disampaikan telah ditindaklanjuti All findings presented have been followed up and resolved by
dan diselesaikan oleh Perusahaan serta dilaporkan kepada the Company and reported to the Deputy for Environmental
Deputi Bidang Penegakan Hukum Lingkungan Hidup Law Enforcement at the Ministry of Environment/
Kementerian Lingkungan Hidup/Badan Pengendalian Environmental Control Agency. Accordingly, the imposed
Lingkungan Hidup. Dengan demikian, sanksi administratif administrative sanctions have been officially revoked
yang dikenakan telah resmi dicabut melalui Keputusan through the Decree of the Minister of Environment/Head
Menteri Lingkungan Hidup/Kepala Badan Pengendalian of the Environmental Control Agency of the Republic of
Lingkungan Hidup Republik Indonesia Nomor 1830 Tahun Indonesia No. 1830 of 2025 dated 1 September 2025.
2025 tanggal 1 September 2025
138 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Pengelolaan Sumber Daya
Resource Management
Material untuk Operasi yang Bertanggung Jawab
Materials for Responsible Operations
Pengelolaan material menjadi bagian penting Material management is a critical component in ensuring
dalam memastikan operasional bandara berjalan that airport operations are conducted in an environmentally
secara bertanggung jawab terhadap lingkungan. responsible manner. PT Angkasa Pura Indonesia directs the
PT Angkasa Pura Indonesia mengarahkan penggunaan use of materials by considering their environmental impacts,
material dengan mempertimbangkan dampak lingkungannya, including through the discontinuation of high-risk materials
termasuk melalui penghentian penggunaan material yang such as R22 refrigerant, the utilization of recycled materials to
berisiko seperti refrigerant R22, pemanfaatan material daur support both aesthetics and functionality of facilities, and the
ulang untuk mendukung estetika dan fungsi fasilitas, serta reduction of single-use materials through the implementation
pengurangan penggunaan material sekali pakai melalui of digitalization in the Company’s work processes. [OJK F.5]
penerapan digitalisasi dalam proses kerja Perusahaan. [OJK F.5]
Sebagai bentuk penguatan implementasi, Perusahaan As part of strengthening implementation, the Company
menjalankan berbagai inisiatif sebagai berikut: carries out the following initiatives:
1. Penetapan Pedoman Perusahaan 1. Establishment of Corporate Guidelines
Sebagai dasar penggunaan material ramah lingkungan, As a foundation for the use of environmentally friendly
Perusahaan telah menetapkan: materials, the Company has established:
a. Peraturan Direksi PT Angkasa Pura Indonesia Nomor a. Board of Directors Regulation of PT Angkasa Pura
PD.DT.13/TK.11/2025 tentang Pedoman Bandar Indonesia No. PD.DT.13/TK.11/2025 on Eco Airport
Udara Ramah Lingkungan (Eco Airport); Guidelines;
b. Peraturan Direksi PT Angkasa Pura Indonesia Nomor b. Board of Direc-tors Regulation of PT Angkasa Pura
PD.DT.12/OM.09/2025 tentang Pedoman Bangunan IndonesiaNo.PD.DT.12/OM.09/2025onGreenBuilding
Gedung Hijau Bandar Udara. Guidelines for Airport Facilities.
2. Kebijakan Pembatasan Penggunaan Plastik 2. Plastic Use Restriction Policy
Mengacu pada Surat Direktur Komersial Nomor API.0547/ Referring to the Commercial Director’s Letter No.
II/2025/DC-B tanggal February 11, 2025, Perusahaan API.0547/II/2025/DC-B dated 11 February 2025, the
telah melaksanakan program #NoPlasticFUNtastic sejak Company has implemented the #NoPlasticFUNtastic
30 Maret 2025, yang menekankan pembatasan serta program since 30 March 2025, which emphasizes the
substitusi kantong plastik sekali pakai pada tenant. restriction and substitution of single-use plastic bags
among tenants.
3. Penggunaan Material Ramah Lingkungan 3. Use of Environmentally Friendly Materials
Implementasi penggunaan material ramah lingkungan The implementation of environmentally friendly materials
dilakukan di berbagai bandara, antara lain: has been carried out at various airports, including:
a. Bandara Internasional Yogyakarta: Menggunakan a. Yogyakarta International Airport: Utilizing materials
material tersertifikasi ISO 14001:2015, termasuk certified under ISO 14001:2015, including recycled
material daur ulang, material dengan kadar VOC materials, low VOC content materials (0.30),
rendah (0.30), bebas merkuri (0.00), serta tidak mercury-free (0.00), and asbestos-free (0.00);
mengandung asbestos (0.00);
b. Bandara Internasional Jenderal Ahmad Yani: b. Jenderal Ahmad Yani International Airport: Utilizing
Menggunakan material bersertifikasi ISO 14001:2015, ISO 14001:2015 certified materials, incorporating
memanfaatkan material daur ulang, serta tidak recycled materials, and avoiding ozone-depleting
menggunakan bahan perusak ozon pada sistem substances in building systems;
gedung;
c. Bandara Internasional Banyuwangi: Menerapkan c. Banyuwangi International Airport: Implementing
penggunaan material lokal ramah lingkungan sesuai the use of locally sourced environmentally friendly
kebijakan internal yang berlaku. materials in accordance with applicable internal
policies.
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04 Maintaining Environmental Balance in Every Operation
Mengelola Energi di Setiap Operasi
Managing Energy In Every Operations
Energi menjadi elemen utama dalam mendukung Energy is a key element in supporting the continuity of
kelancaran operasional bandara. PT Angkasa Pura Indonesia airport operations. PT Angkasa Pura Indonesia utilizes
memanfaatkan listrik dan bahan bakar minyak (BBM) sebagai electricity and fuel oil (BBM) as primary energy sources to
sumber energi utama untuk menunjang berbagai aktivitas, support various activities, ranging from building lighting
mulai dari penerangan gedung dan operasional perkantoran and office operations to the operation of equipment and
hingga pengoperasian peralatan dan kendaraan pendukung. supporting vehicles. [GRI 3-3]
[GRI 3-3]
Dalam mengelola energi di setiap lini operasional, In managing energy across all operational lines, the Company
Perusahaan terus mendorong efisiensi penggunaan energi continues to promote energy efficiency while expanding the
sekaligus memperluas pemanfaatan energi yang lebih use of more environmentally friendly energy sources. These
ramah lingkungan. Upaya ini dilakukan melalui penggunaan efforts include the use of LED lighting across all airports,
lampu LED di seluruh bandara, pemanfaatan sel surya untuk solar-powered street lighting (PJU), rooftop Solar Power
penerangan jalan umum (PJU), pengoperasian Pembangkit Plants (SPP), implementation of green building concepts
Listrik Tenaga Surya (PLTS) atap, penerapan konsep green in both existing and new buildings, and optimization of
building pada bangunan eksisting maupun baru, serta technology-based systems such as Supervisory Control and
optimalisasi sistem berbasis teknologi seperti Supervisory Data Acquisition (SCADA) and Building Automation Systems.
Control and Data Acquisition (SCADA) dan Building [OJK F.7]
Automation System. [OJK F.7]
Konsumsi Energi Operasional Operational Energy Consumption
Sepanjang tahun 2025, total konsumsi energi Perusahaan Throughout 2025, the Company’s total energy consumption
mengalami peningkatan menjadi 2.527.787 GJ. Peningkatan increased to 2,527,787 GJ. This increase was influenced by
ini ini dipengaruhi oleh reaktivasi sejumlah subterminal the reactivation of several sub-terminals that had previously
yang sebelumnya beroperasi secara terbatas akibat operated at limited capacity due to the COVID-19 pandemic,
pandemi COVID-19, antara lain Terminal 1C dan 2F Bandara including Terminal 1C and Terminal 2F at Soekarno–Hatta
Internasional Soekarno-Hatta serta Terminal Internasional International Airport, as well as the International Terminal at
Bandara Internasional Supadio. Selain itu, peningkatan juga Supadio International Airport. In addition, the improvement
didorong oleh mulai beroperasinya terminal baru di Bandara was supported by the commencement of operations of
Internasional Sultan Hasanuddin Makassar dan Bandara new terminals at Sultan Hasanuddin International Airport
Internasional Minangkabau, serta optimalisasi layanan and Minangkabau International Airport, along with the
pada unit tata udara guna meningkatkan tingkat pelayanan optimization of airside operations to enhance passenger
penumpang, khususnya di Terminal 3 Bandara Internasional service levels, particularly at Terminal 3 of Soekarno–Hatta
Soekarno-Hatta, Bandara Internasional I Gusti Ngurah Rai, International Airport, I Gusti Ngurah Rai International
dan Terminal Internasional Bandara Internasional Sultan Airport, and the International Terminal of Sultan Syarif
Syarif Kasim II. [GRI 302-1] [OJK F.6] Kasim II International Airport. [GRI 302-1] [OJK F.6]
Tabel Konsumsi Energi [GRI 302-1] [OJK F.6]
Energy Consumption Table
Jenis Energi Satuan
2025 2024 2023
Energy Type Unit
Energi Terbarukan
Renewables Energy
Pembangkit Listrik Tenaga Surya (PLTS)** GJ 14.951 - -
Solar Power Plant (SPP)**
140 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Jenis Energi Satuan
2025 2024 2023
Energy Type Unit
Energi Nonterbarukan
Non-Renewables Energy
Bensin GJ 11.338 15.790* 25.763*
Gasoline
Solar GJ 56.037 82.576* 218.922*
Diesel
Listrik GJ 2.445.461 2.399.235 1.963.824*
Electricity
Jumlah GJ 2.512.836 2.497.601 2.208.509
Total
Jumlah Energi GJ 2.527.787 2.497.601 2.208.509
Total Energy
*Penyajian kembali data
*Restated data
**Penerapan PLTS Atap di delapan kantor cabang PT Angkasa Pura Indonesia
**Implementation of rooftop SPP at eight Branch Offices of PT Angkasa Pura Indonesia
Dalam pelaporan energi, Perusahaan mengacu pada In energy reporting, the Company refers to provisions of the
ketentuan Kementerian Perhubungan yang mensyaratkan Ministry of Transportation requiring the calculation of Scope
penghitungan emisi Gas Rumah Kaca (GRK) Cakupan 1 dan 1 and Scope 2 Greenhouse Gas (GHG) emissions in accordance
Cakupan 2 sesuai Instruksi Direktur Jenderal Perhubungan with the Director General of Civil Aviation Instruction No.
Udara No. INST 11 Tahun 2017 tentang langkah-langkah INST 11 of 2017 regarding GHG emission reduction measures
penurunan emisi GRK di bandara. Oleh karena itu, at airports. Therefore, energy calculations related to GHG
penghitungan energi terkait emisi GRK tidak mencakup emissions do not include energy consumption from third
konsumsi energi dari pihak ketiga, termasuk mitra kerja. parties, including partners.
Dalam melakukan penghitungan konsumsi energi, In calculating energy consumption, the Company converts
Perusahaan mengonversi penggunaan bahan bakar dan fuel and electricity usage into gigajoules (GJ) based on
listrik ke dalam satuan gigajoule (GJ) dengan mengacu applicable national references, including fuel density
pada referensi nasional yang berlaku, yaitu nilai densitas values published by PT Pertamina (Persero), Net Calorific
bahan bakar yang diterbitkan oleh PT Pertamina (Persero), Value (NCV) from the Ministry of Energy and Mineral
Net Calorific Value (NCV) dari Kementerian Energi dan Resources (2018), and electricity conversion factors from
Sumber Daya Mineral (2018), serta faktor konversi listrik dari the Directorate General of Electricity, Ministry of Energy and
Direktorat Jenderal Ketenagalistrikan, Kementerian Energi Mineral Resources (2019).
dan Sumber Daya Mineral (2019).
Sebagai bagian dari evaluasi kinerja, Perusahaan As part of performance evaluation, the Company uses energy
menggunakan intensitas energi sebagai indikator intensity as an efficiency indicator, calculated based on total
efisiensi, yang dihitung berdasarkan total konsumsi energi energy consumption relative to the number of commercial
dibandingkan dengan jumlah pesawat komersial yang aircraft movements. [OJK F.6] [GRI 302-3]
mendarat. [OJK F.6] [GRI 302-3]
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Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
Tabel Intensitas Energi [GRI 302-3] [OJK F.6]
Energy Intensity Table
Deksripsi Satuan
2025 2024 2023
Description Unit
Konsumsi Energi GJ 2.527.787 2.497.601* 2.208.509*
Energy Consumption
Jumlah Pergerakan Pesawat Pergerakan 1.160.412 1.162.522 1.212.185
Aircraft Movements Movements
Jumlah Penumpang Orang 154.006.405 155.986.328 150.109.964
Passengers Persons
Jumlah Kargo Ton 1.494.519 1.482.413 1.265.156
Cargo Tons
Pendapatan Rp Juta 21.213.780 20.491.015 21.178.375
Revenue Rp Million
Intensitas Energi per Pergerakan Pesawat GJ/Pergerakan 2,18 2,14* 1,82*
Energy Intensity per Aircraft Movement GJ/Movements
Intensitas Energi per Penumpang GJ/Penumpang 0,02 0,016* 0,015*
Energy Intensity per Passenger GJ/Passenger
Intensitas Energi per Kargo GJ/Ton 1,69 1,68* 1,74*
Energy Intensity per Cargo
Intensitas Energi per Pendapatan GJ/Juta Rupiah 0,12 0,12 0,10
Energy Intensity per Revenue GJ/Million Rupiah
* Terdapat penyajian kembali data
* There is restatement of data
Upaya Efisiensi Energi Energy Efficiency Efforts
Pengelolaan energi yang efisien menjadi bagian penting Efficient energy management is a critical component
dalam menjaga kinerja operasional bandara sekaligus in maintaining airport operational performance while
mengendalikan dampak lingkungan. Mengacu pada controlling environmental impacts. Referring to Government
Peraturan Pemerintah Nomor 33 Tahun 2023 tentang Regulation No. 33 of 2023 on Energy Conservation, energy
Konservasi Energi, pengguna energi dengan konsumsi ≥500 users with consumption ≥500 TOE (ton oil equivalent)
TOE (ton oil of equivalent) setara ton minyak per tahun wajib per year are required to implement systematic energy
menerapkan manajemen energi secara sistematis. management.
Sebagai bentuk kepatuhan terhadap regulasi tersebut, As a form of compliance with this regulation, PT Angkasa Pura
PT Angkasa Pura Indonesia telah menjalankan manajemen Indonesia has implemented energy management through
energi melalui penunjukan manajer energi, penyusunan the appointment of energy managers, the development of
program konservasi energi, pelaksanaan audit energi secara energy conservation programs, the execution of periodic
berkala, tindak lanjut atas rekomendasi hasil audit, serta energy audits, follow-up actions on audit recommendations,
pelaporan tahunan melalui Pelaporan Online Manajemen and annual reporting through the Online Energy Management
Energi (POME) kepada Kementerian Energi dan Sumber Reporting (POME) system to the Ministry of Energy and
Daya Mineral. Pelaporan tersebut telah dilaksanakan oleh Mineral Resources. This reporting has been carried out by
beberapa bandara, antara lain Bandara Internasional several airports, including Soekarno-Hatta International
Soekarno-Hatta, Bandara Internasional I Gusti Ngurah Airport, I Gusti Ngurah Rai International Airport, Juanda
Rai, Bandara Internasional Juanda, Bandara Internasional International Airport, Yogyakarta International Airport,
Yogyakarta, Bandara Internasional Sultan Hasanuddin, Sultan Hasanuddin International Airport, Jenderal Ahmad
Bandara Internasional Jenderal Ahmad Yani, dan Bandara Yani Airport, and Minangkabau International Airport. These
Internasional Minangkabau. Upaya ini bertujuan untuk efforts aim to improve energy efficiency while reducing
meningkatkan efisiensi penggunaan energi sekaligus greenhouse gas emissions generated from operational
menekan emisi gas rumah kaca yang dihasilkan dari aktivitas activities.
operasional.
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Berbagai kebijakan dan inisiatif diterapkan untuk mendukung Various policies and initiatives have been implemented to
penghematan energi di seluruh operasional bandara, antara support energy conservation across all airport operations,
lain sebagai berikut: [OJK F.1] [OJK F.7] [GRI 302-4] [G4-DMA] including the following: [OJK F.1] [OJK F.7] [GRI 302-4] [G4-DMA]
1. Penggunaan lampu LED di seluruh bandara 1. Use of LED lighting across all PT Angkasa Pura Indonesia
PT Angkasa Pura Indonesia; airports;
2. Pengoperasian lampu PJU panel surya di 18 bandara, 2. Operation of solar-powered street lighting (PJU)
yaitu Bandara Internasional Ahmad Yani, Bandara at 18 airports, namely Ahmad Yani International
Internasional Syamsudin Noor, Bandara Internasional Airport, Syamsudin Noor International Airport, Sultan
Sultan Hasanuddin, Bandara Internasional El Tari, Hasanuddin International Airport, El Tari International
Bandara Internasional Sultan Aji Muhammad Sulaiman Airport, Sultan Aji Muhammad Sulaiman Sepinggan
Sepinggan, Bandara Internasional Adi Soemarmo, International Airport, Adi Soemarmo International
Bandara Internasional Sentani, Bandara Internasional Airport, Sentani International Airport, Juanda
Juanda, Bandara Internasional I Gusti Ngurah International Airport, I Gusti Ngurah Rai International
Rai, Bandara Internasional Yogyakarta, Bandara Airport, Yogyakarta International Airport, Adisutjipto
Internasional Adisutjipto, Bandara Internasional International Airport, Soekarno-Hatta International
Soekarno-Hatta, Bandara Fatmawati Soekarno, Bandara Airport, Fatmawati Soekarno Airport, Sultan
Sultan Thaha, Bandara Internasional Sultan Syarif Thaha Airport, Sultan Syarif Kasim II International
Kasim II, Bandara Internasional H.A.S. Hanandjoeddin, Airport, H.A.S. Hanandjoeddin International Airport,
Bandara Internasional Minangkabau, dan Bandara Minangkabau International Airport, and Jenderal Besar
Jenderal Besar Soedirman; Soedirman Airport;
3. Penerapan Building Automation System (BAS), yaitu 3. Implementation of the Building Automation System
sistem dalam ruang Airport Operation Control Center (BAS), a system within the Airport Operation Control
(AOCC) yang berfungsi untuk memonitor penggunaan Center (AOCC) used to monitor equipment usage at
peralatan di bandara; airports;
4. Penggunaan Supervisory Control and Data Acquisition 4. Use of Supervisory Control and Data Acquisition
(SCADA) untuk memantau penggunaan listrik dan (SCADA) systems to periodically monitor electricity
air secara berkala di Bandara Internasional Jenderal and water usage at Jenderal Ahmad Yani International
Ahmad Yani, Bandara Internasional Yogyakarta, Airport, Yogyakarta International Airport, I Gusti Ngurah
Bandara Internasional I Gusti Ngurah Rai, dan Bandara Rai International Airport, and Soekarno-Hatta Airport;
Internasional Soekarno-Hatta;
5. Penggunaan sensor pada eskalator untuk menghemat 5. Installation of sensors on escalators to reduce
listrik; electricity consumption;
6. Pengurangan penggunaan air conditioning (AC), baik 6. Reduction in the use of air conditioning (AC), both
standing AC maupun centralized AC di terminal; standing AC and centralized AC in terminals;
7. Pemanfaatan sinar matahari untuk pencahayaan dalam 7. Utilization of natural sunlight for terminal lighting;
terminal;
8. Penerapan sistem zonasi untuk sistem pendingin 8. Implementation of zoning systems for Heating,
ruangan (HVAC) di Bandara Internasional Jenderal Ventilation, and Air Conditioning (HVAC) at Jenderal
Ahmad Yani dan Bandara Internasional I Gusti Ngurah Ahmad Yani International Airport and I Gusti Ngurah Rai
Rai; International Airport;
9. Pemanfaatan desain pasif seperti sinar matahari untuk 9. Adoption of passive design concepts, such as
pencahayaan dalam terminal; maximizing natural sunlight for terminal lighting;
10. Penerapan Rapid Exit Taxiway (RET) yang dapat 10. Implementation of Rapid Exit Taxiway (RET) to reduce
mengurangi waktu dan jarak pesawat dari landasan aircraft taxiing time and distance from runway to apron,
pacu ke apron sehingga dapat mengurangi konsumsi thereby reducing fuel consumption;
bahan bakar;
11. Kemitraan dengan Perum LPPNPI (AirNav Indonesia), 11. Partnerships with Perum LPPNPI (AirNav Indonesia),
maskapai, dan Kementerian Perhubungan dalam airlines, and the Ministry of Transportation in
penerapan Continuous Descent Operations (CDO) dan implementing Continuous Descent Operations (CDO)
Continuous Climb Operations (CCO); and Continuous Climb Operations (CCO);
12. Perawatan berkala terhadap peralatan maupun 12. Routine maintenance of equipment and operational
kendaraan operasional untuk memastikan kinerjanya vehicles to ensure optimal performance;
tetap optimal;
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04 Maintaining Environmental Balance in Every Operation
13. Penerapan Sistem Manajemen Energi ISO 50001:2018 di 13. Implementation of ISO 50001:2018 Energy Management
Terminal 3 Bandara Internasional Soekarno-Hatta dan Systems at Soekarno-Hatta International Airport
Bandara Internasional I Gusti Ngurah Rai; Terminal 3 and I Gusti Ngurah Rai International Airport;
14. Penerapan green building di Bandara Internasional 14. Implementation of green building concepts at
Yogyakarta, Bandara Internasional Jenderal Ahmad Yogyakarta International Airport, Jenderal Ahmad Yani
Yani, dan Bandara Internasional Banyuwangi; International Airport, and Banyuwangi International
Airport;
15. Transisi energi melalui pengoperasian PLTS atap 15. Energy transition through the operation of rooftop
di beberapa bandara, yaitu Bandara Internasional SPP at several airports, including Soekarno-Hatta
Soekarno-Hatta, Bandara Internasional Sultan Mahmud International Airport, Sultan Mahmud Badaruddin
Badaruddin II, Bandara Internasional Minangkabau, II International Airport, Minangkabau International
Bandara Internasional Banyuwangi, Bandara Airport, Banyuwangi International Airport, I Gusti
Internasional I Gusti Ngurah Rai, Bandara Internasional Ngurah Rai International Airport, Jenderal Ahmad Yani
Jenderal Ahmad Yani, Bandara Internasional Sultan International Airport, Sultan Iskandar Muda International
Iskandar Muda, dan Bandara Internasional Kualanamu. Airport, and Kualanamu International Airport.
Sebagai bagian dari implementasi berbagai inisiatif As part of the implementation of these initiatives, the
tersebut, Perusahaan juga telah mengidentifikasi beberapa Company has also identified several energy-saving
capaian penghematan energi, sebagai berikut. [GRI 302-4] achievements as follows. [GRI 302-5]
Tabel Kegiatan Efisiensi Energi [GRI 302-4]
Energy Efficiency
Kegiatan Efisiensi Energi Pencapaian
Energy Efficiency Activities Achievements
Efisiensi energi melalui Implementasi Green Building Bandara 15.817.592 kWh /tahun
Internasional Yogyakarta 15,817,592 kWh/year
Energy efficiency through Green Building Implementation at
Yogyakarta International Airport
Efisiensi energi melalui Implementasi Green Building Bandara 2.687.284 kWh/tahun
Internasional Jenderal Ahmad Yani 2,687,284 kWh/year
Energy efficiency through Green Building Implementation at
Jenderal Ahmad Yani International Airport
Efisiensi energi melalui Implementasi Green Building Bandara 1.302.802 kWh/tahun
Internasional Banyuwangi 1,302,802 kWh/year
Energy efficiency through Green Building Implementation at
Banyuwangi International Airport
Catatan: Perhitungan efisiensi energi pada tabel di atas mengacu pada kriteria penilaian Green Building Council Indonesia (GBCI), khususnya standar Greenship New Building dan Greenship
Existing Building. Selain itu, pendekatan penghitungan dan pengelolaan efisiensi energi juga merujuk pada standar SNI ISO 50001:2018 tentang Sistem Manajemen Energi.
Notes: Energy efficiency calculations in the table above refer to the assessment criteria of the Green Building Council Indonesia (GBCI), particularly the Greenship New Building and
Greenship Existing Building standards. In addition, the approach to calculating and managing energy efficiency also refers to the SNI ISO 50001:2018 standard on Energy Management
Systems
Upaya efisiensi energi ini terus dijalankan secara konsisten. These energy efficiency efforts are continuously
Sejalan dengan komitmen untuk memperkuat pengelolaan implemented in a consistent manner. In line with its
energi ke depan, Perusahaan saat ini tengah menyusun commitment to strengthening energy management going
Peta Jalan Penerapan Energi Baru dan Energi Terbarukan forward, the Company is currently developing a Roadmap
sebagai arah strategis dalam mendukung transisi energi for the Implementation of New and Renewable Energy as
di lingkungan operasional bandara. Selain itu, kajian lebih a strategic direction to support energy transition within
lanjut terkait peta jalan penghematan dan konservasi energi airport operational environments. In addition, further
144 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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juga direncanakan untuk dilaksanakan pada tahun 2026 studies related to the roadmap for energy efficiency and
guna memastikan pendekatan yang lebih terstruktur dan conservation are planned to be conducted in 2026 to
komprehensif dalam meningkatkan efisiensi energi. ensure a more structured and comprehensive approach to
improving energy efficiency.
Pada periode pelaporan, Perusahaan belum melakukan During the reporting period, the Company has not
penghitungan secara kuantitatif terhadap besaran reduksi conducted a quantitative assessment of the magnitude of
atau efisiensi kebutuhan energi dari layanan yang tersedia energy reduction or efficiency in energy requirements from
bagi pelanggan dan pengguna bandara. [OJK F.7] [G4-EN6] services provided to customers and airport users. [OJK F.7] [G4-
EN6]
Mengelola Air Sebagai Sumber Daya Bersama
Managing Water As A Shared Resource
Air merupakan sumber daya krusial yang menopang Water is a critical resource that supports all airport
seluruh aktivitas operasional bandara, sekaligus memiliki operational activities and is directly connected to the
keterkaitan langsung dengan lingkungan dan masyarakat surrounding environment and communities. As passenger
sekitar. Seiring dengan meningkatnya trafik penumpang, traffic, aircraft movements, and facility development
pergerakan pesawat, serta pengembangan fasilitas, increase, the demand for clean water also rises. In this
kebutuhan terhadap air bersih turut mengalami peningkatan. context, PT Angkasa Pura Indonesia manages water not only
Dalam konteks ini, PT Angkasa Pura Indonesia mengelola air as an operational necessity but as a shared resource whose
tidak hanya sebagai kebutuhan operasional, tetapi sebagai sustainability must be maintained through planned and
sumber daya bersama yang harus dijaga keberlanjutannya responsible management. [GRI 3-3] [G4-DMA]
melalui pengelolaan yang terencana dan bertanggung jawab.
[GRI 3-3] [G4-DMA]
Pendekatan tersebut diwujudkan melalui pengelolaan siklus This approach is implemented through comprehensive
air secara menyeluruh, mencakup tahap pengambilan, water cycle management, covering stages from abstraction
pemanfaatan, hingga pengolahan dan pembuangan, and utilization to treatment and discharge, with a strong
dengan mengedepankan efisiensi serta upaya konservasi emphasis on efficiency and conservation efforts such
seperti daur ulang dan penggunaan kembali air. Selain itu, as water recycling and reuse. In addition, the Company
Perusahaan juga mempertimbangkan potensi dampak yang considers potential impacts that may arise, ensuring that
dapat timbul, sehingga langkah mitigasi menjadi bagian mitigation measures are integrated into every stage of
yang terintegrasi dalam setiap proses pengelolaan air. water management
Pengambilan dan Pemanfaatan Air Water Withdrawal and Utilization
Pengelolaan air bersih diawali dengan perencanaan Clean water management begins with comprehensive
yang komprehensif, mulai dari proyeksi kebutuhan planning, including projections of water demand,
air, identifikasi sumber pasokan, hingga pengaturan identification of supply sources, and the regulation of usage,
penggunaan, pengawasan, dan pelaporan. Dalam proses ini, monitoring, and reporting. In this process, the Company
Perusahaan turut mempertimbangkan potensi risiko seperti also considers potential risks such as land subsidence,
penurunan muka tanah, keterbatasan ketersediaan air, serta limited water availability, and pollution that may affect water
pencemaran yang dapat memengaruhi kualitas sumber daya resource quality. Therefore, various aspects are taken into
air. Oleh karena itu, berbagai aspek diperhitungkan sejak account from the planning stage, including projections of
tahap perencanaan, termasuk proyeksi jumlah penumpang, passenger volume, wastewater treatment facility capacity,
kapasitas fasilitas pengolahan air limbah, serta rencana and plans for wastewater utilization and discharge. [GRI 303-1]
pemanfaatan dan pembuangan air limbah. [GRI 303-1]
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04 Maintaining Environmental Balance in Every Operation
Tabel Jumlah Pengambilan, Pembuangan, dan Konsumsi Air (m3) [GRI 303-3] [GRI 303-4] [GRI 303-5] [OJK F.8]
Table of Water Withdrawal, Discharge, and Consumption (m³)
Deskripsi
2025
Description
Pengambilan air
Water Withdrawal
Air tanah 1.706.205
Groundwater
Pemanenan Air Hujan 21.872
Rainwater Harvesting
Air dari pihak ketiga 6.270.380
Third-party water
Jumlah pengambilan air 7.998.457
Total Water Withdrawal
Pembuangan air
Water Discharge
Jumlah pembuangan ke badan air 448.997
Total discharge to water bodies
Konsumsi air
Water Consumption
Jumlah konsumsi air 7.549.460
Total water consumption
Air daur ulang
Recycled Water
Jumlah air daur ulang dari Sewage Treatment Plant (STP) dan proses Reverse Osmosis (RO) 301.891
Total recycled water from Sewage Treatment Plant (STP) and Reverse Osmosis (RO) processes
Dalam operasionalnya, Perusahaan memanfaatkan Instalasi In its operations, the Company utilizes Water Treatment
Pengolahan Air (IPA) untuk memastikan kualitas air yang Plants (IPA) to ensure that the quality of water used meets
digunakan memenuhi standar yang berlaku. Sumber air applicable standards. Clean water sources are obtained
bersih diperoleh dari PDAM, sumur dalam, pengolahan air from PDAM, deep wells, brackish water treatment through
payau melalui reverse osmosis, serta pemanenan air hujan reverse osmosis, as well as rainwater harvesting stored in
yang ditampung dalam ground water tank (GWT). Air tersebut Ground Water Tanks (GWT). The water is then distributed
kemudian didistribusikan untuk mendukung berbagai to support various operational needs, including passenger
kebutuhan operasional, termasuk terminal penumpang, terminals, cargo terminals, office areas, hydrant systems,
terminal kargo, perkantoran, sistem hidran, serta fasilitas and other supporting facilities.
pendukung lainnya.
Pengelolaan ini dilakukan dengan tetap mengacu pada This management is carried out in accordance with
ketentuan perizinan yang berlaku, termasuk batasan applicable licensing requirements, including limitations on
pengambilan air tawar, serta memastikan bahwa freshwater withdrawal, while ensuring that water extraction
pengambilan air tidak dilakukan di wilayah dengan tingkat is not conducted in areas experiencing water scarcity. [OJK
kelangkaan air. [OJK F.8] [GRI 303-3] F.8] [GRI 303-3]
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Pemanfaatan Air Daur Ulang [GRI 303-5] Utilization of Recycled Water [GRI 303-5]
Untuk mengoptimalkan penggunaan air sekaligus menekan To optimize water usage while reducing clean water
konsumsi air bersih, Perusahaan terus memperkuat consumption, the Company continues to strengthen the
pemanfaatan air daur ulang dalam kegiatan operasional. utilization of recycled water in operational activities. This
Upaya ini dilakukan melalui pengoperasian instalasi effort is implemented through the operation of wastewater
pengolahan air limbah di beberapa bandara, yang treatment facilities at several airports, enabling treated
memungkinkan air hasil olahan dimanfaatkan kembali untuk water to be reused for non-potable purposes. The Company
kebutuhan nonkonsumsi. Perusahaan mengoptimalkan optimizes water usage through recycled water sourced from
penggunaan air melalui pemanfaatan air daur ulang Sewage Treatment Plants (STP) and rainwater harvesting
yang bersumber dari Sewage Treatment Plant (STP) dan systems, which are used for irrigation of gardens and roads,
penampungan air hujan (rainwater harvesting), yang cooling towers, and flushing.
digunakan untuk penyiraman taman dan jalan, cooling tower,
serta flushing.
1. Pemanfaatan air daur ulang berbasis STP telah 1. STP-based recycled water utilization has been
diimplementasikan di Bandara Internasional implemented at Yogyakarta International Airport,
Yogyakarta, Bandara Internasional Jenderal Ahmad Jenderal Ahmad Yani International Airport, Syamsudin
Yani, Bandara Internasional Syamsudin Noor, dan Noor International Airport, and I Gusti Ngurah Rai
Bandara Internasional I Gusti Ngurah Rai; International Airport;
2. Pemanfaatan rainwater harvesting telah diterapkan 2. Rainwater harvesting has been implemented at
di Bandara Internasional Yogyakarta dan Bandara Yogyakarta International Airport and Jenderal Ahmad
Internasional Jenderal Ahmad Yani; Yani International International Airport;
3. Daur ulang air sumur dengan metode reverse osmosis 3. Reverse osmosis (RO)-based recycling of well water has
(RO) telah diterapkan di Bandara Internasional Juanda been implemented at Juanda International Airport to
untuk mendukung kebutuhan air bersih. support clean water needs.
Pendekatan ini tidak hanya meningkatkan efisiensi This approach not only improves water use efficiency but
penggunaan air, tetapi juga menjadi bagian dari strategi also forms part of a broader water conservation strategy,
konservasi air yang lebih luas, termasuk pemanfaatan including the utilization of technology, optimization of
teknologi, optimalisasi sumber air alternatif, serta alternative water sources, and reduction of dependence on
pengurangan ketergantungan terhadap air tanah. groundwater.
Di samping itu, Perusahaan juga melakukan berbagai upaya In addition, the Company undertakes various water
efisiensi dan konservasi air sebagai berikut: efficiency and conservation measures as follows:
1. Menggunakan air daur ulang hasil pengolahan air limbah 1. Utilizing recycled water from wastewater treatment
dari instalasi pengolahan air limbah (IPAL) untuk toilet plants (IPAL) for toilet use and plant irrigation, thereby
dan menyiram tanaman sehingga dapat mengurangi reducing groundwater consumption;
penggunaan air tanah;
2. Meningkatkan penggunaan teknologi reverse osmosis 2. Expanding the use of reverse osmosis technology at
di Bandara Internasional Jenderal Ahmad Yani dengan Jenderal Ahmad Yani International Airport by recycling
mendaur ulang air yang berasal dari air payau dan air water sourced from brackish water and rainwater;
hujan;
3. Melakukan tangkapan air hujan di Bandara Internasional 3. Implementing rainwater harvesting at Yogyakarta
Yogyakarta Kulon Progo untuk mengurangi penggunaan International Airport Kulon Progo to reduce reliance on
air bersih dari PDAM; PDAM clean water;
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4. Perusahaan berupaya maksimal untuk melakukan 4. The Company continuously strives to maximize water
efisiensi penggunaan air dan meningkatkan kegiatan efficiency and enhance water conservation efforts to
konservasi air dalam rangka menjaga keseimbangan maintain environmental balance. These efforts include:
lingkungan. Beberapa upaya konservasi air yang
perusahaan lakukan adalah sebagai berikut;
a. Penggunaan sanitasi dengan sensor otomatis; a. Use of sensor-based sanitation systems;
b. Penggunaan sistem toilet dengan teknologi hemat b. Use of water-efficient toilet systems (smart toilets);
air (smart toilet);
c. Perawatan terhadap instalasi air secara rutin guna c. Routine maintenance of water installations to
mencegah kebocoran; prevent leakage;
d. Penanaman pohon untuk memenuhi ruang terbuka d. Tree planting to support green open spaces
hijau;
e. Pembuatan kolam, sumur resapan, dan lubang e. Development of ponds, infiltration wells, and
biopori; biopores;
f. Kampanye kepada seluruh pegawai untuk f. Awareness campaigns for all employees to
menghemat penggunaan air. conserve water usage.
5. Dalam kegiatan operasional, perusahaan tidak lagi 5. In operational activities, the Company no longer utilizes
memanfaatkan penggunaan air bawah tanah, khususnya groundwater sources, particularly shallow groundwater,
air tanah dangkal, tetapi menggantinya dengan sumber and instead replaces them with PDAM water supply and/
air dari PDAM dan/atau dengan air daur ulang yang or recycled water generated from domestic wastewater
dihasilkan dari pengolahan air limbah domestik serta treatment and rainwater harvesting.
pemanfaatan hasil tangkapan air hujan.
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Pengelolaan Dampak Lingkungan
Environmental Impact Management
Mengelola Limbah Dari Setiap Aktivitas
Managing Waste From Every Activity
Penerapan Master Plan Eco-Airport mendorong The implementation of the Eco-Airport Master Plan
PT Angkasa Pura Indonesia untuk mengelola limbah secara encourages PT Angkasa Pura Indonesia to manage waste
terpadu dan terintegrasi di seluruh area operasional, in an integrated and comprehensive manner across all
mencakup limbah padat/sampah, limbah bahan berbahaya operational areas, covering solid waste, hazardous and toxic
dan beracun (B3), serta air limbah. Pengelolaan dilakukan waste (B3), as well as wastewater. Waste management is
secara sistematis dengan pengendalian yang konsisten, carried out systematically with consistent controls, including
termasuk melalui proses pengolahan air limbah sebelum wastewater treatment processes prior to discharge into
dibuang ke lingkungan, guna mencegah dampak negatif the environment, in order to prevent negative impacts
seperti pencemaran, bau, dan potensi gangguan such as pollution, odor, and potential health risks. This
kesehatan, serta mengacu pada Peraturan Direksi approach also refers to the Board of Directors Regulation
PT Angkasa Pura Indonesia No. PD.DT.4/TK.11/2025 tentang of PT Angkasa Pura Indonesia No. PD.DT.4/TK.11/2025 on
Pedoman Pengelolaan Limbah di Bandar Udara yang Dikelola Waste Management Guidelines at Airports Managed by
Oleh PT Angkasa Pura Indonesia sebagai landasan dalam PT Angkasa Pura Indonesia as the foundation to ensure that
memastikan seluruh proses berjalan secara terstruktur, all processes are conducted in a structured, measurable,
terukur, dan sesuai dengan ketentuan yang berlaku. and compliant manner.
Pengelolaan Air Limbah Wastewater Management
Dalam melaksanakan pengelolaan air limbah, Perusahaan In implementing wastewater management, the Company
memastikan kepatuhan terhadap regulasi yang berlaku. ensures compliance with applicable regulations. Based on
Berdasarkan Peraturan Menteri Lingkungan Hidup dan the Regulation of the Minister of Environment and Forestry
Kehutanan Nomor 5 Tahun 2021 tentang Tata Cara Penerbitan No. 5 of 2021 concerning Procedures for Issuing Technical
Persetujuan Teknis dan Surat Kelayakan Operasional Bidang Approvals and Operational Feasibility Certificates in the
Pengendalian Pencemaran Lingkungan, pembuangan dan/ Field of Environmental Pollution Control, wastewater
atau pemanfaatan air limbah yang dilakukan mencakup discharge and/or utilization activities include the following:
kegiatan berikut: [GRI 3-3] [GRI 3-3]
1. Pembuangan air limbah ke badan air permukaan; 1. Discharge of wastewater into surface water bodies;
2. Pembuangan air limbah ke formasi tertentu; 2. Discharge of wastewater into specific formations;
3. Pemanfaatan air limbah ke formasi tertentu; 3. Utilization of wastewater in specific formations;
4. Pemanfaatan air limbah untuk aplikasi ke tanah; dan 4. Utilization of wastewater for land application; and
5. Pembuangan air limbah ke laut. 5. Discharge of wastewater into the sea.
Sejalan dengan ketentuan tersebut, PT Angkasa Pura In line with these provisions, PT Angkasa Pura Indonesia has
Indonesia telah mengelola sejumlah bandara yang memiliki managed a number of airports that have obtained Technical
Persetujuan Teknis Limbah Cair, antara lain Bandara Approval for Wastewater Discharge, including I Gusti Ngurah
Internasional I Gusti Ngurah Rai, Bandara Internasional Rai International Airport, Yogyakarta International Airport,
Yogyakarta, Bandara Internasional Syamsudin Noor Syamsudin Noor International Airport, Sultan Aji Muhammad
Banjarmasin, Bandara Internasional Sultan Aji Muhammad Sulaiman Sepinggan International Airport, Sultan Hasanuddin
Sulaiman Sepinggan, Bandara Internasional Sultan International Airport, El Tari International Airport, Pattimura
Hasanuddin, Bandara Internasional El Tari Kupang, Bandara International Airport, Juanda International Airport, Depati
Internasional Pattimura, Bandara Internasional Juanda, Amir Airport, Kediri International Airport, and Minangkabau
Bandara Depati Amir, Bandara Internasional Kediri, dan International Airport.
Bandara Internasional Minangkabau.
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Untuk memastikan pelestarian lingkungan, Perusahaan To ensure environmental preservation, the Company
secara konsisten menjaga agar pengolahan air limbah consistently ensures that wastewater treatment meets
memenuhi baku mutu yang ditetapkan serta melaporkannya the established quality standards and reports the results
kepada instansi berwenang. Air limbah yang dihasilkan to the relevant authorities. Wastewater generated from
dalam kegiatan operasional dikategorikan menjadi limbah operational activities is categorized into domestic
cair domestik, limbah cair komersial, serta limbah cair dari wastewater, commercial wastewater, and aircraft toilet
toilet pesawat. [GRI 303-2] wastewater. [GRI 303-2]
Seluruh pengelolaan limbah cair dilakukan mengacu pada All wastewater management practices are conducted in
Rencana Pengelolaan Lingkungan dan Rencana Pemantauan accordance with the Environmental Management Plan and
Lingkungan (RKL-RPL) sebagaimana tercantum dalam Environmental Monitoring Plan (RKL-RPL) as stipulated in
Persetujuan Lingkungan. the Environmental Approval.
Perusahaan juga memastikan bahwa kualitas air limbah The Company also ensures that the quality of the wastewater
yang dihasilkan telah memenuhi baku mutu yang ditetapkan generated complies with the applicable quality standards
sesuai dengan Peraturan Menteri Lingkungan Hidup Nomor as stipulated in Minister of Environment Regulation No. 11
11 Tahun 2025 tentang Baku Mutu Air Limbah dan Standar of 2025 on Wastewater Quality Standards and Domestic
Teknologi Pengolahan Air Limbah Domestik. Upaya ini Wastewater Treatment Technology Standards. These
mencakup pengendalian pembuangan air limbah agar efforts include controlling wastewater discharge to prevent
tidak dilakukan ke badan air dengan kualitas di atas kelas II disposal into water bodies with water quality exceeding Class
sebagaimana diatur dalam Peraturan Pemerintah Nomor 22 II standards, in accordance with Government Regulation No.
Tahun 2021. 22 of 2021.
Dalam konteks pengelolaan air secara menyeluruh, Within the broader context of comprehensive water
Perusahaan juga memperhatikan pengelolaan limpasan air management, the Company also addresses stormwater
hujan (stormwater) yang dihasilkan dari area operasional runoff generated from airport operational areas such as
bandara, seperti jalan, apron, dan ruang terbuka hijau. roads, aprons, and green open spaces. Stormwater runoff
Limpasan air hujan tersebut berpotensi membawa berbagai has the potential to carry various pollutants that may impact
zat pencemar yang dapat berdampak terhadap kualitas environmental quality if not properly managed. Therefore,
lingkungan apabila tidak dikelola dengan baik. Oleh karena monitoring and controlling runoff water quality form part
itu, pemantauan dan pengendalian terhadap kualitas air of the Company’s ongoing environmental impact mitigation
limpasan menjadi bagian dari upaya mitigasi dampak efforts. [G4-DMA]
lingkungan yang dilakukan secara berkelanjutan. [G4-DMA]
Berikut merupakan sampel hasil pengukuran kualitas air The following presents sample results of stormwater
limpasan yang disajikan berdasarkan nilai rata-rata dari tiga quality measurements, expressed as average values from
bandara, yaitu Bandara Internasional Sultan Aji Muhammad three airports—Sultan Aji Muhammad Sulaiman Sepinggan
Sulaiman Sepinggan, Bandara Internasional Adi Soemarmo, International Airport, Adi Soemarmo International Airport,
dan Bandara Tjilik Riwut, dengan lokasi pengambilan sampel and Tjilik Riwut Airport—with sampling points located at
berada pada titik hulu (upstream) di masing-masing bandara. upstream positions at each airport. [GRI 303-4][G4-AO4]
[GRI 303-4][G4-AO4]
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Tabel Pengukuran Kualitas Limpasan Air [GRI 303-4] [G4-AO4]
Water Quality Monitoring Table
Satuan Baku Mutu
Parameter Semester II 2025
Unit Quality Standards
Fisika
Physical
Residu Terlarut (TDS) mg/L 202 2.000
Total Dissolved Solids (TDS)
Residu Tersuspensi (TSS) mg/L 12,5 400
Total Suspended Solids (TSS)
pH - 6,83 6-9
Chemical Oxygen Demand (COD) mg/L 11,16 80
Biological Oxygen Demand (BOD) mg/L 2,35 12
Dissolved Oxygen (DO) mg/L 6,62 1
Amonia mg/L 0,09 -
Ammonia
Minyak & Lemak mg/L 0,96 10
Oil & Grease
Mikrobiologi
Microbiology
Total Coliform Juml/100 mL 523 10.000
Total Coliform Total/100 mL
Catatan: Baku mutu diperbarui dengan mengacu pada Baku Mutu Air Nasional Kelas IV sebagaimana tercantum dalam Lampiran VI Peraturan Pemerintah Nomor 22 Tahun 2021
Note: The quality standards have been updated in reference to the National Water Quality Standards Class IV as stipulated in Appendix VI of Government Regulation No. 22 of 2021.
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Perusahaan merancang sistem drainase secara terintegrasi The Company designs an integrated drainage system to
untuk memastikan limpasan air hujan dapat dialirkan secara ensure that stormwater runoff is conveyed in a controlled
terkendali menuju saluran pembuangan di luar area bandara. manner to discharge channels outside the airport area. This
Sistem ini didesain untuk menampung dan mengelola system is designed to collect and manage stormwater runoff
limpasan air hujan yang berpotensi mengandung polutan that may contain pollutants or other hazardous substances.
maupun bahan berbahaya lainnya.
Untuk meminimalkan risiko kontaminasi, Perusahaan To minimize the risk of contamination, the Company
menerapkan langkah-langkah berikut implements the following measures:
1. Desain drainase yang tidak memungkinkan infiltrasi 1. Drainage design that prevents direct infiltration into the
langsung ke dalam tanah; ground;
2. Pemisahan saluran black water dan grey water melalui 2. Separation of black water and grey water channels
sistem tertutup; through a closed system;
3. Pengurangan penggunaan bahan kimia dalam 3. Reduction in the use of chemicals in handling fuel or
penanganan tumpahan minyak atau avtur di area apron; aviation fuel (avtur) spills in apron areas;
4. Pengukuran kualitas efluen secara berkala setiap enam 4. Periodic effluent quality measurements every six
bulan oleh laboratorium terakreditasi; months by accredited laboratories;
5. Penyediaan kolam penampungan sebelum air limpasan 5. Provision of retention ponds before runoff is discharged
dialirkan keluar area bandara; serta outside the airport area; and
6. Pembersihan saluran drainase secara rutin. 6. Routine cleaning of drainage channels.
Dalam pengelolaan air limbah, Perusahaan mengoperasikan In wastewater management, the Company operates
Instalasi Pengolahan Air Limbah (IPAL) untuk mengolah black Wastewater Treatment Plants (IPAL) to treat black water and
water dan grey water yang berasal dari berbagai aktivitas grey water generated from various operational activities,
operasional, antara lain: including:
1. Kawasan perkantoran; 1. Office areas;
2. Area komersial seperti restoran dan kafe; 2. Commercial areas such as restaurants and cafés;
3. Terminal penumpang; 3. Passenger terminals;
4. Fasilitas sanitasi dan tempat ibadah; serta 4. Sanitation facilities and places of worship; and
5. Kawasan hunian di lingkungan bandara. 5. Residential areas within the airport environment.
Proses pengolahan dilakukan melalui sistem terpusat The treatment process is carried out through centralized
yang dirancang sesuai kapasitas masing-masing bandara, systems designed according to the capacity of each airport,
yang secara umum mencakup tahapan penyaringan awal, generally comprising preliminary screening, sedimentation,
pengendapan, pengolahan biologis, hingga penampungan biological treatment, and final storage stages. The treated
akhir. Air limbah yang telah diolah selanjutnya dimanfaatkan wastewater is subsequently reused for non-potable
kembali untuk kebutuhan nonkonsumsi, seperti purposes such as toilet flushing, air conditioning systems,
penggelontoran toilet, sistem pendingin udara, serta and irrigation of green areas, while a portion is discharged
penyiraman area hijau, sementara sebagian lainnya dialirkan into water bodies in accordance with applicable regulations.
ke badan air sesuai ketentuan yang berlaku.
Seluruh proses pengelolaan dan pembuangan air limbah All wastewater management and discharge processes are
dipantau setiap bulan dan dilaporkan secara berkala sesuai monitored monthly and reported periodically in accordance
dengan Rencana Pengelolaan dan Pemantauan Lingkungan with the Environmental Management and Monitoring Plan
(RKL-RPL) kepada Kementerian Lingkungan Hidup dan (RKL-RPL) to the Ministry of Environment and Forestry.
Kehutanan. Pemantauan dilakukan pada titik penaatan, Monitoring is conducted at compliance points, discharge
titik pembuangan, dan titik pemantauan lainnya dengan points, and other monitoring locations in accordance with
mengacu pada baku mutu yang ditetapkan dalam masing- quality standards stipulated in each environmental approval.
masing persetujuan lingkungan.
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Parameter yang dipantau mengacu pada parameter The monitored parameters refer to domestic wastewater
air limbah domestik sesuai dengan Peraturan Menteri parameters in accordance with the Regulation of the Minister
Lingkungan Hidup Nomor 11 Tahun 2025 tentang Baku Mutu of Environment No. 11 of 2025 concerning Wastewater Quality
Air Limbah dan Standar Teknologi Pengolahan Air Limbah Standards and Domestic Wastewater Treatment Technology
Domestik. Kegiatan pemantauan ini dilaksanakan bekerja Standards. These monitoring activities are carried out in
sama dengan laboratorium yang terakreditasi oleh Komite collaboration with laboratories accredited by the National
Akreditasi Nasional (KAN). [GRI 303-4] Accreditation Committee (KAN). [GRI 303-4]
Timbulan Limbah dan Dampak terkait Limbah beserta Waste Generation and Waste-Related Impacts and Their
Pengelolaannya Management
Pengelolaan timbulan limbah menjadi bagian penting Waste generation management is a key component of the
dalam upaya Perusahaan untuk mengendalikan dampak Company’s efforts to control environmental impacts from
lingkungan dari aktivitas operasional bandara, khususnya airport operational activities, particularly those originating
yang bersumber dari limbah domestik yang dihasilkan oleh from domestic waste generated by passengers and tenants.
penumpang maupun tenant. Pendekatan yang diterapkan The approach focuses on reducing the volume of waste sent
berfokus pada pengurangan volume limbah yang dikirim to final disposal sites (TPA) through the implementation of
ke tempat pembuangan akhir (TPA) melalui penerapan waste segregation at source, as part of the zero waste to
pemilahan sampah sejak dari sumbernya (at source landfill initiative. [GRI 3-3] [GRI 306-1]
segregation), sebagai bagian dari inisiatif zero waste to
landfill. [GRI 3-3] [GRI 306-1]
Dalam implementasinya, PT Angkasa Pura Indonesia In its implementation, PT Angkasa Pura Indonesia optimizes
mengoptimalkan pengelolaan sampah melalui fasilitas waste management through Waste Processing Facilities
Tempat Pengolahan Sampah dengan prinsip reduce, reuse, based on the reduce, reuse, recycle (TPS 3R) principles.
recycle (TPS 3R). Hingga periode pelaporan, fasilitas TPS As of the reporting period, TPS 3R facilities have been
3R ini telah beroperasi di sejumlah bandara, antara lain operational at several airports, including Jenderal Ahmad
Bandara Internasional Jenderal Ahmad Yani, Bandara Yani International Airport, Sultan Aji Muhammad Sulaiman
Internasional Sultan Aji Muhammad Sulaiman Sepinggan, Sepinggan International Airport, Yogyakarta International
Bandara Internasional Yogyakarta, Bandara Internasional Airport, Adi Soemarmo International Airport, and I Gusti
Adi Soemarmo, dan Bandara Internasional I Gusti Ngurah Ngurah Rai International Airport.
Rai.
Sementara itu, terdapat beberapa bandara yang masih Meanwhile, several airports are still in the partial operational
dalam tahap pengoperasian parsial TPS 3R, yaitu Bandara stage of TPS 3R facilities, namely Soekarno-Hatta
Internasional Soekarno-Hatta, Bandara Internasional Sam International Airport, Sam Ratulangi International Airport,
Ratulangi, Bandara Internasional Pattimura, dan Bandara Pattimura International Airport, and Zainuddin Abdul Madjid
Internasional Zainuddin Abdul Madjid. International Airport.
Melalui TPS 3R, pengelolaan sampah dilakukan secara Through TPS 3R, waste management is carried out in a
terstruktur yang mencakup beberapa tahapan berikut: structured manner covering the following stages:
1. Pemilahan sampah ke dalam kategori organik, botol, 1. Waste segregation into categories such as organic
plastik, kertas, dan residu; waste, bottles, plastics, paper, and residual waste;
2. Pengolahan sampah organik menjadi produk bernilai 2. Processing of organic waste into value-added products
tambah seperti pupuk kompos dan eco enzyme, such as compost and eco-enzymes, including through
termasuk melalui metode biokonversi menggunakan bioconversion methods using Black Soldier Fly (BSF)
larva Black Soldier Fly (BSF); larvae;
3. Pengelolaan sampah anorganik seperti botol, kertas, 3. Management of inorganic waste such as bottles,
kardus, plastik, serta logam/kaleng melalui kerja sama paper, cardboard, plastics, and metals/cans through
dengan bank sampah maupun pihak ketiga untuk partnerships with waste banks and third parties to
mendukung pemanfaatan kembali dalam kerangka support reuse within a circular economy framework;
ekonomi sirkular; dan and
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04 Maintaining Environmental Balance in Every Operation
4. Pengangkutan residu yang tidak dapat diolah lebih 4. Transportation of residual waste that cannot be
lanjut ke TPA milik pemerintah daerah untuk diproses further processed to government-owned final disposal
sesuai ketentuan yang berlaku. sites (TPA) for handling in accordance with applicable
regulations.
Manajemen Limbah B3 Hazardous and Toxic Waste (B3) Management
Pada tahun 2025, Perusahaan mencatat timbulan limbah In 2025, the Company recorded hazardous and toxic waste
B3 sebesar 54 ton, yang seluruhnya telah dikelola sesuai (B3) generation of 54 tons, all of which has been managed
dengan ketentuan peraturan perundang-undangan di in accordance with applicable environmental regulations.
bidang lingkungan hidup. Pengelolaan limbah B3 dilakukan B3 waste management is carried out in a controlled
secara terkontrol melalui kerja sama dengan pihak ketiga manner through collaboration with third parties that hold
yang memiliki perizinan resmi untuk kegiatan pengangkutan official licenses for the transportation and/or treatment of
dan/atau pengolahan limbah B3. hazardous waste.
Perusahaan memastikan bahwa seluruh limbah B3 yang The Company ensures that all generated B3 waste is
dihasilkan terlebih dahulu dikumpulkan dan disimpan di first collected and stored in licensed temporary storage
fasilitas penyimpanan sementara yang telah berizin di area facilities within the airport area. Subsequently, the waste is
bandara. Selanjutnya, limbah tersebut diserahkan kepada handed over to licensed third parties for transportation and
pihak ketiga berizin untuk diangkut dan dikelola sesuai management in accordance with applicable procedures and
dengan prosedur serta regulasi yang berlaku. regulations.
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Jenis limbah B3 yang dihasilkan beserta sumbernya di The types of B3 waste generated, along with their sources
lingkungan operasional bandara disajikan pada tabel berikut. within airport operational environments, are presented in
the following table.
Sumber Limbah Jenis Limbah B3
Waste Source Hazardous Waste Type
Pengoperasian pesawat udara (domestik dan Fasilitas Pendukung | Supporting facilities:
internasional) Avtur bekas, pelarut bekas
Operation of aircraft (domestic and international) Used jet fuel, used solvents
Pengoperasian Bandara Fasilitas Pendukung | Supporting facilities:
Airport operations • Oli atau minyak pelumas bekas hidraulis, mesin, gear, lubrikasi, insulasi, heat
transmission, grit chamber, pemisah, dan solar kotor
• Aki bekas, baterai bekas
• Kain majun terkontaminasi
• Filter bekas
• Kemasan bekas B3 (kemasan bekas oli dan kemasan tinta cartridge, kaleng
cat)
• Residu dari kegiatan pembersihan, misalnya limbah aspal
• Used hydraulic, engine, gear, lubrication, insulation, heat transmission, grit
chamber, separator, and dirty diesel oil
• Used batteries, used battery packs
• Contaminated majun cloth
• Used filter Used hazardous waste packaging (used oil packaging and ink
cartridge packaging, paint cans)
• Residues from cleaning activities, such as asphalt waste
Fasilitas perkantoran | Office facilities:
• Tinta komputer/cartridge bekas
• Lampu TL Bekas, limbah elektronik termasuk cathode ray tube, CRT printed
circuit board (PCB), wire rubber
• Used computer ink/cartridge
• Used light bulbs, electronic waste including cathode ray tubes, CRT printed
circuit board (PCB), wire rubber
Fasilitas Kesehatan | Healthcare Facilities:
• Limbah medis, kotak P3K ambulans (obat kedaluwarsa)
• Medical waste, ambulance first aid kits (expired medicines)
Pengembangan Bandara Material insulasi yang mengandung asbestos (misalnya rockwool, glasswool)
Airport development Insulation materials containing asbestos (e.g., rockwool, glasswool)
Perawatan fasilitas Bandara dan pesawat udara: • Pelarut
bengkel pemeliharaan pesawat dan kendaraan • Limbah Cair
Airport and aircraft maintenance: aircraft and • Baterai Bekas
vehicle maintenance workshop
• Solvent
• Liquid Waste
• Used Batteries
Perusahaan memastikan pengelolaan limbah B3 dilakukan The Company ensures that hazardous and toxic waste
secara terdokumentasi dan terpantau melalui sistem (B3) management is properly documented and monitored
pelaporan resmi yang disediakan oleh Kementerian through official reporting systems provided by the Ministry
Lingkungan Hidup dan Kehutanan, yaitu SIMPEL KLHK of Environment and Forestry, namely SIMPEL KLHK and
dan Festronik. Seluruh timbulan limbah B3 yang telah Festronik. All identified B3 waste generation is recorded
diinventarisasi dicatat dan dilaporkan secara berkala, and reported periodically, including through the issuance
termasuk dalam proses penerbitan manifest limbah B3 of B3 waste manifests to ensure full traceability of its
untuk menjamin ketertelusuran pengelolaannya. management.
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Pengelolaan limbah B3 dilaksanakan di masing-masing B3 waste management is implemented at each airport by
bandara dengan menunjuk penanggung jawab yang appointing responsible personnel tasked with ensuring
bertugas memastikan kepatuhan terhadap prosedur dan compliance with applicable procedures and regulations.
ketentuan yang berlaku. Dalam pelaksanaannya, setiap unit In practice, each operational unit also collaborates with
operasional juga bekerja sama dengan pihak ketiga yang third parties that hold official permits from the Ministry
telah memiliki perizinan resmi dari Kementerian Lingkungan of Environment and Forestry and/or the Ministry of
Hidup dan Kehutanan dan/atau Kementerian Perhubungan Transportation for the transportation and treatment of B3
untuk kegiatan pengangkutan dan pengolahan limbah B3. waste. [OJK F.14]
[OJK F.14]
Sebagai bagian dari penguatan tata kelola, penanggung jawab As part of strengthening governance, the appointed
yang telah ditunjuk melakukan pencatatan, dokumentasi, personnel conduct recording, documentation, and reporting
serta pelaporan timbulan limbah B3 melalui SIMPEL KLHK, of B3 waste generation through SIMPEL KLHK, as well as
serta memanfaatkan fitur Festronik untuk perencanaan utilize Festronik features for planning and controlling the
dan pengendalian proses pengangkutan limbah yang telah transportation process of collected waste. This approach
terkumpul. Pendekatan ini mendukung transparansi serta supports transparency and ensures that all stages of B3
memastikan seluruh tahapan pengelolaan limbah B3 dapat waste management are fully traceable. [GRI 306-2] [GRI 306-4] [GRI
ditelusuri dengan baik. [GRI 306-2] [GRI 306-4] [GRI 306-5] 306-5]
Informasi mengenai timbulan dan komposisi limbah B3 Information regarding the Company’s B3 waste generation
Perusahaan disajikan pada tabel berikut. [GRI 306-3] and composition is presented in the following table. [GRI 306-3]
Tabel Komposisi Limbah B3 [GRI 306-3, 306-4, 306-5] [OJK F.13]
Hazardous Waste Table
Jenis Limbah B3 (ton) Satuan
2025 2024 2023
Type of B3 Waste Unit
Oli atau minyak pelumas bekas hidraulis Ton 21,79 11,04 2,3
Used hydraulic oil or lubricants Tons
Kemasan bekas B3 Ton 8,08 1,66 2,6
Used B3 packaging Tons
Lampu TL bekas Ton 3,27 2,57 2,3
Used fluorescent lamps (TL) Tons
Baterai/aki bekas Ton 9,68 4,99 7,76
Used batteries/accumulators Tons
Filter oli dan udara bekas Ton 1,57 0,44 1,54
Used oil and air filters Tons
Cartridge bekas Ton 0,19 0,42 0,42
Used cartridges Tons
Kain majun bekas Ton 5,02 2,67 1,12
Used cleaning rags Tons
Sisa bahan kimia Ton 2,78 4,53 -
Chemical residues Tons
Limbah Elektronik Ton 0,18 - -
Electronic waste Tons
Pelarut Bekas Ton 0,63 - -
Used solvents Tons
156 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Jenis Limbah B3 (ton) Satuan
2025 2024 2023
Type of B3 Waste Unit
Terkontaminasi LB3 Ton 0,47 - -
Contaminated B3 waste Tons
Sludge Ton 0,39 - -
Tons
Toner Bekas Ton 0,01 - -
Used toner Tons
Limbah Medis Ton 0,01 - -
Medical waste Tons
Residu Proses Produksi Ton 0,28 - -
Production process residues Tons
Jumlah Ton 54,35 28,32 18,04
Total Tons
Tabel Pembuangan Limbah B3 [GRI 306-3, 306-4, 306-5] [OJK F.13, F.14]
Hazardous Waste Table
Pembuangan Limbah B3 Satuan
2025 2024 2023
Type of Hazardous Waste Unit
Timbulan limbah Ton 54,35 42,25 34,76
Waste generated Tons
Limbah yang diserahterimakan kepada Ton 54,35 42,25 34,76
pihak ketiga Tons
Waste handed over to third parties
Seluruh limbah B3 yang dihasilkan disimpan pada tempat All hazardous and toxic waste (B3) generated is stored
penyimpanan sementara (TPS) B3 sebelum diserahkan in temporary storage facilities (TPS B3) prior to being
kepada pihak ketiga yang memiliki izin sesuai ketentuan handed over to third parties holding the required permits in
yang berlaku. [OJK F.13] [GRI 306-4, 306-5] [G4-EN23] accordance with applicable regulations. [OJK F.13] [GRI 306-4, 306-5]
[G4-EN23]
Manajemen Limbah Non-B3 Non-Hazardous Waste (Non-B3) Management
Perusahaan mengelola limbah non-B3 atau sampah The Company manages non-hazardous (non-B3) or domestic
domestik secara terstruktur guna meminimalkan dampak waste in a structured manner to minimize environmental
lingkungan dari aktivitas operasional bandara. Pendekatan impacts arising from airport operational activities. This
ini mencakup penyediaan infrastruktur pendukung, approach includes the provision of supporting infrastructure,
pemilahan, hingga pengolahan dan pengangkutan sampah waste segregation, as well as integrated waste processing
secara terpadu. [OJK F.15] [G4-EN23] and transportation. [OJK F.15] [G4-EN23]
Sebagai bagian dari implementasi tersebut, Perusahaan As part of this implementation, the Company undertakes the
melakukan berbagai upaya pengelolaan sebagai berikut: following waste management initiatives:
• Penyediaan Tempat Penampungan Sementara (TPS) di • Provision of Temporary Storage Facilities (TPS) at each
masing-masing bandara; airport;
• Penyediaan tempat sampah terpilah di area terminal • Provision of segregated waste bins in both passenger
penumpang maupun kawasan non-terminal; terminal areas and non-terminal zones;
• Pengolahan sampah organik melalui metode • Processing of organic waste through composting
komposting, pemanfaatan maggot, serta produksi eco methods, maggot utilization, and eco-enzyme
enzyme, serta pengelolaan sampah anorganik melalui production, as well as management of inorganic waste
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Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
kegiatan daur ulang bekerja sama dengan bank sampah; through recycling activities in collaboration with waste
• Pengangkutan sampah dari TPS bandara menuju tempat banks;
pembuangan akhir (TPA) merupakan bagian dari upaya • Transportation of waste from airport TPS to final
pengelolaan sampah yang dilakukan oleh Perusahaan. disposal sites (TPA) as part of the Company’s waste
Upaya pengelolaan tersebut telah diimplementasikan management efforts. These initiatives have been
di sejumlah bandara, antara lain Bandara Internasional implemented at several airports, including Jenderal
Jenderal Ahmad Yani, Bandara Internasional Sultan Aji Ahmad Yani International Airport, Sultan Aji Muhammad
Muhammad Sulaiman Sepinggan, Bandara Internasional Sulaiman Sepinggan International Airport, Yogyakarta
Yogyakarta, Bandara Internasional Adi Soemarmo, dan International Airport, Adi Soemarmo International
Bandara Internasional I Gusti Ngurah Rai. Airport, and I Gusti Ngurah Rai International Airport.
Sementara itu, terdapat beberapa bandara yang masih Meanwhile, several airports are still in the partial operational
dalam tahap pengoperasian parsial TPS 3R, yaitu Bandara stage of TPS 3R facilities, namely Soekarno-Hatta
Internasional Soekarno-Hatta, Bandara Internasional Sam International Airport, Sam Ratulangi International Airport,
Ratulangi, Bandara Internasional Pattimura, dan Bandara Pattimura International Airport, and Zainuddin Abdul Madjid
Internasional Zainuddin Abdul Madjid. International Airport.
Berikut adalah timbulan dan komposisi limbah Non-B3 The following are the types and composition of non-
Perusahaan. [GRI 306-3, 306-4, 306-5] hazardous waste generated by the Company. [GRI 306-3, 306-4,
306-5]
Tabel Limbah Non-B3 [GRI 306-3, 306-4, 306-5] [OJK F.13, F.14]
Non-Hazardous Waste Table
Pembuangan Limbah Satuan
Non-B3 Unit
2025 2024 2023
Non-Hazardous Waste
Disposal
Timbulan limbah Ton 35.210,00 38.256,64 40.646,76
Waste generated Tons
Limbah yang dialihkan Ton 1.647,00 103,09 118,19
dari pembuangan akhir Tons
Waste diverted from
final disposal
Persiapan untuk Ton - - -
penggunaan ulang Tons
Preparation for reuse
Daur ulang Ton 1.260,00 103,09 118,19
Recycling Tons
Pengerjaan Ton 387,00 - -
pemulihan lainnya Tons
Other recovery
processes
Limbah yang Ton - - -
diserahterimakan Tons
kepada pihak ketiga
Waste handed over to
third parties
Limbah yang dikirim Ton 33.563,00 38.153,55 40.527,97
ke TPA Tons
Waste sent to final
disposal sites (TPA)
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Selama periode pelaporan tidak terjadi tumpahan atau During the reporting period, there were no incidents of waste
kebocoran limbah yang berdampak kepada masyarakat atau spills or leakages that impacted surrounding communities
lingkungan di sekitar bandara serta keluhan atau pengaduan or the environment, nor were there any complaints or
terkait pengelolaan limbah. [OJK F. 15, 16] grievances related to waste management. [OJK F. 15, 16]
Mengelola Emisi dan Menjaga Kualitas Udara
Managing Emissions and Maintaining Air Quality
Setiap aktivitas operasional bandara, mulai dari pergerakan Every aspect of airport operations—from aircraft movements
pesawat, operasional terminal penumpang, hingga and passenger terminal operations to supporting services—
layanan pendukung, menghasilkan jejak emisi yang perlu generates emission footprints that must be carefully
dikelola secara cermat. Seiring dengan meningkatnya lalu managed. As air traffic increases, the intensity of these
lintas penerbangan, intensitas aktivitas tersebut turut activities also raises the potential for Greenhouse Gas (GHG)
memperbesar potensi emisi Gas Rumah Kaca (GRK) yang emissions. [GRI 3-3]
dihasilkan. [GRI 3-3]
Di sisi lain, perubahan iklim juga menghadirkan tantangan At the same time, climate change presents challenges
terhadap keandalan operasional bandara, antara lain melalui to the reliability of airport operations, including rising
peningkatan suhu, curah hujan ekstrem, serta potensi temperatures, extreme rainfall, and other potential weather-
gangguan cuaca lainnya. Oleh karena itu, PT Angkasa Pura related disruptions. Therefore, PT Angkasa Pura Indonesia
Indonesia menempatkan pengendalian emisi sebagai bagian places emission control as a key component of responsible
penting dalam pengelolaan operasional yang bertanggung and sustainable operational management. [GRI 3-3]
jawab dan berkelanjutan. [GRI 3-3]
Komitmen tersebut didukung oleh kebijakan internal melalui This commitment is supported by internal policies through
Peraturan Direksi PT Angkasa Pura Indonesia No. PD.DT.16/ the Board of Directors Regulation of PT Angkasa Pura
TK.11/2025 tentang Upaya Penurunan Emisi Gas Rumah Indonesia No. PD.DT.16/TK.11/2025 on Greenhouse Gas
Kaca dan Konservasi Energi di Bandar Udara. Kebijakan Emission Reduction and Energy Conservation Efforts
ini menjadi landasan dalam pelaksanaan berbagai inisiatif at Airports. This policy serves as the foundation for
efisiensi energi dan pemanfaatan energi baru terbarukan, implementing various energy efficiency initiatives and the
termasuk penggunaan PLTS, lampu LED, sistem penerangan utilization of new and renewable energy, including the use of
berbasis solar cell, serta penerapan konsep green building SPP, LED lighting, solar cell-based lighting systems, as well
dan sistem manajemen energi di fasilitas operasional. [G4- as the application of green building concepts and energy
DMA] management systems in operational facilities. [G4-DMA]
Untuk memastikan pengendalian emisi dilakukan secara To ensure measurable emission control, since 2018 the
terukur, sejak tahun 2018 Perusahaan melaksanakan Company has conducted GHG emission inventories using
inventarisasi emisi GRK melalui skema Airport Carbon the Airport Carbon Emission Reporting Tool (ACERT)
Emission Reporting Tool (ACERT) yang dikembangkan oleh developed by Airports Council International (ACI). The
Airports Council International (ACI). Hasil inventarisasi results of these inventories are reported to the Ministry of
tersebut dilaporkan kepada Kementerian Perhubungan Transportation through the Directorate of Airports and the
melalui Direktorat Bandar Udara dan Pusat Pengelolaan Center for Sustainable Transport Management, as part of
Transportasi Berkelanjutan sebagai bagian dari komitmen the Company’s commitment to transparency, accountability,
terhadap transparansi dan akuntabilitas serta kepatuhan and compliance with the Director General of Civil Aviation
terhadap Instruksi Direktur Jenderal Perhubungan Udara Instruction No. 11 of 2017 on Measures to Reduce GHG
No. 11 Tahun 2017 tentang Langkah - Langkah Penurunan Emissions at Airports. [GRI 3-3]
Emisi GRK di Bandar Udara. [GRI 3-3]
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04 Maintaining Environmental Balance in Every Operation
Pengelolaan Emisi Emission Management
Penghitungan emisi GRK dilakukan berdasarkan dua GHG emissions are calculated based on two scopes: direct
cakupan, yaitu emisi GRK langsung (Cakupan 1) yang GHG emissions (Scope 1) originating from fuel consumption
berasal dari konsumsi bahan bakar kendaraan operasional, of operational vehicles; indirect GHG emissions (Scope 2)
emisi GRK tidak langsung (Cakupan 2) yang berasal dari originating from electricity usage; and other indirect GHG
penggunaan listrik, dan emisi GRK tidak langsung lainnya emissions originating from business travel.
yang berasal dari perjalanan dinas.
Pada tahun 2025, Perusahaan mencatat total emisi GRK In 2025, the Company recorded total Scope 1 and Scope
Cakupan 1 dan Cakupan 2 sebesar 444.614 ton CO2eq, 2 GHG emissions of 444,614 tons CO2eq, representing an
meningkat 10,52% dibandingkan tahun sebelumnya seiring increase of 10.52% compared to the previous year, in line
dengan pertumbuhan lalu lintas penerbangan dan aktivitas with the growth in air traffic and operational activities.
operasional. Meskipun demikian, Perusahaan terus Nevertheless, the Company continues to strengthen various
memperkuat berbagai inisiatif pengendalian emisi guna emission control initiatives to reduce emission intensity
menekan intensitas emisi ke depan. [OJK F.11] [GRI 305-1, 305-2] going forward. [OJK F.11] [GRI 305-1, 305-2]
Tabel Emisi Cakupan 1 dan Cakupan 2 [OJK F.11] [OJK F.11] [GRI 305-1, 305-2]
Scope 1 and Scope 2 Emissions Table
Keterangan Satuan
2025 2024 2023
Description Unit
Cakupan 1 ton CO2e 13.604 15.256* 14.561*
Scope 1
Cakupan 2 ton CO2e 431.010 387.026* 356.879*
Scope 2
Jumlah ton CO2e 444.614 402.282* 371.440*
Total
* Terdapat penyajian kembali data
* There is restatement of data
Intensitas emisi digunakan sebagai salah satu parameter Emissions intensity is used as one of the parameters to
untuk mengukur efektivitas upaya pengurangan emisi measure the effectiveness of the Company’s emission
yang dilakukan Perusahaan. Penghitungan intensitas emisi reduction efforts. The calculation of emissions intensity
dilakukan dengan membandingkan total emisi GRK Cakupan is carried out by comparing total Scope 1 and Scope 2
1 dan Cakupan 2 terhadap jumlah aktivitas operasional, GHG emissions against operational activity levels, such
160 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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seperti pergerakan pesawat, jumlah penumpang, dan as aircraft movements, number of passengers, and cargo
volume kargo. Rincian penghitungan intensitas emisi GRK volume. The details of the calculation of PT Angkasa Pura
PT Angkasa Pura Indonesia disajikan pada tabel berikut. [OJK Indonesia’s GHG emissions intensity are presented in the
F.11] [GRI 305-4] [G4-EN19] following table. [OJK F.11] [GRI 305-4] [G4-EN19]
Tabel Intensitas Emisi [OJK F.11] [GRI 305-4]
Emission Intensity Table
Deskripsi Satuan
2025 2024 2023
Description Unit
Jumlah Emisi GRK Cakupan 1 dan ton CO2e 444.614 402.282* 371.440*
Cakupan 2
Total GHG Emissions Scope 1 and Scope 2
Jumlah Pergerakan Pesawat Pergerakan 1.160.412 1.162.522 1.212.185
Total Aircraft Movements Movements
Jumlah Penumpang Orang 154.006.405 155.986.328 150.109.964
Total Aircraft Movements Persons
Jumlah Kargo Ton 1.494.519 1.482.413 1.265.156
Total Cargo Tons
Pendapatan Rp Juta 21.213.780 20.491.015 21.178.375
Revenue Rp Million
Intensitas Emisi GRK per Pergerakan ton CO2e / Pergerakan 0,38 0,35* 0,31*
Pesawat ton CO2e / Movements
GHG Emissions Intensity per Aircraft
Movement
Intensitas Emisi GRK per Penumpang ton CO2e / Penumpang 0,0029 0,0026* 0,0025*
GHG Emissions Intensity per Passenger ton CO2e / Passenger
Intensitas Emisi GRK per Kargo ton CO2e / Ton 0,30 0,27* 0,29*
GHG Emissions Intensity per Cargo ton CO2e / Tons
Intensitas Emisi GRK per Pendapatan ton CO2e / Jutaan Rupiah 0,02 0,02 0,02
GHG Emissions Intensity per Revenue ton CO2e / Million Rupiah
* Terdapat penyajian kembali data
* There is restatement of data
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Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
Pada periode pelaporan, Perusahaan untuk pertama kalinya During the reporting period, the Company disclosed, for the
mengungkapkan penghitungan emisi Cakupan 3 yang first time, the calculation of Scope 3 emissions originating
berasal dari aktivitas perjalanan dinas karyawan, termasuk from employee business travel activities, including the use
penggunaan transportasi udara dan kendaraan darat, of air transportation and land vehicles, as part of enhanced
sebagai bagian dari peningkatan transparansi pengelolaan transparency in emission management.
emisi.
Jumlah Emisi Cakupan 3 - Perjalanan Dinas [GRI 305-3]
Total Scope 3 Emissions – Business Travel
Perjalanan Udara Perjalanan Darat Jumlah | Total
Air Travel Land Travel
1.600,76 Ton CO2e 8,95 Ton CO2e 1.600,76 Ton CO2e
Upaya pengurangan emisi dilakukan melalui optimalisasi Emission reduction efforts are carried out through the
teknologi dan peningkatan efisiensi operasional di berbagai optimization of technology and the improvement of
lini kegiatan. Perusahaan menggunakan refrigeran dan operational efficiency across various activities. The
Alat Pemadam Api Ringan (APAR) yang tidak mengandung Company utilizes Refrigerants and Fire Extinguishers
bahan perusak ozon, serta mengelola limbah organik melalui (APAR) that do not contain ozone-depleting substances, and
komposting, produksi eco enzyme, dan biokonversi maggot manages organic waste through composting, eco-enzyme
BSF yang turut menekan timbulan emisi. Upaya tersebut production, and BSF maggot bioconversion, all of which
diperkuat dengan kegiatan penanaman pohon secara contribute to reducing emission generation. These efforts
berkelanjutan sebagai bagian dari peningkatan kapasitas are further reinforced through continuous tree-planting
serapan karbon. initiatives as part of enhancing carbon sequestration
capacity.
Sejalan dengan strategi transisi energi, pemanfaatan energi In line with the energy transition strategy, the utilization
surya terus diperluas di berbagai bandara melalui instalasi of solar energy continues to be expanded across various
PLTS. Hingga periode pelaporan, PLTS telah beroperasi di airports through the installation of SPP. As of the reporting
sejumlah lokasi, antara lain Bandara Internasional I Gusti period, SPP has been operational at several locations,
Ngurah Rai, Bandara Internasional Jenderal Ahmad Yani, including I Gusti Ngurah Rai International Airport, Jenderal
Bandara Internasional Banyuwangi, Bandara Internasional Ahmad Yani International Airport, Banyuwangi International
Soekarno-Hatta, Bandara Internasional Kualanamu, Bandara Airport, Soekarno-Hatta International Airport, Kualanamu
Internasional Sultan Mahmud Badaruddin II, Bandara International Airport, Sultan Mahmud Badaruddin II
Internasional Minangkabau, Bandara Internasional Sultan International Airport, Minangkabau International Airport,
Iskandar Muda dengan kapasitas terpasang yang bervariasi and Sultan Iskandar Muda International Airport, with
sesuai kebutuhan operasional masing-masing bandara. [GRI installed capacities varying according to the operational
305-5] [OJK F. 12] needs of each airport. [GRI 305-5] [OJK F. 12]
Selain itu, Perusahaan juga mengimplementasikan In addition, the Company has implemented various energy
berbagai inisiatif efisiensi energi, termasuk penggunaan efficiency initiatives, including the use of zoned chiller
sistem pendingin (chiller) terzonasi yang dikendalikan systems controlled through SCADA and traffic-based
melalui sistem SCADA dan pengoperasian berbasis trafik, operations, the utilization of LED and solar cell lighting
pemanfaatan lampu LED dan panel surya untuk penerangan for road illumination, as well as the application of terminal
jalan, serta penerapan desain arsitektur terminal yang architectural designs that support energy efficiency.
mendukung efisiensi energi. Konsep green building Green building concepts have been implemented at
telah diterapkan di beberapa bandara, seperti Bandara several airports, such as Yogyakarta International Airport,
Internasional Yogyakarta, Bandara Internasional Jenderal Jenderal Ahmad Yani International Airport Semarang, and
162 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Ahmad Yani, dan Bandara Internasional Banyuwangi, Banyuwangi International Airport, while ISO 50001:2018
sementara sistem manajemen energi ISO 50001:2018 telah Energy Management Systems have been implemented at
diimplementasikan di Bandara Internasional Soekarno- Soekarno-Hatta International Airport and I Gusti Ngurah Rai
Hatta dan Bandara Internasional I Gusti Ngurah Rai. International Airport. Waste management based on TPS 3R
Pengelolaan sampah berbasis TPS 3R di sejumlah bandara at several airports also contributes to reducing emissions
juga turut berkontribusi dalam menekan emisi dari aktivitas from operational activities. [OJK F.12] [G4-EN19]
operasional. [OJK F.12] [G4-EN19]
Dari berbagai inisiatif tersebut, Perusahaan telah From these various initiatives, the Company has identified
mengidentifikasi beberapa capaian pengurangan emisi, several emission reduction achievements as follows.[GRI 305-5]
sebagai berikut. [GRI 305-5]
Tabel Kegiatan Pengurangan Emisi [GRI 305-5] [OJK F.12]
Emission Reduction Activities Table
Kegiatan Pengurangan Emisi Pencapaian
Emission Reduction Activities Achievements
Pemanfaatan Lampu PJU Tenaga Surya di 18 bandara (SRG, BDJ, UPG, KOE, BPN, SOC, JOG, DJJ, SUB,
DPS, YIA, CGK, BKS, DJB, PKU, TJQ, PDG, PWL)
1.213 ton CO2
Utilization of solar-powered street lighting (PJU) at 18 airports (SRG, BDJ, UPG, KOE, BPN, SOC, JOG,
DJJ, SUB, DPS, YIA, CGK, BKS, DJB, PKU, TJQ, PDG, PWL)
Penggunaan Lampu LED di seluruh bandara
66.016 ton CO2
Use of LED lighting across all airports
Pembangunan PLTS Atap di bandara (KNO, PDG, PLM, CGK AOCC, CGK T2, SRG, BWX, DPS, BTJ)
3.403 ton CO2
Development of rooftop SPP at airports (KNO, PDG, PLM, CGK AOCC, CGK T2, SRG, BWX, DPS, BTJ)
Penerapan Konsep Green Building di bandara (YIA, SRG, BWX)
17.621 ton CO2
Implementation of Green Building concepts at airports (YIA, SRG, BWX)
Implementasi Manajemen Energi di bandara (CGK T3, DPS)
104.733 ton CO2
Implementation of Energy Management at airports (CGK T3, DPS)
Pengoperasian Rapid Exit Taxiway (RET) pada Runway 27 di DPS
129 ton CO2
Operation of Rapid Exit Taxiway (RET) on Runway 27 at DPS
Pengelolaan Limbah di bandara (BPN, YIA, DPS, SRG, MDC, SOC, AMQ)
6.037 ton CH4
Waste management at airports (BPN, YIA, DPS, SRG, MDC, SOC, AMQ)
Dalam mendukung pengelolaan emisi secara menyeluruh, To support comprehensive emission management, the
Perusahaan telah melakukan inventarisasi emisi GRK dari Company has conducted GHG emission inventories from
aktivitas operasional bandara, serta tengah melakukan airport operational activities and is currently undertaking
kajian untuk pengembangan strategi mitigasi menuju target studies to develop mitigation strategies toward achieving
Net Zero Emission. Selain itu, pengungkapan berbagai the Net Zero Emission target. In addition, the disclosure
metrik lingkungan, seperti penggunaan energi, emisi udara, of various environmental metrics—such as energy use, air
timbulan limbah, dan penggunaan air, terus dilakukan untuk emissions, waste generation, and water consumption—
memperkuat pemahaman Perusahaan terhadap risiko continues to be carried out to strengthen the Company’s
terkait perubahan iklim. understanding of climate-related risks.
Sebagai bagian dari pengembangan strategi mitigasi emisi As part of the development of its long-term emissions
jangka panjang, Perusahaan saat ini tengah menyusun mitigation strategy, the Company is currently establishing
baseline emisi GRK tingkat korporasi, melengkapi baseline a corporate-level GHG emissions baseline, complementing
yang telah tersedia untuk Bandara Internasional Soekarno- the existing baselines for Soekarno-Hatta International
Hatta dan Bandara Internasional I Gusti Ngurah Rai. Dalam Airport and I Gusti Ngurah Rai International Airport. In
penetapan target penurunan emisi jangka pendek dan setting its short- and medium-term emissions reduction
menengah, Perusahaan merujuk pada target Enhanced targets, the Company refers to Indonesia’s 2022 Enhanced
Nationally Determined Contribution (ENDC) Indonesia Nationally Determined Contribution (ENDC) target for the
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04 Maintaining Environmental Balance in Every Operation
Tahun 2022 pada sektor energi sebesar 21,45% terhadap energy sector, which aims for a 21.45% reduction from
baseline business as usual (BaU). Untuk mendukung the business-as-usual (BaU) baseline. To support the
pengembangan jalur dekarbonisasi korporasi, Perusahaan development of its corporate decarbonization pathway, the
menggunakan pendekatan model reduksi berbasis Company applies a power-law scale reduction model using
skala hukum pangkat dengan tahun referensi 2024 guna 2024 as the reference year to project gradual emissions
memproyeksikan penurunan emisi secara bertahap menuju reductions toward its long-term targets.
target jangka panjang.
Meskipun penghitungan nilai ekonomi karbon dan carbon Although the calculation of carbon economic value and
footprint berbasis Life Cycle Analysis (LCA) belum dilakukan, carbon footprint based on Life Cycle Analysis (LCA) has not
Perusahaan secara konsisten melanjutkan berbagai yet been conducted, the Company consistently continues
inisiatif untuk mengurangi jejak karbon melalui pendekatan various initiatives to reduce its carbon footprint through
operasional, teknologi, dan pengelolaan sumber daya yang more efficient operational, technological, and resource
lebih efisien. management approaches.
Pengelolaan Kualitas Udara
Air Quality Management
Dalam pengelolaan kualitas udara, PT Angkasa Pura Indonesia
secara berkala melakukan pemantauan di lingkungan In managing air quality, PT Angkasa Pura Indonesia conducts
bandara untuk memastikan kondisi udara tetap berada periodic monitoring within airport environments to ensure
dalam batas yang dipersyaratkan. Pemantauan dilakukan that air conditions remain within required standards.
melalui pengukuran sejumlah parameter utama, antara Monitoring is carried out by measuring key parameters,
lain karbon monoksida (CO), sulfur dioksida (SO2), nitrogen including carbon monoxide (CO), sulfur dioxide (SO2),
dioksida (NO2), serta partikulat debu, dengan mengacu nitrogen dioxide (NO2), and particulate matter, in reference
pada Peraturan Pemerintah Nomor 22 Tahun 2021 tentang to Government Regulation No. 22 of 2021 on Environmental
Penyelenggaraan Perlindungan dan Pengelolaan Lingkungan Protection and Management, particularly Appendix VII
Hidup, khususnya Lampiran VII terkait baku mutu udara concerning ambient air quality standards. [GRI 3-3] .[G4-AO5]
ambien. [GRI 3-3] .[G4-AO5]
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Kegiatan ini dilaksanakan sekurang-kurangnya setiap These activities are conducted at least every six months
enam bulan di seluruh bandara dengan melibatkan across all airports, involving certified independent
lembaga independen yang tersertifikasi, guna memastikan institutions to ensure objectivity and accuracy of results.
objektivitas dan akurasi hasil. Berdasarkan hasil Based on monitoring results, all air quality parameters
pemantauan, seluruh parameter kualitas udara tercatat have been recorded below the established thresholds,
berada di bawah ambang batas yang ditetapkan, sehingga indicating that air conditions within operational areas are
menunjukkan bahwa kondisi udara di area operasional tetap well maintained. [GRI 3-3] [G4-AO5] [OJK F.11]
terjaga dengan baik. [GRI 3-3] [G4-AO5] [OJK F.11]
Tabel Parameter Kualitas Udara [G4-A05]
Air Quality Parameters
Parameter Satuan Ambang Batas Rata-rata Tertinggi
Description Unit Threshold Limit Average Highest
Sulfur dioksida (SO2) μg/Nm3 150 24,63 30,00
Sulfur dioxide
Nitrogen dioksida (NO2) μg/Nm3 200 16,47 25,00
Nitrogen dioxide
Karbon monoksida (CO) μg/Nm3 10.000 2.390,60 3.586,00
Carbon monoxide
Debu μg/Nm3 230 29,03 45,10
Dust
Partikulat μg/Nm3 55 8,22 10,00
Particulate matter
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Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
Menjaga Kenyamanan Di Sekitar Operasi
Maintaining Comfort Around Operations
Aktivitas operasional bandara, khususnya pergerakan Airport operational activities, particularly aircraft
pesawat saat lepas landas dan pendaratan, menimbulkan movements during takeoff and landing, generate noise
tingkat kebisingan yang menjadi perhatian bagi kenyamanan levels that are a concern for the comfort of surrounding
lingkungan sekitar. Menyadari hal tersebut, PT Angkasa Pura environments. In recognition of this, PT Angkasa Pura
Indonesia secara konsisten mengelola dan mengendalikan Indonesia consistently manages and controls noise levels to
tingkat kebisingan agar tetap berada dalam ambang batas ensure they remain within acceptable thresholds.
yang dapat diterima.
Pemantauan kebisingan dilakukan secara berkala Noise monitoring is conducted periodically using the
menggunakan indeks Weighted Equivalent Continuous Weighted Equivalent Continuous Perceived Noise Level
Perceived Noise Level (WECPNL), yang mengukur tingkat (WECPNL) index, which measures noise levels based
kebisingan berdasarkan persepsi manusia dalam periode on human perception over a specified period. These
waktu tertentu. Pengukuran ini mengacu pada Peraturan measurements refer to Government Regulation No.
Pemerintah Nomor 40 Tahun 2012 tentang Pembangunan 40 of 2012 on Airport Environmental Development and
dan Pelestarian Lingkungan Hidup Bandara serta Peraturan Preservation, as well as the Director General of Civil Aviation
Direktur Jenderal Perhubungan Udara Nomor KP 590 Tahun Regulation No. KP 590 of 2014 concerning Airport Master
2014 mengenai Rencana Induk Bandara. [GRI 3-3] [G4-DMA] Plans. [GRI 3-3] [G4-DMA]
Tabel Tingkat Kebisingan [G4-DMA]
Noise Level Table
Tingkat Kebisingan Kriteria Kebisingan Tata Guna Lahan
Noise Level Noise Criteria Land Use
Tingkat I 70 < WECPNL < 75 Untuk berbagai kegiatan dan bangunan, kecuali sekolah dan rumah sakit. Sekolah dan rumah
Level I sakit yang ada dilengkapi dengan insulasi sehingga tingkat kebisingan di dalam bangunan
sesuai peraturan perundangan yang berlaku
For various activities and buildings, except schools and hospitals. Existing schools and
hospitals are equipped with insulation so that the noise level inside the building complies
with applicable laws and regulations
Tingkat II 75 < WECPNL < 80 Untuk berbagai kegiatan dan bangunan, kecuali sekolah, rumah sakit, dan rumah tinggal.
Level II Sekolah, rumah sakit dan rumah tinggal yang ada dilengkapi dengan insulasi sehingga
tingkat kebisingan di dalam bangunan sesuai peraturan perundangan yang berlaku
For various activities and buildings, except for schools, hospitals and residential houses.
Existing schools, hospitals and residential houses are equipped with insulation so that the
noise level inside the building complies with applicable laws and regulations
Tingkat III WECPNL > 80 Untuk bangunan atau fasilitas bandara yang dilengkapi dengan insulasi sehingga tingkat
Level III kebisingan di dalam bangunan sesuai peraturan perundangan yang berlaku. Tak hanya itu,
wilayah ini juga bermanfaat sebagai jalur hijau atau sarana pengendalian lingkungan dan
pertanian yang tidak mengundang burung
For airport buildings or facilities equipped with insulation so that the noise level in the
building complies with applicable laws and regulations. Not only that, this area is also useful
as a green belt or means of environmental control and agriculture that does not invite birds
Perusahaan menetapkan pengaturan tata guna lahan di The Company establishes land use planning regulations in
sekitar kawasan bandara untuk meminimalkan potensi areas surrounding airport zones to minimize potential noise
paparan kebisingan terhadap permukiman. Pemantauan exposure to residential communities. Noise monitoring
kebisingan telah dilakukan di seluruh bandara dan terintegrasi has been conducted across all airports and is integrated
dengan dokumen perencanaan serta perizinan, termasuk into planning and permitting documents, including the
penyusunan Batas Kawasan Kebisingan (BKK), seperti yang determination of Airport Noise Boundary Zones (BKK), as
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diterapkan pada Bandara Internasional Yogyakarta Kulon implemented at Yogyakarta International Airport Kulon
Progo sesuai Keputusan Menteri Perhubungan Republik Progo in accordance with the Decree of the Minister of
Indonesia Nomor KP 1994 Tahun 2018. Transportation of the Republic of Indonesia No. KP 1994 of
2018.
Sejalan dengan hal tersebut, Perusahaan secara berkala In line with this, the Company conducts periodic monitoring
melakukan pemantauan kebisingan yang disebabkan oleh of noise generated by airport operational activities, both
kegiatan operasional bandara, baik di dalam kawasan within airport premises and in surrounding residential areas,
bandara maupun di area pemukiman masyarakat sekitar, in accordance with monitoring points specified in the RKL-
sesuai dengan titik pantau yang dipersyaratkan dalam RPL matrix. Monitoring is carried out every six (6) months
matriks RKL-RPL. Pemantauan dilaksanakan setiap 6 to ensure that noise levels do not exceed the established
(enam) bulan untuk memastikan bahwa tingkat kebisingan threshold limits.
tidak melebihi nilai ambang batas yang telah ditetapkan.
Perusahaan juga menetapkan zona kawasan kebisingan The Company also designates noise zones into Categories I,
ke dalam kategori I, II, dan III sebagai dasar pengendalian II, and III as a basis for controlling community activities in
aktivitas masyarakat di sekitar bandara yang berpotensi areas potentially affected by airport operations. In addition,
terdampak. Selain itu, dilakukan penanaman pohon sebagai tree planting is carried out as a natural barrier to help reduce
barrier alami guna membantu mereduksi tingkat kebisingan noise levels generated by airport activities. In 2025, there
yang ditimbulkan oleh operasional bandara. Pada tahun were no communities residing in areas affected by noise
2025, tidak terdapat masyarakat yang tinggal di area yang resulting from airport operations.
terdampak kebisingan akibat operasional bandara.
Hasil pemantauan menunjukkan bahwa tingkat kebisingan Monitoring results indicate that overall noise levels remain
secara umum masih berada di bawah ambang batas yang below the established threshold limits. To anticipate
ditetapkan. Untuk mengantisipasi potensi dampak pada potential impacts at specific locations, the Company
titik tertentu, Perusahaan menerapkan berbagai langkah implements the following control measures:
pengendalian sebagai berikut:
1. Pengembangan sabuk hijau, melalui penanaman pohon 1. Development of green belts through tree planting
di sekitar kawasan bandara untuk membantu mereduksi around airport areas to help reduce noise levels
tingkat kebisingan akibat aktivitas penerbangan; generated by flight activities;
2. Penerapan Noise Abatement Operational Procedures, 2. Implementation of Noise Abatement Operational
dengan mengimbau maskapai untuk mematuhi standar Procedures by encouraging airlines to comply
operasional lepas landas dan pendaratan sesuai with takeoff and landing operational standards in
ketentuan ICAO, termasuk pengaturan arah landasan, accordance with ICAO provisions, including runway
ketinggian, serta penggunaan single thrust engine saat direction management, altitude settings, and the use of
taxiing; single-engine thrust during taxiing;
3. Penyusunan dokumen Batas Kawasan Kebisingan 3. Preparation of Airport Noise Boundary Zone (BKK)
(BKK), sebagai acuan dalam menetapkan ambang batas documentation as a reference for determining
kebisingan dan perencanaan pemanfaatan ruang, noise thresholds and spatial planning, including the
termasuk pengembangan fasilitas umum seperti rumah development of public facilities such as hospitals and
sakit dan sekolah; schools;
4. Pemantauan kebisingan secara berkala, yang dilakukan 4. Periodic noise monitoring conducted every six months
setiap enam bulan untuk memastikan kepatuhan to ensure compliance with applicable standards;
terhadap standar yang berlaku;
5. Perawatan rutin peralatan dan kendaraan operasional, 5. Routine maintenance of equipment and operational
guna meminimalkan sumber kebisingan dari aktivitas vehicles to minimize noise sources from supporting
pendukung bandara. airport activities.
Selama periode pelaporan, tidak terdapat keluhan dari During the reporting period, there were no complaints from
masyarakat terkait kebisingan yang dihasilkan oleh the public regarding noise generated by airport operations.
operasional bandara. [G4-AO7] [G4-AO7]
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Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
Perlindungan terhadap Keanekaragaman Hayati
Protection of Biodiversity
Menjaga Kehidupan Di Sekitar Operasi Bandara
Preserving Life Around Airport Operations
Operasional bandara memiliki potensi interaksi langsung Airport operations have the potential to directly interact
dengan ekosistem di sekitarnya, termasuk terhadap with surrounding ecosystems, including biodiversity.
keanekaragaman hayati. PT Angkasa Pura Indonesia PT Angkasa Pura Indonesia recognizes this and is committed
menyadari hal tersebut dan berkomitmen untuk to minimizing the environmental impacts of its operations
meminimalkan dampak operasional terhadap lingkungan while maintaining a balance between aviation safety and
sekitar, sekaligus menjaga keseimbangan antara ecosystem preservation.
keselamatan penerbangan dan kelestarian ekosistem.
Perusahaan berkomitmen untuk menghentikan dan The Company is committed to halting and reversing
mengembalikan kehilangan keanekaragaman hayati, sejalan biodiversity loss, in line with its commitment to achieving a
dengan komitmen untuk tercapainya kondisi hidup yang state of living in harmony with nature. [GRI 101-1]
selaras dengan alam. [GRI 101-1]
Komitmen ini diterapkan pada seluruh aktivitas operasional This commitment is applied across all operational activities,
Perusahaan, termasuk dalam pengelolaan kawasan bandara, including airport area management, infrastructure
pengembangan infrastruktur, serta hubungan dengan development, and engagement with business partners and
mitra usaha dan pemasok yang relevan, di mana seluruh suppliers. All business partners are required to comply
mitra bisnis diwajibkan mematuhi prinsip pengelolaan with environmental management principles that support
lingkungan yang mendukung pelestarian keanekaragaman biodiversity conservation. In this regard, the Company
hayati. Sejalan dengan hal tersebut, Perusahaan terus continues to identify and develop strategic directions and
mengidentifikasi dan mengembangkan arah serta inisiatif initiatives related to biodiversity, which are monitored
strategis terkait keanekaragaman hayati yang akan dipantau periodically through measurable performance indicators.
secara berkala melalui indikator kinerja yang terukur. [GRI 101-1] [GRI 101-1]
Pengelolaan keanekaragaman hayati dilakukan melalui Biodiversity management is carried out through a structured
pendekatan yang terstruktur, dimulai dari identifikasi, approach, beginning with identification and assessment,
penilaian, hingga mitigasi dan pemantauan dampak secara followed by mitigation and continuous impact monitoring.
berkelanjutan. Identifikasi dan penilaian dilakukan melalui Identification and assessment are conducted through
Kajian Manajemen Habitat, yang memuat informasi mengenai Habitat Management Studies, which provide information
karakteristik ekosistem lokal, keberadaan spesies, serta on local ecosystem characteristics, species presence, and
potensi interaksi dengan operasional penerbangan. [GRI 3-3, potential interactions with aviation operations. [GRI 3-3, 101-2]
101-2]
Selain itu, aspek keanekaragaman hayati juga menjadi In addition, biodiversity considerations are integrated into
bagian dalam proses Analisis Mengenai Dampak Lingkungan the Environmental Impact Assessment (AMDAL) process,
(AMDAL), yang memastikan bahwa pengembangan dan ensuring that airport development and operations are not
operasional bandara tidak berada di dalam maupun located within or adjacent to areas of high biodiversity
berdekatan dengan kawasan yang memiliki nilai value, while also minimizing potential impacts on sensitive
keanekaragaman hayati tinggi, serta meminimalkan potensi ecosystems. Based on the results of these assessments,
dampak terhadap ekosistem yang sensitif. Berdasarkan PT Angkasa Pura Indonesia does not have operational
hasil kajian tersebut, PT Angkasa Pura Indonesia tidak locations situated within or near areas of high biodiversity
memiliki lokasi operasional yang berada di dalam maupun value. [GRI 101-2, 101-4, 101-5, 101-6, 101-7, 101-8] [OJK F.9]
berdekatan dengan kawasan dengan nilai keanekaragaman
hayati tinggi. [GRI 101-2, 101-4, 101-5, 101-6, 101-7, 101-8] [OJK F.9]
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Dalam mengelola dampak tersebut, Perusahaan mengacu In managing these impacts, the Company adopts the
pada prinsip hirarki mitigasi, yaitu menghindari dampak mitigation hierarchy principle, which includes avoiding
sejak tahap perencanaan, meminimalkan dampak selama impacts at the planning stage, minimizing impacts during
operasional, melakukan pemulihan lingkungan, serta operations, undertaking environmental restoration,
mempertimbangkan kompensasi apabila diperlukan. and considering compensation where necessary. This
Pendekatan ini memastikan bahwa pengelolaan dilakukan approach ensures that management efforts are conducted
secara sistematis dan berbasis prioritas risiko. [GRI 101-2] systematically and based on risk prioritization. [GRI 101-2]
Menghindari Mengurangi Memulihkan Kompensasi
Avoid Minimize Restore Offset
Deskripsi Menghindari dampak sejak Mengurangi dampak yang Memperbaiki habitat. Kompensasi dampak.
Description awal. ada. Restore habitats. Offset impacts.
Avoid impacts from the Minimize existing impacts.
outset.
Implementasi di Dilakukan melalui proses Dilaksanakan melalui Dilakukan melalui Berdasarkan hasil
Perusahaan AMDAL yang memastikan Kajian Manajemen Habitat pengelolaan dan AMDAL dan kajian yang
Implementation bahwa pengembangan dan di masing-masing bandara pemantauan lingkungan dilakukan, Perusahaan
in the Company operasional bandara tidak yang mengidentifikasi secara berkelanjutan, tidak memiliki lokasi
berada di dalam maupun karakteristik ekosistem, termasuk pengelolaan operasional yang berada di
berdekatan dengan keberadaan spesies, serta habitat di sekitar dalam maupun berdekatan
kawasan dengan nilai potensi interaksi dengan bandara untuk menjaga dengan kawasan dengan
keanekaragaman hayati operasional penerbangan, keseimbangan ekosistem. nilai keanekaragaman
tinggi. termasuk pemantauan Conducted through hayati tinggi, sehingga
Carried out through dampak secara berkala. continuous environmental tidak terdapat
the AMDAL process, Implemented through management and kebutuhan kompensasi
which ensures that Habitat Management monitoring, including keanekaragaman hayati.
airport development Studies at each airport, habitat management Based on the results of
and operations are not which identify ecosystem around airport areas AMDAL and related studies,
located within or in close characteristics, species to maintain ecosystem the Company does not
proximity to areas with presence, and potential balance. have operational locations
high biodiversity value. interactions with within or near areas of
aviation operations, high biodiversity value;
including periodic impact therefore, no biodiversity
monitoring. offset measures are
required.
Sebagai bagian dari implementasi pendekatan tersebut, As part of the implementation of this approach, the
Perusahaan melaksanakan berbagai inisiatif yang Company carries out various initiatives that contribute to
berkontribusi pada pemulihan dan peningkatan kualitas the restoration and enhancement of ecosystem quality.
ekosistem.
Sepanjang tahun 2025, Perusahaan melaksanakan kegiatan Throughout 2025, the Company conducted tree-planting
penanaman pohon di seluruh Kantor Cabang dan/atau activities across all Branch Offices and/or Regional Offices as
Kantor Regional sebagai bentuk implementasi program part of the Injourney Green program, with a target of planting
Injourney Green, dengan target penanaman 1 juta pohon per 1 million trees per year by all members of the Injourney
tahun oleh seluruh anggota Injourney Group. Kegiatan ini Group. This activity also forms part of the commemoration
juga menjadi bagian dari peringatan Hari Menanam Pohon of Indonesia’s National Tree Planting Day, observed annually
Indonesia yang diperingati setiap tanggal 28 November, on 28 November while contributing to increased vegetation
sekaligus berkontribusi dalam peningkatan tutupan vegetasi cover and carbon emission absorption. [GRI 101-2] [OJK F.10]
dan penyerapan emisi karbon. [GRI 101-2] [OJK F.10]
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Penguatan Kompetensi Lingkungan Internal [OJK F.1]
Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
Penguatan Kompetensi Lingkungan Internal
Selain itu, Perusahaan aktif dalam kegiatan konservasi In addition, the Company actively participates in wildlife
satwa melalui kolaborasi dengan Balai Konservasi Sumber conservation activities through collaboration with the
Daya Alam (BKSDA) dan organisasi konservasi. Salah satu Natural Resources Conservation Agency (BKSDA) and
inisiatif yang dilakukan adalah pelepasan 200 ekor tukik dan conservation organizations. One such initiative includes
10 ekor penyu hasil penyelamatan di lingkungan Bandara the release of 200 hatchlings and 10 rescued sea turtles
Internasional I Gusti Ngurah Rai, Bali, pada 29 Agustus 2025. in the area of I Gusti Ngurah Rai International Airport, Bali,
Kegiatan ini merupakan bentuk nyata dukungan terhadap on 29 August 2025. This activity represents a tangible
pelestarian satwa dilindungi serta menjaga keberlangsungan commitment to the conservation of protected species and
ekosistem pesisir. [GRI 101-2] [OJK F.10] the preservation of coastal ecosystems. [GRI 101-2] [OJK F.10]
Dalam tahap perencanaan dan pengembangan fasilitas, During the planning and development stages of facilities,
Perusahaan memastikan bahwa lokasi operasional tidak the Company ensures that operational locations are not
berada di dalam maupun berdekatan dengan kawasan situated within or near areas of high biodiversity value,
yang memiliki nilai keanekaragaman hayati tinggi sehingga thereby preventing potential disturbances to ecosystems
potensi gangguan terhadap ekosistem dapat dihindari sejak from the outset. [GRI 101-2]
awal. [GRI 101-2]
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Kajian Manajemen Habitat
Habitat Management Study
Sebagai bentuk komitmen dalam menjaga keseimbangan As part of its commitment to maintaining a balance
antara keselamatan operasional penerbangan dan between aviation operational safety and biodiversity
pelestarian keanekaragaman hayati, PT Angkasa Pura conservation, PT Angkasa Pura Indonesia conducts
Indonesia melaksanakan kajian Manajemen Habitat Wildlife Habitat Management assessments across
Satwa Liar di sejumlah bandara kelolaannya, antara several of its managed airports, including Syamsudin
lain Bandara Internasional Syamsudin Noor, Bandara Noor International Airport, Zainuddin Abdul Madjid
Internasional Zainuddin Abdul Madjid, Bandara International Airport, Jenderal Ahmad Yani International
Internasional Jenderal Ahmad Yani, Bandara Airport, Juanda International Airport, and Sultan
Internasional Juanda, dan Bandara Internasional Sultan Hasanuddin International Airport. This initiative is
Hasanuddin. Inisiatif ini dijalankan melalui penerapan implemented through the adoption of a scientifically
Wildlife Hazard Management Plan (WHMP) yang berbasis based Wildlife Hazard Management Plan (WHMP),
pendekatan ilmiah, dengan fokus pada mitigasi risiko focusing on mitigating the risks of interactions between
interaksi antara pesawat udara dan satwa liar, termasuk aircraft and wildlife, including potential bird strikes and
potensi bird strike dan animal strike. Melalui pengawasan, animal strikes. Through integrated monitoring, risk
penilaian risiko, dan mitigasi terpadu, program ini assessment, and mitigation measures, this program not
tidak hanya memastikan kepatuhan terhadap standar only ensures compliance with national and international
keselamatan penerbangan nasional dan internasional, aviation safety standards but also supports the
tetapi juga mendukung dokumentasi kondisi ekologis di documentation of ecological conditions surrounding
sekitar kawasan operasional. operational areas.
Pelaksanaannya mengedepankan metode ilmiah seperti The implementation of this initiative emphasizes
point count dan concentration count yang dipadukan scientific methods such as point count and
dengan pemanfaatan teknologi, termasuk camera trap concentration count methods, complemented by the
dan live trap, untuk memantau dinamika keanekaragaman use of technology, including camera traps and live
hayati secara akurat. Penilaian risiko dilakukan melalui traps, to accurately monitor biodiversity dynamics.
hazard scoring yang mempertimbangkan karakteristik Risk assessments are conducted using a hazard scoring
satwa, seperti ukuran tubuh dan pola perilaku, serta approach that considers wildlife characteristics such
diperkuat dengan pemetaan jalur lintasan menggunakan as body size and behavioral patterns, and is further
Sistem Informasi Geografis (SIG). strengthened by spatial mapping using Geographic
Information Systems (GIS).
Upaya mitigasi difokuskan pada pengelolaan habitat Mitigation efforts focus on adaptive habitat
secara adaptif, antara lain melalui pengaturan tinggi management, including maintaining vegetation height
vegetasi pada kisaran 15–45 cm, pemangkasan vegetasi within a range of 15–45 cm, pruning vegetation that may
yang berpotensi menarik satwa, serta penguatan pagar attract wildlife, and periodically reinforcing perimeter
perimeter secara berkala. Selain itu, optimalisasi sistem fencing. In addition, drainage systems are optimized
drainase dilakukan untuk mengurangi potensi habitat to reduce potential habitats for aquatic wildlife and
bagi satwa air dan serangga, disertai pengendalian aktif insects, supported by active control measures such as
melalui patroli rutin di area operasional. Pendekatan yang routine patrols within operational areas. This integrated
terintegrasi ini memastikan bahwa aspek keselamatan approach ensures that aviation safety is maintained
penerbangan tetap terjaga tanpa mengabaikan without compromising the sustainability of surrounding
keberlanjutan ekosistem di sekitar bandara. ecosystems.
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Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
Kolaborasi Dan Pendekatan Inklusif
Collaboration And Inclusive Approach
Sebagai bagian dari upaya pelestarian keanekaragaman As part of its biodiversity conservation efforts, the
hayati, Perusahaan juga menjalin kolaborasi dengan berbagai Company collaborates with various stakeholders, including
pemangku kepentingan, termasuk instansi pemerintah, government institutions, conservation organizations,
lembaga konservasi, serta komunitas lokal. Kolaborasi and local communities. This collaboration encompasses
ini mencakup kegiatan edukasi, konservasi, serta potensi educational activities, conservation initiatives, as well as
pengembangan program berbasis masyarakat. [GRI 101-3] the potential development of community-based programs.
[GRI 101-3]
Terkait dengan prinsip akses dan pembagian manfaat With regard to the principles of access and benefit-sharing
atas pemanfaatan sumber daya genetik, Perusahaan from the utilization of genetic resources, the Company
terus mengkaji relevansi aspek ini terhadap aktivitas continues to assess the relevance of these aspects to its
operasionalnya. Pada periode pelaporan, Perusahaan operational activities. During the reporting period, the
belum mengidentifikasi adanya aktivitas yang secara Company has not identified any activities directly related
langsung berkaitan dengan aspek tersebut. Oleh karena itu, to this aspect. Therefore, access and benefit-sharing
mekanisme akses dan pembagian manfaat atas sumber daya mechanisms for genetic resources are considered not yet
genetik dinilai belum relevan terhadap kegiatan operasional applicable to the Company’s operational activities during
Perusahaan pada periode pelaporan. [GRI 101-3] the reporting period. [GRI 101-3]
Pengelolaan Interaksi Dengan Satwa Liar
Management Of Interactions With Wildlife
Seiring dengan meningkatnya aktivitas penerbangan, As flight activity continues to increase, managing
pengelolaan interaksi antara operasional bandara dan satwa interactions between airport operations and wildlife
liar menjadi semakin penting. Dalam hal ini, Perusahaan becomes increasingly critical. In this context, the Company
menerapkan pendekatan pengelolaan habitat untuk applies a habitat management approach to minimize the risk
meminimalkan potensi wildlife strikes, yaitu kejadian of wildlife strikes—incidents involving collisions between
tabrakan antara pesawat dan satwa liar, khususnya burung, aircraft and wildlife, particularly birds, which may occur
yang dapat terjadi saat lepas landas, pendaratan, maupun during takeoff, landing, or in-flight operations.
selama penerbangan.
Sepanjang tahun 2025, Perusahaan mencatat 117 kejadian Throughout 2025, the Company recorded 117 bird strike
bird strike dari total 1.160.412 pergerakan pesawat. Informasi incidents out of a total of 1,160,412 aircraft movements.
ini menjadi dasar bagi Perusahaan untuk terus memperkuat This information serves as a key reference for continuously
langkah mitigasi risiko secara terukur dan berkelanjutan. enhancing risk mitigation measures in a structured and
Berikut adalah keseluruhan jumlah kejadian per-10.000 sustainable manner. Here is the overall number of events per
pergerakan pesawat. [OJK F.9] 10,000 aircraft movements. [OJK F.9]
Tabel Tabrakan dengan Hewan Liar (Burung)
Table of Collisions with Wild Animals (Birds)
Uraian
2025 2024 2023
Description
Tabrakan dengan hewan liar (burung) 0,0117 0,0026 0,0025
Coillisions with bird wild animals (birds)
Sebagai langkah preventif, Perusahaan melakukan As a preventive measure, the Company conducts habitat
pengelolaan habitat dengan mengurangi faktor-faktor yang management by reducing factors that may attract bird
dapat menarik kehadiran burung, seperti ketersediaan presence, such as the availability of food, water sources,
172 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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makanan, sumber air, maupun vegetasi tertentu di area and certain types of vegetation within airport areas. These
bandara. Upaya ini didukung dengan identifikasi spesies efforts are supported by the identification of high-risk bird
burung berisiko tinggi berdasarkan kajian risiko. Hasil kajian species based on risk assessments. The study results at
di Bandara Internasional Soekarno-Hatta menunjukkan Soekarno-Hatta International Airport indicate that the Javan
bahwa blekok sawah (Ardeola speciosa) dan kuntul kerbau pond heron (Ardeola speciosa) and cattle egret (Bubulcus
(Bubulcus ibis) merupakan dua spesies dengan tingkat risiko ibis) are the two species with the highest risk of bird strikes.
tertinggi terhadap bird strike.
Selain itu, Perusahaan juga mengimplementasikan In addition, the Company implements a Nature-based
pendekatan berbasis solusi alami (Nature-based Solutions/ Solutions (NbS) approach in managing wildlife risks. One
NbS) dalam pengelolaan risiko satwa liar. Salah satu such implementation is carried out at Juanda International
implementasinya dilakukan di Bandara Internasional Juanda Airport Surabaya through collaboration with the Regional
Surabaya melalui kerja sama dengan Resort Konservasi Conservation Resort (RKW) 08 and the East Java Natural
Wilayah (RKW) 08 dan Balai Besar KSDA Jawa Timur Resources Conservation Agency (BBKSDA East Java),
(BBKSDA Jatim), serta dukungan Tim Wildlife Rescue Unit with support from the Wildlife Rescue Unit (WRU) team in
(WRU) melaksanakan Wildlife Hazard Management. [OJK F.10] conducting Wildlife Hazard Management. [OJK F.10]
Pendekatan ini dilakukan melalui penempatan burung This approach is implemented through the placement
pemangsa (raptor), yaitu elang brontok (Nisaetus cirrhatus), of raptor birds, specifically the changeable hawk-eagle
di dua titik strategis kawasan bandara. Masing-masing terdiri (Nisaetus cirrhatus), at two strategic locations within the
dari satu ekor elang brontok fase gelap yang ditempatkan airport area. This includes one dark-phase hawk-eagle
di kandang sisi Pond Barat, serta dua ekor elang brontok placed in a cage on the west pond side, and two light-phase
fase terang yang ditempatkan di area dekat Unit Pemadam hawk-eagles placed near the Fire and Rescue Unit and the
Kebakaran dan Pond Sisi Timur. Metode ini dilakukan untuk East Pond Area. This method is intended to reduce the
mengurangi konsentrasi burung air yang sering beraktivitas concentration of water birds frequently active in these areas
di area tersebut dan terbukti efektif dalam menekan populasi and has proven effective in reducing populations of high-
burung berisiko tinggi serta mengurangi potensi bird strike. risk bird species and lowering the potential for bird strikes.
[OJK F10] [G4-AO9] [OJK F.10] [G4-AO9]
Penggunaan burung pemangsa sebagai bagian dari strategi The use of raptors as part of the mitigation strategy
mitigasi merupakan pendekatan yang lebih alami dan ramah represents a more natural and environmentally friendly
lingkungan, karena tidak bergantung pada bahan kimia approach, as it does not rely on chemical substances
maupun metode suara yang berpotensi mengganggu. Selain or noise-based deterrent methods that may cause
itu, pendekatan ini memiliki efektivitas jangka panjang, disturbances. Furthermore, this approach offers long-term
karena satwa liar cenderung menghindari area yang effectiveness, as wildlife tends to avoid areas perceived as
dianggap berbahaya dan tidak kembali ke lokasi tersebut. hazardous and is less likely to return to those locations.
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Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
Database Hazard Akibat Satwa Liar Tahun 2023-2025
Wildlife Hazard Database 2023–2025
80
73
60
52
48 48
40 34
31
23 24
20 19 20
20 15 20 15 16
13 13
12 17
8 9 11 10 10 8 8
5 12 11
9 11
8
1 5 1
0 4
Januari Februari Maret April Mei Juni Juli Agustus September Oktober November Desember
January February March April May June July August September October November December
2025 2024 2024
Catatan | Notes:
Berdasarkan total database hazard selama 2023–2025, kejadian yang disebabkan oleh wildlife animal merupakan kategori hazard dengan jumlah tertinggi.
Based on the total hazard database from 2023–2025, wildlife animal incidents represented the highest-ranking hazard category.
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Bird Strike Terkonfirmasi Tahun 2023-2025
Confirmed Bird Strike Incidents in 2023–2025
Bandara
2025 2024 2023
Airport
Bandara Internasional I Gusti 7 7 2
Ngurah Rai
I Gusti Ngurah Rai
International Airport
Bandara Internasional 9 5 4
Zainuddin Abdul Madjid
Zainuddin Abdul Madjid
International Airport
Bandara Internasional Juanda 76 3 3
Juanda International Airport
Bandara Internasional 10 1 3
Yogyakarta
Yogyakarta International
Airport
Bandara Internasional 0 0 3
Jenderal Ahmad Yani
General Ahmad Yani
International Airport
Bandara Internasional Adi 4 2 1
Soemarmo
Adi Soemarmo International
Airport
Bandara Internasional Sam 1 0 1
Ratulangi
Sam Ratulangi International
Airport
Bandara Internasional 0 0 0
Pattimura
Pattimura International
Airport
Bandara Internasional El Tari 0 0 0
El Tari International Airport
Bandara Internasional Sultan 1 0 1
Aji Muhammad Sulaiman
Sepinggan
Sultan Aji Muhammad
Sulaiman Sepinggan
International Airport
Bandara Internasional 0 0 1
Adisutjipto
Adisutjipto International
Airport
Bandara Internasional 2 1 0
Syamsudin Noor
Syamsudin Noor International
Airport
Bandara Internasional Sultan 4 1 0
Hasanuddin
Sultan Hasanuddin
International Airport
Bandara Internasional Sultan 0 0 0
Iskandar Muda
Sultan Iskandar Muda
International Airport
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Menjaga Keseimbangan Lingkungan di Setiap Lintasan
04 Maintaining Environmental Balance in Every Operation
Tanggal Unit Kerja Penyelenggara
Date Business Unit Organizer
Bandara Internasional Jawa 2 2 1
Barat Kertajati
Kertajati International Airport
(West Java International
Airport)
Bandara Internasional 0 0 0
Minangkabau
Minangkabau International
Airport
Bandara Internasional 0 0 1
Supadio
Supadio International Airport
Bandara Internasional 1 2 1
Soekarno-Hatta
Soekarno-Hatta International
Airport
Bandara Internasional - 2 1
Kualanamu
Kualanamu International
Airport
Perusahaan juga memandang bahwa pengelolaan risiko The Company also views the management of bird strike
bird strike tidak hanya berkaitan dengan aspek keselamatan risk not only as an aviation safety concern but also as part
penerbangan, tetapi juga merupakan bagian dari upaya of efforts to maintain ecosystem balance. This perspective
menjaga keseimbangan ekosistem. Hal ini sejalan dengan aligns with the understanding that humans and wildlife
pandangan bahwa manusia dan satwa liar berbagi ruang share the same living space, thereby requiring an approach
hidup yang sama, sehingga diperlukan pendekatan yang that accommodates both interests in a balanced manner.
mampu mengakomodasi kedua kepentingan tersebut
secara seimbang.
Urgensi pengelolaan risiko ini semakin relevan mengingat The urgency of managing this risk is becoming increasingly
potensi dampak fatal yang dapat ditimbulkan oleh bird relevant given the potential for fatal impacts caused by bird
strike, seperti yang tercermin dari insiden penerbangan strikes, as reflected in global aviation incidents, including the
global, termasuk kecelakaan Jeju Air pada 29 Desember Jeju Air accident on 29 December 2024, which underscores
2024, yang menyoroti pentingnya mitigasi risiko terhadap the importance of mitigating risks related to interactions
interaksi antara pesawat dan satwa liar. between aircraft and wildlife.
Selama periode pelaporan, pendekatan pengelolaan During the reporting period, the management approach
yang diterapkan menunjukkan hasil yang positif dalam implemented has demonstrated positive results in
menjaga keseimbangan antara keselamatan operasional maintaining a balance between aviation operational safety
penerbangan dan pelestarian keanekaragaman hayati di and biodiversity conservation in areas surrounding airport
sekitar kawasan bandara. operations.
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05 Menghadirkan Layanan
yang Berorientasi pada
Pengalaman
Delivering Experience-Oriented
Services
Kebijakan Layanan 180
Service Policy
Pengelolaan dan Strategi Pengalaman Pelanggan 180
Customer Experience Management and Strategy
Kinerja Operasional Bandara 193
Airport Operational Performance
Pengukuran Kinerja dan Kepuasan Pelanggan 194
Performance Measurement and Customer Satisfaction
Penanganan Umpan Balik Pelanggan 199
Customer Feedback Management
Pemasaran dan Informasi Produk 206
Product Marketing and Information
Manajemen Keselamatan Bandara 209
Airport Safety Management
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
Kebijakan Layanan
Service Policy
Bandara tidak hanya berfungsi sebagai infrastruktur Airports serve not only as transportation infrastructure,
transportasi, tetapi juga sebagai penggerak aktivitas but also as drivers of economic activity in their surrounding
ekonomi di wilayah sekitarnya. Melalui konektivitas yang regions. Through expanding connectivity, airports create
semakin luas, bandara membuka peluang pertumbuhan opportunities for growth in the tourism sector, broaden
sektor pariwisata, memperluas kesempatan kerja, serta employment opportunities, and encourage the inflow of
mendorong masuknya investasi ke tingkat lokal dan investment at both local and regional levels. These economic
regional. Dampak ekonomi tersebut sangat bergantung impacts depend heavily on the airport’s ability to deliver
pada kemampuan bandara dalam menyediakan layanan yang reliable and high-quality services.
andal dan berkualitas.
Kualitas layanan, sebagai tingkat pelayanan yang dirasakan Service quality, defined as the level of service perceived
oleh pengguna jasa bandara, berpengaruh langsung terhadap by airport users, has a direct influence on passenger
kepuasan penumpang dan daya saing bandara. Peningkatan satisfaction and the airport’s competitiveness. Continuous
kualitas layanan secara konsisten mendorong pengalaman improvements in service quality foster a better travel
perjalanan yang lebih baik, memperkuat reputasi bandara, experience, strengthen the airport’s reputation, and enhance
serta meningkatkan daya tarik di tengah persaingan industri its attractiveness amid increasingly intense competition in
penerbangan yang semakin kompetitif. [GRI 3-3] the aviation industry. [GRI 3-3]
Kebijakan layanan PT Angkasa Pura Indonesia mengacu pada The service policy of PT Angkasa Pura Indonesia refers
Peraturan Menteri Perhubungan Republik Indonesia Nomor to the Regulation of the Minister of Transportation of the
PM 41 Tahun 2023 tentang Pelayanan Jasa Kebandarudaraan Republic of Indonesia Number PM 41 of 2023 concerning
di Bandar Udara, yang menjadi dasar dalam penetapan Airport Services, which serves as the basis for establishing
standar pelayanan dan pengelolaan pengalaman pelanggan service standards and managing the airport customer
bandara. Peraturan Direksi Nomor PD.DU.0009/II/2025 experience. The Board of Directors Regulation Number
tentang Pedoman Customer Experience Transformation PD.DU.0009/II/2025 concerning the Customer Experience
Concept sebagai acuan internal dalam memastikan layanan Transformation Concept Guidelines serves as an internal
yang berorientasi pada keselamatan, kenyamanan, serta reference to ensure services that prioritize safety, comfort,
pengalaman pelanggan yang konsisten di seluruh titik and consistent customer experience across all airport
layanan bandara. service touchpoints.
Pengelolaan dan Strategi Pengalaman Pelanggan
Customer Experience Management and Strategy
Pendekatan dan Pengelolaan Layanan
Service Approach and Management
PT Angkasa Pura Indonesia secara berkala melakukan PT Angkasa Pura Indonesia periodically evaluates the airport
evaluasi atas produk dan layanan kebandarudaraan yang products and services it delivers, including health and safety
diberikan, termasuk aspek kesehatan dan keselamatan yang aspects related to the use of facilities and services by air
berkaitan dengan penggunaan fasilitas dan layanan oleh transport passengers. Responsibility for managing and
penumpang angkutan udara. Tanggung jawab pengelolaan monitoring service quality lies with the Customer Experience
dan pemantauan kualitas layanan tersebut berada pada Group under the coordination of the Vice President Director.
Customer Experience Group di bawah koordinasi Wakil Within the scope of the Company’s operations, customers
Direktur Utama. Dalam cakupan operasional Perusahaan, are defined as all parties who receive, use, have an interest
pelanggan dimaknai sebagai seluruh pihak yang menerima, in, or directly interact with the airport services provided by
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menggunakan, berkepentingan terhadap, atau berinteraksi the Company. This includes passengers, airlines, tenants or
secara langsung dengan layanan kebandarudaraan yang business partners, regulators, as well as other service users
disediakan oleh Perusahaan, yang mencakup penumpang, and stakeholders within the airport ecosystem. In line with
maskapai penerbangan, tenant atau mitra usaha, regulator, evolving customer needs and expectations, the Company
serta pengguna jasa dan pemangku kepentingan lainnya continues to strengthen its service approach, transitioning
di lingkungan bandara. Sejalan dengan perkembangan from a reactive customer service focus to a more proactive
kebutuhan dan ekspektasi pelanggan, Perusahaan terus and holistic customer experience (CX) approach. This
memperkuat pendekatan layanan dari yang semula approach emphasizes not only fulfilling customers’ basic
berfokus pada customer service yang bersifat reaktif needs, but also creating a comfortable, efficient, and
menjadi customer experience (CX) yang lebih proaktif dan memorable travel experience through the integration of all
menyeluruh. Pendekatan ini tidak hanya menitikberatkan customer touchpoints, encompassing physical, digital, and
pada pemenuhan kebutuhan dasar pelanggan, tetapi juga emotional interactions at every stage of the journey, from
pada penciptaan pengalaman perjalanan yang nyaman, pre-journey, on-journey, to post-journey, including check-in,
efisien, dan berkesan melalui integrasi seluruh touchpoint security screening, boarding, baggage claim, and departure
pelanggan, yang mencakup interaksi fisik, digital, maupun from the airport area.
emosional di setiap tahapan perjalanan, mulai dari pre-
journey, on-journey, hingga post-journey, termasuk proses
check-in, pemeriksaan keamanan, boarding, pengambilan
bagasi, hingga keberangkatan dari area bandara.
Pada periode pelaporan tahun 2025, tidak terdapat During the 2025 reporting period, there were no incidents of
insiden ketidakpatuhan maupun penarikan produk atau non-compliance or product/service recalls related to health
layanan yang berkaitan dengan dampak kesehatan dan and safety impacts that resulted in warnings, sanctions,
keselamatan, baik yang mengakibatkan peringatan, fines, or penalties under applicable laws and regulations
sanksi, denda, maupun hukuman berdasarkan ketentuan or voluntary standards. PT Angkasa Pura Indonesia also
peraturan perundang-undangan maupun standar sukarela ensures that all airport services provided meet safety,
yang berlaku. PT Angkasa Pura Indonesia juga memastikan security, and service quality standards in accordance with
bahwa seluruh layanan kebandarudaraan yang diberikan applicable aviation regulations, including in the provision of
telah memenuhi standar keselamatan, keamanan, dan facilities, service operations, and customer protection. This
kualitas layanan sesuai dengan regulasi yang berlaku di is demonstrated by the fact that all airports managed by the
sektor penerbangan, termasuk dalam penyediaan fasilitas, Company have obtained Airport Certificates as a primary
pengoperasian layanan, serta perlindungan terhadap operational requirement, covering compliance with safety,
pelanggan. Hal ini ditunjukkan dengan seluruh bandara yang security, service, and regulatory standards in accordance
dikelola Perusahaan telah memiliki Sertifikat Bandar Udara with applicable regulations. In addition, several airports have
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
sebagai persyaratan utama dalam pengoperasian, yang also obtained Occupational Health and Safety certifications
mencakup pemenuhan aspek safety, security, service, dan from stakeholders at the provincial, regional, ministerial, and
compliance sesuai ketentuan regulasi yang berlaku. Selain international levels. The Company consistently conducts
itu, beberapa bandara juga telah memperoleh sertifikasi monitoring and evaluation of potential risks that may impact
terkait Keselamatan dan Kesehatan Kerja dari berbagai customer safety and security, and ensures the availability of
pemangku kepentingan di tingkat provinsi, regional, response mechanisms in the event of service disruptions
kementerian, hingga internasional. Perusahaan secara that may affect customer experience. [OJK F.27, F.28, F.29] [GRI 416-1,
konsisten melakukan pemantauan dan evaluasi terhadap 416-2]
potensi risiko yang dapat berdampak pada keselamatan
dan keamanan pelanggan, serta memastikan tersedianya
mekanisme penanganan apabila terjadi gangguan layanan
yang dapat memengaruhi pengalaman pelanggan. [OJK F.27,
F.28, F.29] [GRI 416-1, 416-2]
Strategi Pengalaman Layanan
Service Experience Strategy
Menciptakan pengalaman perjalanan yang nyaman dan Creating a comfortable and efficient travel experience for
efisien bagi penumpang menjadi salah satu fokus utama passengers is one of the primary focuses in airport service
dalam pengelolaan layanan kebandarudaraan. Hal ini management. This requires the integrated management of
memerlukan pengelolaan berbagai aspek layanan secara various service aspects, ranging from service quality at key
terintegrasi, mulai dari kualitas pelayanan di titik interaksi interaction points to the provision of adequate supporting
utama hingga penyediaan fasilitas pendukung yang memadai facilities within the airport area. To support the realization
di area bandara. Guna mendukung terwujudnya transformasi of a customer-centric travel experience transformation,
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pengalaman perjalanan yang berfokus pada customer comprehensive integration of all service elements is
centricity, diperlukan integrasi menyeluruh atas seluruh required, encompassing personnel, processes, as well as
elemen layanan, yang mencakup personel, proses, serta infrastructure and supporting facilities. This integration is
infrastruktur dan fasilitas pendukung. Integrasi ini dilakukan implemented through the 3P approach (People, Premises,
melalui pendekatan 3P (People, Premises, Process), sehingga Process), ensuring that each service aspect operates in
setiap aspek layanan dapat berjalan secara selaras dalam alignment to deliver a consistent and value-driven customer
menghadirkan pengalaman yang konsisten dan bernilai bagi experience.
pelanggan.
Dalam implementasi transformasi customer experience In implementing customer experience (CX) transformation,
(CX), terdapat sejumlah tahapan strategis yang dirancang several strategic stages are systematically designed.
secara sistematis. Setiap tahapan tersebut memiliki elemen Each stage includes key elements that must be fulfilled
kunci yang harus dipenuhi untuk memastikan efektivitas to ensure effective execution, continuous improvement,
pelaksanaan, keberlanjutan perbaikan, serta kesesuaian and alignment with customer needs and expectations, as
dengan kebutuhan dan ekspektasi pelanggan, sebagai follows:
berikut:
1. Pengalaman Pelanggan Umum 1. Generic Customer Experience
a. Ruang Aman a. Safe Space
b. Lingkungan Bersih b. Clean Environment
c. Informasi yang Jelas c. Clear Information
d. Interaksi yang Positif d. Positive Interaction
e. Proses yang Efisien e. Efficient Process
f. Fasilitas yang Andal f. Reliable Facilities
2. Pengalaman Pelanggan Berbasis Merek 2. Branded Customer Experience
a. Momen yang Menarik a. Engaging Moment
b. Keunikan Ciri Khas Lokasi b. Unique Sense of Place
c. Wawasan yang Menginspirasi c. Exciting Insight
d. Interaksi yang Ramah d. Hospitality Interaction
e. Proses yang Terhubung dan Terintegrasi e. Connected and Seamless Process
f. Fasilitas yang Inklusif f. Inclusive Facilities
3. Pengalaman Pelanggan Ikonik 3. Iconic Customer Experience
a. Layanan Unggulan a. Signature Service
b. Layanan yang Dapat Diprediksi b. Predictable Service
Sebagai contoh, pelayanan pada check-in counter dan For example, services at check-in counters and Passenger
Passenger Security Check Points (PSCP) merupakan tahapan Security Check Points (PSCP) represent critical stages
penting yang secara langsung memengaruhi persepsi that directly influence passengers’ perception of airport
penumpang terhadap kualitas layanan bandara. Ketepatan service quality. Timeliness, process efficiency, and the
waktu, kelancaran proses, serta sikap profesional dan ramah professionalism and friendliness of personnel are key factors
dari petugas menjadi faktor yang menentukan pengalaman that determine passenger experience while at the airport.
penumpang selama berada di bandara.
Untuk memahami kebutuhan dan ekspektasi pengguna To gain a more comprehensive understanding of customer
jasa secara lebih komprehensif, PT Angkasa Pura needs and expectations, PT Angkasa Pura Indonesia
Indonesia melakukan analisis karakteristik penumpang conducts passenger characteristic analysis supported by
yang didukung dengan penerapan metode Quality Function the application of the Quality Function Deployment (QFD)
Deployment (QFD). Pendekatan ini membantu Perusahaan method. This approach enables the Company to translate
dalam menerjemahkan kebutuhan pelanggan ke dalam customer needs into improvements in service quality and
peningkatan kualitas layanan dan fasilitas yang lebih relevan facilities that are more aligned with user expectations.
dengan harapan pengguna jasa.
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
Selain kualitas layanan, ketersediaan fasilitas yang memadai In addition to service quality, the availability of adequate
juga berperan penting dalam membentuk pengalaman facilities also plays a significant role in shaping a positive
pelanggan yang positif. Fasilitas seperti ruang tunggu yang customer experience. Facilities such as comfortable waiting
nyaman, akses Wi-Fi yang cepat dan gratis, serta lingkungan areas, fast and free Wi-Fi access, and a clean and secure
bandara yang bersih dan aman menjadi aspek yang sangat airport environment are key aspects influencing passenger
memengaruhi tingkat kepuasan penumpang. satisfaction levels.
Upaya peningkatan pengalaman penumpang juga Efforts to enhance passenger experience are also realized
diwujudkan melalui pengembangan infrastruktur secara through continuous infrastructure development, including
berkelanjutan, antara lain dengan peningkatan akses improved access to airports, the addition of self-check-in
menuju bandara, penambahan fasilitas self-check-in, serta facilities, and strengthening security service capacity to
penguatan kapasitas layanan keamanan guna mendukung support smoother passenger travel processes.
kelancaran proses perjalanan penumpang.
Untuk menjaga konsistensi kualitas layanan serta To maintain service quality consistency and enhance
meningkatkan pengalaman penumpang di seluruh bandara passenger experience across all managed airports,
yang dikelola, PT Angkasa Pura Indonesia menetapkan PT Angkasa Pura Indonesia has established various airport
berbagai pedoman dan standar pelayanan bandara (airport service and hospitality standardization guidelines. These
service and hospitality standardization). Standarisasi ini standards have been implemented across 37 airports and
telah diterapkan di 37 bandara dan mencakup beberapa include the following key guidelines:
panduan utama sebagai berikut:
1. Peraturan Direksi Nomor PD.DU.0009/II/2025 tentang 1. Board of Directors Regulation Number PD.DU.0009/
Pedoman Customer Experience Transformation II/2025 on Customer Experience Transformation
Concept Concept Guidelines
2. Customer Care Airport Standard Manual 2. Customer Care Airport Standard Manual
3. Standar Signage Bandara 3. Airport Signage Standards
4. Tenant Guideline 4. Tenant Guidelines
5. Panduan Desain Fasilitas Bandara untuk Pengguna Jasa 5. Airport Facility Design Guidelines for Passengers with
Berkebutuhan Khusus Special Needs
6. Panduan Standarisasi Himbauan untuk Pengguna Jasa 6. Standardized Advisory Guidelines for Passengers in the
pada Era New Normal (Covid-19) New Normal (COVID-19) Era
7. Exhibition and Artwork Guideline 7. Exhibition and Artwork Guidelines
8. Standar Penampilan dan Perilaku 8. Appearance and Conduct Standards
9. Disiplin Operasi Personel pada Fungsi Airport Security, 9. Operational Discipline for Personnel in Airport Security,
Airport Rescue & Fire Fighting, Apron Movement Airport Rescue & Fire Fighting, Apron Movement
Control, serta Officer in Charge PT Angkasa Pura Control, as well as the Officer in Charge for PT Angkasa
Indonesia Service Hospitality Frontliner di Bandara Pura Indonesia Service Hospitality Frontliners at
yang dikelola PT Angkasa Pura Indonesia airports managed by PT Angkasa Pura Indonesia
Secara keseluruhan, upaya peningkatan pengalaman Overall, efforts to enhance customer experience at airports
pengguna jasa di bandara dilakukan melalui penguatan are carried out through strengthening service standards,
standar pelayanan, optimalisasi fasilitas, serta optimizing facilities, and developing infrastructure that
pengembangan infrastruktur yang mendukung kelancaran supports seamless passenger journeys. The Company
proses perjalanan penumpang. Perusahaan juga secara also continuously monitors and evaluates service quality,
berkelanjutan melakukan pemantauan dan evaluasi terhadap including by incorporating feedback from service users, to
kualitas layanan, termasuk dengan memperhatikan masukan ensure that the services provided continue to evolve and
dari pengguna jasa, guna memastikan bahwa layanan yang remain aligned with customer needs.
diberikan terus berkembang dan selaras dengan kebutuhan
pelanggan.
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Inovasi Layanan untuk Meningkatkan Pengalaman Service Innovation to Enhance Customer Experience [OJK
Pelanggan [OJK F.26] F.26]
Dalam rangka meningkatkan kualitas layanan sekaligus In order to improve service quality while supporting
mendukung operasional yang berkelanjutan, PT Angkasa sustainable operations, PT Angkasa Pura Indonesia
Pura Indonesia terus mengembangkan berbagai inovasi continues to develop various innovations in airport products
pada produk dan jasa kebandarudaraan. Pada tahun 2025, and services. In 2025, the Company implemented several
Perusahaan mengimplementasikan beberapa inovasi dan innovations and product/service developments. These
pengembangan produk dan jasa. Berbagai inovasi ini tidak innovations not only improve operational efficiency but
hanya meningkatkan efisiensi operasional, tetapi juga also continuously strengthen service quality and customer
memperkuat kualitas layanan dan pengalaman pelanggan experience.
secara berkelanjutan.
Inovasi dan Pengembangan
Produk/Jasa di tahun 2025 Deskripsi
Product/Service Innovations Description
and Developments in 2025
Penerapan Refrigeran Ramah Perusahaan menjalin kerja sama strategis dalam penerapan refrigeran ramah lingkungan melalui kajian
Lingkungan teknis guna menurunkan nilai Global Warming Potential (GWP) pada unit pendingin di Bandara Internasional
Implementation of Soekarno-Hatta. Inisiatif ini dilaksanakan melalui Nota Kesepahaman Kegiatan Aksi Mitigasi Perubahan
Environmentally Friendly Iklim dalam Pengelolaan Gas Refrigeran, Tabung Refrigeran, dan Oli Bekas Nomor PJJ.DT.1036/X/2024
Refrigerants tanggal 23 Oktober 2024, yang selanjutnya diperbarui melalui Nota Kesepahaman Nomor MOU.DT.05/
TK.11/2025 tanggal 23 Oktober 2025.
The Company established strategic collaboration in the implementation of environmentally friendly
refrigerants through technical studies aimed at reducing the Global Warming Potential (GWP) value
of cooling units at Soekarno-Hatta International Airport. This initiative was carried out through the
Memorandum of Understanding on Climate Change Mitigation Actions in the Management of Refrigerant
Gas, Refrigerant Cylinders, and Used Oil Number PJJ.DT.1036/X/2024 dated 23 October 2024, which was
subsequently updated through Memorandum of Understanding Number MOU.DT.05/TK.11/2025 dated 23
October 2025.
Dukungan Terhadap Perusahaan turut mendukung penggunaan Sustainable Aviation Fuel (SAF) yang pertama kali
Penggunaan Sustainable diimplementasikan pada penerbangan rute CGK–DPS melalui Terminal 3 Bandara Internasional Soekarno-
Aviation Fuel (SAF) Hatta pada 21 Agustus 2025, sebagai bagian dari upaya pengurangan emisi sektor penerbangan.
Support for the Use of The Company also supported the use of Sustainable Aviation Fuel (SAF), which was first implemented on
Sustainable Aviation Fuel (SAF) the CGK–DPS route via Terminal 3 of Soekarno-Hatta International Airport on August 21, 2025, as part of
efforts to reduce emissions in the aviation sector.
Teknologi PV Glare dan DC Dalam mendukung efisiensi energi dan keselamatan operasional, Perusahaan menerapkan teknologi PV
Combiner pada Pembangkit Glare untuk mengurangi tingkat kesilauan sinar matahari serta teknologi DC Combiner guna meningkatkan
Listrik Tenaga Surya (PLTS) efisiensi transmisi energi dan memudahkan pemeliharaan sistem. Kedua teknologi tersebut telah
PV Glare and DC Combiner diimplementasikan pada seluruh instalasi PLTS di bandara yang dikelola Perusahaan pada 8 bandara.
Technology in Solar Power To support energy efficiency and operational safety, the Company implemented PV Glare technology to
Plants (SPP) reduce sunlight glare, as well as DC Combiner technology to enhance energy transmission efficiency and
facilitate system maintenance. Both technologies have been implemented across all SPP installations at
the Company’s airports, covering 8 airports under its management.
Teknologi Inverter Anti Instalasi PLTS di Bandara Internasional Soekarno-Hatta dan Bandara Internasional Supadio telah
Islanding dan fitur Zero Export dilengkapi dengan teknologi Inverter Anti-Islanding untuk mendeteksi gangguan pemadaman listrik
dengan Smart Logger pada pada jaringan, sehingga meningkatkan aspek keselamatan bagi teknisi maupun peralatan. Perusahaan
PLTS juga mengimplementasikan fitur Zero Export dengan Smart Logger untuk membatasi daya listrik yang
Anti-Islanding Inverter disalurkan ke jaringan, sebagai bentuk kepatuhan terhadap regulasi sekaligus optimalisasi pemanfaatan
Technology and Zero Export energi terbarukan.
Feature with Smart Logger SPP installations at Soekarno-Hatta International Airport and Supadio International Airport have been
in SPP equipped with Anti-Islanding Inverter technology to detect power outages in the grid, thereby enhancing
safety for both technicians and equipment. The Company has also implemented the Zero Export
feature with Smart Logger to limit electricity supplied to the grid, ensuring regulatory compliance while
optimizing the utilization of renewable energy.
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
Kenyamanan dan Aksesibilitas Layanan
Service Comfort and Accessibility
PT Angkasa Pura Indonesia berkomitmen untuk PT Angkasa Pura Indonesia is committed to delivering
menghadirkan layanan bandara yang aman, nyaman, dan airport services that are safe, comfortable, and easily
mudah diakses oleh seluruh pengguna layanan. Pada tahun accessible to all users. In 2025, PT Angkasa Pura Indonesia
2025, PT Angkasa Pura Indonesia memperkuat pendekatan strengthened its integrated approach to ensure an inclusive
terintegrasi dalam memastikan pengalaman perjalanan yang travel experience, both in public spaces and in passenger
inklusif, baik di ruang publik maupun dalam aspek mobilitas mobility aspects.
penumpang.
Di area publik, Perusahaan menyediakan fasilitas yang In public areas, the Company provides responsive and user-
responsif dan ramah, didukung oleh Flight Information friendly facilities, supported by the Flight Information Display
Display System (FIDS) yang menyajikan sistem informasi System (FIDS) which delivers real-time flight information,
penerbangan secara real-time, penunjuk arah yang jelas, clear wayfinding signage, and consistent cleanliness and
serta pengelolaan kebersihan dan keamanan yang konsisten. security management. Waiting areas, prayer facilities,
Fasilitas ruang tunggu, area ibadah, area komersial, dan commercial areas, and thematic service spaces continue
ruang layanan tematik terus ditingkatkan untuk menciptakan to be enhanced to create an airport environment that is
lingkungan bandara yang nyaman, humanis, dan berorientasi comfortable, human-centered, and customer-oriented.
pada kebutuhan pelanggan.
Upaya peningkatan tersebut diwujudkan melalui berbagai These improvements are realized through various initiatives,
inisiatif, antara lain penambahan fasilitas pendingin including the addition of air conditioning (AC) facilities in
udara (AC) di Terminal 3 serta revitalisasi Terminal 1C. Terminal 3 and the revitalization of Terminal 1C. In addition,
Selain itu, Perusahaan juga melaksanakan program the Company implemented beautification, revitalization,
beautifikasi, revitalisasi, dan optimalisasi infrastruktur di and infrastructure optimization programs at I Gusti Ngurah
Bandara Internasional I Gusti Ngurah Rai, yang mencakup Rai International Airport, including the construction of
pembangunan Jembatan Penyeberangan Orang (JPO), pedestrian bridges, the addition of greenery elements
penambahan elemen penghijauan melalui tanaman dan through plants and vertical gardens with a vertical forest
vertical garden bernuansa vertical forest, serta peningkatan concept, and improvements in lighting quality.
kualitas pencahayaan.
Peningkatan layanan turut dilakukan di Bandara Service enhancements were also carried out at Soekarno-
Internasional Soekarno-Hatta melalui penyediaan fasilitas Hatta International Airport through the provision of
self baggage drop dan penataan ulang area komersial, self baggage drop facilities and the reconfiguration of
sehingga mampu menghadirkan pengalaman perjalanan commercial areas, thereby delivering a more efficient, well-
yang lebih efisien, tertata, dan terintegrasi. organized, and integrated travel experience.
Dalam aspek mobilitas, dukungan menyeluruh diberikan In terms of mobility, comprehensive support is provided
kepada seluruh penumpang, termasuk penyandang to all passengers, including persons with disabilities and
disabilitas dan individu dengan kebutuhan khusus, melalui individuals with special needs, through online booking
layanan pemesanan fasilitas difabel secara daring, services for special assistance facilities, provision of
penyediaan kursi roda dan kendaraan pengantar, bantuan wheelchairs and escort vehicles, assistance during the
proses check-in, hingga pendampingan menuju pesawat. check-in process, and accompaniment to the aircraft.
Peningkatan kapasitas petugas juga dilakukan untuk Capacity building for personnel is also conducted to
memastikan pelayanan yang sigap dan empatik. Melalui ensure responsive and empathetic service. Through these
langkah tersebut, Perusahaan berupaya menghadirkan efforts, the Company strives to deliver a safe, inclusive, and
pengalaman perjalanan yang aman, inklusif, dan berkesan memorable travel experience for all users. [OJK F.17] [GRI 416-1]
bagi seluruh pengguna layanan. [OJK F.17] [GRI 416-1]
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Ruang Tunggu Multisensor Multi-Sensory Waiting Room
Ruang Tunggu dengan Layanan Berkebutuhan Khusus PT PT Angkasa Pura Indonesia also provides dedicated waiting
Angkasa Pura Indonesia juga menyediakan ruang tunggu lounges in check-in areas for passengers with special
khusus di area check-in bagi penumpang berkebutuhan needs as part of its commitment to inclusive service. These
khusus sebagai bagian dari komitmen pelayanan inklusif. facilities are equipped with tables, chairs, and sofas to
Fasilitas ini dilengkapi dengan meja, kursi, dan sofa untuk create a comfortable and calm environment for passengers
menciptakan suasana yang nyaman dan tenang bagi and other airport users. Since 2019, such facilities have
penumpang serta pengguna bandara lainnya. Sejak 2019 been available at Jenderal Ahmad Yani International Airport,
fasilitas tersebut telah tersedia di Bandara Internasional Adi Soemarmo International Airport, and Yogyakarta
Jenderal Ahmad Yani, Bandara Internasional Adi Soemarmo, International Airport.
dan Bandara Internasional Yogyakarta.
Ruang Tunggu dengan Layanan Berkebutuhan Khusus Waiting Area with Special Needs Services
PT Angkasa Pura Indonesia juga menyediakan ruang tunggu PT Angkasa Pura Indonesia also provides dedicated waiting
khusus di area check-in bagi penumpang berkebutuhan areas in the check-in zone for passengers with special
khusus sebagai bagian dari komitmen pelayanan inklusif. needs as part of its commitment to inclusive services.
Fasilitas ini dilengkapi dengan meja, kursi, bean bag, These facilities are equipped with tables, chairs, bean bags,
dan kasur untuk menciptakan suasana yang nyaman dan and beds to create a comfortable and calming environment
tenang bagi penumpang serta pengguna bandara lainnya. for passengers and other airport users. Since 2019, these
Sejak 2019, fasilitas tersebut telah tersedia di Bandara facilities have been available at Jenderal Ahmad Yani
Internasional Jenderal Ahmad Yani, Bandara Internasional International Airport, Adi Soemarmo International Airport,
Adi Soemarmo, dan Bandara Internasional Yogyakarta. and Yogyakarta International Airport.
Tempat Kerja Bersama Co-Working Space
Pada area ruang tunggu domestik Bandara Internasional Within the domestic waiting area of Jenderal Ahmad Yani
Jenderal Ahmad Yani dan Bandara Internasional Soekarno- International Airport and Soekarno-Hatta International
Hatta. PT Angkasa Pura Indonesia menyediakan fasilitas Airport. PT Angkasa Pura Indonesia provides a co-working
ruang kerja bersama (co-working space) yang dirancang space designed to support the needs of professionals.
untuk mendukung kebutuhan para profesional. Fasilitas ini This facility enables passengers to remain productive
memungkinkan penumpang tetap produktif dan nyaman and comfortable while completing work as they wait for
dalam menyelesaikan pekerjaan sambil menanti jadwal departure schedules or boarding processes.
keberangkatan atau proses boarding.
Pusat Layanan Informasi Wisatawan Tourism Information Center
Sebagai pintu masuk utama bagi wisatawan, PT Angkasa As a primary gateway for tourists, PT Angkasa Pura
Pura Indonesia mengambil peran dalam memperkuat Indonesia plays a role in strengthening regional destination
promosi destinasi daerah melalui kehadiran Tourism promotion through the presence of Tourism Information
Information Center (TIC) di bandara-bandara yang dikelola. Centers (TIC) at its managed airports. These facilities
Fasilitas ini menyediakan informasi seputar objek wisata, provide information on tourist attractions, cultural
kegiatan budaya, pilihan kuliner, penginapan, hingga moda activities, culinary options, accommodations, and local
transportasi lokal yang dapat diakses melalui TIC dalam transportation, accessible through both printed materials
bentuk cetak maupun media digital yang menampilkan and digital media featuring tourism promotion content.
konten promosi pariwisata.
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
Wisatawan juga dapat memperoleh informasi secara Travelers can also obtain information directly by engaging
langsung dengan berdiskusi bersama perwakilan Dinas with representatives from the Department of Culture and
Kebudayaan dan Pariwisata, sehingga mendapatkan Tourism, allowing them to receive more comprehensive
rekomendasi dan penjelasan yang lebih komprehensif recommendations and insights into tourism potential at
mengenai potensi wisata di daerah tujuan. their destination.
Science Corner Science Corner
Science Corner di Bandara Internasional Yogyakarta The Science Corner at Yogyakarta International Airport was
diresmikan pada 10 Agustus 2020 melalui kerja sama inaugurated on 10 August 2020 through a collaboration with
dengan Taman Pintar Yogyakarta. Fasilitas ini mengusung Taman Pintar Yogyakarta. This facility adopts an educational
konsep ruang edukatif yang memadukan pojok baca dan space concept that combines a reading corner and family
ruang keluarga dengan penekanan pada pembelajaran sains area, with an emphasis on interactive digital science
berbasis interaktif digital. learning.
Area ini dirancang dalam empat zona utama. Pada bagian The area is designed into four main zones. At the entrance,
entrance, tersedia monitor layar sentuh yang memuat profil a touchscreen monitor provides profile and digital
dan informasi digital serta berfungsi sebagai layar informasi information, while also functioning as an earthquake and
gempa dan tsunami. Zona berikutnya merupakan area sains tsunami information display. The next zone is a science area
yang dilengkapi dengan alat peraga interaktif seperti magic equipped with interactive exhibits such as an augmented
floor berbasis augmented reality, harpa tak berdawai, uji reality-based magic floor, a touchless harp, concentration
konsentrasi, dan cincin loncat. Selanjutnya, terdapat pojok testing devices, and jumping rings. In addition, a reading
baca yang menyediakan perangkat komputer dengan akses corner is available with computer access to an e-library and
e-library serta koleksi buku yang dapat dibaca di tempat. a collection of books for on-site reading. Child passengers
Penumpang anak-anak juga dapat mengoperasikan layar may also use computer screens to access educational
komputer untuk mendapatkan informasi pengetahuan. content. As a complement, a playground area is provided,
Sebagai pelengkap, tersedia area playground yang allowing children to learn while playing in an enjoyable and
memungkinkan anak-anak belajar sambil bermain dalam educational environment.
suasana yang menyenangkan dan edukatif.
Fasilitas Hiburan Entertainment Facilities
PT Angkasa Pura Indonesia menghadirkan kid zone sebagai PT Angkasa Pura Indonesia provides kid zones as safe
ruang bermain yang aman dan nyaman bagi anak-anak selama and comfortable play areas for children while waiting for
menunggu jadwal keberangkatan. Fasilitas ini dirancang departure schedules. These facilities are designed to
untuk memberikan pengalaman yang lebih menyenangkan enhance the travel experience for families traveling through
bagi keluarga yang bepergian melalui bandara. airports.
Selain itu, Perusahaan juga menyediakan berbagai sarana In addition, the Company offers various supporting amenities,
penunjang kenyamanan, salah satunya fasilitas airport including airport cinema facilities at Sultan Aji Muhammad
cinema di Bandara Internasional Sultan Aji Muhammad Sulaiman Sepinggan International Airport. The Company
Sulaiman Sepinggan. Perusahaan juga menghadirkan also provides game station facilities at Terminal 1, Terminal
fasilitas game station di Terminal 1, Terminal 2, dan 2, and Terminal 3 of Soekarno-Hatta International Airport as
Terminal 3 Bandara Internasional Soekarno-Hatta sebagai an additional entertainment facility for passengers. These
sarana hiburan tambahan bagi penumpang. Kehadiran entertainment facilities help passengers make better use
fasilitas hiburan tersebut membantu mengisi waktu tunggu of waiting time, creating a more relaxed and enjoyable pre-
penumpang agar terasa lebih santai dan menghibur sebelum departure experience.
keberangkatan.
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Penyediaan Kursi Relaksasi Provision of Relaxation Seating
Sebagai bagian dari peningkatan kenyamanan penumpang, As part of enhancing passenger comfort, PT Angkasa Pura
PT Angkasa Pura Indonesia menyediakan fasilitas kursi Indonesia provides massage chair facilities in both arrival
pijat di area kedatangan dan keberangkatan. Fasilitas and departure areas. These facilities allow passengers to
ini memungkinkan penumpang beristirahat sejenak dan rest briefly and recover before continuing their journey.
memulihkan kondisi sebelum melanjutkan perjalanan. In addition to relieving fatigue, massage therapy provides
Selain membantu meredakan kelelahan, terapi pijat juga relaxation effects that help reduce stress during air travel.
memberikan efek relaksasi yang dapat mengurangi stres
selama perjalanan udara.
Pengembangan Infrastruktur Berorientasi Pelanggan Customer-Oriented Infrastructure Development
PT Angkasa Pura Indonesia secara berkelanjutan melakukan PT Angkasa Pura Indonesia continuously improves airport
peningkatan fasilitas bandara dengan menempatkan facilities by prioritizing user comfort and experience. In
kenyamanan dan pengalaman pengguna jasa sebagai 2025, development, expansion, and facility arrangement
prioritas utama. Pada tahun 2025, pengembangan, initiatives were carried out in alignment with the Company’s
perluasan, dan penataan fasilitas dilaksanakan dengan Transformation pillars, which include strengthening
mengacu pada pilar Transformasi Perusahaan yang customer experience-oriented infrastructure (Premises
mencakup penguatan infrastruktur berorientasi customer Pillar), optimizing ecosystem-based operational processes
experience (Pilar Premises), optimalisasi proses operasional (Process Pillar), enhancing service quality by all personnel
berbasis ekosistem (Pilar Process), peningkatan kualitas (People Pillar), and leveraging technology as an enabler.
pelayanan oleh seluruh personel (Pilar People), serta As of the end of the reporting period, development and
dukungan teknologi sebagai enabler. Hingga akhir periode arrangement programs have been implemented, among
pelaporan, program pengembangan dan penataan telah others, at Soekarno-Hatta International Airport and I Gusti
dilaksanakan antara lain di Bandara Internasional Soekarno- Ngurah Rai International Airport.
Hatta dan Bandara Internasional I Gusti Ngurah Rai.
Sebagai gerbang utama suatu kota atau wilayah, bandara As the primary gateway to a city or region, airports also
juga merepresentasikan identitas dan kekayaan budaya represent local identity and cultural richness. To this end, the
daerah. Untuk itu, Perusahaan menghadirkan elemen seni Company incorporates artistic elements and installations
dan instalasi artistik di area bandara sebagai bagian dari within airport areas as part of efforts to introduce local
upaya memperkenalkan budaya lokal sekaligus menciptakan culture while creating an aesthetically pleasing and
suasana yang estetis dan nyaman bagi para pengguna jasa. comfortable environment for users.
Layanan Multimoda dan Alih Moda Terintegrasi Integrated Multimodal and Intermodal Services
Perusahaan terus memperkuat aksesibilitas dari dan The Company continues to strengthen accessibility to
menuju bandara melalui pengembangan konektivitas and from airports through the development of integrated
multimoda yang terintegrasi dengan berbagai moda multimodal connectivity with various transportation modes.
transportasi lainnya. Inisiatif ini sejalan dengan kebijakan This initiative aligns with national policies as stipulated in
nasional sebagaimana diatur dalam Peraturan Pemerintah Government Regulation (PP) Number 8 of 2011 on Multimodal
(PP) Nomor 8 Tahun 2011 tentang Angkutan Multimoda serta Transportation and Minister of Transportation Regulation
Peraturan Menteri Perhubungan (Permenhub) Nomor 39 (Permenhub) Number 39 of 2019 on the National Airport
Tahun 2019 tentang Tatanan Kebandarudaraan Nasional. System.
Pelaksanaannya dilakukan melalui kolaborasi dengan Implementation is carried out through collaboration
kementerian terkait, pemerintah daerah, serta para with relevant ministries, regional governments, and
pemangku kepentingan sektor transportasi, khususnya transportation sector stakeholders, particularly in land
transportasi darat. Dukungan tersebut diwujudkan dalam transportation. This support is realized through the
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
penyediaan area pengantaran dan penjemputan yang provision of integrated drop-off and pick-up areas for DAMRI
terintegrasi untuk bus DAMRI, bus antarkota, taksi, hingga buses, intercity buses, taxis, and railway connections linking
koneksi stasiun kereta api yang menghubungkan bandara airports with city centers and surrounding areas. These
dengan pusat kota dan wilayah sekitarnya. Beragam fasilitas facilities and land transport options include:
dan pilihan moda transportasi darat tersebut meliputi:
1. Stasiun Kereta Api (KA) Bandara Internasional 1. Airport Railway Station at Yogyakarta International
Yogyakarta yang menghubungkan bandara dengan Airport, connecting the airport with Tugu Station
Stasiun Tugu Yogyakarta. Kereta Api (KA) bandara Yogyakarta. The airport train is operated by PT
tersebut dikelola oleh PT Railink Indonesia. Kehadiran Railink Indonesia. The presence of the YIA Airport
KA Bandara YIA juga dapat menjadikan Bandara Train also enables Yogyakarta International Airport
Internasional Yogyakarta sebagai bandara yang to accommodate connectivity needs not only within
mengakomodasi kebutuhan konektivitas tidak hanya di Yogyakarta but also extending to Central Java
wilayah Yogyakarta, tetapi juga hingga ke wilayah Jawa regions such as Cilacap, Purwokerto, Kebumen, and
Tengah yang mencakup Cilacap, Purwokerto, Kebumen, Banjarnegara.
dan Banjarnegara.
2. Sebagai wujud integrasi moda transportasi, Kereta Api 2. As part of intermodal transportation integration,
(KA) Bandara, yang berada di dalam terminal Bandara the Airport Rail Link located within Adi Soemarmo
Internasional Adi Soemarmo terhubung langsung International Airport is directly connected to Solo
dengan Stasiun Solo Balapan pada rute utama serta Balapan Station on its main route, with extended
perpanjangan rute hingga Madiun. services reaching Madiun.
3. Kereta Api (KA) Bandara Bandara Internasional 3. Airport Rail Link services at Soekarno-Hatta
Soekarno-Hatta yang melayani rute bandara menuju BNI International Airport operate routes connecting
City Station sehingga mendukung mobilitas penumpang the airport to BNI City Station, thereby supporting
menuju pusat Kota Jakarta dan kawasan sekitarnya. passenger mobility to central Jakarta and surrounding
areas.
4. Kereta Api (KA) Bandara Bandara Internasional 4. Airport Rail Link services at Kualanamu International
Kualanamu yang melayani rute bandara menuju Medan Airport operate routes connecting the airport to Medan,
sebagai konektivitas utama menuju pusat kota. serving as a key transportation link to the city center.
5. Layanan bus DAMRI di Bandara Internasional Bandara 5. DAMRI bus services at Soekarno-Hatta International
Internasional Sultan Hasanuddin, Bandara Internasional Airport Sultan Hasanuddin International Airport,
Syamsudin Noor, Bandara Internasional Juanda, Syamsudin Noor International Airport, Juanda
Bandara Internasional Sentani, Bandara Internasional International Airport, Sentani International Airport, Sam
Sam Ratulangi, Bandara Internasional Zainuddin Abdul Ratulangi International Airport, Zainuddin Abdul Madjid
Madjid, dan Bandara Internasional Yogyakarta yang International Airport, and Yogyakarta International
beroperasi setiap hari untuk rute dari dan ke bandara. Airport, operating daily routes to and from airports.
6. Layanan transportasi bus dan shuttle seperti Trans Metro 6. Bus and shuttle services such as Trans Metro Dewata
Dewata di Bandara Internasional I Gusti Ngurah Rai, at I Gusti Ngurah Rai International Airport, Bus Rapid
Bus Rapid Transit (BRT) Trans Semarang yang memiliki Transit (BRT) Trans Semarang serving routes to and
rute dari dan ke Bandara Internasional Jenderal from Jenderal Ahmad Yani International Airport,
Ahmad Yani, Batik Solo Trans yang menghubungkan Batik Solo Trans connecting Adi Soemarmo Airport,
Bandara Adi Soemarmo, SatelQu yang beroperasi di SatelQu operating at Yogyakarta International Airport,
Bandara Internasional Yogyakarta, shuttle Kangaroo di Kangaroo shuttle at Sultan Aji Muhammad Sulaiman
Bandara Internasional Sultan Aji Muhammad Sulaiman Sepinggan International Airport, as well as other public
Sepinggan, serta angkutan umum lainnya yang transportation services providing access at Frans
menyediakan akses di Bandara Internasional Frans Kaisiepo International Airport Biak, El Tari International
Kaisiepo, Bandara Internasional El Tari, dan Bandara Airport, and Pattimura International Airport.
Internasional Pattimura.
7. Khusus di Bandara Internasional Soekarno-Hatta, 7. At Soekarno-Hatta International Airport, TransJakarta
tersedia pula layanan TransJakarta dengan rute services are also available, operating routes to
menuju Terminal Kalideres dan Terminal Blok M sebagai Kalideres Terminal and Blok M Terminal as additional
tambahan pilihan transportasi publik bagi pengguna public transportation options for airport users.
jasa bandara.
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Digitalisasi Layanan
Service Digitalization
Sebagai bagian dari komitmen menghadirkan pelayanan As part of its commitment to delivering inclusive
prima yang inklusif, PT Angkasa Pura Indonesia menyediakan excellence in service, PT Angkasa Pura Indonesia provides
berbagai layanan bagi seluruh pelanggan, termasuk various services for all customers, including persons
penyandang disabilitas dan penumpang dengan kebutuhan with disabilities and passengers with special needs. The
khusus. Perusahaan memahami bahwa perjalanan udara Company recognizes that air travel may present unique
dapat menghadirkan tantangan tersendiri, sehingga challenges, therefore, support is provided through online
dukungan diberikan melalui aplikasi pemesanan fasilitas applications for booking special assistance facilities,
difabel secara daring, penyediaan kursi roda, layanan provision of wheelchairs, transport and shuttle bus
transportasi dan shuttle bus dari terminal menuju tangga services from terminals to aircraft boarding stairs, and
pesawat, serta pendampingan oleh petugas bandara assistance by airport personnel from check-in through to
mulai dari proses check-in hingga pengantaran ke kursi seating on board the aircraft.
penumpang di dalam pesawat.
X-Ray Automated Tray Return System (X-Ray ATRS) X-Ray Automated Tray Return System (X-Ray ATRS)
Peningkatan kecepatan dan keandalan layanan menjadi Enhancing service speed and reliability is a key component
bagian penting dalam memperkuat pengalaman pelanggan. in strengthening customer experience. In 2025, PT Angkasa
Pada tahun 2025, PT Angkasa Pura Indonesia terus Pura Indonesia continued to optimize the utilization of
mengoptimalkan pemanfaatan teknologi keamanan melalui security technology through the implementation of the
penggunaan X-Ray Automatic Tray Return System (ATRS) X-Ray Automatic Tray Return System (ATRS) at the PSCP
di PSCP Terminal Keberangkatan Internasional Bandara of the International Departure Terminal at I Gusti Ngurah
Internasional I Gusti Ngurah Rai dan Bandara Internasional Rai International Airport and Soekarno-Hatta International
Soekarno-Hatta. Sistem ini merupakan perangkat pemindai Airport. This system is a high-technology scanning device
berteknologi tinggi yang secara otomatis mengarahkan tray that automatically directs trays containing passenger
berisi barang penumpang ke jalur pemeriksaan yang sesuai, belongings to the appropriate inspection lanes, thereby
sehingga proses screening menjadi lebih efisien dan teratur. making the screening process more efficient and orderly.
X-Ray ATRS mampu memindai sekitar 285 hingga 410 tray The X-Ray ATRS is capable of scanning approximately
per jam, atau hampir empat kali lebih cepat dibandingkan 285 to 410 trays per hour, nearly four times faster than
dengan metode konvensional yang rata-rata memproses conventional methods, which process an average of 155
155 tray per jam, sehingga berkontribusi pada percepatan trays per hour, thus contributing to faster screening flows,
alur pemeriksaan, pengurangan antrean, dan peningkatan reduced queue times, and enhanced passenger comfort.
kenyamanan penumpang. Sistem ini juga dilengkapi dengan The system is also equipped with advanced features
fitur pemindaian lanjutan seperti smartview, explosive trace such as smartview, explosive trace detectors, and body
detector, dan body scanner untuk mendukung deteksi barang scanners to support the detection of potentially hazardous
berpotensi membahayakan, sekaligus memberikan nilai items, while also providing added value to airlines through
tambah bagi maskapai melalui efisiensi waktu pemeriksaan improved inspection efficiency and minimized risk of
dan minimisasi potensi keterlambatan operasional. Barang operational delays. Items identified as potentially hazardous
dengan indikasi berpotensi membahayakan akan secara are automatically diverted to a separate inspection lane,
otomatis dialihkan ke jalur pemeriksaan terpisah, sehingga ensuring that the main flow remains uninterrupted and
tidak menghambat alur utama dan tetap menjaga kelancaran passenger queues continue to move smoothly.
antrean penumpang.
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
Efisiensi & Kecepatan: Efficiency & Speed:
• Meningkatkan efisiensi operasional • Enhances operational efficiency of screening
pemeriksaan. processes.
• Mempercepat proses skrining barang dan • Accelerates the screening process for baggage and
penumpang. passengers.
• Mengurangi waktu antrean melalui peningkatan • Reduces queue times through improved detection
Manfaat akurasi deteksi. accuracy.
X-RAY ATRS
Benefits of Keamanan & Layanan Publik: Security & Public Service:
X-RAY ATRS • Memperkuat sistem keamanan bandara. • Strengthens airport security systems.
• Meningkatkan kualitas layanan kepada pengguna • Improves service quality for airport users.
jasa.
Desain & Integrasi Sistem: Design & System Integration:
• Rancangan ergonomis bagi personel keamanan • Ergonomic design for both security personnel and
dan penumpang. passengers.
• Menyediakan panel statistik penggunaan • Provides a device usage statistical panel.
perangkat.
• Terintegrasi dengan berbagai produk sistem • Integrated with various other X-ray system products.
X-ray lainnya.
Boarding Pass Scanner (Flap Barrier) Boarding Pass Scanner (Flap Barrier)
Dalam mendukung kelancaran operasional dan peningkatan To support operational efficiency and enhance passenger
pengalaman penumpang, PT Angkasa Pura Indonesia experience, PT Angkasa Pura Indonesia utilizes boarding
memanfaatkan teknologi pemindai pas masuk (flap barrier) pass scanning technology (flap barrier) capable of reading
yang mampu membaca boarding pass baik dalam bentuk boarding passes in both printed and electronic formats
cetak maupun versi elektronik pada perangkat seluler. on mobile devices. The use of this system accelerates the
Penggunaan sistem ini mempercepat proses validasi departure validation process, reduces queue times, and
keberangkatan, mengurangi antrean, serta meningkatkan improves passenger flow efficiency in departure areas.
efisiensi alur penumpang di area keberangkatan.
Layanan flap barrier saat ini telah tersedia di sejumlah Flap barrier services are currently available at several
bandara yang dikelola Perusahaan, antara lain Bandara airports managed by the Company, including I Gusti Ngurah
Internasional I Gusti Ngurah Rai, Bandara Internasional Rai International Airport, Juanda International Airport,
Juanda, Bandara Internasional Sultan Aji Muhammad Sultan Aji Muhammad Sulaiman Sepinggan International
Sulaiman Sepinggan, Bandara Internasional Sentani, Airport, Sentani International Airport, Adisutjipto Airport,
Bandara Adisutjipto, Bandara Internasional El Tari, Bandara El Tari International Airport, Zainuddin Abdul Madjid
Internasional Zainuddin Abdul Madjid, Bandara Internasional International Airport, Sam Ratulangi International Airport,
Sam Ratulangi, Bandara Internasional Adi Soemarmo, Adi Soemarmo International Airport, Jenderal Ahmad Yani
Bandara Internasional Jenderal Ahmad Yani, Bandara International Airport, Sultan Hasanuddin International
Internasional Sultan Hasanuddin, Bandara Internasional Airport, Yogyakarta International Airport, Pattimura
Yogyakarta, Bandara Internasional Pattimura, Bandara International Airport, Syamsudin Noor International Airport,
Internasional Syamsudin Noor, serta Bandara Internasional and Frans Kaisiepo International Airport.
Frans Kaisiepo.
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Kinerja Operasional Bandara
Airport Operational Performance
Jumlah penumpang merupakan salah satu indikator Passenger volume is one of the key indicators of the
utama kinerja operasional dan ekonomi Perusahaan, Company’s operational and economic performance, as
mengingat pergerakan penumpang menjadi kontributor passenger movement serves as a primary contributor
utama terhadap pendapatan jasa kebandarudaraan. to airport service revenues. The distinction between
Pemisahan antara penumpang domestik dan internasional domestic and international passengers provides insight
memberikan gambaran terhadap kebutuhan pengembangan into infrastructure development needs, the dynamics of
infrastruktur, dinamika aktivitas ekonomi, serta kualitas economic activity, and the quality of services delivered to
layanan yang diberikan kepada pelanggan. Sementara itu, customers. Meanwhile, transit and transfer passengers
penumpang transit dan transfer yang tidak keluar dari area who do not leave the airport area primarily impact airport
bandara terutama memberikan dampak terhadap aktivitas operational activities, whereas origin and destination
operasional bandara, sedangkan penumpang asal dan tujuan passengers contribute more broadly to the local economy
berkontribusi lebih luas terhadap perekonomian lokal di surrounding the operational areas. [GRI 3-3]
sekitar wilayah operasional. [GRI 3-3]
Pada tahun 2025, bandara yang dikelola PT Angkasa Pura In 2025, airports managed by PT Angkasa Pura Indonesia
Indonesia melayani sebanyak 154.006.405 penumpang. served a total of 154,006,405 passengers. Passenger
Pergerakan penumpang didominasi oleh penumpang traffic was dominated by domestic passengers at 73.4%,
domestik sebesar 73,4%, sementara penumpang while international passengers accounted for 26.6% of
internasional menyumbang 26,6% dari total penumpang the total passengers. Based on movement type, arriving
yang dilayani. Berdasarkan jenis pergerakannya, penumpang passengers constituted the largest share at 49.7%, followed
kedatangan merupakan porsi terbesar dengan kontribusi by departures at 46.5%, and transit passengers at 3.7% of
49,7%, diikuti oleh keberangkatan sebesar 46,5%, dan total passengers. [GRI G4 AO1]
penumpang transit sebesar 3,7% dari total penumpang. [GRI
G4 AO1]
Jumlah Penumpang Tahun 2025
Total Passengers in 2025
Penumpang Domestik (orang) Internasional (orang) Jumlah (orang)
Passengers Domestic (people) International (people) Total (people)
Kedatangan
56.218.912 20.368.826 76.587.738
Arrivals
Keberangkatan
51.204.017 20.452.234 71.656.251
Departures
Transit 5.676.885 85.531 5.762.416
Jumlah
113.099.814 40.906.591 154.006.405
Total
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
Pada periode pelaporan tahun 2025, komposisi kargo yang In the 2025 reporting period, the cargo composition handled
dikelola oleh Perusahaan terdiri dari 66,6% kargo domestik by the Company consisted of 66.6% domestic cargo and
dan 33,4% kargo internasional. Selain itu, kargo yang 33.4% international cargo. In addition, cargo transported
diangkut melalui penerbangan penumpang (belly cargo) via passenger flights (belly cargo) contributed 48.6%,
memberikan kontribusi sebesar 48,5%, sedangkan kargo meanwhile, general cargo accounted for 51.5% of the total
umum berkontribusi 51,5% terhadap total volume kargo yang cargo volume handled. [GRI G4 AO2, AO3]
dikelola. [GRI G4 AO2, AO3]
Jumlah Kargo Tahun 2025
Total Cargo in 2025
Kargo Domestik (ton) Internasional (ton) Jumlah (ton)
Cargo Domestic (tons) International (tons) Total (tons)
Kargo 1.075.123 419.396 1.494.519
Cargo
Kargo Penumpang 859.010 549.289 1.408.299
Passenger Cargo
Jumlah 1.934.133 968.685 2.902.818
Total
Pengukuran Kinerja dan Kepuasan Pelanggan
Performance Measurement and Customer Satisfaction
PT Angkasa Pura Indonesia menggunakan dua indikator PT Angkasa Pura Indonesia utilizes two primary indicators
utama dalam mengukur kualitas layanan, yaitu Airport to measure service quality, namely Airport Service Quality
Service Quality (ASQ) untuk menilai kinerja layanan bandara (ASQ) to assess overall airport service performance, and
secara keseluruhan, serta Level of Service (LoS) untuk Level of Service (LoS) to measure customer satisfaction
mengukur tingkat kepuasan pelanggan terhadap fasilitas with available facilities and service capacity.
dan kapasitas layanan yang tersedia.
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Pengukuran Airport Service Quality
Airport Service Quality Measurement
Dalam rangka pemenuhan indikator kinerja kunci terkait In fulfilling key performance indicators related to customer
kepuasan pelanggan pada tahun 2025, PT Angkasa Pura satisfaction in 2025, PT Angkasa Pura Indonesia conducted
Indonesia melakukan pengukuran Customer Satisfaction Customer Satisfaction Index (CSI) measurement through the
Index (CSI) melalui survei ASQ. ASQ merupakan sistem ASQ survey. ASQ is a passenger satisfaction measurement
pengukuran kepuasan penumpang yang dikembangkan oleh system developed by Airports Council International (ACI) and
Airports Council International (ACI) dan digunakan secara used globally to assess airport service quality.
global untuk menilai kualitas layanan bandara.
Survei ini mencakup 32 aspek layanan kebandarudaraan, The survey covers 32 aspects of airport services, including
antara lain fasilitas parkir, proses check-in, pemeriksaan parking facilities, check-in processes, security screening,
keamanan, kemudahan akses informasi, fasilitas terminal, ease of access to information, terminal facilities, airport
kondisi lingkungan bandara, hingga layanan pada area environmental conditions, and arrival area services. The
kedatangan. Pengukuran tersebut dilaksanakan di 14 measurement was conducted across 14 airports managed
bandara yang dikelola Perusahaan. by the Company.
Sebagai upaya untuk meningkatkan kualitas pelayanan, As part of its efforts to improve service quality, PT Angkasa
PT Angkasa Pura Indonesia menetapkan target CSI Pura Indonesia set a CSI target of 4.77 for 2025 in the ASQ
untuk tahun 2025, yaitu 4,77 pada survei ASQ, guna terus survey, aiming to continuously enhance service quality to be
meningkatkan kualitas layanan yang lebih baik, lebih better, faster, and more comfortable for all customers. In line
cepat, dan lebih nyaman bagi seluruh pelanggan. Sejalan with this target, the 2025 LoS measurement results indicate
dengan target tersebut, hasil pengukuran LoS tahun 2025 that all key service indicators have exceeded the established
menunjukkan bahwa seluruh indikator utama pelayanan targets. This reflects an excellent level of service and the
telah melampaui target nilai yang ditetapkan. Hal ini Company’s consistency in meeting and exceeding applicable
mencerminkan tingkat pelayanan yang sangat baik serta service standards.
konsistensi Perusahaan dalam memenuhi dan melampaui
standar pelayanan yang berlaku.
Hasil Survei CSI melalui ASQ
CSI Survey Results through ASQ
ASQ - ACI
Kelas Bandara Bandara
Airport Class Airport
2025 2024 2023 2022
Bandara Internasional Soekarno-Hatta
>40 M 5,00 5,00 5,00 4,98
Soekarno-Hatta International Airport
Bandara Internasional I Gusti Ngurah Rai
15-25 M 5,00 5,00 5,00 5,00
I Gusti Ngurah Rai International Airport
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
ASQ - ACI
Kelas Bandara Bandara
Airport Class Airport
2025 2024 2023 2022
Bandara Internasional Juanda
5,00 5,00 5,00 5,00
Juanda International Airport
Bandara Internasional Sultan Hasanuddin
5-15 M 5,00 5,00 5,00 5,00
Sultan Hasanuddin International Airport
Bandara Internasional Sultan Aji Muhammad Sulaiman Sepinggan
5,00 5,00 5,00 4,99
Sultan Aji Muhammad Sulaiman Sepinggan International Airport
Bandara Internasional Yogyakarta
5,00 5,00 5,00 4,99
Yogyakarta International Airport
Bandara Internasional Jenderal Ahmad Yani
5,00 5,00 5,00 4,99
Jenderal International Ahmad Yani Airport
Bandara Internasional Sultan Syarif Kasim II
5,00 5,00 5,00 -
Sultan Syarif Kasim II International Airport
Bandara Internasional Mahmud Badaruddin II
2-5 M 5,00 5,00 5,00 5,00
Mahmud Badaruddin II International Airport
Bandara Depati Amir
5,00 5,00 5,00 5,00
Depati Amir Airport
Bandara Internasional Zainuddin Abdul Madjid
4,95 - - -
Zainuddin Abdul Madjid International Airport
Bandara Husein Sastranegara
- - 5,00 5,00
Husen Sastranegara Airport
Bandara Internasional Adi Soemarmo
5,00 5,00 5,00 4,99
Adi Soemarmo International Airport
Bandara Internasional Pattimura
5,00 4,99 4,99 4,99
Pattimura International Airport
<2 M
Bandara Internasional Supadio
4,99 5,00 5,00 5,00
Supadio International Airport
Bandara Sultan Thaha
- 5,00 5,00 -
Sultan Thaha Airport
Rentang penilaian dalam survei ASQ yang diselenggarakan The scoring range in the ASQ survey conducted by ACI is
oleh ACI berada pada skala 1 hingga 5, dengan nilai 5 sebagai on a scale of 1 to 5, with 5 being the highest score. This
capaian tertinggi. Hasil penilaian ini menjadi salah satu assessment serves as one of the international benchmarks
tolok ukur internasional dalam menilai kualitas layanan dan for evaluating airport service quality and passenger
pengalaman penumpang di bandara. experience.
Pada tahun 2025, sejumlah bandara yang dioperasikan oleh In 2025, several airports operated by PT Angkasa Pura
PT Angkasa Pura Indonesia kembali memperoleh berbagai Indonesia once again received multiple awards in the ASQ
penghargaan dalam program ASQ ACI berdasarkan penilaian ACI program based on passenger evaluations. In total, 10
penumpang. Secara keseluruhan, sebanyak 10 bandara airports achieved 27 awards across various service and
berhasil meraih 27 penghargaan pada berbagai kategori customer experience categories.
layanan dan pengalaman pelanggan.
Pada kategori bandara dengan jumlah penumpang di atas In the category of airports handling more than 40 million
40 juta per tahun, Bandara Internasional Soekarno-Hatta passengers per year, Soekarno-Hatta International Airport
memperoleh penghargaan sebagai bandara terbaik di received recognition as the best airport in the Asia-Pacific
kawasan Asia-Pasifik. Sementara itu, Bandara Internasional region. Meanwhile, I Gusti Ngurah Rai International Airport
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I Gusti Ngurah Rai meraih penghargaan pada kategori received the Best Airport category in the Asia-Pacific region
Bandara Terbaik di Kawasan Asia-Pasifik dengan jumlah award in the 15–25 million passenger category.
penumpang 15–25 juta per tahun.
Penghargaan pada kategori bandara dengan jumlah Awards in the 5–15 million passenger category were
penumpang 5–15 juta per tahun diraih oleh Bandara received by Juanda International Airport, Sultan Hasanuddin
Internasional Juanda, Bandara Internasional Sultan International Airport, and Sultan Aji Muhammad Sulaiman
Hasanuddin, serta Bandara Internasional Sultan Aji Sepinggan International Airport. Furthermore, in the airport
Muhammad Sulaiman Sepinggan. Selanjutnya, pada category handling 2–5 million passengers per year, awards
kategori bandara dengan jumlah penumpang 2–5 juta per were received by Yogyakarta International Airport, Jenderal
tahun, penghargaan diraih oleh Bandara Internasional Ahmad Yani International Airport, Supadio International
Yogyakarta, Bandara Internasional Jenderal Ahmad Yani, Airport, and Sultan Mahmud Badaruddin II International
Bandara Internasional Supadio, dan Bandara Internasional Airport.
Sultan Mahmud Badaruddin II.
Sementara itu, untuk kategori bandara dengan jumlah Meanwhile, in the category of airports handling fewer than 2
penumpang di bawah 2 juta per tahun, penghargaan million passengers per year, Pattimura International Airport
bandara terbaik di kawasan Asia-Pasifik diraih oleh Bandara received recognition as the best airport in the Asia-Pacific
Internasional Pattimura. region.
Pengukuran Kepuasan Pelanggan [OJK F.30]
Customer Satisfaction Measurement
Kepuasan pelanggan diukur melalui pencapaian Standar Customer satisfaction is measured through the achievement
Pelayanan atau LoS yang menjadi tolok ukur dalam of Service Standards or Level of Service (LoS), which serve
penyelenggaraan pelayanan kebandarudaraan sekaligus as benchmarks in the provision of airport services as well
acuan evaluasi kualitas layanan. LoS mencerminkan as references for evaluating service quality. LoS reflects
kewajiban dan komitmen Perusahaan dalam memastikan the Company’s obligation and commitment to ensuring the
tersedianya layanan yang berkualitas, cepat, mudah, availability of services that are high-quality, fast, convenient,
terjangkau, dan terukur bagi seluruh pengguna jasa. accessible, and measurable for all service users.
Pengukuran LoS dilakukan melalui mekanisme self- LoS measurement is conducted through a periodic self-
assessment secara berkala di seluruh bandara yang assessment mechanism across all airports managed by the
dikelola, dengan mengacu pada parameter, tolok ukur, Company, based on parameters, benchmarks, and standards
dan standar yang telah ditetapkan dalam regulasi. established in applicable regulations. The implementation
Pelaksanaan self-assessment ini tidak hanya berfungsi of this self-assessment not only serves as a form of service
sebagai bentuk komitmen pelayanan atas tarif yang commitment corresponding to the tariffs paid by customers,
dibayarkan oleh pelanggan, tetapi juga menjadi kerangka but also functions as a framework for facility planning and
kerja dalam perencanaan dan pengembangan fasilitas, development, a monitoring instrument for service adequacy,
instrumen pemantauan kecukupan layanan, serta tolok and a benchmark for fulfilling the obligations of airport
ukur pemenuhan kewajiban pengelola bandara dan mitra operators and their operational partners.
operasional.
Dalam implementasinya, Perusahaan juga memanfaatkan In its implementation, the Company also utilizes an
sistem inspeksi berbasis aplikasi untuk memastikan application-based inspection system to ensure consistent
kesiapan fasilitas dan standar layanan secara konsisten. readiness of facilities and service standards. The
Hasil pengukuran tersebut mencerminkan kinerja layanan measurement results reflect service performance across
pada berbagai aspek, meliputi pelayanan terhadap pesawat various aspects, including aircraft services, passenger
udara, pelayanan penumpang (proses keberangkatan dan services (departure and arrival processes, comfort, and
kedatangan, kenyamanan, serta nilai tambah), kapasitas value-added services), terminal capacity during peak hours,
terminal pada waktu sibuk, serta pelayanan kargo dan pos. as well as cargo and postal services.
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
Perusahaan menggunakan skala penilaian LoS yang The Company applies a LoS assessment scale classified
diklasifikasikan ke dalam beberapa kategori, mulai dari into several categories, ranging from A to F, based on score
skala A hingga F, berdasarkan rentang nilai pada masing- ranges for each service aspect.
masing aspek layanan
Skala Penilaian Level of Service (LoS) Standar Pelayanan Terminal Penumpang
Level of Service (LoS) Assessment Scale for Passenger Terminal Service Standards
LoS Bandara
Skala Airport LoS Kenyamanan Nilai Tambah
No
Scale Domestik Internasional Comfort Value-Added
Domestic International
1 A 90 - 100 130 - 150 90 - 100 51 - 60
2 B 75 - 89 100 - 129 75 - 89 41 - 50
3 C 60 -74 75 - 99 60 -74 31 - 40
4 D 40 - 59 50 - 74 40 - 59 21 - 30
5 E 20 - 39 25 - 49 20 - 39 11 - 20
Berdasarkan skala penilaian tersebut, Perusahaan Based on this assessment scale, the Company conducts
melakukan pengukuran dan evaluasi capaian LoS di seluruh measurement and evaluation of LoS performance across
bandara yang dikelola. Hasil pengukuran ini disajikan untuk all managed airports. The results are presented to provide
memberikan gambaran kinerja layanan pada setiap aspek, an overview of service performance in each aspect, while
sekaligus menjadi dasar dalam mengidentifikasi tingkat also serving as a basis for identifying the level of compliance
pemenuhan standar pelayanan serta area yang memerlukan with service standards and areas requiring continuous
peningkatan secara berkelanjutan. improvement.
Hasil Pengukuran LoS Bandara Tahun 2025
Airport LoS Measurement Results in 2025
Target Nilai 2025 Rata-rata Angka Capaian
Standar Pelayanan Huruf
No 2025 Target Average Achievement
Service Standard Grade
Scale Score
1 Pelayanan terhadap Pesawat Udara 101 147 A
Aircraft Services
2 Proses Keberangkatan dan Kedatangan Penumpang Domestik 81 113,16 A
Domestic Passenger Departure and Arrival Processes
3 Proses Keberangkatan dan Kedatangan Penumpang Internasional 89 132 A
International Passenger Departure and Arrival Processes
4 Kenyamanan 69 97 A
Comfort
5 Nilai Tambah 29 38 A
Value-Added
6 Pelayanan terhadap Pelayanan Kargo dan Pos 69 94 A
Cargo and Postal Services
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Berdasarkan hasil pengukuran Level of Service (LoS) tahun Based on the 2025 Level of Service (LoS) measurement
2025, kinerja pelayanan kebandarudaraan Perusahaan results, the Company’s airport service performance was
secara umum menunjukkan capaian yang sangat baik dan very strong overall and consistently exceeds the established
konsisten melampaui target yang ditetapkan. Seluruh targets. All key indicators, including aircraft services,
indikator utama, termasuk pelayanan terhadap pesawat domestic and international passenger services, comfort,
udara, pelayanan penumpang domestik dan internasional, value-added services, as well as cargo and postal services,
kenyamanan, nilai tambah, serta pelayanan kargo dan pos, fall within Category A.
berada pada kategori A.
Capaian ini tercermin dari nilai rata-rata yang melampaui This achievement is reflected in average scores that exceed
target pada seluruh aspek, antara lain pelayanan pesawat targets across all aspects, including aircraft services at 147
udara sebesar 147 poin (target 101), pelayanan penumpang points (target: 101), domestic passenger services at 113.16
domestik sebesar 113,16 poin (target 81), dan internasional points (target: 81), and international passenger services at
sebesar 132 poin (target 89). Sementara itu, aspek 132 points (target: 89). Meanwhile, comfort and value-added
kenyamanan dan nilai tambah masing-masing mencapai 97 aspects reached 97 points and 38 points respectively, both
poin dan 38 poin, juga berada di atas target yang ditetapkan. surpassing the established targets.
Penanganan Umpan Balik Pelanggan
Customer Feedback Management
PT Angkasa Pura Indonesia menyediakan fasilitas informasi PT Angkasa Pura Indonesia provides information facilities
dan layanan bagi masyarakat, khususnya pengguna jasa and services for the public, particularly airport users,
bandara, yang tersedia di setiap terminal untuk memudahkan available at each terminal to facilitate access to various
akses terhadap berbagai informasi dan bantuan layanan. information and service assistance. In addition, the
Selain itu, Perusahaan juga mengoperasikan pusat layanan Company operates service and complaint centers through
dan pengaduan melalui Contact Center 172 dan Contact Contact Center 172 and Contact Center 138, which are
Center 138 yang telah terintegrasi dengan sistem Customer integrated with a Customer Relationship Management (CRM)
Relationship Management (CRM), sehingga pengelolaan system, enabling more structured and responsive handling
pertanyaan, keluhan, dan masukan dari pengguna jasa dapat of inquiries, complaints, and feedback from service users.
ditangani secara lebih terstruktur dan responsif. [OJK F.24] [OJK F.24]
Layanan Contact Center 172 dan Contact Center 138
Contact Center 172 and Contact Center 138 Services
PT Angkasa Pura Indonesia menghadirkan Contact Center PT Angkasa Pura Indonesia provides Contact Center 172
172 dan 138 sebagai kanal layanan terpadu yang dapat diakses and 138 as integrated service channels accessible to
oleh penumpang, pengguna jasa, dan masyarakat luas. passengers, service users, and the general public. Through
Melalui layanan ini, pengguna dapat memperoleh berbagai these services, users can obtain various information related
informasi terkait operasional penerbangan, fasilitas to flight operations, airport facilities, and other service
bandara, serta panduan layanan lainnya secara cepat dan guidance quickly and responsively via telephone and digital
responsif melalui telepon maupun platform digital. platforms.
Selain fungsi informatif, Contact Center juga berperan Beyond its informational function, the Contact Center also
sebagai media interaksi dua arah untuk menerima masukan, serves as a two-way communication platform to receive
keluhan, dan apresiasi terhadap layanan bandara, termasuk feedback, complaints, and commendations regarding airport
permintaan dukungan bagi penumpang dengan kebutuhan services, including requests for assistance from passengers
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05 Delivering Experience-Oriented Services
khusus. Dengan demikian, Contact Center 172 dan 138 with special needs. In this regard, Contact Center 172 and 138
menjadi saluran penting untuk stakeholder engagement, function as key stakeholder engagement channels, enabling
yang memungkinkan Perusahaan untuk terus memperbaiki the Company to continuously enhance service quality in line
kualitas pelayanan sesuai dengan standar safety, security, with applicable safety, security, service, and compliance
service, dan compliance yang berlaku. Melalui pemantauan standards. Through systematic monitoring and follow-up
dan tindak lanjut atas umpan balik tersebut, Perusahaan of this feedback, the Company is able to drive continuous
dapat terus meningkatkan kualitas pelayanan secara improvement in service delivery.
berkelanjutan.
Dalam mendukung peningkatan kualitas layanan, To support service quality enhancement, the operations of
operasional Contact Center 138 telah terintegrasi dengan Contact Center 138 have been integrated with the same CRM
sistem CRM yang sama dengan Contact Center 172, sehingga system as Contact Center 172, allowing customer service
pengelolaan dan pemantauan layanan pelanggan dapat management and monitoring to be conducted in a more
dilakukan secara lebih terkoordinasi dan efisien. coordinated and efficient manner.
Jumlah Panggilan Tahun 2025 pada Contact Center 138 dan Number of Calls in 2025 for Contact Center 138 and 172
172
Januari
2.877
January
Februari
February
2.179
Maret
March
2.161
April
April
1.968
Mei
May 1.342
Juni
June 998
Juli
July 1.642
Agustus
August 1.729
September
September 1.891
Oktober
October 1.991
November
November 2.031
Desember
December 2.421
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Pada periode pelaporan tahun 2025, Service Level Contact During the 2025 reporting period, Service Level Contact
Center 172 mencatat total 23.230 panggilan masuk. Puncak Center 172 recorded a total of 23,230 incoming calls.
trafik terjadi pada Januari, yaitu sebesar 2.877 panggilan, Traffic peaked in January at 2,877 calls, driven by the
yang dipengaruhi oleh periode high season pascalibur akhir high season following the year-end holiday period. This
tahun. Capaian tersebut masih mencakup trafik dari layanan figure still included traffic from Dial Contact Center 138,
Dial Contact Center 138 yang beroperasi hingga 22 April which remained in operation until 22 April 2025, before all
2025, sebelum seluruh layanan telepon dipusatkan ke nomor telephone services were centralized under number 172.
172.
Selanjutnya, trafik mengalami penurunan bertahap pada Thereafter, traffic declined gradually in February and March
Februari dan Maret, masing-masing menjadi 2.179 dan 2.161 to 2,179 and 2,161 calls, respectively, before decreasing
panggilan, lalu kembali menurun pada April menjadi 1.968 further to 1,968 calls in April. A more significant decline
panggilan. Penurunan signifikan terjadi pada Mei menjadi occurred in May to 1,342 calls following the discontinuation
1.342 panggilan seiring penghentian layanan 138 dan of service 138 and the consolidation of services under
pemusatan layanan ke nomor 172. Trafik kembali menurun number 172. Traffic fell again in June to 998 calls during the
pada Juni menjadi 998 panggilan sebagai fase normalisasi, normalization phase, before increasing to 1,642 calls in July
kemudian meningkat pada Juli menjadi 1.642 panggilan in line with the school holiday period. Growth continued
sejalan dengan periode libur sekolah. Peningkatan berlanjut in August and September, reaching 1,729 and 1,891 calls,
pada Agustus dan September, masing-masing sebesar 1.729 respectively. Entering the high season, traffic in October
dan 1.891 panggilan. Memasuki fase high season, trafik pada and November remained relatively stable at elevated levels
Oktober dan November relatif stabil pada level tinggi, yaitu of 1,991 and 2,031 calls. At the end of 2025, traffic rose again
1.991 dan 2.031 panggilan. Pada akhir 2025, trafik kembali in December to 2,421 calls due to increased activity during
meningkat pada Desember menjadi 2.421 panggilan akibat the Christmas and New Year 2026 holiday period.
lonjakan aktivitas selama periode Natal dan Tahun Baru
2026.
Selain layanan Dial, kanal WhatsApp 138 juga tidak lagi In addition to dial services, the WhatsApp 138 channel also
melayani pelanggan sejak 4 Juni 2025. Seluruh trafik dari ceased operations on 4 June 2025. All traffic from these
kanal-kanal tersebut yang masuk pada periode sebelumnya channels during the earlier part of 2025 was recorded under
selama tahun 2025 dicatat ke dalam layanan Contact Center Contact Center 172 services. Meanwhile, other Contact
172. Sementara itu, kanal Contact Center 138 lainnya, seperti Center 138 channels, including Instagram, Twitter/X,
Instagram, Twitter/X, Facebook, email, dan Humas, tetap Facebook, email, and Public Relations, continued to
dioperasikan sebagai bagian dari layanan Contact Center operate as part of the InJourney Airports Contact Center
InJourney Airports 172. Secara keseluruhan, dinamika trafik 172 service. Overall, the traffic dynamics of Contact Center
Contact Center 172 selama tahun 2025 mencerminkan 172 throughout 2025 reflected the impact of high-season
pengaruh periode high season, proses konsolidasi kanal periods, the consolidation of service channels, and the
layanan, serta normalisasi penggunaan layanan setelah normalization of service usage following the centralization
pemusatan nomor kontak pelanggan. of customer contact numbers.
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05 Delivering Experience-Oriented Services
Tingkat Kepuasan Pelanggan Tahun 2025 pada Contact Customer Satisfaction Level in 2025 for Contact Center
Center 138 dan 172 138 and 172
Januari
4,68
January
Februari
February
4,63
Maret
March
4,80
April
April
4,53
Mei
May 4,73
Juni
June 4,71
Juli
July 4,76
Agustus
August 4,72
September
September 4,69
Oktober
October 4,89
November
November 4,73
Desember
December 4,97
Survei Kepuasan Pelanggan (Customer Satisfaction Survey) Survei Kepuasan Pelanggan (Customer Satisfaction Survey)
dilakukan untuk mengukur sejauh mana layanan yang dilakukan untuk mengukur sejauh mana layanan yang
diberikan melalui Contact Center 172 dan Contact Center diberikan melalui Contact Center 172 dan Contact Center
138 telah memenuhi harapan pengguna jasa. Survei ini 138 telah memenuhi harapan pengguna jasa. Survei ini
menggunakan skala likert dengan rentang nilai 1 hingga 5. menggunakan skala likert dengan rentang nilai 1 hingga 5.
Aspek penilaian meliputi kecepatan respons, tingkat Aspek penilaian meliputi kecepatan respons, tingkat
kepuasan terhadap pelayanan, kemudahan akses layanan, kepuasan terhadap pelayanan, kemudahan akses layanan,
202 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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serta keakuratan solusi yang diberikan. Sementara itu, serta keakuratan solusi yang diberikan. Sementara itu,
penilaian terhadap Contact Center 138 mencakup tingkat penilaian terhadap Contact Center 138 mencakup tingkat
kepuasan pelanggan, kemudahan dalam menghubungi kepuasan pelanggan, kemudahan dalam menghubungi
layanan, serta kualitas penanganan yang diberikan oleh layanan, serta kualitas penanganan yang diberikan oleh
petugas. petugas.
Layanan SOS Help
SOS Help Service
Sebagai bagian dari penguatan layanan inklusif dan As part of strengthening inclusive and responsive services,
responsif, PT Angkasa Pura Indonesia menghadirkan PT Angkasa Pura Indonesia has introduced the SOS Help
fasilitas SOS Help di Bandara Internasional Yogyakarta. facility at Yogyakarta International Airport. This service is
Layanan ini ditujukan bagi penumpang berkebutuhan intended for passengers with special needs, persons with
khusus, penyandang disabilitas, maupun penumpang yang disabilities, and passengers requiring immediate assistance
memerlukan penanganan segera di area bandara. Fitur SOS within the airport area. The SOS Help feature is available at
Help tersedia di area drop zone keberangkatan dan dapat the departure drop zone and can be accessed by pressing
diakses dengan menekan tombol yang telah disediakan. the designated button.
Setelah tombol diaktifkan, petugas Customer Service akan Once activated, Customer Service personnel will
segera melakukan koordinasi dengan maskapai, ground immediately coordinate with airlines, ground handling, Port
handling, Kantor Kesehatan Pelabuhan (KKP), atau pihak Health Office (KKP), or other relevant parties according to
terkait lainnya sesuai dengan kebutuhan penumpang. passenger needs. This initiative reflects the Company’s
Inisiatif ini merupakan wujud komitmen Perusahaan dalam commitment to ensuring safe, comfortable, and promptly
memastikan perjalanan yang aman, nyaman, dan tertangani handled travel experiences for all users.
dengan cepat bagi seluruh pengguna jasa.
Umpan Media yang Diterima
Feedback Received
Media dan Saluran Umpan Balik Feedback Media and Channels
Selain melalui pengukuran terstruktur seperti ASQ dan In addition to structured measurements such as ASQ and
CSI, Perusahaan juga memperoleh masukan langsung CSI, the Company also receives direct customer feedback
dari pelanggan melalui berbagai kanal umpan balik, through various channels to capture the voices and input
guna menampung suara dan masukan dari pengguna of service users. PT Angkasa Pura Indonesia provides
jasa. PT Angkasa Pura Indonesia menyediakan berbagai multiple communication channels that are accessible both
kanal komunikasi yang dapat diakses secara daring online and in person. Overall, 13 feedback channels are
maupun langsung. Secara keseluruhan, terdapat 13 media managed through Contact Center 172, which operates 24
penyampaian umpan balik yang dikelola melalui Contact hours a day. Beyond digital services, airport users may also
Center 172 yang beroperasi selama 24 jam setiap hari. submit feedback directly through Customer Service officers
Selain melalui layanan digital, pengguna jasa juga dapat located within airport areas.
menyampaikan masukan secara langsung melalui petugas
Customer Service di area bandara.
Kanal daring yang tersedia antara lain Contact Us, Dial, Available online channels include Contact Us, Dial, Email,
Email, Facebook, Humas, Instagram, Live Chat, media Facebook, Public Relations, Instagram, Live Chat, other
lainnya, Twitter, WhatsApp, dan Video Call, sementara kanal media channels, Twitter, WhatsApp, and Video Call, while
luring meliputi Customer Service dan Kotak Saran yang offline channels consist of Customer Service counters and
tersedia di bandara. Suggestion Boxes available at the airports.
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05 Delivering Experience-Oriented Services
Segmentasi Umpan Balik Feedback Segmentation
Segmentasi umpan balik dilakukan untuk mengelompokkan Feedback segmentation is conducted to categorize user
suara pengguna jasa berdasarkan pihak yang dituju, baik unit input based on the intended recipients, including internal
internal, mitra usaha, instansi terkait, maupun pihak lainnya. units, business partners, related institutions, or other
Pendekatan ini membantu Perusahaan dalam memastikan parties. This approach ensures that each input is directed
setiap masukan diteruskan kepada pihak yang berwenang to the appropriate party and handled effectively. Throughout
dan ditangani secara tepat. Sepanjang tahun 2025, total 2025, a total of 734,095 feedback entries were received. The
umpan balik yang diterima sebanyak 734.095 umpan balik. proportion of each category is as follows.
Rincian proporsi masing-masing topik ditampilkan pada
grafik berikut.
84,4% PT Angkasa Pura Indonesia
Mitra Kerja atau Usaha
Business/Operational Partners
Barang/Orang Tertinggal
Lost/Left Items or Persons
11,9% Kehilangan Barang/Orang
Missing Items/Persons
Operator Bandara Lain
Other Airport Operators
2,2% Penemuan Barang/Orang
Found Items/Persons
1,3%
Kejadian di Bandara
0,1% Airport Incidents
0,1%
0,1%
Klasifikasi Umpan Balik Feedback Classification
Sepanjang tahun 2025, pengguna jasa menyampaikan Throughout 2025, service users submitted feedback through
umpan balik melalui berbagai kanal komunikasi yang various communication channels provided by the Company.
disediakan Perusahaan. Kanal daring yang tersedia antara Online channels include Contact Us, Dial, Email, Facebook,
lain Contact Us, Dial, Email, Facebook, Humas, Instagram, Public Relations, Instagram, Live Chat, other media, Twitter,
Live Chat, media lainnya, Twitter, WhatsApp, dan Video Call, WhatsApp, and Video Call, while offline channels include
sementara kanal luring meliputi Customer Service dan Kotak Customer Service counters and suggestion boxes available
Saran yang tersedia di bandara. Distribusi penggunaan at airports. The distribution of usage across each channel
masing-masing kanal ditunjukkan pada diagram berikut, is presented in the following diagram, illustrating the
yang menggambarkan proporsi pemanfaatan setiap saluran proportion of customer utilization for each channel.
oleh pelanggan.
204 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Customer Service
Dial
Contact Us
87,3% Email
Live Chat
WhatsApp
2,7%
Instagram
2,7%
Humas
2,7% Public Relations
Twitter
2,1%
Media Lainnya
1,1% Other Media
1,0%
0,2%
0,2%
0,2%
Secara umum, pola yang terlihat menunjukkan preferensi Generally, the pattern indicates a strong preference for
yang kuat terhadap kanal berbasis digital, termasuk digital-based channels, including instant messaging
aplikasi pesan instan, email, live chat, dan media sosial. applications, email, live chat, and social media. Meanwhile,
Sementara itu, kanal konvensional seperti layanan telepon conventional channels such as direct telephone services
langsung dan sarana tatap muka tetap digunakan, meskipun and face-to-face interactions remain in use, albeit at a
dengan proporsi yang lebih kecil. Komposisi ini menjadi lower proportion. This composition serves as the basis for
dasar evaluasi Perusahaan dalam memperkuat sistem the Company’s evaluation in strengthening digital service
layanan digital serta memastikan seluruh kanal, baik digital systems while ensuring that all channels, both digital and
maupun nondigital, tetap responsif dan terintegrasi dalam non-digital, remain responsive and integrated in managing
pengelolaan umpan balik pelanggan. customer feedback.
Kategori Umpan Balik Feedback Categories
Pada periode pelaporan tahun 2025, mayoritas pengguna During the 2025 reporting period, the majority of service
jasa memanfaatkan saluran umpan balik untuk memperoleh users utilized feedback channels to obtain information,
informasi, diikuti oleh penyampaian laporan, permintaan followed by reporting, service requests, and other
layanan, serta kategori lainnya. Secara keseluruhan, categories. In total, the Company received 1,595 complaints
Perusahaan menerima sebanyak 1.595 keluhan dan 1.378 and 1,378 expressions of appreciation. Out of all the
apresiasi. Dari total keluhan yang diterima, sebanyak 100% complaints received, 100% were resolved by the end of the
keluhan telah diselesaikan pada akhir periode pelaporan. reporting period. [OJK F.24]
[OJK F.24]
Status Umpan Balik Feedback Status
Pada periode pelaporan tahun 2025, Perusahaan menerima During the 2025 reporting period, the Company received
sebanyak 1.595 umpan balik berupa keluhan melalui Contact 1,595 complaint-related feedback entries through Contact
Center 172 dan Contact Center 138. Dari jumlah tersebut, Center 172 and Contact Center 138. Of this number, 253 cases
sebanyak 253 atau 15,86% umpan balik berhasil diselesaikan or 15.86% were resolved at the initial level (closed) without
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05 Delivering Experience-Oriented Services
pada tingkat awal (closed) tanpa perlu diteruskan ke unit requiring escalation to related units or partners. Meanwhile,
atau mitra terkait. Sementara itu, sebanyak 1.432 atau 1,432 cases or 84.14% required escalation to be followed
84,14% memerlukan proses eskalasi (escalation) untuk up by relevant business units or partners. Throughout the
ditindaklanjuti oleh unit kerja atau mitra yang relevan. reporting period, there were no feedback cases requiring
Sepanjang periode pelaporan, tidak terdapat umpan balik further probing or additional information gathering.
pengguna jasa yang berstatus memerlukan pendalaman
informasi lebih lanjut (probing).
Pemasaran dan Informasi Produk
Product Marketing and Information
PT Angkasa Pura Indonesia menjalankan praktik pemasaran PT Angkasa Pura Indonesia implements transparent,
yang terbuka, informatif, dan mudah dipahami dalam informative, and easily understandable marketing practices
menyampaikan informasi layanan kepada para pemangku in communicating service information to stakeholders.
kepentingan. Setiap kebijakan terkait produk dan penetapan All policies related to products and pricing that require
harga yang memerlukan persetujuan pemerintah dan approval from the Government and regulators are carried
regulator dilaksanakan dengan mengedepankan kepatuhan out in full compliance with applicable regulations.
terhadap ketentuan yang berlaku. Dalam proses penetapan In determining airport service tariffs, the Company
tarif layanan kebandarudaraan, Perusahaan terlebih dahulu first obtains recommendations from the Ministry of
memperoleh rekomendasi dari Kementerian Perhubungan Transportation and approval from the Coordinating Ministry
dan persetujuan dari Kementerian Koordinator Bidang for Economic Affairs. The approved tariff information is
Perekonomian. Informasi tarif yang telah ditetapkan then published through the Company’s website and official
kemudian dipublikasikan melalui situs web dan kanal channels, accompanied by notifications and dissemination
resmi Perusahaan, disertai pemberitahuan serta to stakeholders. This mechanism reflects PT Angkasa Pura
sosialisasi kepada pemangku kepentingan. Mekanisme ini Indonesia’s commitment to upholding the principles of
mencerminkan komitmen PT Angkasa Pura Indonesia dalam transparency, fairness, and service equity. [GRI 3-3] [OJK F.17]
menjaga prinsip transparansi, keadilan, dan kesetaraan
layanan. [GRI 3-3] [OJK F.17]
Seluruh aktivitas komunikasi PT Angkasa Pura Indonesia All communication activities of PT Angkasa Pura Indonesia
dilaksanakan dengan mengacu pada kerangka regulasi yang are conducted in accordance with the prevailing regulatory
berlaku, antara lain Undang-Undang Nomor 14 Tahun 2008 framework, including Law Number 14 of 2008 on Public
tentang Keterbukaan Informasi Publik, Instruksi Presiden Information Disclosure, Presidential Instruction Number
Nomor 9 Tahun 2015 tentang Pengelolaan Komunikasi 9 of 2015 on Public Communication Management, Minister
Publik, Peraturan Menteri Perhubungan Nomor KM 63 Tahun of Transportation Regulation Number KM 63 of 2007 on
2007 tentang Tata Cara Tetap Pelaksanaan Komunikasi Standard Procedures for Public Communication within the
Publik di lingkungan Kementerian Perhubungan, serta Ministry of Transportation, and Minister of Home Affairs
Peraturan Menteri Dalam Negeri Nomor 3 Tahun 2017 Regulation Number 3 of 2017 on Guidelines for Information
tentang Pedoman Pengelolaan Pelayanan Informasi dan and Documentation Service Management. Internally,
Dokumentasi. Secara internal, pengelolaan komunikasi communication management is also governed by corporate
juga diatur melalui kebijakan dan pedoman perusahaan policies and guidelines to ensure that information is
yang memastikan penyampaian informasi dilakukan secara delivered accurately, transparently, and responsibly to all
akurat, transparan, dan bertanggung jawab kepada seluruh stakeholders. [GRI 417-1]
pemangku kepentingan. [GRI 417-1]
Dalam setiap kegiatan promosi dan komunikasi pemasaran, In all promotional and marketing communication activities,
PT Angkasa Pura Indonesia memastikan informasi yang PT Angkasa Pura Indonesia ensures that the information
disampaikan akurat, jelas, dan bertanggung jawab, serta conveyed is accurate, clear, and accountable, and does not
206 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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tidak memuat klaim yang menyesatkan maupun bersifat contain misleading or discriminatory claims. The Company
diskriminatif. Perusahaan berkomitmen untuk mematuhi is committed to complying with all applicable laws and
seluruh ketentuan peraturan perundang-undangan di regulations in marketing and consumer protection. During
bidang pemasaran dan perlindungan konsumen. Pada the 2025 reporting period, there were no incidents of non-
periode pelaporan tahun 2025, tidak terdapat insiden compliance related to service information and labeling,
ketidakpatuhan terkait informasi dan pelabelan layanan, marketing communications, or corporate disclosures. All
komunikasi pemasaran, maupun penyampaian informasi information regarding business activities and partnership
perusahaan. Seluruh informasi mengenai kegiatan usaha opportunities can be accessed openly through the
dan peluang kerja sama dapat diakses secara terbuka Company’s official website at www.injourneyairports.id. [GRI
melalui situs resmi Perusahaan di www.injourneyairports.id. 417-2, 417-3]
[GRI 417-2, 417-3]
Kegiatan Branding & Marketing Commercial Sepanjang 2025
Commercial Branding & Marketing Activities Throughout 2025
Kegiatan Periode Kegiatan
No
Activity Activity Period
1 Loyalty Program Eat Shop Fly
Eat Shop Fly merupakan program loyalitas pelanggan yang diinisiasi oleh InJourney Airports untuk
meningkatkan pengalaman penumpang sekaligus mendorong kinerja bisnis non-aeronautika. Melalui
program ini, penumpang memperoleh poin dari setiap transaksi di tenant ritel, food & beverage (F&B),
dan layanan bandara lainnya, yang dapat ditukarkan dengan berbagai hadiah maupun mengikuti program
undian. Program ini tidak hanya memberikan nilai tambah bagi pelanggan, tetapi juga meningkatkan 29 Desember 2024 -
engagement, mendorong traffic dan spending, serta memperkuat loyalitas terhadap ekosistem komersial 30 Desember 2025
bandara. 29 December 2024 -
Eat Shop Fly is a customer loyalty program initiated by InJourney Airports to enhance passenger 30 December 2025
experience while driving non-aeronautical business performance. Through this program, passengers
earn points from transactions at retail tenants, food & beverage (F&B), and other airport services, which
can be redeemed for various rewards or used to participate in prize draws. The program not only provides
added value for customers but also increases engagement, drives traffic and spending, and strengthens
loyalty to the airport’s commercial ecosystem.
2 Commercial Expo
Fokus kegiatan Commercial Expo diarahkan pada penguatan posisi PT Angkasa Pura Indonesia pasca-
merger, percepatan pencapaian target Rencana Kerja Anggaran dan Anggaran Perusahaan (RKAP) non-
aeronautika tahun 2025, serta optimalisasi pemanfaatan aset komersial melalui aktivasi ruang usaha dan
pelaksanaan market sounding secara terpadu. Selain itu, kegiatan ini dimanfaatkan untuk memperluas
kemitraan strategis dengan berbagai merek dan pelaku industri travel retail guna mendorong peningkatan
kinerja dan produktivitas komersial. 23 April 2025
The Commercial Expo was focused on strengthening PT Angkasa Pura Indonesia’s position following the
merger, accelerating the achievement of the 2025 non-aeronautical Corporate Work Plan and Budget
(RKAP) targets, and optimizing the utilization of commercial assets through the activation of business
spaces and the integrated implementation of market sounding. The event also served as a platform
to expand strategic partnerships with various brands and travel retail industry players, supporting the
enhancement of commercial performance and productivity.
3 Collaborative Destination Development (CDD) TJQ
Sejalan dengan penetapan Bandara H.A.S. Hanandjoeddin, Bandara Ahmad Yani, dan Bandara Sultan
Mahmud Badaruddin II sebagai bandara internasional, PT Angkasa Pura Indonesia melaksanakan kegiatan
Customer Development Discussion (CDD) di Bandara H.A.S. Hanandjoeddin. Kegiatan ini merupakan
kolaborasi antara Perusahaan, pemerintah daerah, maskapai penerbangan, asosiasi travel agent,
dan pelaku pariwisata untuk meningkatkan konektivitas udara serta kualitas layanan bagi wisatawan
mancanegara, sekaligus mendukung pengembangan ekonomi dan sektor pariwisata, khususnya di 3 - 4 Juni 2025
wilayah Kepulauan Bangka Belitung dan Sumatra Selatan. 3 - 4 June 2025
In line with the designation of H.A.S. Hanandjoeddin Airport, Ahmad Yani Airport, and Sultan Mahmud
Badaruddin II Airport as international airports, PT Angkasa Pura Indonesia conducted a Customer
Development Discussion (CDD) in H.A.S. Hanandjoeddin Airport. This initiative represents collaboration
between the Company, local governments, airlines, travel agent associations, and tourism stakeholders
to enhance air connectivity and service quality for international tourists, while supporting economic and
tourism development, particularly in the Bangka Belitung Islands and South Sumatra regions.
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Kegiatan Periode Kegiatan
No
Activity Activity Period
4 Air Service Agreement Consultation Saudi Arabia: 25 - 26
Program konsultasi ini dilaksanakan untuk mendukung penyusunan dan pemutakhiran dokumen Air Juni 2025
Service Agreement (ASA) dengan mengacu pada regulasi serta pedoman resmi Kementerian Perhubungan. Uzbekistan: 31 Juli - 1
Dalam proses ini, Angkasa Pura Indonesia berperan memberikan masukan kepada regulator terkait Agustus 2025
pengaturan yang memungkinkan pembukaan akses bagi maskapai asing untuk mengangkut penumpang Hongkong: 20
dari Indonesia. Upaya tersebut diarahkan untuk mendorong pengembangan pasar baru melalui penerapan November 2025
pembatasan tertentu, seperti penetapan bandara asal, frekuensi penerbangan, dan jangka waktu Turki: 22 - 23 Oktober
operasional. Seluruh inisiatif ini dilaksanakan dengan tetap menjunjung tinggi prinsip persaingan usaha 2025
yang sehat. Saudi Arabia: 25 - 26
This consultation program was undertaken to support the development and updating of Air Service June 2025
Agreement (ASA) documents in accordance with the regulatory framework and official guidelines of Uzbekistan: 31 July - 1
the Ministry of Transportation. In this process, Angkasa Pura Indonesia provides input to the regulator August 2025
regarding arrangements that enable foreign airlines to access the Indonesian market and carry passengers Hongkong: 20
from Indonesia. These efforts are intended to support the development of new markets through the November 2025
application of specific limitations, such as designated airports of origin, flight frequencies, and defined Türkiye: 22 - 23
operational periods. All initiatives are implemented while upholding the principles of fair competition. October 2025
5 Customer Development Discussion Bandara Internasional Sultan Iskandar Muda (BTJ)
Forum diskusi ini diselenggarakan untuk mendukung pengembangan destinasi pariwisata melalui
kolaborasi dengan pemangku kepentingan di sektor aviasi dan pariwisata, khususnya dalam pembahasan
konektivitas penerbangan dan pengembangan pariwisata daerah. Kegiatan ini difokuskan pada
penguatan peran BTJ sebagai hub umrah Indonesia bagian barat, pengembangan pariwisata Sabang,
10 - 11 September
serta penjajakan pembukaan rute langsung BTJ–JED/MED.
2025
This discussion forum was held to support tourism destination development through collaboration
with stakeholders in the aviation and tourism sectors, particularly in discussions on flight connectivity
and regional tourism development. The activity focused on strengthening the role of BTJ as a western
Indonesia umrah hub, developing Sabang tourism, and exploring the opening of direct BTJ–JED/MED
routes.
6 Routes World & Asia
Kegiatan industri penerbangan yang mempertemukan maskapai penerbangan, operator bandara, otoritas
pariwisata, dan pemasok penerbangan untuk bertemu, bernegosiasi, dan membangun hubungan yang 24 - 26 September
akan mengembangkan jaringan rute udara masa depan. 2025
An aviation industry event that brings together airlines, airport operators, tourism authorities, and
aviation suppliers to meet, negotiate, and build relationships that will shape future air route networks.
7 MOU Hong Kong
Nota Kesepahaman antara PT Angkasa Pura Indonesia dan Otoritas Bandara Hong Kong dengan ruang
lingkup penguatan kerja sama dalam konektivitas udara, pengelolaan bandara, dan pengembangan sektor
penerbangan. 26 September 2026
A Memorandum of Understanding between PT Angkasa Pura Indonesia and the Hong Kong Airport
Authority, covering cooperation in strengthening air connectivity, airport management, and aviation
sector development.
8 Retail Connect
Sejalan dengan agenda transformasi Perusahaan dalam penguatan strategi, penyelarasan prioritas, dan
respons terhadap perkembangan pasar, PT Angkasa Pura Indonesia menyelenggarakan Tenant Gathering
InJourney Airports Non-Aero Commercial sebagai forum strategis untuk memperkuat kemitraan
dengan pelaku usaha non-aero, khususnya sektor F&B, ritel, duty free, dan services. Kegiatan ini tidak
hanya menjadi sarana apresiasi bagi mitra berprestasi, tetapi juga wadah untuk menjajaki peluang
pengembangan usaha, mendukung pencapaian target pendapatan, serta memperoleh wawasan terkait 22 Oktober 2025
tren industri dan preferensi penumpang. 22 October 2025
In line with the Company’s transformation agenda in strengthening strategy, aligning priorities, and
responding to market developments, PT Angkasa Pura Indonesia organized the InJourney Airports
Non-Aero Commercial Tenant Gathering as a strategic forum to strengthen partnerships with non-aero
business players, particularly in F&B, retail, duty free, and services. This activity serves not only as a
platform for recognizing high-performing partners but also as a forum to explore business development
opportunities, support revenue targets, and gain insights into industry trends and passenger preferences.
208 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Kegiatan Periode Kegiatan
No
Activity Activity Period
9 Rakernis Non-Aero Commercial
Dalam rangka mendukung transformasi perusahaan dan pencapaian target pendapatan 2025, PT Angkasa
Pura Indonesia menyelenggarakan InJourney Airports Commercial Strategic Meeting sebagai forum
strategis lintas regional dan cabang untuk mengevaluasi kinerja Semester I 2025 serta menyelaraskan
strategi dan prioritas. Forum ini juga menjadi wadah untuk merumuskan langkah adaptif dan terukur guna
memastikan pencapaian target 2025 sekaligus menyiapkan strategi tahun 2026. 22 November 2025
To support corporate transformation and the achievement of the 2025 revenue targets, PT Angkasa Pura
Indonesia held the InJourney Airports Commercial Strategic Meeting as a cross-regional and branch
strategic forum to evaluate first semester 2025 performance and align strategies and priorities. This
forum also serves to formulate adaptive and measurable steps to ensure the achievement of 2025 targets
while preparing strategies for 2026.
10 Airline Gathering 2025
24 - 25 Desember
Upaya peningkatan konektivitas udara serta pengembangan rute penerbangan, melalui pertemuan,
2025
komunikasi dan koordinasi yang intensif dalam ekosistem industri penerbangan.
24 - 25 December
An initiative to enhance air connectivity and route development through meetings, communication, and
2025
intensive coordination within the aviation industry ecosystem.
Manajemen Keselamatan Bandara
Airport Safety Management
Sebagai perusahaan penyedia layanan jasa As an airport service provider, PT Angkasa Pura Indonesia
kebandarudaraan, PT Angkasa Pura Indonesia places passenger safety and security as top priorities in all
menempatkan aspek keselamatan dan keamanan operational activities. In addition to air passengers, attention
penumpang sebagai prioritas utama dalam setiap aktivitas to safety aspects is also extended to all customer segments
operasional. Selain penumpang angkutan udara, perhatian that interact with the Company’s airport services and
terhadap aspek keselamatan juga diberikan kepada seluruh facilities, including airlines, tenants or business partners,
segmen pelanggan yang berinteraksi dengan layanan dan regulators, as well as other service users within the airport
fasilitas kebandarudaraan Perusahaan, termasuk maskapai environment. This commitment reflects compliance with
penerbangan, tenant atau mitra usaha, regulator, serta Law Number 1 of 2009 on Aviation, particularly Article 219
pengguna jasa lainnya di lingkungan bandara. Komitmen paragraph (1), which requires airport operators to provide
ini merupakan bentuk kepatuhan terhadap Undang- facilities that meet safety and security requirements as well
Undang Nomor 1 Tahun 2009 tentang Penerbangan, as established service standards. [GRI 3-3]
khususnya Pasal 219 ayat (1), yang mewajibkan badan usaha
bandara menyediakan fasilitas yang memenuhi persyaratan
keselamatan dan keamanan serta standar pelayanan yang
ditetapkan. [GRI 3-3]
Dalam pemenuhan ketentuan tersebut, Perusahaan In fulfilling these requirements, the Company conducts
melakukan analisis kebutuhan fasilitas keselamatan dengan analyses of safety facility needs by considering equipment
mempertimbangkan efektivitas peralatan, klasifikasi effectiveness, airport classification, and the level of
bandara, serta tingkat potensi ancaman atau gangguan yang potential threats or disturbances. This approach ensures
relevan. Pendekatan ini memastikan bahwa penyediaan that the provision of facilities and security systems is
fasilitas dan sistem pengamanan dilakukan secara tepat implemented appropriately and proportionally to the risks
guna dan proporsional terhadap risiko yang dihadapi. [OJK F.21] faced. [OJK F.21] [GRI 416-1]
[GRI 416-1]
Sestainability Report 2025 PT Angkasa Pura Indonesia 209
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
Dalam pelaksanaan program Keselamatan, Keamanan, dan In implementing Safety, Security, and Health programs, the
Kesehatan, fungsi Airport Safety berpedoman pada sejumlah Airport Safety function refers to several official documents
dokumen resmi yang menjadi acuan dalam pengelolaan dan that serve as guidelines for managing and controlling
pengendalian risiko operasional. Pedoman tersebut telah operational risks. These guidelines are formally documented
terdokumentasi secara formal dan mencakup sepuluh and consist of the following ten main documents:
dokumen utama sebagai berikut:
1. PD.DU.1016/XI/2024 tentang Pedoman Sistem 1. PD.DU.1016/XI/2024 on Safety Management System
Manajemen Keselamatan (Safety Management System) Guidelines of PT Angkasa Pura Indonesia
PT Angkasa Pura Indonesia
2. PD.DO.1017/XI/2024 tentang Pedoman Pemantauan 2. PD.DO.1017/XI/2024 on Monitoring and Measurement
dan Pengukuran Sistem Manajemen Keselamatan PT Guidelines for the Safety Management System of PT
Angkasa Pura Indonesia Angkasa Pura Indonesia
3. PD.DO.1019/XI/2024 tentang Pedoman Runway Safety 3. PD.DO.1019/XI/2024 on Runway Safety Team Guidelines
Team PT Angkasa Pura Indonesia of PT Angkasa Pura Indonesia
4. PD.DO.1021/XI/2024 tentang Pedoman Investigasi 4. PD.DO.1021/XI/2024 on Safety Investigation Guidelines
Keselamatan di PT Angkasa Pura Indonesia at PT Angkasa Pura Indonesia
5. PD.DO.0001/I/2025 tentang Pedoman Biosafety 5. PD.DO.0001/I/2025 on Biosafety Management
Management PT Angkasa Pura Indonesia Guidelines of PT Angkasa Pura Indonesia
6. PD.DO.0004/I/2025 tentang Pedoman Manajemen 6. PD.DO.0004/I/2025 on Wildlife Hazard Management
Bahaya Hewan Liar (Wildlife Hazard Management) di Guidelines at Airports Managed by PT Angkasa Pura
Bandar Udara yang Dikelola oleh PT Angkasa Pura Indonesia
Indonesia
7. PD.DO.0001/PR.03.01.01/2025 tentang Pedoman 7. PD.DO.0001/PR.03.01.01/2025 on Guidelines for the
Pelaksanaan Pemindahan Pesawat Udara yang Rusak di Removal of Disabled Aircraft in Movement Areas at
Daerah Pergerakan Pesawat Udara pada Bandar Udara Airports Managed by PT Angkasa Pura Indonesia
yang Dikelola PT Angkasa Pura Indonesia
8. PD.DO.0002/KB.02.13/205 tentang Pedoman 8. PD.DO.0002/KB.02.13/2025 on Guidelines for the
Pelaksanaan Latihan Penanggulangan Keadaan Implementation of Airport Emergency Exercises at PT
Darurat (Airport Emergency Exercise) di Bandar Udara Angkasa Pura Indonesia Airports
PT Angkasa Pura Indonesia
9. PD.DO.4/KB.02.13/2025 tentang Pedoman Operasional 9. PD.DO.4/KB.02.13/2025 on Operational Guidelines for
Pelayanan Airport Rescue and Firefighting di Bandar Airport Rescue and Firefighting Services at PT Angkasa
Udara PT Angkasa Pura Indonesia Pura Indonesia Airports
10. KEP.DU.489/KB.02.16/2025 tentang Safety Review 10. KEP.DU.489/KB.02.16/2025 on the Safety Review Board
Board PT Angkasa Pura Indonesia of PT Angkasa Pura Indonesia
Pada periode pelaporan tahun 2025, Perusahaan secara During the 2025 reporting period, the Company consistently
konsisten mempertahankan kepatuhan terhadap peraturan maintained compliance with regulations related to health
yang berkaitan dengan dampak kesehatan dan keselamatan and safety impacts of airport products and services.
dari produk serta jasa kebandarudaraan. Sepanjang tahun Throughout the reporting year, there were no incidents of
pelaporan, tidak terdapat insiden ketidakpatuhan terhadap non-compliance with applicable regulations or voluntary
regulasi maupun standar sukarela yang berlaku, termasuk standards, including no sanctions in the form of fines
tidak adanya sanksi berupa denda atau hukuman, peringatan or penalties, warnings from authorities, or violations of
dari otoritas, maupun pelanggaran terhadap ketentuan yang applicable airport industry regulations. [GRI 416-1, 416-2] [OJK F.27]
berlaku di industri kebandarudaraan. [GRI 416-1, 416-2] [OJK F.27]
210 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Kegiatan Airport Safety 2025
Airport Safety Activities in 2025
Kegiatan Uraian
No
Activity Description
1 Sosialisasi bahaya kebakaran Sosialisasi bahaya kebakaran di kantor pusat dilaksanakan pada 8 Februari 2025, melibatkan
Fire hazard awareness tim ARFF CGK dengan mengundang pemangku kepentingan bandara sebagai bagian dari
rangkaian kegiatan Peringatan Bulan K3 Nasional. Seluruh Kantor Cabang didorong untuk
melaksanakan kegiatan serupa dengan mengundang pemangku kepentingan di wilayah
bandara masing-masing.
A fire hazard awareness program was conducted at the Head Office on February 8, 2025,
involving the ARFF CGK team and inviting airport stakeholders as part of the National OHS
Month commemoration. All Branch Offices were encouraged to conduct similar activities by
involving stakeholders in their respective airport areas.
2 Donor darah Dalam rangka peringatan Bulan K3 Nasional tahun 2025, PT Angkasa Pura Indonesia, salah
Blood donor satu rangkaian kegiatannya adalah donor darah yang bekerja sama dengan PMI Kabupaten
Tangerang. Kegiatan donor darah dilaksanakan di Ruang Auditorium II gedung 600, dengan
hasil sebagai berikut:
• Target: 100 kantong darah
• Realisasi: 118 Kantong darah
• Jumlah peserta pendaftar: 144 Orang
• Asal Peserta: HO, CGK, Reg I, Otban, Polres dan IAS
Selama kegiatan tidak terdapat hal-hal yang darurat dan seluruh peserta pendonor dalam
keadaan sehat. Seluruh Kantor Cabang didorong untuk melaksanakan kegiatan serupa
dengan mengundang pemangku kepentingan dan penumpang di wilayah bandara masing-
masing.
As part of the 2025 National OHS Month commemoration, PT Angkasa Pura Indonesia
conducted a blood donation program in collaboration with the Indonesian Red Cross (PMI)
of Tangerang Regency. The activity was held at Auditorium Room II, Building 600, with the
following results:
• Target: 100 blood bags
• Realization: 118 blood bags
• Total registered participants: 144 persons
• Participant origin: Head Office (HO), CGK, Region I, Airport Authority (Otban), Police
Resort (Polres), and IAS
During the activity, there were no emergency incidents and all donors were in good health.
All Branch Offices were encouraged to carry out similar activities involving stakeholders and
passengers in their respective airport areas.
3 Talkshow keselamatan dan safety Kegiatan Talkshow Keselamatan dan Kesehatan Kerja dilaksanakan pada 12 Februari 2025
award yang sekaligus menutup rangkaian peringatan Bulan K3 Nasional. Pembicara terdiri dari
Safety talk show and safety awards Kepala Unit Pelaksana Teknis Daerah (UPTD) Pengawasan Ketenagakerjaan Kab. Tangerang
dan Investigator Komite Nasional Keselamatan Transportasi (KNKT) Republik Indonesia.
Kegiatan dilaksanakan di Auditorium Gedung 600 secara hybrid yang diikuti oleh 413 peserta
dari seluruh Kantor Cabang dan stakeholder Bandar Udara.
The Occupational Safety and Health Talkshow was held on 12 February 2025, marking the
closing of the National OHS Month series. Speakers included the Head of the Regional
Technical Implementation Unit (UPTD) for Labor Supervision of Tangerang Regency and an
Investigator from the National Transportation Safety Committee (KNKT) of the Republic of
Indonesia. The event was conducted in a hybrid format at Auditorium Building 600, attended
by 413 participants from all Branch Offices and airport stakeholders.
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Menghadirkan Layanan yang Berorientasi pada Pengalaman
05 Delivering Experience-Oriented Services
Kegiatan Uraian
No
Activity Description
4 Safety Promotion:
Safety Buletin: Mengenal
Promosi keselamatan merupakan upaya Perusahaan dalam mendorong budaya keselamatan
Keselamatan
yang positif serta mendukung pencapaian tujuan keselamatan bandar udara, yang dilakukan
Safety Buletin: Understanding
melalui penguatan kompetensi teknis secara berkelanjutan, komunikasi yang efektif,
Safety
dan pertukaran informasi. Inisiatif ini diwujudkan melalui berbagai kegiatan, antara lain
Safety Notice: Antisipasi Cuaca
penerbitan Surat Edaran Keselamatan, focus group discussion (FGD), webinar, pelatihan/
Ekstrem
diklat, seminar, inspeksi, sosialisasi, serta penyampaian konten keselamatan seperti Safety
Safety Buletin: Extreme Weather
Notice dan Bulletin.
Preparedness
Safety Bulletin: Electric Vehicle
Safety promotion represents the Company’s effort to foster a positive safety culture and
Safety Bulletin: Inspeksi
support the achievement of airport safety objectives through continuous strengthening of
Keselamatan
technical competencies, effective communication, and information exchange. This initiative
Safety Buletin: Extreme Weather
is implemented through various activities, including the issuance of Safety Circular Letters,
Preparedness
focus group discussions (FGDs), webinars, training programs, seminars, inspections,
Safety Bulletin: Fire Safety
socialization programs, and dissemination of safety content such as Safety Notices and
Awareness
Bulletins.
Safety Bulletin: SHELL Model
Human Factor
5 Safety Sharing Session:
Q1: Wildlife Hazard Management Promosi keselamatan dilaksanakan melalui berbagai kegiatan, antara lain FGD, sosialisasi,
Q2: Persiapan Organisasi dan webinar terkait keselamatan. Sepanjang tahun 2025, PT Angkasa Pura Indonesia juga
Penerbangan Sipil Internasional secara konsisten menyelenggarakan Safety Sharing Session yang dilaksanakan setiap
(ICAO) Universal Safety Oversight kuartal, sebagai bagian dari upaya penguatan budaya keselamatan di lingkungan operasional.
Audit Programme (USOAP)
Q3: Focus Group Discussion (FGD) Safety promotion is conducted through various activities, including FGDs, socialization
Wildlife Hazard Management programs, and webinars related to safety. Throughout 2025, PT Angkasa Pura Indonesia
Q4: Peningkatan Kewaspadaan consistently organized quarterly Safety Sharing Sessions as part of its efforts to strengthen
Keselamatan Menjelang Periode safety culture within its operational environment.
Natal dan Tahun Baru (Nataru)
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Sestainability Report 2025 PT Angkasa Pura Indonesia 213
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06 Mengembangkan
Talenta, Menyiapkan
Masa Depan
Developing Talent, Preparing
for the Future
Pengelolaan dan Pengembangan Talenta 216
Talent Management and Development
Keselamatan dan Kesehatan Kerja 250
Occupational Health and Safety
Manajemen Mutu Pengelolaan Bandara 269
Airport Management Quality Management
Page 215
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Pengelolaan dan Pengembangan Talenta
Talent Management and Development
Dalam menghadapi dinamika industri kebandarudaraan In responding to the evolving dynamics of the airport industry,
yang terus berkembang, PT Angkasa Pura Indonesia PT Angkasa Pura Indonesia positions talent management
menempatkan pengelolaan dan pengembangan talenta and development as a fundamental pillar in sustaining
sebagai salah satu fondasi utama dalam menjaga organizational performance and competitiveness. The
keberlanjutan kinerja dan daya saing organisasi. availability of competent, adaptive human resources
Ketersediaan sumber daya manusia (SDM) yang kompeten, aligned with business needs is a critical factor in addressing
adaptif, dan selaras dengan kebutuhan bisnis menjadi operational challenges while capturing growth opportunities
faktor utama dalam merespons tantangan operasional within an increasingly complex environment. The talent
sekaligus menangkap peluang pertumbuhan di lingkungan management approach is not solely directed at enhancing
yang semakin kompleks. Pendekatan manajemen talenta individual performance but also at building comprehensive
tidak hanya diarahkan untuk meningkatkan kinerja individu, organizational capabilities. Through structured and
tetapi juga untuk membangun kapabilitas organisasi secara development-oriented human resource management,
menyeluruh. Melalui pengelolaan SDM yang terstruktur dan the Company fosters a positive work culture, enhances
berorientasi pada pengembangan, Perusahaan mendorong motivation, and optimizes employee potential.
terbentuknya budaya kerja yang positif, peningkatan
motivasi, serta optimalisasi potensi karyawan.
Sejalan dengan hal tersebut, pengembangan organisasi yang In line with this, adaptive organizational development
adaptif menjadi bagian penting dari strategi pengelolaan forms an integral part of the human resource management
SDM. Sinergi antara pengembangan talenta dan penguatan strategy. Synergy between talent development and
organisasi diharapkan dapat mendukung pencapaian tujuan organizational strengthening is expected to support the
bisnis secara berkelanjutan serta memastikan bahwa sustainable achievement of business objectives and ensure
Perusahaan mampu tumbuh secara responsif terhadap the Company’s ability to grow responsively in a broader and
perkembangan lingkungan usaha yang lebih luas. [GRI 3-3] more dynamic business environment. [GRI 3-3]
PT Angkasa Pura Indonesia menerapkan pendekatan PT Angkasa Pura Indonesia implements an adaptive human
pengelolaan SDM yang adaptif dan selaras dengan resource management approach aligned with business
perkembangan bisnis melalui berbagai program yang developments through various programs outlined in
telah ditetapkan pada Rencana Kerja dan Anggaran the Company’s Work Plan and Budget (RKAP), including
Perusahaan (RKAP), termasuk penilaian kinerja, rekrutmen, performance appraisal, recruitment, career development
pengembangan karier dan regenerasi, sistem remunerasi and succession planning, remuneration and welfare
dan kesejahteraan, serta penguatan kapasitas dan systems, as well as continuous enhancement of employee
kapabilitas karyawan secara berkelanjutan. capacity and capability.
Peningkatan kualitas SDM tersebut diarahkan untuk Enhancement of human resource quality is directed
mendukung pencapaian visi jangka panjang Perusahaan toward supporting the Company’s long-term vision through
melalui penguatan organisasi dan pengembangan talenta organizational strengthening and talent development
sebagai salah satu pilar strategis. Pilar ini mendorong as one of the strategic pillars. This pillar promotes the
terbentuknya organisasi dan karyawan yang agile dalam creation of an agile organization and workforce capable of
merespons perubahan lingkungan dan kebutuhan responding to environmental changes and customer needs,
pelanggan, termasuk melalui pemanfaatan teknologi dan including through the utilization of relevant technologies
perangkat pendukung yang relevan, guna meningkatkan and supporting tools, in order to continuously improve
daya saing dan kinerja layanan secara berkelanjutan. competitiveness and service performance.
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Kepegawaian
Employment
Struktur Pengelolaan Kepegawaian
Employment Management Structure
Direktur Human Capital
Director of Human Capital
Direktorat Human Capital
Director of Human Capital
Organization Development Human Capital Management Learning and Development
Pegawai memiliki peran penting dalam mendukung Employees play a vital role in supporting the Company’s
operasional dan kualitas layanan Perusahaan, khususnya operations and service quality, particularly through direct
melalui interaksi langsung dengan para pemangku interaction with stakeholders. Employee competence and
kepentingan. Kompetensi dan profesionalisme pegawai professionalism contribute significantly to the service
berkontribusi terhadap pengalaman layanan yang diterima experience received by customers; therefore, employment
pengguna jasa, sehingga pengelolaan kepegawaian menjadi management is a strategic aspect in maintaining the
aspek strategis dalam menjaga kinerja dan standar layanan Company’s performance and service standards.
Perusahaan.
Untuk mendukung peran tersebut, PT Angkasa Pura To support this role, PT Angkasa Pura Indonesia implements
Indonesia menerapkan kebijakan pengelolaan SDM yang human resource management policies focused on
berorientasi pada pengembangan individu dan peningkatan individual development and enhancing employee value. The
nilai pegawai. Strategi human capital diarahkan untuk human capital strategy is designed to ensure alignment
memastikan kesesuaian kompetensi dengan kebutuhan between competencies and organizational needs, promote
organisasi, mendorong kinerja yang berkelanjutan, serta sustainable performance, and strengthen employee
memperkuat kontribusi pegawai dalam pencapaian tujuan contributions toward achieving corporate objectives, which
Perusahaan, yang meliputi: [GRI 3-3] include: [GRI 3-3]
1. Perekrutan dan manajemen bakat sesuai kompetensi 1. Recruitment and talent management based on
individu; individual competencies;
2. Pelatihan keterampilan serta pengembangan karier 2. Skills training and career development through
tenaga kerja melalui perencanaan dan pengelolaan structured career planning and management;
karier; 3. Monitoring and evaluation of individual, unit, and
3. Pengawasan dan evaluasi atas kinerja individu, unit corporate performance using the Company’s Key
kerja, dan korporat menggunakan Key Performance Performance Indicators (KPIs);
Indicators (KPI) perusahaan; 4. Digitalization of employee administrative functions;
4. Digitalisasi fungsi-fungsi administrasi pegawai; 5. Performance-based compensation and reward
5. Sistem kompensasi dan penghargaan berdasarkan systems;
kinerja; 6. Employee separation (normal retirement, pre-
6. Pemberhentian pegawai (pensiun normal, MPP, atas retirement program/MPP, voluntary and involuntary
permintaan/tidak atas permintaan sendiri); separation);
Sestainability Report 2025 PT Angkasa Pura Indonesia 217
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
7. Harmonisasi hubungan industri; 7. Harmonization of industrial relations;
8. Revitalisasi budaya perusahaan dan penyempurnaan 8. Revitalization of corporate culture and organizational
organisasi; dan refinement; and
9. Keterlibatan pimpinan perusahaan dalam memberikan 9. Leadership involvement in setting examples (role
teladan (role model). modeling).
Rekrutmen Pegawai
Employee Recruitment
Rekrutmen pegawai menjadi bagian penting dalam Employee recruitment is a key component in strengthening
memperkuat kapabilitas dan keberlanjutan kinerja the capability and sustainability of PT Angkasa Pura
PT Angkasa Pura Indonesia. Melalui proses seleksi yang Indonesia’s performance. Through a structured selection
terstruktur, Perusahaan menjaring kandidat yang memiliki process, the Company attracts candidates with
kompetensi dan potensi sesuai dengan kebutuhan competencies and potential aligned with organizational
organisasi, sehingga dapat berkontribusi secara optimal needs, enabling optimal contributions to the achievement
dalam mendukung pencapaian tujuan Perusahaan. of corporate objectives. The recruitment process includes:
Rangkaian rekrutmen pegawai mencakup: [GRI 3-3] [GRI 3-3]
1. Publikasi lowongan pekerjaan melalui berbagai situs 1. Publication of job vacancies through various websites,
web, media cetak nasional, kanal-kanal media sosial, national print media, social media channels, and
dan papan pengumuman di kantor cabang; dan announcement boards at branch offices; and
2. Seleksi intelegensi tertulis, psikotes, tes kesehatan dan 2. Written intelligence tests, psychological assessments,
narkoba, wawancara dengan psikolog, dan wawancara medical and drug tests, interviews with psychologists,
dengan manajemen. and interviews with management.
Sebagai bagian dari pengelolaan SDM yang bertanggung As part of responsible and transparent human resource
jawab dan transparan, PT Angkasa Pura Indonesia secara management, PT Angkasa Pura Indonesia regularly
berkala memantau dan mengevaluasi dinamika perekrutan monitors and evaluates recruitment dynamics and employee
serta pergantian pegawai. Pengungkapan data ini turnover. Disclosure of this data reflects the Company’s
mencerminkan komitmen Perusahaan dalam memastikan commitment to ensuring organizational sustainability and
keberlanjutan organisasi dan perencanaan tenaga kerja effective workforce planning. Information on recruitment
yang efektif. Informasi mengenai perekrutan dan tingkat and turnover rates is presented based on gender, age
pergantian pegawai disajikan berdasarkan jenis kelamin, group, work location, and underlying reasons, providing
kelompok usia, lokasi kerja, dan penyebab, guna memberikan a comprehensive overview of workforce profiles and
gambaran yang komprehensif mengenai profil tenaga kerja employment dynamics within the Company. [GRI 401-1]
dan dinamika ketenagakerjaan di lingkungan Perusahaan.
[GRI 401-1]
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Rekrutmen Pegawai [GRI 401-1]
Employee Recruitment
Rekrutmen
Pegawai
2025 2024 2023
Employee
Recruitment
Menurut Jenis
Jumlah Jumlah Jumlah
Kelamin % % %
Number Number Number
By Gender
Laki-laki 0 0% 0 0% 11 85%*
Male
Perempuan 0 0% 0 0% 2 15%*
Female
Jumlah 0 0% 0 0% 13 100%
Total
Menurut Usia Jumlah Jumlah Jumlah
% % %
By Age Number Number Number
<30 0 0% 0 0% 12 92%
30-50 0 0% 0 0% 1 8%
>50 0 0% 0 0% 0 0%
Jumlah 0 0% 0 0% 13 100%
Total
Menurut Lokasi Jumlah Jumlah Jumlah
% % %
By Location Number Number Number
Kantor Pusat 0 0% 0 0% 9 69%
Head Office
Kantor Regional 0 0% 0 0% 4 31%
Regional Offices
Jumlah 0 0% 0 0% 13 100%
Total
* Terdapat penyajian kembali data
* There is restatement of data
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Pergantian Pegawai [GRI 401-1]
Employee Turnover
Pergantian
2025 2024 2023
Pegawai
Employee
Jumlah Jumlah Jumlah
Turnover % % %
Number Number Number
Menurut Jenis Kelamin
By Gender
Laki-laki 165 78% 236 66% 177 79%
Male
Perempuan 47 22% 124 34% 47 21%
Female
Jumlah 212 100% 360 100% 224 100%
Total
Menurut Usia
By Age
<30 5 2% 17 5% 9 4%
30-50 65 31% 183 51% 61 27%
>50 142 67% 160 44% 154 69%
Jumlah 212 100% 360 100% 224 100%
Total
Menurut Lokasi
By Location
Kantor Pusat 5 2% 0 0% 9 69%
Head Office
Kantor Regional 4 2% 0 0% 4 31%
Regional Offices
Kantor Cabang 157 74% 0 0% 4 31%
Branch Offices
Divisi 0 0% 0 0% 4 31%
Division
Lain-lain 46 22% 0 0% 13 100%
Others
Jumlah 212 100% 360 100% 224 100%
Total
Menurut Penyebab
By Reason
Pensiun 137 65% 152 42% 141 63%
Retirement
Meninggal 15 7% 10 3% 19 8%
Deceased
Mengundurkan Diri 57 27% 194 54% 55 25%
Resignation
Diberhentikan 3 1% 4 1% 9 4%
Termination
Jumlah 212 100% 360 100% 224 100%
Total
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Hingga akhir periode pelaporan tahun 2025, jumlah pegawai As of the end of the 2025 reporting period, the total number
PT Angkasa Pura Indonesia tercatat sebanyak 7.680 orang. of employees at PT Angkasa Pura Indonesia was recorded at
Perubahan jumlah pegawai sepanjang tahun pelaporan 7,680. Changes in the workforce throughout the reporting
dipengaruhi oleh dinamika organisasi, termasuk penyesuaian year were influenced by organizational dynamics, including
kebutuhan operasional dan kebijakan pengelolaan SDM adjustments to operational requirements and human
pascaproses integrasi. resource management policies following the integration
process.
Perusahaan secara berkala memantau tingkat perputaran The Company regularly monitors employee turnover as
pegawai sebagai bagian dari pengelolaan talenta dan part of its talent management and retention strategy. This
strategi retensi. Pemantauan dilakukan tidak hanya pada monitoring is conducted not only at the aggregate level
tingkat perputaran secara keseluruhan, tetapi juga secara but also in a more granular manner to better understand
lebih rinci untuk memahami karakteristik pergerakan tenaga workforce movement characteristics
kerja.
Tingkat Perputaran Pegawai
Employee Turnover Rate
Keterangan Satuan
2025 2024 2023
Description Unit
Total rekrutmen Orang 0 0 13
Total recruitment People
Total pegawai keluar Orang 212 360 224
Total employees leaving People
Jumlah pegawai pada awal tahun Orang 7.892 3.072 3.150
Number of employees at the beginning of People
the year
Jumlah pegawai pada akhir tahun Orang 7.680 7.892* 3.180
Number of employees at the end of the People
year
Tingkat perputaran pegawai secara % 2,19% 4,56%* 7,45%*
keseluruhan
Overall employee turnover rate
Tingkat perputaran pegawai secara % 0,22% 2,43% 1,73%
sukarela (voluntary)
Voluntary employee turnover rate
* Terdapat penyajian kembali data
* There is restatement of data
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Tingkat perputaran pegawai (employee turnover) dihitung Employee turnover is calculated by comparing the number
dengan membandingkan jumlah pegawai yang keluar of employees who left during the reporting year with the
selama tahun pelaporan terhadap nilai rata-rata jumlah average number of employees at the beginning and end of
pegawai pada awal dan akhir tahun, kemudian dikalikan the year, multiplied by 100%. Employee turnover is classified
100%. Perputaran pegawai tersebut diklasifikasikan ke into several categories, namely planned turnover (such
dalam beberapa kategori, yaitu turnover yang direncanakan as retirement), unplanned turnover (such as death), and
(seperti pensiun), turnover yang tidak direncanakan voluntary turnover (resignation).
(misalnya meninggal dunia), serta turnover sukarela
(pengunduran diri).
Keberagaman, Kesempatan yang Setara, dan Nondiskriminasi [OJK F. 18]
Diversity, Equal Opportunity, and Non-Discrimination
PT Angkasa Pura Indonesia menjunjung tinggi prinsip PT Angkasa Pura Indonesia upholds the principles of
keberagaman, kesetaraan, dan inklusivitas sebagai bagian diversity, equality, and inclusivity as part of its commitment
dari komitmen Perusahaan dalam menciptakan lingkungan to fostering a fair and respectful workplace. The Company
kerja yang adil dan saling menghormati. Perusahaan implements anti-discrimination policies and a zero-
menerapkan kebijakan anti-diskriminasi serta prinsip tolerance principle toward all forms of violence and
zero tolerance terhadap segala bentuk kekerasan dan harassment, both sexual and non-sexual, as stipulated
pelecehan, baik yang bersifat seksual maupun nonseksual, in the Collective Labor Agreement (CLA) Article 91 and
sebagaimana diatur dalam Perjanjian Kerja Bersama (PKB) the Respectful Workplace Policy Circular, to support the
Pasal 91 dan Edaran Respectful Workplace Policy, untuk creation of a safe and productive work environment. In line
mendukung terciptanya lingkungan kerja yang aman dan with these efforts, the Company continues to strengthen
produktif. Sejalan dengan upaya tersebut, Perusahaan terus implementation through broader policy dissemination, the
memperkuat implementasi melalui peningkatan publikasi provision of clearer reporting and escalation mechanisms,
kebijakan secara lebih luas, penyediaan mekanisme enhanced transparency in handling and follow-up of
pelaporan dan eskalasi yang lebih jelas, serta peningkatan violations, as well as the development and implementation
transparansi dalam penanganan dan tindak lanjut atas of training programs for all employees on the prevention of
setiap pelanggaran, serta pengembangan dan pelaksanaan discrimination, violence, and harassment in the workplace.
pelatihan bagi seluruh karyawan terkait pencegahan
diskriminasi, kekerasan, dan pelecehan di tempat kerja.
Setiap pegawai memiliki hak dan kesempatan yang setara All employees are entitled to equal rights and opportunities
tanpa diskriminasi, serta didorong untuk berkontribusi without discrimination and are encouraged to contribute
secara optimal sesuai dengan peran dan kompetensinya. optimally in accordance with their roles and competencies.
Perusahaan berupaya memastikan bahwa lingkungan kerja The Company strives to ensure that the work environment
mendukung pengembangan potensi individu dan mendorong supports individual potential development and promotes
partisipasi aktif seluruh pegawai dalam membangun budaya active participation from all employees in fostering an
kerja yang inklusif. [OJK F.18] [GRI 3-3] inclusive work culture. [OJK F.18] [GRI 3-3]
Dalam aspek pengelolaan SDM, Perusahaan menerapkan In terms of human resource management, the Company
kebijakan remunerasi yang adil dan setara di seluruh wilayah implements fair and equitable remuneration policies across
operasional. Penetapan remunerasi didasarkan pada kinerja all operational areas. Remuneration is determined based
dan tingkat jabatan, tanpa dipengaruhi oleh karakteristik on performance and job level, without being influenced
individu yang tidak berkaitan dengan kontribusi pegawai, by individual characteristics unrelated to employee
seperti jenis kelamin, suku, agama, maupun latar belakang contributions, such as gender, ethnicity, religion, or
lainnya. Penerapan prinsip nondiskriminasi ini sejalan other backgrounds. The implementation of this non-
dengan Perjanjian Kerja Bersama (PKB) Periode 2025– discrimination principle is aligned with the Collective
2026 serta berbagai ketentuan internal Perusahaan yang Labor Agreement (CLA) for the 2025–2026 period, as well
mendukung terciptanya lingkungan kerja yang saling as various internal Company regulations that support
222 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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menghormati, inklusif, dan bebas dari perlakuan tidak adil. the creation of a respectful, inclusive, and fair working
Prinsip nondiskriminasi telah menjadi bagian dari nilai dan environment. Non-discrimination has become an integral
budaya Perusahaan, dan sepanjang periode pelaporan part of the Company’s values and culture, and throughout the
tahun 2025 tidak terdapat laporan insiden diskriminasi 2025 reporting period, no incidents of discrimination and
dan pelanggaran HAM di lingkungan kerja. Perusahaan juga violence of human rights were reported in the workplace.
menyediakan saluran pelaporan melalui Whistleblowing The Company also provides reporting channels through the
System (WBS) dan mekanisme pengaduan internal lainnya Whistleblowing System (WBS) and other internal grievance
yang dapat diakses pegawai untuk melaporkan dugaan mechanisms accessible to employees to report suspected
pelanggaran, termasuk tindakan diskriminasi, pelecehan, violations, including discrimination, harassment, or conduct
maupun perilaku yang bertentangan dengan etika kerja, inconsistent with workplace ethics, with cases handled in
dengan penanganan sesuai prosedur yang berlaku. [GRI 405-1, accordance with applicable procedures. [GRI 405-1, 406-1]
406-1]
Sebagai bagian dari penerapan prinsip keberagaman As part of the implementation of diversity and equality
dan kesetaraan, Perusahaan menyajikan komposisi principles, the Company presents its employee composition
pegawai hingga akhir periode pelaporan yang memberikan as of the end of the reporting period, providing an overview
gambaran mengenai profil SDM di lingkungan PT Angkasa of the human resource profile within PT Angkasa Pura
Pura Indonesia. Informasi tersebut disajikan berdasarkan Indonesia. This information is presented based on gender,
jenis kelamin, kelompok usia, lokasi kerja, dan status age group, work location, and employment status. This
kepegawaian. Penyajian ini juga didukung oleh pengelolaan disclosure is also supported by the management of the
struktur dan skala upah yang mengacu pada Keputusan wage structure and salary scale, which refers to the Board
Direksi PT Angkasa Pura Indonesia Nomor KEP.DH.0015/ of Directors Decree of PT Angkasa Pura Indonesia No. KEP.
KP.06.07/2026 tentang Perubahan atas Keputusan Direksi DH.0015/KP.06.07/2026 concerning Amendments to the
PT Angkasa Pura Indonesia Nomor KEP.DH.0056/I/2025 Board of Directors Decree of PT Angkasa Pura Indonesia No.
tentang Struktur dan Skala Upah PT Angkasa Pura Indonesia, KEP.DH.0056/I/2025 on the Wage Structure and Salary Scale
sebagai salah satu dasar dalam pengelolaan sistem of PT Angkasa Pura Indonesia, as one of the foundations for
remunerasi yang terstruktur dan berlaku bagi pegawai. [OJK managing a structured remuneration system applicable to
C.3.b] [GRI 2-7, 405-1] employees. [OJK C.3.b] [GRI 2-7, 405-1]
Komposisi pegawai disajikan berdasarkan metode Employee composition is presented using the headcount
headcount, yaitu jumlah individu pegawai yang tercatat pada method, which reflects the total number of individual
akhir periode pelaporan. Data ini mencakup seluruh pegawai employees recorded at the end of the reporting period.
aktif di lingkungan Perusahaan dan digunakan untuk This data includes all active employees within the Company
memberikan gambaran umum mengenai struktur tenaga and is used to provide a general overview of the workforce
kerja. [GRI 2-7, 2-8] structure. [GRI 2-7, 2-8]
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Komposisi Pegawai [GRI 405-1]
Employee Composition
Menurut Jenis Kelamin
By Gender
2025 2024* 2023
22,08% 22,10% 19,68%
77,92% 77,89% 80,32%
Laki-laki 5.984 Laki-laki 6.149 Laki-laki 4.158
Male Male Male
Perempuan
Female
1.696 Perempuan
Female
1.743 Perempuan
Female
1.019
Jumlah Jumlah Jumlah
Total 7.680 Total 7.892 Total 5.177
* Terdapat penyajian kembali data | * There is restatement of data
Menurut Tingkat Pendidikan
By Educational Background
2025 2024* 2023
0,01% 0,01% 0,00%
31,64% 4,01% 32,78% 3,81% 37,92% 2,12%
20,39% 43,95% 21,56% 41,83% 22,79% 37,16%
S3 1 S3 1 S3 0
S2 306 S2 299 S2 110
S1 3.375 S1 3.300 S1 1.924
Diploma 1.567 Diploma 1.703 Diploma 1.180
SD – SMA 2.431 SD – SMA 2.589 SD – SMA 1.963
Elementary Elementary Elementary
– Senior High – Senior High – Senior High
School School School
Jumlah Jumlah Jumlah
Total 7.680 Total 7.892 Total 5.177
* Terdapat penyajian kembali data | * There is restatement of data
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Komposisi Pegawai Berdasarkan Kewarganegaraan [GRI 405-1]
Employee Composition Based on Nationality
Komposisi
2025 2024 2023
Pegawai
Employee
Jumlah Jumlah Jumlah
Composition % % %
Number Number Number
Indonesia 7.680 100,00% 7.892 100,00% 5.177 100,00%
Indonesian
Jumlah pegawai Perusahaan pada tahun 2025 mengalami The total number of employees in 2025 decreased compared
penurunan dibandingkan tahun sebelumnya, yang terutama to the previous year, primarily influenced by operational
dipengaruhi oleh dinamika operasional dan penyesuaian dynamics and adjustments to workforce requirements.
kebutuhan tenaga kerja. Meskipun demikian, komposisi Nevertheless, the overall employee composition remained
pegawai secara umum relatif stabil, baik dari sisi jenis relatively stable in terms of gender, employment status, and
kelamin, status kepegawaian, maupun tingkat pendidikan. education level. [GRI 2-7, 2-8]
[GRI 2-7, 2-8]
Perusahaan secara berkala memantau komposisi tenaga The Company regularly monitors workforce composition
kerja berdasarkan jenis kelamin sebagai bagian dari based on gender as part of its efforts to promote diversity
upaya mendorong keberagaman dan inklusi di lingkungan and inclusion in the workplace, reflecting its commitment to
kerja yang mencerminkan komitmen Perusahaan dalam providing equal employment opportunities.
menciptakan kesempatan kerja yang setara.
Pada tahun 2025: [GRI 405-1] In 2025: [GRI 405-1]
19,85%pegawai perempuan di seluruh 19.85% female employees across all
level manajemen management levels
9,93% pegawai perempuan di level 9.93% female employees at the
manajemen dalam revenue-generating function management level within revenue-generating
functions
13,07% pegawai perempuan di level top 13.07% female employees at the top
management management level
25,17% pegawai perempuan di level junior 25.17% female employees at the junior
management management level
14,50% pegawai perempuan di posisi 14.50%female employees in positions
yang terkait dengan Science, Technology, related to Science, Technology, Engineering,
Engineering, Mathematics (STEM) and Mathematics (STEM)
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Komposisi Pegawai Berdasarkan Jenis Kelamin dan Status Kepegawaian [GRI 405-1]
Employee Composition Based on Gender and Employment Status
2025 2024*
Jenis Kelamin
Gender Pegawai Tidak Tetap Pegawai Tidak Tetap
Pegawai Tetap Pegawai Tetap
Non-Permanent Non-Permanent
Permanent Employees Permanent Employees
Employees Employees
Laki-laki
5.984 14 6.149 17
Male
Perempuan
1.696 7 1.743 9
Female
Jumlah
7.680 21 7.892 26
Total
Komposisi Pegawai Berdasarkan Kelompok Usia dan Jenis Kelamin [GRI 405-1]
Employee Composition Based on Age Group and Gender
2025 2024 2023
Kelompok
Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Usia
Male Female Male Female Male Female
Age Group
Jumlah Jumlah Jumlah Jumlah Jumlah Jumlah
% % % % % %
Number Number Number Number Number Number
18-24 0 0,00 1 0,06 3 0,05 1 0,06 0 0,00 0 0,00
25-34 1.938 32,37 620 36,54 2.478 40,28 764 43,76 2.164 52,04 531 52,11
35-44 3.100 51,80 833 49,09 2.726 44,33 738 42,33 1.594 38,34 400 39,25
45-54 854 14,26 223 13,20 823 13,39 207 11,97 322 7,74 64 6,28
>55 92 1,57 19 1,12 119 1,95 33 1,89 78 1,88 24 2,36
Jumlah 5.984 100 1.696 100 6.149 100 1.743 100 4.158 100 1.019 100
Total
Komposisi Pegawai Berdasarkan Kelompok Usia dan Level Jabatan [GRI 405-1]
Employee Composition Based on Age Group and Position Level
2025
Kelompok
Usia Entry-level Mid-level Senior-level Executive-level
Age Group Jumlah
L P L P L P L P Total
M F M F M F M F
18-24 0 1 0 0 0 0 0 0 1
25-34 1.876 608 59 12 3 0 0 0 2.558
35-44 2.457 639 410 159 185 28 48 7 3.933
45-54 438 144 157 45 169 20 90 14 1.077
>55 37 13 25 2 18 2 12 2 111
Jumlah 4.808 1.405 651 218 375 50 150 23 7.680
Total
L: Laki-laki | P: Perempuan
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2024*
Kelompok
Usia Entry-level Mid-level Senior-level Executive-level
Age Group Jumlah
L P L P L P L P Number
M F M F M F M F
18-24 3 1 0 0 0 0 0 0 4
25-34 2.377 730 92 34 8 0 1 0 3.242
35-44 2.075 555 420 146 186 30 45 7 3.464
45-54 401 135 172 40 178 21 72 11 1.030
>55 53 19 24 7 25 6 17 1 152
Jumlah 4.909 1.440 708 227 397 57 135 20 7.892
Total
L: Laki-laki | P: Perempuan
* Terdapat penyajian kembali data
* There is restatement of data
2023
Kelompok
Usia Entry-level Mid-level Senior-level Executive-level
Age Group Jumlah
L P L P L P L P Number
M F M F M F M F
18-24 0 0 0 0 0 0 0 0 0
25-34 2.060 501 95 29 9 1 0 0 2.695
35-44 1.130 278 288 97 140 19 36 6 1.994
45-54 161 37 55 16 59 5 47 6 386
>55 43 15 9 5 16 3 10 1 102
Jumlah 3.394 831 447 147 224 28 93 13 5.177
Total
L: Laki-laki | P: Perempuan
* Terdapat penyajian kembali data
* There is restatement of data
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Komposisi Pegawai Berdasarkan Lokasi Kerja [GRI 2-7, 405-1]
Employee Composition Based on Work Location
2025 2024*
Lokasi Kerja
Work Location Laki-laki Perempuan Jumlah Laki-laki Perempuan Jumlah
Male Female Total Male Female Total
Kantor Pusat 249 129 378 252 129 381
Head Office
Ad-hoc 178 96 274 171 72 243
Kantor Regional I 2.150 496 2.646 2.148 512 2.660
Regional Office I
Kantor Regional II 690 197 887 717 206 923
Regional Office II
Kantor Regional III 1.021 224 1.245 970 216 1.186
Regional Office III
Kantor Regional IV 649 272 921 674 279 953
Regional Office IV
Kantor Regional V 398 116 514 410 121 531
Regional Office V
Kantor Regional VI 435 115 550 421 113 534
Regional Office VI
Perbantuan/ 214 51 265 386 95 481
Penugasan
Secondment/
Assignment
Jumlah 5.984 1.696 7.680 6.149 1.743 7.892
Total
* Terdapat penyajian kembali data
* There is restatement of data
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Komposisi Pegawai Berdasarkan Wilayah Kerja dan Status Kepegawaian [GRI 2-7, 405-1]
Employee Composition Based on Work Location and Employement Status
2025 2024*
Lokasi Kerja
Work Location Pegawai Tidak Tetap Pegawai Tidak Tetap*
Pegawai Tetap Pegawai Tetap
Non-Permanent Non-Permanent
Permanent Employees Permanent Employees
Employees Employees
Kantor Pusat 378 15 381 15
Head Office
Ad-hoc 274 1 243 2
Kantor Regional I 2.646 0 2.660 1
Regional Office I
Kantor Regional II 887 4 923 4
Regional Office II
Kantor Regional III 1.245 0 1.186 0
Regional Office III
Kantor Regional IV 921 0 953 2
Regional Office IV
Kantor Regional V 514 0 531 1
Regional Office V
Kantor Regional VI 550 0 534 0
Regional Office VI
Perbantuan/Penugasan 265 1 481 1
Secondment/Assignment
Jumlah 7.680 21 7.892 26
Total
* Terdapat penyajian kembali data
* There is restatement of data
Perusahaan mengungkapkan komposisi tenaga kerja yang The Company discloses its workforce composition, which
mencakup pegawai tetap, pegawai kontrak, serta tenaga includes permanent employees, contract employees,
alih daya sebagai bagian dari transparansi pengelolaan and outsourced personnel, as part of its commitment to
sumber daya manusia. Selain pegawai, Perusahaan juga transparency in human resource management. In addition
didukung oleh tenaga alih daya yang berperan dalam to employees, the Company is supported by outsourced
mendukung operasional, baik pada fungsi administratif personnel who contribute to both administrative and
maupun operasional. Seluruh tenaga kerja tersebut dikelola operational functions. All workforce categories are managed
sesuai dengan ketentuan yang berlaku serta standar in accordance with applicable regulations and established
hubungan kerja yang ditetapkan, guna memastikan praktik employment standards, ensuring fair, accountable labor
ketenagakerjaan yang adil, akuntabel, dan selaras dengan practices that are aligned with the Company’s operational
kebutuhan operasional Perusahaan. requirements.
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Komposisi Pegawai Alih Daya [GRI 2-8]
Outsource Employee Composition
2025 2024*
Pegawai Alih Daya
Outsourcing Employee Jumlah Jumlah
% %
Number Number
Alih Daya Administrasi 310 3,84% 44 0,55%
Administrative
Outsourcing
Alih Daya Operasional 7.772 96,16% 7.902 99,45%
Operational Outsourcing
Jumlah 8.082 100,00% 7.946 100,00%
Total
* Terdapat penyajian kembali data
* There is restatement of data
Kesejahteraan Pegawai
Employee Welfare
PT Angkasa Pura Indonesia berkomitmen untuk memastikan PT Angkasa Pura Indonesia is committed to ensuring
pemenuhan kesejahteraan pegawai melalui penerapan employee welfare through the implementation of labor
praktik ketenagakerjaan yang sesuai dengan peraturan practices that comply with applicable laws and regulations
perundang-undangan dan prinsip keadilan. Perusahaan as well as principles of fairness. The Company provides
menyediakan kesempatan kerja dan lingkungan kerja decent employment opportunities and a conducive
yang layak guna mendukung kualitas hidup pegawai, serta working environment to support employees’ quality of
menjunjung tinggi perlindungan Hak Asasi Manusia (HAM), life, while upholding respect for human rights, including
termasuk pencegahan praktik perburuhan anak dan kerja the prevention of child labor and forced labor practices.
paksa. Dalam aspek pengupahan, Perusahaan mematuhi In terms of compensation, the Company complies with
ketentuan Upah Minimum Regional (UMR) yang berlaku serta the applicable Regional Minimum Wage (UMR) and applies
menerapkan standar upah yang setara bagi pegawai tingkat equal pay standards for entry-level employees regardless
awal tanpa membedakan jenis kelamin dengan rasio 1:1. of gender, with a ratio of 1:1. In addition, employee
Selain itu, pengaturan penghasilan pegawai juga mengacu remuneration arrangements also refer to the Board of
pada Peraturan Direksi PT Angkasa Pura Indonesia Nomor Directors Regulation of PT Angkasa Pura Indonesia No.
PD.DH.10/KP.06.07/2025 tentang Pedoman Penghasilan PD.DH.10/KP.06.07/2025 concerning the Monthly Income
Bulanan (Take Home Pay) dan Kompensasi Masa Persiapan (Take Home Pay) and Pre-Retirement Preparation Period
Pensiun (MPP), sebagai dasar dalam pengelolaan (MPP) Compensation Guidelines, which serve as the basis
penghasilan bulanan dan kompensasi pegawai secara for the structured management of monthly remuneration
terstruktur di lingkungan Perusahaan. [OJK F.19, F.20] [GRI 3-3, 202-1, and employee compensation within the Company. [OJK F.19,
405-2] F.20] [GRI 3-3, 202-1, 405-2]
Hingga tahun pelaporan, Perusahaan memastikan bahwa As of the reporting year, the Company ensures that there are
tidak ada pekerja anak, pekerja paksa, atau sistem kerja no child labor practices, forced labor, or compulsory work
wajib di lingkungan kerja. Perusahaan berkomitmen untuk systems within its operations. The Company is committed to
menjaga lingkungan kerja yang adil, aman, dan menghormati maintaining a fair, safe, and respectful working environment
hak asasi pekerja, dengan memastikan bahwa seluruh by ensuring that all employees are employed voluntarily
pegawai dipekerjakan secara sukarela dan dalam kondisi and under conditions that comply with applicable legal
yang sesuai dengan ketentuan hukum yang berlaku. [GRI 408-1, requirements. [GRI 408-1, 409-1]
409-1]
230 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Dalam memastikan kesejahteraan tenaga kerja, Perusahaan In ensuring workforce welfare, the Company is committed
berkomitmen untuk menyediakan upah yang kompetitif to providing competitive wages by considering decent
dengan mempertimbangkan standar kebutuhan hidup living standards. In 2025, the average monthly salary for the
layak. Pada tahun 2025, rata-rata upah karyawan entry-level Company’s entry-level employees reached Rp13,989,894,
Perusahaan mencapai Rp13.989.894 juta per bulan, atau equivalent to 3.25 times the estimated decent living needs
setara dengan 3,25 kali estimasi kebutuhan hidup layak yang published by the Ministry of Manpower of the Republic of
dipublikasikan oleh Kementerian Ketenagakerjaan Republik Indonesia. This estimate refers to the Board of Directors
Indonesia. Estimasi tersebut mengacu pada Pedoman Guideline No. PD.DH.1029/IX/2024 concerning Employee
Direksi Nomor PD.DH.1029/IX/2024 tentang Penilaian Performance Assessment, which reflects the Company’s
Kinerja Karyawan, yang mencerminkan lokasi operasional primary operational location.
utama Perusahaan.
Perusahaan memastikan pengelolaan waktu kerja yang The Company ensures responsible working time
bertanggung jawab melalui pemantauan jam kerja secara management through periodic monitoring of working hours,
berkala, termasuk pengendalian lembur agar tetap sesuai including the control of overtime to remain in compliance
dengan ketentuan yang berlaku. Sebagai upaya mencegah with applicable regulations. As part of efforts to prevent
kelebihan jam kerja, Perusahaan menerapkan mekanisme excessive working hours, the Company implements
pengawasan yang terstruktur terhadap jam kerja dan lembur structured monitoring mechanisms for working hours and
melalui portal Human Capital Information System (HCIS) dan overtime through the Human Capital Information System
SAP Human Capital Management (HCM). Seluruh pekerjaan (HCIS) portal and SAP Human Capital Management (HCM).
lembur dibayarkan secara tepat waktu dan sesuai dengan All overtime work is compensated in a timely manner and in
regulasi yang berlaku. accordance with prevailing regulations.
Perusahaan berkomitmen untuk mendorong kesetaraan The Company is committed to promoting pay equity between
remunerasi antara laki-laki dan perempuan melalui male and female employees through regular monitoring
pemantauan berkala terhadap kesenjangan upah berbasis of gender-based pay gaps and implementing necessary
jenis kelamin serta pengambilan langkah perbaikan yang corrective measures to achieve equal remuneration.
diperlukan untuk mencapai remunerasi yang setara.
Selain itu, Perusahaan berupaya memperluas cakupan In addition, the Company strives to expand social protection
perlindungan sosial bagi tenaga kerja, tidak hanya terbatas coverage for its workforce, not only limited to mandatory
pada program dasar yang diwajibkan oleh pemerintah, tetapi government programs but also through the provision of
juga melalui penyediaan manfaat tambahan. Hal ini meliputi: additional benefits, including:
1. Program Tunjangan Hari Tua (THT) 1. Old Age Benefit Program (THT)
2. Program Pasca Kerja Iuran Pasti 2. Defined Contribution Post-Employment Program
3. Program Pasca Kerja Manfaat Pasti 3. Defined Benefit Post-Employment Program
4. Program Kesehatan Pasca Kerja 4. Post-Employment Health Program
Perusahaan memastikan bahwa seluruh karyawan The Company ensures that all employees obtain and utilize
memperoleh dan memanfaatkan hak cuti tahunan melalui their annual leave entitlements through periodic monitoring
pemantauan berkala serta mekanisme pengelolaan cuti and leave management mechanisms designed to prevent
yang dirancang untuk mencegah akumulasi cuti yang tidak the accumulation of unused leave, while supporting work-
digunakan, sekaligus mendukung keseimbangan kehidupan life balance. The Company also actively reminds employees
kerja. Selain itu, Perusahaan secara aktif menyampaikan of their remaining leave entitlements and leave planning
pengingat kepada karyawan mengenai sisa hak cuti dan through the HC Portal. In 2025, 92.41% of total employees
perencanaan jadwal cuti melalui Portal HC. Pada tahun 2025, utilized their annual leave. The annual leave utilization rate—
sebanyak 92,41% dari total karyawan telah menjalankan cuti calculated as the proportion of leave days taken compared
tahunan. Adapun tingkat pemanfaatan cuti tahunan, yang to total entitled leave days—reached 61.89% in 2025. In
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
dihitung berdasarkan perbandingan antara jumlah hari cuti line with these efforts, the Company continues to enhance
tahunan yang dimanfaatkan dengan total hak cuti tahunan transparency in disclosing labor practices through public
yang dapat diambil karyawan pada tahun 2025, mencapai reporting and various communication channels.
61,89%. Sejalan dengan seluruh upaya tersebut, Perusahaan
juga terus meningkatkan transparansi dalam pengungkapan
praktik ketenagakerjaan melalui laporan publik dan berbagai
kanal komunikasi lainnya.
Komitmen tersebut diperkuat melalui kebijakan This commitment is reinforced through labor and human
ketenagakerjaan dan Hak Asasi Manuasia (HAM) dalam rights policies within the industrial relations framework,
kerangka hubungan industrial yang mengacu pada Undang- which refer to laws and/or regulations issued by the
Undang dan/atau Peraturan Menteri Ketenagakerjaan Ministry of Manpower of the Republic of Indonesia. These
Republik Indonesia. Kebijakan ini mencakup pencegahan policies include the prevention of human trafficking and the
praktik perdagangan manusia dan perlindungan hak- protection of fundamental workers’ rights. The Company
hak dasar pekerja. Perusahaan juga secara bertahap also progressively ensures the implementation of these
memastikan penerapan prinsip-prinsip tersebut tidak principles not only in internal operations but also in its
hanya pada kegiatan operasional internal, tetapi juga pada relationships with suppliers and business partners.
hubungan dengan pemasok dan mitra usaha.
Sebagai bagian dari strategi mempertahankan dan As part of its strategy to retain and develop competent
mengembangkan SDM yang kompeten, Perusahaan human resources, the Company implements a competitive
menerapkan kebijakan remunerasi yang kompetitif dan and performance-based remuneration policy. In its
berbasis kinerja. Dalam penyusunannya, remunerasi formulation, the Company considers salary market
Perusahaan mempertimbangkan salary market sesuai benchmarks aligned with industry standards to ensure
dengan standar industri agar tetap relevan dan kompetitif. continued relevance and competitiveness. The remuneration
Kebijakan remunerasi Perusahaan diterapkan dengan policy is applied based on the principles of fairness,
mengedepankan prinsip keadilan, kesetaraan, dan equality, and non-discrimination. In addition, the Company
nondiskriminasi. Selain itu, Perusahaan juga berkomitmen is committed to providing incentives in accordance with
memberikan insentif sesuai dengan capaian kinerja employee performance achievements. Throughout 2025,
pegawai. Sepanjang tahun 2025, seluruh pegawai yang all eligible employees participated in periodic performance
eligible telah mengikuti proses penilaian kinerja secara evaluations, covering the Goal Setting phase through the
berkala, yang mencakup fase Goal Setting hingga fase Check-In (Monitoring) phase. This process will proceed to
Check In (Monitoring). Selanjutnya, proses tersebut the Year-End Review phase, scheduled for implementation
akan memasuki fase Year-End Review yang dijadwalkan in 2026. This performance appraisal cycle plays a critical
dilaksanakan pada tahun 2026. Rangkaian penilaian role in supporting career development and determining
kinerja ini menjadi bagian penting dalam mendukung performance-based remuneration. [GRI 404-3]
pengembangan karier pegawai serta penetapan remunerasi
berbasis kinerja. [GRI 404-3]
Selain remunerasi, Perusahaan juga menyediakan berbagai In addition to remuneration, the Company provides
bentuk manfaat kesejahteraan bagi pegawai sebagai various forms of employee welfare benefits as part of
bagian dari paket imbalan kerja, yang mencakup manfaat the total rewards package, encompassing both financial
finansial dan nonfinansial sesuai dengan ketentuan yang and non-financial benefits in accordance with applicable
berlaku. Manfaat nonupah dan program kesejahteraan regulations. These non-wage benefits and welfare programs
tersebut dirancang untuk mendukung keseimbangan are designed to support work-life balance and are provided
antara kehidupan kerja dan pribadi, serta diberikan kepada to all employees, both permanent and contract, across
seluruh pegawai, baik pegawai tetap maupun pegawai all operational areas. For contract employees, welfare
kontrak, di seluruh wilayah operasional Perusahaan. Bagi benefits are also provided with program scope and value
pegawai kontrak, manfaat kesejahteraan turut diberikan proportionally adjusted to their employment status and
dengan cakupan program dan nilai yang disesuaikan secara applicable provisions. [GRI 401-2]
proporsional dengan status hubungan kerja serta ketentuan
yang berlaku. [GRI 401-2]
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Komposisi Remunerasi dan Manfaat Kesejahteraan Pegawai [GRI 401-2]
Composition of Remuneration and Employee Welfare Benefits
Jenis Manfaat Komposisi
Type of Benefit Composition
Penghasilan Bulanan Gaji Dasar dan Tunjangan Posisi
Monthly Income Basic Salary and Position Allowance
Tunjangan dan Benefit Tunjangan Kehadiran, Tunjangan Kemahalan, Sumbangan Perkawinan, Sumbangan Kelahiran,
Allowances and Benefits Sumbangan Kematian, Upah Lembur, Lembur Khusus Hari Raya, Tunjangan Lisensi/Sertifikasi
Kompetensi, Tunjangan PGS
Attendance Allowance, Cost of Living Allowance, Marriage Grant, Birth Grant, Death Benefit, Overtime
Pay, Special Holiday Overtime, License/Competency Certification Allowance, Acting Position Allowance
(PGS)
Tunjangan dan Insentif Tunjangan cuti tahunan, tunjangan hari raya keagamaan, serta insentif produksi (apabila ada)
Allowances and Incentives Annual leave allowance, religious holiday allowance, and production incentives (if any)
Pemeliharaan Kesehatan Jaminan pemeliharaan kesehatan pegawai dan keluarga tertanggung bekerja sama dengan perusahaan
Healthcare Benefits asuransi kesehatan serta BPJS Kesehatan sebagai program dasar. Jaminan ini mencakup layanan:
1. Rawat Jalan (Outpatient) Tingkat Pertama;
2. Rawat Jalan (Outpatient) Tingkat Lanjutan;
3. Rawat Inap (Inpatient);
4. Perawatan Gawat Darurat/Emergency;
5. Perawatan Khusus;
6. Perawatan Gigi;
7. Pemeriksaan Kehamilan dan Persalinan;
8. Pelayanan Obat; dan
9. Penunjang Diagnostik.
Health insurance coverage for employees and their dependents in collaboration with health insurance
providers as well as BPJS Kesehatan as the basic program. This coverage includes the following services:
1. Primary Outpatient Care;
2. Advanced Outpatient Care;
3. Inpatient Care;
4. Emergency Care;
5. Specialized Care;
6. Dental Care;
7. Maternity and Childbirth Services;
8. Pharmaceutical Services; and
9. Diagnostic Support.
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Jenis Manfaat Komposisi
Type of Benefit Composition
Penghargaan Masa Kerja 1. Bantuan kepemilikan rumah diberikan kepada Karyawan yang telah bekerja di Perusahaan selama 15
Tertentu (lima belas) tahun.
Long Service Awards 2. Uang Tanda Penghargaan pengabdian bagi pegawai yang telah bekerja secara terus-menerus di
perusahaan selama 25 tahun dan yang mengakhiri masa tugas atau diberhentikan dengan hormat
karena batas usia pensiun normal atau tewas/meninggal dunia atau atas permintaan sendiri atau
tidak cakap jasmani.
3. Logam mulia 24 (dua puluh empat) karat seberat 25 (dua puluh lima) gram diberikan kepada
Karyawan Karyawan yang mencapai batas usia pensiun normal atau tewas/meninggal dunia dan
diberikan kepada Karyawan yang Pensiun dipercepat dan diberhentikan dengan hormat dengan
masa kerja pengabdian sekurang-kurangnya 3 (tiga) tahun dan telah mencapai usia pensiun
dipercepat. Pemberian Logam mulia 24 (dua puluh empat) karat diberikan ketika Karyawan pensiun.
1. Housing ownership assistance is provided to employees who have worked at the Company for 15
(fifteen) years.
2. Long service recognition awards are granted to employees who have worked continuously for
25 years and who complete their service or are honorably discharged due to reaching normal
retirement age, death, voluntary resignation, or physical incapacity.
3. A 24 (twenty-four) karat gold award weighing 25 (twenty-five) grams is granted to employees who
reach normal retirement age or pass away, as well as to employees who take early retirement
and are honorably discharged with at least 3 (three) years of service and who have reached early
retirement age. The gold award is granted at the time of retirement.
Pajak Pajak Penghasilan terhadap seluruh Penghasilan, Tunjangan, dan Bantuan lainnya yang diterima oleh
Tax Karyawan dalam bentuk uang dan/atau bentuk lainnya yang merupakan objek pajak ditanggung oleh
Perusahaan
Income tax on all income, allowances, and other benefits received by employees in monetary and/or other
forms that are subject to tax is borne by the Company
Berikut bentuk tunjangan yang diberikan kepada pegawai The following are the types of benefits provided to
tetap serta pegawai tidak tetap atau kontrak, sesuai dengan permanent employees as well as non-permanent or contract
ketentuan yang berlaku. [GRI 401-2] employees, in accordance with applicable provisions.
[GRI 401-2]
234 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Bentuk Tunjangan berdasarkan Kategori Karyawan [GRI 401-2]
Type of Benefits based on Employee Category
Bentuk Tunjangan Pegawai Tetap Pegawai Tidak Tetap
Type of Benefit Permanent Employees Non-Permanent Employees
Tunjangan Hari Raya √ √
Religious Holiday Allowance
Tunjangan Cuti √ Bagi PKWT pada Jabatan Struktural
Leave Allowance For PKWT in Structural Positions
Bantuan Kepemilikan Rumah Bantuan Kepemilikan Rumah Masa Kerja 15 Tahun –
Housing Ownership
Assistance Housing Ownership Assistance after 15 Years of
Service
Uang Tanda Penghargaan Penghargaan Masa Kerja 25 Tahun Bagi PKWT pada Jabatan Struktural
Pengabdian 25-Year Service Award For PKWT in Structural Positions
Long Service Recognition
Award
Pelayanan Kesehatan Pelayanan Kesehatan Perusahaan & BPJS Kesehatan BPJS Kesehatan
Karyawan dan Keluarga Company Healthcare Services & BPJS Kesehatan
Employee and Famiky
Healthcare Services
Sumbangan Kelahiran Sumbangan Kelahiran hingga Anak Ketiga –
Birth Grant 25-Year Service Award
Sumbangan Perkawinan Sumbangan Perkawinan hanya diberikan 1 (satu) kali, –
Marriage Grant dan berlaku bagi perkawinan
pertama
Marriage Grant is provided once and applies only to
the first marriage
Sumbangan Kematian Sumbangan Kematian, Uang Fasilitas Duka, dan –
Death Benefit Santunan
Death Benefit, Bereavement Facility Allowance, and
Compensation
Kompensasi Pemutusan Program Pensiun Manfaat Pasti / Iuran Pasti Uang Kompensasi
Hubungan Kerja Defined Benefit/Defined Contribution Pension Compensation Payment
Termination Compensation Program
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Salah satu bentuk manfaat kesejahteraan yang diberikan One form of welfare benefit provided to employees is
kepada pegawai adalah fasilitas cuti melahirkan, yang maternity/paternity leave, granted to female employees for a
diberikan kepada pegawai perempuan dengan durasi selama duration of four months, and to male employees as spouses
empat bulan, serta kepada pegawai laki-laki sebagai suami for five days. This provision exceeds the minimum standards
selama lima hari. Ketentuan ini telah melampaui standar stipulated by applicable laws and regulations, reflecting the
minimum yang diatur dalam peraturan perundang-undangan Company’s commitment to supporting employee welfare
yang berlaku, sebagai wujud komitmen Perusahaan dalam and promoting work-life balance.
mendukung kesejahteraan pegawai serta mendorong
terciptanya keseimbangan antara kehidupan kerja dan
kehidupan keluarga.
Pada tahun 2025, tingkat karyawan yang kembali bekerja In 2025, the employee return-to-work rate after maternity/
setelah cuti melahirkan tercatat sebesar 100% untuk paternity leave reached 100% for both male and female
karyawan laki-laki dan perempuan, menunjukkan konsistensi employees, demonstrating consistent implementation of
dalam implementasi kebijakan cuti dan dukungan leave policies and the Company’s support for employees
Perusahaan terhadap pegawai pascacuti melahirkan. Selain following maternity/paternity leave. Furthermore, employees
itu, pegawai yang kembali bekerja dan masih dipekerjakan who returned to work and remained employed 12 months after
12 bulan setelah kembali bekerja tercatat sebanyak 444 returning totaled 444 male employees (100%) and 110 female
pegawai laki-laki (100%) dan 110 pegawai perempuan employees (98.21%). This information reflects the Company’s
(98,21%). Informasi ini mencerminkan implementasi policy implementation in supporting the sustainability of
kebijakan Perusahaan dalam mendukung keberlanjutan employees’ careers after taking maternity/paternity leave. [GRI
karier pegawai setelah menjalani cuti melahirkan. [GRI 401-3] 401-3]
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Cuti Melahirkan [GRI 401-3]
Maternity/Paternity Leave
2025 2024
Uraian Satuan
Uraian Unit Laki-laki Perempuan Laki-laki* Perempuan
Male Female Male Female
Jumlah pegawai yang berhak mendapat Orang 5.511 1.325 5.566 1.342
cuti melahirkan People
Number of employees entitled to
maternity/paternity leave
Jumlah pegawai yang mengambil cuti Orang 419 95 444 112
melahirkan People
Number of employees who took
maternity leave
Jumlah pegawai yang kembali bekerja Orang 419 95 444 111
pada periode pelaporan setelah cuti People
melahirkan berakhir
Number of employees who returned to
work during the reporting period after
maternity/paternity leave ended
Jumlah pegawai yang kembali bekerja Orang 444 110 347 194
dan masih dipekerjakan 12 bulan setelah People
kembali bekerja (dari tahun sebelumnya)
Number of employees who returned to
work and remained employed 12 months
after returning (from previous year)
Tingkat persentase karyawan yang Orang 100% 100% 100% 99,11%
kembali bekerja di tahun pelaporan People
setelah berakhirnya masa cuti
melahirkan yang diambil
Percentage of employees who returned
to work in the reporting year after the
end of maternity/paternity leave
Tingkat persentase karyawan yang Orang 100% 98,21% 100% 100%
mengambil cuti melahirkan yang People
kembali bekerja dan masih bekerja
untuk 12 bulan setelah kembali bekerja
Percentage of employees who took
maternity/paternity leave and returned
to work and remained employed for 12
months after returning
* Terdapat penyajian kembali data
* There is restatement of data
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Selain cuti melahirkan, Perusahaan juga menyediakan In addition to maternity/paternity leave, the Company
berbagai kebijakan cuti lainnya yang mendukung provides various other leave policies that support work-life
keseimbangan antara kehidupan kerja dan keluarga, balance, including family leave for specific purposes such as
termasuk cuti keluarga untuk keperluan tertentu seperti court-related matters and caregiving for family members.
urusan pengadilan maupun perawatan anggota keluarga. These policies form part of the Company’s efforts to provide
Kebijakan ini merupakan bagian dari upaya Perusahaan flexibility and protection for employees in addressing
dalam memberikan fleksibilitas dan perlindungan bagi personal and family needs.
pegawai dalam menghadapi kebutuhan personal dan
keluarga.
Di samping itu, Perusahaan menyediakan berbagai program Furthermore, the Company offers various support programs
dukungan untuk menjaga kesejahteraan fisik dan mental to maintain employees’ physical and mental well-being.
pegawai. Program tersebut mencakup fasilitas kesehatan These programs include health and sports facilities, such
dan olahraga, seperti penyediaan pusat kebugaran (gym) as the provision of a fitness center (gym) and employee
serta kegiatan klub olahraga karyawan, seperti sepak bola, sports clubs, including football, futsal, basketball,
futsal, bola basket, bulu tangkis, tenis lapangan, yang juga badminton, and tennis, which are also supported through
didukung dengan penyelenggaraan berbagai kegiatan the organization of various sports activities and inter-unit/
dan perlombaan olahraga antar Unit/Division. Selain itu, division competitions. In addition, the Company provides
Perusahaan juga menyediakan program yang mendukung programs that support mental health and workplace stress
kesehatan mental dan pengelolaan stres di tempat kerja management through the Konseling Amanah Nyaman
melalui program Konseling Amanah Nyaman Injourney Injourney Airports (KANIA) program.
Airports (KANIA).
Kompensasi Bagi Pegawai Employee Compensation
Dalam pengelolaan ketenagakerjaan yang bertanggung In managing employment responsibly, PT Angkasa Pura
jawab, PT Angkasa Pura Indonesia memastikan pemenuhan Indonesia ensures employee welfare through compliance
kesejahteraan karyawan melalui kepatuhan terhadap seluruh with all applicable labor regulations. The Company provides
ketentuan ketenagakerjaan yang berlaku. Perusahaan decent employment opportunities and a conducive working
menyediakan kesempatan kerja dan lingkungan kerja yang environment to support employees’ quality of life, including
layak guna mendukung kualitas hidup karyawan, termasuk fulfilling compensation obligations in accordance with the
pemenuhan kewajiban pembayaran kompensasi sesuai applicable Regional Minimum Wage (UMR) provisions.
ketentuan Upah Minimum Regional (UMR).
Kebijakan tersebut juga diterapkan kepada tenaga alih This policy is also applied to outsourced personnel working
daya yang bekerja di lingkungan Perusahaan, dengan within the Company’s environment, by requiring service
mensyaratkan mitra penyedia jasa untuk memberikan provider partners to provide compensation at least in line
kompensasi sekurang-kurangnya sesuai atau di atas with or above the applicable UMR. Compliance by partners
UMR yang berlaku. Pengawasan terhadap kepatuhan is monitored periodically as part of the Company’s internal
mitra dilakukan secara berkala sebagai bagian dari control mechanisms and labor risk management. [GRI 3-3, 202-1]
mekanisme pengendalian internal dan pengelolaan risiko [OJK F.20]
ketenagakerjaan. [GRI 3-3, 202-1] [OJK F.20]
238 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Rasio Standar Upah Karyawan Pemula berdasarkan Jenis Kelamin terhadap UMR [GRI 202-1, 405-2]
Ratio of Entry-Level Employee Wage Standard by Gender to UMR
2025 2024 2023
Jenis Kelamin
Gender Nilai Rasio Nilai Rasio Nilai Rasio
Value Ratio Value Ratio Value Ratio
Laki-laki
13.127.037 2,6 12.292.500 3 9.351.860 2
Male
Perempuan
13.205.291 2,6 12.292.500 3 9.351.860 2
Female
UMR Tertinggi*
5.069.708 4.760.289 4.584.519
Highest UMR*
* Perhitungan rasio berdasarkan UMR Tertinggi Kota Tangerang, sebagai wilayah signifikan Perusahaan yang merupakan lokasi Kantor Pusat.
* The ratio calculation is based on the highest UMR of Tangerang City, as a significant operational area of the Company and the location of the Head Office.
Selain memastikan pemberian upah yang kompetitif dan In addition to ensuring the provision of competitive
sesuai dengan ketentuan yang berlaku, Perusahaan juga compensation in accordance with applicable regulations,
memperhatikan aspek kesetaraan dalam praktik remunerasi the Company also places strong emphasis on equity in
dengan terus memperkuat pendekatan dalam analisis remuneration practices by continuously strengthening
kesenjangan upah berbasis jenis kelamin (gender pay gap) its approach to gender pay gap analysis through the
melalui pengembangan indikator pengukuran yang lebih development of more comprehensive and structured
komprehensif dan terstruktur. Pada tahun 2025, Perusahaan measurement indicators. In 2025, the Company recorded a
mencatat median raw gender pay gap sebesar -2,54%% median raw gender pay gap of -2.54% and a mean gender
dan mean gender pay gap sebesar 5,78%, yang dihitung pay gap of 5.78%, calculated based on a comparison of
berdasarkan perbandingan remunerasi antara karyawan remuneration between male and female employees across
laki-laki dan perempuan di seluruh entitas operasional. Nilai all operational entities. The negative median raw gender pay
median raw gender pay gap yang negatif menunjukkan bahwa gap indicates that the median income of female employees
median penghasilan karyawan perempuan tercatat lebih was higher than that of male employees. These findings
tinggi dibandingkan median penghasilan karyawan laki-laki. serve as part of the Company’s evaluation basis in identifying
Temuan ini menjadi bagian dari dasar evaluasi Perusahaan remuneration dynamics and reinforcing improvement
dalam mengidentifikasi dinamika remunerasi serta measures to support fair and equitable compensation
memperkuat langkah-langkah perbaikan guna mendukung practices.
praktik remunerasi yang adil dan setara.
Proporsi Manajemen Senior yang Berasal dari Masyarakat Proportion of Senior Management Hired from the Local
Setempat Community
Pada tahun 2025, komposisi manajemen senior PT Angkasa In 2025, the composition of senior management at
Pura Indonesia, yang mencakup Dewan Komisaris dan PT Angkasa Pura Indonesia—comprising the Board of
Direksi, Group Head, Regional CEO, serta General Manager Commissioners and the Board of Directors, Group Heads,
di kantor pusat, kantor regional, dan bandara, seluruhnya Regional CEOs, and General Managers at the head office,
merupakan Warga Negara Indonesia (WNI), sejalan dengan regional offices, and airports—consisted entirely of
operasional signifikan Perusahaan yang tersebar di berbagai Indonesian nationals, in line with the Company’s significant
wilayah Indonesia. Informasi mengenai proporsi manajemen operations across various regions in Indonesia. Information
senior yang berasal dari masyarakat setempat disajikan regarding the proportion of senior management hired from
sebagai berikut. [GRI 202-2] [GRI G4-EC6] the local community is presented as follows. [GRI 202-2] [GRI G4-
EC6]
Sestainability Report 2025 PT Angkasa Pura Indonesia 239
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Proporsi Manajemen Senior yang Berasal dari Masyarakat Setempat
Proportion of Senior Management from the Local Community
Proporsi Manajemen Senior
Unit Kerja Posisi Senior Management Proportion
Work Unit Position Indonesia Asing
Indonesian Foreign
Kantor Pusat Komisaris dan Direksi 17 0
Head Office Board of Commissioners and
Board of Directors
Group Head 27 0
Regional Regional CEO 6 0
Bandara General Manager 35 0
Airport
Jumlah Keseluruhan 85 0
Grand Total
Persentase 100% 0%
Percentage
Perjanjian Perundingan Kolektif
Collective Bargaining Agreement
Dalam menjaga hubungan industrial yang harmonis dan In maintaining harmonious and constructive industrial
konstruktif, Perusahaan menjamin hak pegawai untuk relations, the Company guarantees employees’ rights to
berserikat sesuai dengan ketentuan peraturan perundang- freedom of association in accordance with applicable laws
undangan yang berlaku. Perusahaan mendukung keberadaan and regulations. The Company supports the existence of
serikat pekerja sebagai sarana komunikasi dan dialog antara labor unions as a platform for communication and dialogue
pegawai dan manajemen, guna menyampaikan aspirasi, between employees and management to convey aspirations,
membahas isu ketenagakerjaan, serta memperkuat kerja discuss employment-related issues, and strengthen
sama yang saling menghormati. [GRI 3-3] mutually respectful cooperation. [GRI 3-3]
PT Angkasa Pura Indonesia menerapkan Perjanjian Kerja PT Angkasa Pura Indonesia implements a Collective Labor
Bersama (PKB) sebagai kesepakatan yang mengikat antara Agreement (CLA) as a binding agreement between the
Perusahaan dan perwakilan pegawai dalam mengatur hak Company and employee representatives in regulating the
dan kewajiban hubungan kerja secara adil dan transparan. rights and obligations within employment relationships
PKB tersebut mencakup 100% pegawai dan memuat in a fair and transparent manner. The CLA covers 100%
ketentuan mengenai kondisi kerja, kesejahteraan, serta of employees and includes provisions regarding working
imbalan kerja termasuk program pensiun dan manfaat jangka conditions, employee welfare, and compensation,
panjang lainnya sesuai ketentuan yang berlaku. Perusahaan including pension programs and other long-term benefits
memastikan perlindungan hak pegawai sekaligus menjaga in accordance with applicable regulations. The Company
hubungan industrial yang harmonis dan berkelanjutan ensures the protection of employee rights while maintaining
melalui penerapan PKB yang membahas berbagai topik yang harmonious and sustainable industrial relations through the
mencakup: [GRI 2-30, 201-3] implementation of the CLA, which covers various topics,
including: [GRI 2-30, 201-3]
1. Perihal hubungan kerja dan waktu kerja 1. Employment relationships and working hours
2. Cuti pegawai 2. Employee leave
3. Kesehatan dan keselamatan kerja 3. Occupational health and safety
4. Kesejahteraan dan penghasilan pegawai 4. Employee welfare and income
5. Kewajiban pegawai 5. Employee obligations
240 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 241
6. Perjalanan dinas 6. Business travel
7. Bantuan hukum 7. Legal assistance
8. Pemberhentian pegawai 8. Employee termination
9. Penyelesaian keluh kesah 9. Grievance handling
Dalam pelaksanaan hubungan industrial, keberadaan In the implementation of industrial relations, the presence
Serikat Pekerja dan Lembaga Kerja Sama Bipartit (LKS of Labor Unions and the Bipartite Cooperation Institution
Bipartit) menjadi bagian dari mekanisme dialog antara (LKS Bipartit) forms part of the dialogue mechanism
pegawai dan manajemen. LKS Bipartit merupakan between employees and management. LKS Bipartit is
forum komunikasi, konsultasi, dan musyawarah antara a communication, consultation, and deliberation forum
wakil manajemen dan wakil pekerja yang dibentuk between management representatives and employee
untuk membahas berbagai isu ketenagakerjaan serta representatives, established to discuss various employment
mendorong terciptanya hubungan industrial yang harmonis matters and to promote harmonious industrial relations
di lingkungan Perusahaan. Sepanjang tahun 2025, tidak within the Company. Throughout 2025, there were no labor-
terdapat insiden ketenagakerjaan maupun insiden yang related incidents or incidents threatening employees’ rights
mengancam hak pegawai untuk melaksanakan kebebasan to exercise freedom of association or collective bargaining.
berserikat atau perundingan kolektif. Selain itu, tidak In addition, there were no reported disputes or complaints
terdapat pelaporan perselisihan maupun pengaduan terkait related to the implementation of collective bargaining
pelaksanaan perundingan kolektif di lingkungan Perusahaan within the Company during the reporting period. Interaction
selama periode pelaporan. Interaksi antara Perusahaan dan between the Company and employees is carried out
pegawai dilaksanakan melalui komunikasi yang terbuka dan through open and continuous communication, reflecting
berkesinambungan, sebagai wujud komitmen terhadap hak the Company’s commitment to upholding freedom of
kebebasan berserikat serta menciptakan kemitraan yang association and fostering a mutually supportive partnership.
saling mendukung. [GRI 407-1] [GRI 407-1]
Dalam rangka menciptakan hubungan industrial yang To foster constructive industrial relations, the Company
konstruktif, Perusahaan secara rutin melibatkan perwakilan regularly involves employee representatives in discussions
pekerja dalam pembahasan kondisi kerja dan kebijakan regarding working conditions and employment policies.
ketenagakerjaan. Keterlibatan ini dilaksanakan melalui This engagement is carried out through employee unions,
Serikat Pegawai yang terdiri dari Serikat Karyawan namely the Angkasa Pura Indonesia Employees Union
PT Angkasa Pura Indonesia (SEKARPURA), Serikat Pekerja (SEKARPURA), the Angkasa Pura Indonesia Labor Union
Angkasa Pura Indonesia (SP), dan Asosiasi Karyawan (SP), and the Angkasa Pura Indonesia Employees Association
Angkasa Pura Indonesia (AKA) untuk kemudian digabung (AKA), which are collectively referred to as the “Employee
dengan sebutan “Serikat Pegawai”. Union.”
Sestainability Report 2025 PT Angkasa Pura Indonesia 241
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Kegiatan Bersama Serikat Pegawai Pada 2025 [GRI 407-1]
Joint Activities with the Labor Union in 2025
Kegiatan Tanggal Kegiatan Tujuan Kegiatan Partisipan
Activity Date Objective Participants
Perundingan Perjanjian Kerja 2-3 Januari 2025 Pembahasan PKB 2025-2026 antara 1. Tim Perunding Manajemen.
Bersama (PKB) Periode 2025-2026 2-3 January 2025 pihak Manajemen dengan Serikat 2. Tim Perunding Serikat Pegawai
Tahap V Pegawai PT API yang terdiri dari (Serikat Karyawan PT Angkasa
Collective Labor Agreement (CLA) Serikat Karyawan PT Angkasa Pura Pura Indonesia, Serikat Pekerja
Negotiation for the 2025–2026 Indonesia, Serikat Pekerja Angkasa Angkasa Pura Indonesia, dan
Period – Phase V Pura Indonesia, dan Asosiasi Asosiasi Karyawan Angkasa
Karyawan Angkasa Pura Indonesia. Pura Indonesia).
Discussion of the 2025–2026 CLA 1. Management Negotiation Team
between Management and the PT API 2. Employee Union Negotiation
Employee Union, consisting of the Team (Angkasa Pura Indonesia
Angkasa Pura Indonesia Employees Employees Union, Angkasa
Union, Angkasa Pura Indonesia Labor Pura Indonesia Labor Union,
Union, and Angkasa Pura Indonesia and Angkasa Pura Indonesia
Employees Association Employees Association)
Penandatanganan Perjanjian Kerja 9 Januari 2025 Pengesahan Perjanjian Kerja 1. Jajaran Direksi PT Angkasa
Bersama (PKB) Periode 2025-2026 9 January 2025 Bersama PT API Periode 2025-2026 Pura Indonesia.
Signing of the Collective Labor Ratification of the PT API CLA for the 2. Perwakilan Direktorat Jenderal
Agreement (CLA) for the 2025–2026 2025–2026 period PHI - JSK Kementerian
Period Ketenagakerjaan Republik
Indonesia.
3. Serikat Pegawai PT Angkasa
Pura Indonesia (Serikat
Karyawan PT Angkasa Pura
Indonesia, Serikat Pekerja
Angkasa Pura Indonesia, dan
Asosiasi Karyawan Angkasa
Pura Indonesia).
4. Seluruh karyawan PT Angkasa
Pura Indonesia (Hybrid).
1. Board of Directors of PT
Angkasa Pura Indonesia
2. Representatives of the
Directorate General of
Industrial Relations and Social
Security (PHI–JSK), Ministry of
Manpower of the Republic of
Indonesia
3. PT Angkasa Pura Indonesia
Employee Union (Angkasa
Pura Indonesia Employees
Union, Angkasa Pura Indonesia
Labor Union, and Angkasa
Pura Indonesia Employees
Association)
4. All employees of PT Angkasa
Pura Indonesia (Hybrid
242 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 243
Kegiatan Tanggal Kegiatan Tujuan Kegiatan Partisipan
Activity Date Objective Participants
Sosialisasi PKB Kantor Pusat 16 Januari 2025 Penyampaian Sosialisasi PKB PT 1. Tim Perunding Manajemen.
CLA Socialization – Head Office 16 January 2025 API Periode 2025-2026 ke Karyawan 2. Tim Perunding Serikat Pegawai.
Kantor Pusat 3. Jajaran karyawan Kantor Pusat
Dissemination of the PT API CLA for PT Angkasa Pura Indonesia.
the 2025–2026 period to Head Office 1. Management Negotiation Team
employees 2. Employee Union Negotiation
Team
3. Employees of PT Angkasa Pura
Indonesia Head Office
Sosialisasi PKB Kantor Regional I 17 Januari 2025 Penyampaian Sosialisasi PKB PT 1. Tim Perunding Manajemen.
CLA Socialization – Regional Office 17 January 2025 API Periode 2025-2026 ke Karyawan 2. Tim Perunding Serikat Pegawai.
I Kantor Regional I 3. Jajaran karyawan Kantor
Dissemination of the PT API CLA for Regional I PT Angkasa Pura
the 2025–2026 period to Regional Indonesia.
Office I employees 1. Management Negotiation Team
2. Employee Union Negotiation
Team
3. Employees of PT Angkasa Pura
Indonesia Regional Office I
Sosialisasi PKB Kantor Regional II 20 Januari 2025 Penyampaian Sosialisasi PKB PT 1. Tim Perunding Manajemen.
CLA Socialization – Regional Office 20 January 2025 API Periode 2025-2026 ke Karyawan 2. Tim Perunding Serikat Pegawai.
II Kantor Regional II 3. Jajaran karyawan Kantor
Dissemination of the PT API CLA for Regional II PT Angkasa Pura
the 2025–2026 period to Regional Indonesia.
Office II employees 1. Management Negotiation Team
2. Employee Union Negotiation
Team
3. Employees of PT Angkasa Pura
Indonesia Regional Office II
Sosialisasi PKB Kantor Regional III 20 Januari 2025 Penyampaian Sosialisasi PKB PT 1. Tim Perunding Manajemen.
CLA Socialization – Regional Office 20 January 2025 API Periode 2025-2026 ke Karyawan 2. Tim Perunding Serikat Pegawai.
III Kantor Regional III 3. Jajaran karyawan Kantor
Dissemination of the PT API CLA for Regional III PT Angkasa Pura
the 2025–2026 period to Regional Indonesia.
Office III employees 1. Management Negotiation Team
2. Employee Union Negotiation
Team
3. Employees of PT Angkasa Pura
Indonesia Regional Office III
Sosialisasi PKB Kantor Regional IV 21 Januari 2025 Penyampaian Sosialisasi PKB PT 1. Tim Perunding Manajemen.
CLA Socialization – Regional Office 21 January 2025 API Periode 2025-2026 ke Karyawan 2. Tim Perunding Serikat Pegawai.
IV Kantor Regional IV 3. Jajaran karyawan Kantor
Dissemination of the PT API CLA for Regional IV PT Angkasa Pura
the 2025–2026 period to Regional Indonesia.
Office IV employees 1. Management Negotiation Team
2. Employee Union Negotiation
Team
3. Employees of PT Angkasa Pura
Indonesia Regional Office IV
Sestainability Report 2025 PT Angkasa Pura Indonesia 243
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Kegiatan Tanggal Kegiatan Tujuan Kegiatan Partisipan
Activity Date Objective Participants
Sosialisasi PKB Kantor Regional V 21 Januari 2025 Penyampaian Sosialisasi PKB PT 1. Tim Perunding Manajemen.
CLA Socialization – Regional Office 21 January 2025 API Periode 2025-2026 ke Karyawan 2. Tim Perunding Serikat Pegawai.
V Kantor Regional V 3. Jajaran karyawan Kantor
Dissemination of the PT API CLA for Regional V PT Angkasa Pura
the 2025–2026 period to Regional Indonesia.
Office V employees 1. Management Negotiation Team
2. Employee Union Negotiation
Team
3. Employees of PT Angkasa Pura
Indonesia Regional Office V
Sosialisasi PKB Kantor Regional VI 22 Januari 2025 Penyampaian Sosialisasi PKB PT 1. Tim Perunding Manajemen.
CLA Socialization – Regional Office 22 January 2025 API Periode 2025-2026 ke Karyawan 2. Tim Perunding Serikat Pegawai.
VI Kantor Regional VI 3. Jajaran karyawan Kantor
Dissemination of the PT API CLA for Regional VI PT Angkasa Pura
the 2025–2026 period to Regional Indonesia.
Office VI employees 1. Management Negotiation Team
2. Employee Union Negotiation
Team
3. Employees of PT Angkasa Pura
Indonesia Regional Office VI
Rapat Pembahasan Kebijakan 19 Maret 2025 Pembahasan Peraturan Direksi 1. Organization Development
Manajemen Talenta 19 March 2025 Manajemen Talenta dengan Serikat Group.
Talent Management Policy Pegawai 2. Human Capital Management
Discussion Meeting Discussion of the Board of Directors Group.
Regulation on Talent Management 3. Serikat Pegawai (Serikat
with the Employee Union Karyawan PT Angkasa Pura
Indonesia, Serikat Pekerja
Angkasa Pura Indonesia, dan
Asosiasi Karyawan Angkasa
Pura Indonesia).
1. Organization Development
Group
2. Human Capital Management
Group
3. Employee Union (Angkasa
Pura Indonesia Employees
Union, Angkasa Pura Indonesia
Labor Union, and Angkasa
Pura Indonesia Employees
Association
Rapat Pembentukan LKS Bipartit - 30 April 2025 Membentuk & Menetapkan anggota 1. Organization Development
Kantor Pusat LKS Bipartit Kantor Pusat PT API Group.
Bipartite Cooperation Institution Establishment and appointment of 2. Serikat Pegawai DPC Kantor
(LKS Bipartit) Formation Meeting – LKS Bipartit members at PT API Head Pusat.
Head Office Office 1. Organization Development
Group
2. Head Office Employee Union
DPC
244 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Kegiatan Tanggal Kegiatan Tujuan Kegiatan Partisipan
Activity Date Objective Participants
Rapat LKS Bipartit - Pembahasan 22 Desember 2025 Membahas Kebijakan Remunerasi 1. Organization Development
Kebijakan Remunerasi 22 December 2025 perusahaan Group.
LKS Bipartit Meeting – Discussion of the Company’s 2. Human Capital Management
Remuneration Policy Discussion remuneration policy Group.
3. Serikat Pegawai (Serikat
Karyawan PT Angkasa Pura
Indonesia, Serikat Pekerja
Angkasa Pura Indonesia, dan
Asosiasi Karyawan Angkasa
Pura Indonesia).
1. Organization Development
Group
2. Human Capital Management
Group
3. Employee Union (Angkasa
Pura Indonesia Employees
Union, Angkasa Pura Indonesia
Labor Union, and Angkasa
Pura Indonesia Employees
Association)
Pendidikan dan Pelatihan
Education and Training
Pengembangan kompetensi pegawai merupakan salah Employee competency development is one of the primary
satu fokus utama PT Angkasa Pura Indonesia dalam focuses of PT Angkasa Pura Indonesia in ensuring
memastikan keberlanjutan operasional dan kualitas operational sustainability and the quality of airport services.
layanan kebandarudaraan. Dalam mengelola mekanisme In managing employee development mechanisms, the
pengembangan pegawai, Perusahaan menetapkan Company establishes structured learning policies and
kebijakan dan mekanisme pembelajaran yang terstruktur, processes, encompassing the identification of competency
mencakup identifikasi kebutuhan kompetensi, perencanaan needs, program planning, training implementation, and
program, pelaksanaan pelatihan, hingga evaluasi efektivitas evaluation of learning effectiveness.
pembelajaran.
Sebagai bagian dari sistem pengelolaan SDM, Perusahaan As part of its human resource management system, the
mengintegrasikan manajemen pembelajaran (learning Company integrates learning management within the
management) dalam kerangka Human Capital Management Human Capital Management System (HCMS). This approach
System (HCMS). Pendekatan ini bertujuan untuk memastikan aims to ensure that every employee receives relevant
setiap pegawai memperoleh kesempatan pengembangan development opportunities aligned with the achievement of
yang relevan untuk mencapai tujuan Perusahaan. [GRI 3-3] the Company’s objectives. [GRI 3-3]
Program pengembangan pengetahuan dan keterampilan Employee knowledge and skills development programs form
karyawan menjadi bagian dari upaya Perusahaan dalam part of the Company’s efforts to ensure workforce readiness
memastikan kesiapan SDM untuk mendukung pencapaian in supporting the achievement of strategic targets amid
target strategis di tengah dinamika lingkungan usaha. dynamic business environments. Enhancing employee
Peningkatan kompetensi karyawan berkontribusi pada competencies contributes to strengthening organizational
penguatan kapabilitas organisasi sekaligus mendukung capabilities while also supporting individual satisfaction
tingkat kepuasan dan kinerja individu. Pada tahun 2025, and performance. In 2025, PT Angkasa Pura Indonesia
PT Angkasa Pura Indonesia melaksanakan berbagai program implemented various competency development programs,
pengembangan kompetensi, termasuk sertifikasi, seminar, including certifications, seminars, workshops, and training
lokakarya, dan pelatihan bagi karyawan di berbagai unit sessions for employees across different work units.
kerja.
Sestainability Report 2025 PT Angkasa Pura Indonesia 245
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Perusahaan secara konsisten melakukan investasi dalam The Company consistently invests in human capital
pengembangan sumber daya manusia sebagai bagian dari development as part of its efforts to enhance employee
upaya meningkatkan kapabilitas dan produktivitas pegawai. capability and productivity. In line with this, the Company
Sejalan dengan hal tersebut, Perusahaan secara bertahap is progressively developing a more comprehensive
mengembangkan pendekatan pengukuran yang lebih measurement approach to assess the added value of human
komprehensif untuk menilai nilai tambah investasi SDM, capital investments, including through the development of
termasuk melalui pengembangan metrik Human Capital Human Capital Return on Investment (HCROI) metrics that
Return on Investment (HCROI) yang mempertimbangkan consider financial performance, operational costs, and
kinerja keuangan, biaya operasional, serta investasi pada workforce investments.
tenaga kerja.
Human Capital Return on Investment Tahun 2025
Human Capital Return on Investment in 2025
Deskripsi Satuan Jumlah
Description Unit Amount
Total Pendapatan (a) Rp 21.213.780.203.729
Total Revenue (a)
Total Beban Operasional (b) Rp 5.067.624.409.683
Total Operating Expenses (b)
Total Beban terkait Pegawai (c) Rp 4.442.097.404.716
Total Employee-Related Expenses (c)
Nilai HCROI (a-(b-c))/c Nilai 4,6
HCROI Value (a-(b-c))/c Value
Total Jumlah Pegawai 2025 Orang 7.680
Total Number of Employees 2025 People
Realisasi Dana Pengembangan Sumber Daya Manusia [GRI 404-2]
Realization of Human Resource Development Funds
Tahun PT Angkasa Pura
PT Angkasa Pura I PT Angkasa Pura II Total (Rp)
Year Indonesia
2025 - - 79.610.958.352 79.610.958.352
2024 14.940.683.045 74.795.669.154 39.278.000.798 89.736.352.199
2023 6.899.344.173 25.772.715.126 - 32.672.059.299
Sebagai bagian dari penguatan pengembangan kompetensi As part of strengthening employee competency
pegawai, Perusahaan secara konsisten melaksanakan development, the Company consistently implements
berbagai program pelatihan yang terstruktur dan terukur. various structured and measurable training programs.
Selama tahun 2025, pemantauan terhadap pelaksanaan Throughout 2025, the implementation of training activities
pelatihan dilakukan melalui indikator jumlah pegawai yang was monitored through indicators such as the number of
mengikuti pelatihan, total jam pelatihan, serta rata-rata employees participating in training, total training hours,
jam pelatihan per pegawai sebagai bagian dari evaluasi and the average training hours per employee, as part of
efektivitas pengembangan kapasitas sumber daya manusia. evaluating the effectiveness of human capital capacity
[OJK F.22] development. [OJK F.22]
246 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Jumlah dan Rata-rata Jam Pelatihan [GRI 404-1, 404-2] [OJK F.22]
Number and Average Hours of Training
2025 2024 2024
Jumlah Jumlah Jumlah
Deskripsi Rata-rata Rata-rata
Pegawai Jumlah Jam Rata-rata Jam Pegawai Jumlah Jam Pegawai Jumlah Jam
Description Jam (jam) Jam (jam)
(orang) (jam) (jam) (orang) (jam) (orang) (jam)
Average Average
Number of Total Hours Average Hours Number of Total Hours Number of Total Hours
Hours Hours
Employees (hours) (hours) Employees (hours) Employees (hours)
(hours) (hours)
(people) (people) (people)
Berdasarkan Jenis Kelamin
By Gender
Laki-laki 5.965 228.918 38,37 11.693 166.123 14,21 20.240 175.579 27
Male
Perempuan 1.692 57.045 33,71 3.683 55.374 15,04 7.299 63.230 35
Female
Jumlah 7.657 285.963 72,08 15.376 221.497 29,24 27.539 238.809 62,00
Total
Berdasarkan Level Jabatan
By Job Level
BOD-1 169 8.025 47,49 342 6.252 18,28 545 8.773 28,66
BOD-2 424 25.688 60,58 777 10.671 13,73 2.045 18.693 20,31
BOD-3 868 43.607 50,24 1.624 19.507 12,01 4.220 41.017 24,82
BOD-4 6.196 208.643 33,67 12.633 185.067 14,65 20.729 170.326 14,67
Jumlah 7.657 285.963 191,98 15.376 221.497 58,68 27.539 238.809 88.46
Total
Sepanjang tahun pelaporan tercatat: [GRI 404-1] Throughout the reporting year, the following
were recorded: [GRI 404-1]
7.657 orang pegawai mengikuti pelatihan 7,657 employees participated in training
dan pengembangan kemampuan. and capacity development programs.
Dengan total realisasi 285.963 jam With a total realization of 285,963
pelatihan atau rata-rata jam pelatihan 37 jam training hours, or an average of 37 training
per pegawai. hours per employee.
Rata-rata biaya pelatihan per pegawai The average training cost per employee
mencapai Rp10,3 juta. reached Rp10,3 million.
Perusahaan juga mendukung pelatihan The Company also supports employee
kesiapan pegawai dalam menghadapi masa readiness training for retirement and
pensiun dan transisi dari masa kerja ke pasca- the transition from employment to post-
kerja. Pada tahun 2025, 43 pegawai mengikuti employment. In 2025, 43 employees
program persiapan pensiun yang akan pensiun participated in pre-retirement programs for
pada tahun 2025-2026. [GRI 404-2] those scheduled to retire in 2025–2026. [GRI
404-2]
Sestainability Report 2025 PT Angkasa Pura Indonesia 247
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Pendidikan dan Pelatihan yang Dilaksanakan PT Angkasa Pura Indonesia Sepanjang 2025 [GRI 404-2]
Education and Training Conducted by PT Angkasa Pura Indonesia Throughout 2025
Jumlah
Jenis Program Pelatihan Penjelasan Program Pelatihan Sasaran Pegawai Peserta
Type of Training Program Program Description Target Employees Number of
Participants
Program pembelajaran untuk pemenuhan gap kompetensi
seluruh karyawan sebagai akselerasi dalam menjembatani
proses persiapan diri dalam model pengembangan talent
Injourney Group
Competency Fulfillment Program BOD-1 - BOD-4 1.931
Learning program aimed at closing competency gaps for all
employees as an acceleration in bridging self-preparation
processes within the Injourney Group talent development
model
Program pembelajaran yang bertujuan untuk memberi
pengetahuan, keterampilan, dan perilaku bagi karyawan
dalam upaya mendukung terciptanya layanan dan
Customer Experience & Service
pengalaman yang lebih baik bagi pelanggan BOD-2 - BOD-4 2.564
Program
Learning program designed to provide employees with
knowledge, skills, and behaviors to support the delivery of
improved customer service and experience
Program pengembangan karyawan yang diberikan kepada
Top Talent Injourney Group dari hasil seleksi talent pool
member dengan desain pembelajaran (kurikulum silabus)
dan pelaksanaan program dilaksanakan oleh PT Aviasi
Signature Development Program Pariwisata Indonesia (Persero) BOD-1 - BOD-3 155
Employee development program provided to Top Talent
of the Injourney Group selected from the talent pool, with
curriculum design and implementation conducted by PT
Aviasi Pariwisata Indonesia (Persero)
Program pegembangan karyawan yang diselenggarakan
dengan tujuan menciptakan profesional di berbagai bidang
Global Development Program yang berskala global BOD-1 - BOD-3 10
Employee development program aimed at creating
professionals across various globally competitive fields
Program pelatihan yang wajib diikuti oleh personel
keamanan penerbangan dan personel bandar udara
sesuai dengan regulasi/ ketentuan yang ditetapkan oleh
Kementerian Perhubungan Udara Republik Indonesia dan
Mandatori Regulasi
Direktorat Jenderal Perhubungan Udara BOD-1 - BOD-4 2.912
Mandatory Regulatory Program
Training programs required for aviation security personnel
and airport personnel in accordance with regulations
issued by the Ministry of Transportation of the Republic of
Indonesia and the Directorate General of Civil Aviation
Program pembelajaran karyawan baik melalui pelatihan
sertifikasi (selain dari Kementerian Perhubungan Udara
Republik Indonesia) maupun pelatihan non-sertifikasi yang
dipersyaratkan pada fungsi kerjanya serta untuk memenuhi
Mandatori Korporasi
standar kompetensi teknis jabatannya BOD-1 - BOD-4 256
Mandatory Corporate Program
Employee learning programs through certification (outside
the Ministry of Transportation) and non-certification
training required for job functions and technical
competency standards
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Jumlah
Jenis Program Pelatihan Penjelasan Program Pelatihan Sasaran Pegawai Peserta
Type of Training Program Program Description Target Employees Number of
Participants
Program pembelajaran yang bertujuan untuk menambah
wawasan karyawan baik berupa program pembekalan
pensiun untuk pegawai dengan masa kerja sekurang-
kurangnya 5 tahun dari usia pensiun normal, seminar,
workshop, short course lainnya yang sesuai dengan
Enrichment Program
kebijakan internal yang berlaku BOD-1 - BOD-4 34.334
Mandatory Corporate Program
Learning programs aimed at enhancing employee
knowledge, including pre-retirement preparation programs
for employees with at least 5 years remaining before normal
retirement age, seminars, workshops, and other short
courses, in accordance with applicable internal policies
Jumlah Peserta
40.529
Total Participants
Jenis Pelatihan Berdasarkan level Jabatan PT Angkasa Pura Indonesia Tahun 2025
Type of Training Participants by Job Level PT Angkasa Pura Indonesia in 2025
Level Jabatan (Orang)
Jenis Pelatihan Job Level (People) Jumlah Peserta
Type of Training Total Participant
BOD-1 BOD-2 BOD-3 BOD-4
Core Program 3.784 14.508 16.973 14.561 49.826
Signature Program 848 1.472 2.392 - 4.712
Professional Program 32 152 200 - 384
Functional Program 3.360 9.556 24.042 194.082 231.040
Jumlah
8.024 25.688 43.607 208.643 285.962
Total
Sestainability Report 2025 PT Angkasa Pura Indonesia 249
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Keselamatan dan Kesehatan Kerja [OJK F. 21]
Occupational Health and Safety
Kesehatan dan Keselamatan Kerja (K3) merupakan salah Occupational Health and Safety (OHS) is a top priority in the
satu prioritas utama dalam pengelolaan operasional operational management of PT Angkasa Pura Indonesia,
PT Angkasa Pura Indonesia, mengingat kompleksitas considering the complexity of airport activities involving
aktivitas kebandarudaraan yang melibatkan berbagai multiple stakeholders and high operational risks. The
pemangku kepentingan dan risiko operasional yang tinggi. implementation of the OHS management system is not
Penerapan sistem manajemen K3 tidak hanya bertujuan only aimed at protecting workers but also at ensuring the
melindungi pekerja, tetapi juga mendukung keamanan safety of service users and maintaining overall operational
pengguna jasa serta menjaga keberlangsungan dan efisiensi sustainability and efficiency.
operasional secara menyeluruh.
Perusahaan menerapkan Sistem Manajemen K3 (SMK3) The Company implements an OHS Management System
melalui kebijakan, prosedur, dan pengelolaan risiko yang (SMK3) through structured policies, procedures, and risk
terstruktur, termasuk identifikasi bahaya, penilaian, management processes, including hazard identification,
dan pengendalian risiko melalui pendekatan Hazard assessment, and risk control through the Hazard Identification
Identification and Risk Assessment (HIRA) di seluruh and Risk Assessment (HIRA) approach across all operational
aktivitas operasional. Pendekatan ini memastikan potensi activities. This approach ensures that potential hazards are
bahaya teridentifikasi secara sistematis, risiko dinilai systematically identified, risks are quantitatively assessed,
secara terukur, serta langkah pengendalian ditetapkan and control measures are established to create a safe
untuk menciptakan lingkungan kerja yang aman dan sehat, and healthy working environment, while also encouraging
sekaligus mendorong partisipasi aktif pekerja. Dalam active employee participation. In its implementation, the
penerapannya, SMK3 Perusahaan mengacu pada Pedoman Company’s SMK3 refers to the PT Angkasa Pura Indonesia
Sistem Manajemen Keselamatan (Safety Management Safety Management System Guidelines in accordance with
System) PT Angkasa Pura Indonesia sesuai standar nasional national and international standards.
dan internasional.
Pelaksanaan kebijakan K3 didukung dan diawasi oleh Direksi The implementation of OHS policies is supported and
melalui penandatanganan Komitmen Keselamatan oleh supervised by the Board of Directors through the signing of
Direktur Utama dan General Manager pada masing-masing Safety Commitments by the President Director and General
bandar udara, serta diperkuat melalui pembentukan Panitia Managers at each airport, and is further strengthened
Pembina K3 (P2K3) di seluruh Bandar Udara PT Angkasa by the establishment of Occupational Health and Safety
Pura Indonesia yang terdiri dari perwakilan manajemen Committees (P2K3) across all PT Angkasa Pura Indonesia
dan pekerja, yang berfungsi sebagai forum koordinasi dan airports. These committees consist of management and
evaluasi program K3. employee representatives and serve as coordination and
evaluation forums for OHS programs.
Perusahaan juga menerapkan mekanisme investigasi The Company also implements investigation mechanisms
atas kecelakaan kerja, penyakit akibat kerja, serta insiden for workplace accidents, occupational diseases, and other
lainnya yang dilakukan oleh Investigator Internal yang telah incidents, conducted by Internal Investigators who have
mendapat pelatihan dari Komite Nasional Kecelakaan received training from the National Transportation Safety
Transportasi (KNKT), untuk mengidentifikasi akar penyebab Committee (KNKT), to identify root causes and determine
dan menetapkan tindakan perbaikan dan pencegahan. corrective and preventive actions. In 2025, a total of 30
Pada tahun 2025 terdapat 30 personel yang menyelesaikan personnel completed the KNKT Safety Investigator Training,
Pelatihan Safety Investigator KNKT, sehingga seluruh ensuring that all PT Angkasa Pura Indonesia airports
bandara udara PT Angkasa Pura Indonesia telah memiliki have Safety Investigator representatives. In addition,
perwakilan Safety Investigator. Selain itu, inspeksi internal internal OHS inspections are conducted regularly at each
K3 dilakukan secara berkala di masing-masing bandar udara airport to ensure compliance and the effectiveness of risk
guna memastikan kepatuhan dan efektivitas pengendalian controls. The implementation of SMK3 is also verified by
risiko. Implementasi SMK3 turut diverifikasi oleh pihak independent parties through the OHS Management System
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independen melalui Kegiatan Audit Resertifikasi Sistem (SMK3) Recertification Audit conducted by the Ministry
Manajemen Keselamatan dan Kesehatan Kerja (SMK3) of Manpower, as well as ISO 45001:2018 Occupational
oleh Kementerian Ketenagakerjaan serta Sertifikasi Health and Safety Management System certification
ISO 45001:2018 Occupational Health Safety Management by independent institutions (PT Sucofindo and BSI).
System oleh lembaga independen (PT Sucofindo dan BSI). The Company continuously evaluates and enhances its
Perusahaan secara berkelanjutan melakukan evaluasi dan OHS management system as part of its commitment to
peningkatan sistem manajemen K3 sebagai bagian dari continuous improvement. [OJK F.21] [GRI 3-3] [G4 DMA]
komitmen perbaikan berkelanjutan. [OJK F.21] [GRI 3-3] [G4 DMA]
Pada tahun 2025, Perusahaan juga memperkuat In 2025, the Company further strengthened OHS
implementasi K3 melalui penyelarasan kebijakan, proses, implementation through the alignment of safety policies,
dan prosedur keselamatan, termasuk Airport Safety dan processes, and procedures—including Airport Safety and
Rescue and Fire Fighting (RFF), dengan standar nasional Rescue and Fire Fighting (RFF)—with national and global
dan global sebagai bagian dari Strategic Focus 2025 standards, as part of the Strategic Focus 2025 under
dalam Roadmap Airport Safety & RFF Group. Inisiatif ini the Airport Safety & RFF Group Roadmap. This initiative
bertujuan untuk meningkatkan konsistensi penerapan aims to improve consistency in the implementation of
standar keselamatan di seluruh operasional bandara serta safety standards across airport operations and enhance
memperkuat kesiapsiagaan dalam menghadapi potensi preparedness in addressing potential risks and emergency
risiko dan keadaan darurat. [OJK F.21] situations. [OJK F.21]
PT Angkasa Pura Indonesia mengimplementasikan empat PT Angkasa Pura Indonesia implements four pillars of
pilar sistem manajemen keselamatan yang diterjemahkan the safety management system, which are translated
ke dalam berbagai program dan kegiatan guna memastikan into various programs and initiatives to ensure airport
keselamatan operasional bandara, yang mencakup: [GRI 3-3] operational safety, including: [GRI 3-3]
Sestainability Report 2025 PT Angkasa Pura Indonesia 251
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
• Komitmen keselamatan;
• Kebijakan dan sasaran keselamatan;
• Tanggung jawab dan wewenang;
• Koordinasi rencana penanggulangan kondisi gawat darurat; dan
Kebijakan dan Sasaran Keselamatan • Dokumentasi pelaksanaan sistem manajemen keselamatan.
Safety Policy and Objectives • Safety commitment;
• Safety policies and objectives;
• Responsibilities and authorities;
• Coordination of emergency response planning; and
• Documentation of safety management system implementation
• Identifikasi bahaya; dan
Manajemen Risiko Keselamatan • Penilaian dan mitigasi risiko.
Safety Risk Management • Hazard identification; and
• Risk assessment and mitigation.
• Pengukuran dan pengawasan kinerja keselamatan;
• Manajemen perubahan;
• Investigasi; dan
Jaminan Keselamatan • Peningkatan berkelanjutan terhadap sistem manajemen keselamatan.
Safety Assurance • Safety performance measurement and monitoring;
• Change management;
• Investigation; and
• Continuous improvement of the safety management system
• Pendidikan dan/atau pelatihan;
• Safety notice, safety poster, safety bulletin, dan safety magazine;
• Kampanye tentang keselamatan; dan
Promosi Keselamatan • Peningkatan kesadaran atas keselamatan.
Safety Promotion • Education and/or training;
• Safety notices, safety posters, safety bulletins, and safety magazines;
• Safety campaigns; and
• Enhancement of safety awareness.
Dalam mengimplementasikan pilar-pilar tersebut, In implementing these pillars, the Company continuously
Perusahaan secara berkelanjutan melakukan pembinaan, fosters, applies, and strengthens a safety culture within
penerapan, serta penguatan budaya keselamatan di its operational environment through various initiatives and
lingkungan operasional melalui berbagai inisiatif dan control measures, including the following:
langkah pengendalian, antara lain sebagai berikut:
1. Pembentukan Runway Safety Team 1. Establishment of a Runway Safety Team
2. Pembentukan Bird Strike Committee 2. Establishment of a Bird Strike Committee
3. Kampanye keselamatan sisi udara 3. Airside safety campaigns
4. Pembersihan serpihan benda asing (Foreign Object 4. Foreign Object Debris (FOD) removal
Debris/FOD)
5. Promosi keselamatan (safety awareness and promotion) 5. Safety awareness and promotion
6. Penilaian risiko keselamatan atau inspeksi lapangan 6. Safety risk assessments or field inspections
7. Inspeksi di sisi udara (landasan pacu, taxiway, dan 7. Airside inspections (runway, taxiway, and apron)
apron)
8. Pengukuran dan pengawasan kinerja keselamatan 8. Safety performance measurement and monitoring
9. Latihan penanggulangan keadaan darurat 9. Emergency response exercises
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Kebijakan Keselamatan Kerja
Occupational Safety Policy
Kebijakan K3 PT Angkasa Pura Indonesia dirancang untuk PT Angkasa Pura Indonesia’s OHS policies are designed
melindungi seluruh insan perusahaan, aset, serta lingkungan to protect all personnel, assets, and the surrounding
sekitar dari potensi kecelakaan kerja dan penyakit akibat environment from potential workplace accidents and
kerja. Implementasinya dilakukan melalui pendekatan occupational diseases. Implementation is carried out
berbasis risiko yang mencakup identifikasi, perencanaan, through a risk-based approach encompassing systematic
pengelolaan, dan mitigasi bahaya secara sistematis. hazard identification, planning, management, and
Komitmen tersebut tertuang dalam berbagai kebijakan, mitigation. This commitment is reflected in various policies,
strategi, dan program yang mengacu pada Peraturan strategies, and programs referring to Director Regulation
Direktur Nomor PD.DU.1016/XI/2024 tanggal 1 November No. PD.DU.1016/XI/2024 dated 1 November 2024, concerning
2024 tentang Pedoman Sistem Manajemen Keselamatan the Safety Management System Guidelines of PT Angkasa
(Safety Management System) PT Angkasa Pura Indonesia. Pura Indonesia. Based on these guidelines, the Company
Berdasarkan pedoman tersebut, Perusahaan menjalankan implements structured control measures applicable to all
langkah-langkah pengendalian yang terstruktur serta operational activities, including employees, contractor
berlaku untuk seluruh aktivitas operasional Perusahaan personnel, and other business partners, covering: [GRI 403-1]
yang mencakup karyawan, tenaga kerja kontraktor, dan
mitra kerja lainnya, yang meliputi: [GRI 403-1]
1. Mencegah terjadinya kecelakaan kerja dan penyakit 1. Preventing workplace accidents, occupational
akibat kerja serta kerusakan peralatan, properti, dan diseases, and damage to equipment, property, and the
lingkungan kerja; work environment;
2. Menciptakan lingkungan tempat kerja yang selamat, 2. Creating a safe, healthy, secure, and comfortable
sehat, aman, dan nyaman bagi pegawai, pelanggan, working environment for employees, customers,
mitra kerja, mitra usaha, maupun pihak lain yang partners, business partners, and other parties within
berada di lingkungan perusahaan untuk mendukung the Company’s environment to support the achievement
tercapainya visi, misi, dan tujuan K3 Perusahaan; of OHS vision, mission, and objectives;
3. Mematuhi seluruh peraturan perundang-undangan dan 3. Complying with all applicable laws, regulations,
persyaratan lainnya terkait K3 serta evaluasi terhadap and other OHS requirements, including evaluating
kepatuhannya; compliance;
4. Melakukan pembinaan, penerapan, dan pemeliharaan K3 4. Continuously developing, implementing, and
di lingkungan perusahaan secara berkesinambungan; maintaining OHS practices within the Company;
5. Memenuhi SDM yang kompeten, peralatan laik 5. Ensuring the availability of competent human resources,
operasi, metode kerja, lingkungan kerja yang aman, operationally fit equipment, appropriate work methods,
serta anggaran yang memadai guna mendukung a safe working environment, and adequate budget to
terlaksananya program-program K3; support OHS programs;
6. Melakukan evaluasi terhadap pelaksanaan K3 guna 6. Conducting evaluations of OHS implementation
mendorong peningkatan K3 secara berkelanjutan dan to promote continuous improvement and create
menciptakan kondisi K3 yang kondusif; dan conducive OHS conditions; and
7. Menetapkan dan menerapkan suatu proses untuk 7. Establishing and implementing processes to enhance
meningkatkan peran aktif pegawai melalui konsultasi active employee participation through consultation and
dan partisipasi pegawai. involvement.
Seluruh kebijakan yang berkaitan dengan keselamatan, All policies related to safety, security, and occupational
keamanan, dan kesehatan kerja di lingkungan bandara telah health within the airport environment have been formalized
dituangkan dan terdokumentasi dalam sepuluh pedoman and documented in ten following key guidelines: [GRI 403-1]
utama sebagai berikut: [GRI 403-1]
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
• PD.DU.1016/XI/2024 tentang Pedoman Sistem • PD.DU.1016/XI/2024 concerning Safety Management
Manajemen Keselamatan (Safety Management System) System Guidelines of PT Angkasa Pura Indonesia
PT Angkasa Pura Indonesia
• PD.DO.1017/XI/2024 tentang Pedoman Pemantauan • PD.DO.1017/XI/2024 concerning Monitoring and
dan Pengukuran Sistem Manajemen Keselamatan PT Measurement Guidelines of the Safety Management
Angkasa Pura Indonesia System of PT Angkasa Pura Indonesia
• PD.DO.1019/XI/2024 tentang Pedoman Runway Safety • PD.DO.1019/XI/2024 concerning Runway Safety Team
Team PT Angkasa Pura Indonesia Guidelines of PT Angkasa Pura Indonesia
• PD.DO.1021/XI/2024 tentang Pedoman Investigasi • PD.DO.1021/XI/2024 concerning Safety Investigation
Keselamatan di PT Angkasa Pura Indonesia Guidelines of PT Angkasa Pura Indonesia
• PD.DO.0001/I/2025 tentang Pedoman Biosafety • PD.DO.0001/I/2025 concerning Biosafety Management
Management PT Angkasa Pura Indonesia Guidelines of PT Angkasa Pura Indonesia
• PD.DO.0004/I/2025 tentang Pedoman Manajemen • PD.DO.0004/I/2025 concerning Wildlife Hazard
Bahaya Hewan Liar (Wildlife Hazard Management) di Management Guidelines at Airports Managed by PT
Bandar Udara yang Dikelola oleh PT Angkasa Pura Angkasa Pura Indonesia
Indonesia
• PD.DO.0001/PR.03.01.01/2025 tentang Pedoman • PD.DO.0001/PR.03.01.01/2025 concerning Guidelines
Pelaksanaan Pemindahan Pesawat Udara yang Rusak di for the Removal of Disabled Aircraft in Movement Areas
Daerah Pergerakan Pesawat Udara pada Bandar Udara at Airports Managed by PT Angkasa Pura Indonesia
yang Dikelola PT Angkasa Pura Indonesia
• PD.DO.0002/KB.02.13/205 tentang Pedoman • PD.DO.0002/KB.02.13/205 concerning Guidelines for
Pelaksanaan Latihan Penanggulangan Keadaan Darurat the Implementation of Airport Emergency Exercises at
(Airport Emergency Exercise) di Bandar Udara PT PT Angkasa Pura Indonesia Airports
Angkasa Pura Indonesia
• PD.DO.4/KB.02.13/2025 tentang Pedoman Operasional • PD.DO.4/KB.02.13/2025 concerning Operational
Pelayanan Airport Rescue and Firefighting di Bandar Guidelines for Airport Rescue and Firefighting Services
Udara PT Angkasa Pura Indonesia at PT Angkasa Pura Indonesia Airports
• KEP.DU.489/KB.02.16/2025 tentang Safety Review • KEP.DU.489/KB.02.16/2025 concerning the Safety
Board PT Angkasa Pura Indonesia. Review Board of PT Angkasa Pura Indonesia
Identifikasi Bahaya, Penilaian Risiko, dan Investigasi Insiden [GRI 403-2]
Hazard Identification, Risk Assessment, and Incident Investigation
Proses identifikasi bahaya sebagaimana diatur dalam The hazard identification process is governed by the
Safety Management System (SMS) Manual dan mengacu Safety Management System (SMS) Manual and refers to
pada Peraturan Direksi PT Angkasa Pura Indonesia the Board of Directors Regulation No. PD.DU.1016/XI/2024
Nomor PD.DU.1016/XI/2024 tentang Pedoman Sistem concerning Safety Management System Guidelines in
Manajemen Keselamatan (Safety Management System) conducting incident investigations within PT Angkasa Pura
dalam pelaksanaan investigasi insiden di PT Angkasa Pura Indonesia. The incident investigation process is carried out
Indonesia. Proses investigasi insiden dilaksanakan secara systematically through the following stages:
sistematis melalui tahapan sebagai berikut:
1. Mengidentifikasi fakta dan kronologi kejadian secara 1. Identifying facts and the chronology of events
menyeluruh; comprehensively;
2. Menganalisis akar penyebab serta faktor-faktor yang 2. Analyzing root causes and contributing factors,
berkontribusi terhadap kejadian, termasuk potensi including potential future risks;
risiko di masa mendatang;
3. Menyusun rekomendasi keselamatan dan langkah 3. Developing safety recommendations and relevant
perbaikan yang relevan; corrective actions;
4. Melaksanakan investigasi oleh tim yang berkompeten 4. Conducting investigations by a competent team from
dari fungsi Airport Safety bersama unit terkait segera the Airport Safety function in coordination with related
setelah kejadian dilaporkan; units immediately after the incident is reported;
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5. Menggunakan metode analisis yang sesuai, termasuk 5. Utilizing appropriate analytical methods, including the
pendekatan ORLIO; ORLIO approach;
6. Melaporkan hasil investigasi kepada Kantor Pusat serta 6. Reporting investigation results to Head Office and
pemangku kepentingan terkait, termasuk regulator; relevant stakeholders, including regulators; and
dan
7. Melakukan koordinasi dengan Komite Nasional 7. Coordinating with the National Transportation Safety
Keselamatan Transportasi (KNKT) untuk kejadian serius Committee (KNKT) for serious incidents involving
yang melibatkan pesawat udara. aircraft
Hasil investigasi tersebut digunakan sebagai dasar dalam The results of these investigations serve as the basis for
penetapan tindakan perbaikan dan pencegahan guna determining corrective and preventive actions to ensure
memastikan kejadian serupa tidak terulang kembali, that similar incidents do not recur, while also strengthening
sekaligus memperkuat efektivitas sistem manajemen the overall effectiveness of the safety management system.
keselamatan secara keseluruhan. Proses investigasi Investigation processes are conducted in accordance
dilaksanakan sesuai dengan Peraturan Direksi PT Angkasa with the Board of Directors Regulation of PT Angkasa
Pura Indonesia Nomor PD.DO.1021/XI/2024 tentang Pura Indonesia No. PD.DO.1021/XI/2024 concerning Safety
Pedoman Investigasi Keselamatan, yang mengatur Investigation Guidelines, which governs the preparation of
penyusunan laporan investigasi secara komprehensif comprehensive investigation reports based on root cause
berdasarkan analisis akar penyebab (root cause) dan analysis and risk assessment. Recommendations developed
penilaian risiko. Rekomendasi yang dihasilkan mencakup through the process include both short-term and long-term
langkah jangka pendek dan jangka panjang, disusun secara measures, are prepared objectively without attributing
objektif tanpa bertujuan untuk menyalahkan, serta dapat blame, and may be communicated progressively to relevant
disampaikan secara bertahap kepada pihak terkait sesuai parties in accordance with operational requirements.
kebutuhan operasional.
Selain itu, rekomendasi yang dihasilkan juga mendorong In addition, the recommendations issued encourage
pelaksanaan tindakan pencegahan secara tepat waktu oleh the timely implementation of preventive actions by the
pihak terkait, yang selanjutnya dipantau melalui mekanisme responsible parties, which are subsequently monitored
tindak lanjut untuk memastikan efektivitas implementasinya. through follow-up mechanisms to ensure their effective
Penerapan pengendalian risiko dilakukan mengacu pada execution. Risk control measures are applied in accordance
hirarki pengendalian dalam Sistem Manajemen Keselamatan with the hierarchy of controls within the Company’s
Perusahaan guna memastikan peningkatan keselamatan Safety Management System to support continuous safety
secara berkelanjutan. improvement.
Proses pengendalian bahaya, penilaian risiko, dan investigasi The processes of hazard control, risk assessment, and
insiden dilaksanakan sesuai dengan jenjang dan struktur incident investigation are implemented in accordance with
manajemen K3 yang berlaku, dengan mempertimbangkan the applicable OHS management hierarchy and structure,
kapasitas serta kompleksitas masing-masing bandara yang taking into account the capacity and complexity of each
dikelola. Penerapan ini memastikan kejelasan peran dan managed airport. This implementation ensures clear roles
tanggung jawab pada setiap tingkatan organisasi sehingga and responsibilities at each organizational level, enabling
pengelolaan risiko dan tindak lanjut insiden berjalan efektif effective and coordinated risk management and incident
dan terkoordinasi. follow-up.
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Struktur Manajemen K3
OHS Management Structure
Airport Safety &
RFF Group Head
Airport Safety Airport RFF
Airport Safety & RFF
Standardization Standardization
Strategy Division Head
Division Head Division Head
Airport Safety Airport Safety Airport Safety Airport RFF
& RFF Strategy Standardization Standardization Standardization
Officer Specialist Officer Officer
Airport Safety Airport Safety Airport Safety Airport RFF
& RFF Strategy Standardization Standardization Standardization
Specialist Specialist Officer Specialist
Airport Safety Airport RFF
& RFF Strategy Standardization
Specialist Specialist
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Akuntabilitas dan Tanggung Jawab Keselamatan
Safety Accountability and Responsibility
Penunjukan safety manager/officer di setiap Appointment of a safety manager/officer at each
1
bandar udara, sebagai unit terpisah dalam struktur airport as a separate unit within the organizational
organisasi; structure;
Safety manager/officer harus mendapatkan Safety managers/officers must receive Safety
2
pelatihan Safety Management System (SMS) dan Management System (SMS) training and other
pelatihan terkait lainnya; dan relevant training; and
Pembuatan struktur organisasi keselamatan yang Establishment of a safety organizational structure
3 menunjukkan adanya jalur komunikasi antara safety that reflects communication lines among safety
manager/officer, account executive, safety action managers/officers, account executives, safety
group (SAG), dan safety review board (SRB). action group (SAG), and safety review board (SRB).
Sejalan dengan upaya tersebut, PT Angkasa Pura Indonesia In line with these efforts, PT Angkasa Pura Indonesia
berkomitmen untuk menciptakan lingkungan kerja yang is committed to creating a safe and healthy working
aman dan sehat bagi seluruh pekerja. Untuk mendukung environment for all employees. To support this commitment,
komitmen tersebut, Perusahaan menerapkan SMK3 yang the Company implements an integrated OHS Management
terintegrasi dalam sistem manajemen perusahaan sebagai System (SMK3) within its overall management system as part
upaya pengendalian risiko terkait K3 secara menyeluruh dan of comprehensive and sustainable OHS risk control efforts.
berkelanjutan. [GRI 403-8] [GRI 403-8]
Jumlah Pegawai yang Tercakup dalam Penerapan SMK3 [GRI 403-8]
Number of Employees Covered by the SMK3 Implementation
2025 2024 2023
Deskripsi
Description Jumlah Jumlah Jumlah
% % %
Number Number Number
Jumlah pegawai yang tercakup dalam
SMK3 7.680 100% 7.892* 100% 3.906 100%
Number of employees covered by SMK3
Jumlah bandara yang tercakup dalam SMK3
dan telah diaudit secara internal
35 100% 35 100% 35 100%
Number of airports covered by SMK3 and
internally audited
Jumlah bandara yang tercakup dalam SMK3
dan telah diaudit secara eksternal
7 18,9% 5 14,3% 4 11,4%
Number of airports covered by SMK3 and
externally audited
Catatan: Penerapan SMK3 dalam terbatas pada 35 bandara. Dua bandara lainnya tidak termasuk dalam cakupan karena pengelolaannya berada di bawah entitas lain.
Note: The implementation of SMK3 is limited to 35 airports. Two other airports are excluded from the scope as their management is under different entities
* Terdapat penyajian kembali data
* There is restatement of data
Sestainability Report 2025 PT Angkasa Pura Indonesia 257
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Kecelakaan Kerja
Workplace Accidents
PT Angkasa Pura Indonesia menempatkan keselamatan PT Angkasa Pura Indonesia places aviation safety and
penerbangan dan kesehatan kerja sebagai prioritas utama occupational health as top priorities in fostering a safe,
dalam mendukung terciptanya lingkungan kerja yang aman, healthy, and conducive working environment. This
sehat, dan kondusif. Komitmen ini diwujudkan melalui commitment is demonstrated through the continuous
pengelolaan dan pemantauan kinerja keselamatan secara management and monitoring of safety performance,
berkelanjutan, sehingga seluruh pegawai dapat menjalankan enabling all employees to perform their duties optimally. In
tugasnya secara optimal. Pada tahun 2025 tidak terdapat 2025, there were no workplace accident incidents recorded
insiden kecelakaan kerja di seluruh unit kerja Perusahaan. across all Company work units.
Data Kinerja Keselamatan Penerbangan dan Kesehatan Kerja Perusahaan di Tahun 2025 [GRI 403-9] [G4-LA6]
Aviation Safety and Occupational Health Performance Data for Companies in 2025
Deskripsi Satuan Pegawai Nonpegawai
Description Unit Employees Non-Employees
Jumlah dan tingkat kematian sebagai akibat kecelakaan kerja orang
0 0
Number and rate of fatalities resulting from workplace accidents people
Jumlah dan tingkat kecelakaan kerja dengan konsekuensi tinggi
(tidak termasuk kematian) orang
0 0
Number and rate of high-consequence workplace accidents people
(excluding fatalities)
Jumlah dan tingkat kecelakaan kerja yang dapat dicatat orang
0 0
Number and rate of recordable workplace accidents people
Jumlah jam kerja jam
15.001.580 14,741,568
Total working hours hours
Sebagai bagian dari penerapan sistem manajemen As part of the implementation of the safety management
keselamatan, PT Angkasa Pura Indonesia secara system, PT Angkasa Pura Indonesia continuously conducts
berkelanjutan melakukan identifikasi bahaya, penilaian, hazard identification, assessment, and risk control
serta pengendalian risiko yang berkaitan dengan kecelakaan related to aviation incidents, workplace accidents, and
penerbangan, kecelakaan kerja, dan penyakit akibat kerja occupational diseases to ensure a safe and healthy working
guna memastikan terciptanya lingkungan kerja yang aman environment. These efforts are carried out through periodic
dan sehat. Upaya tersebut dilaksanakan melalui inspeksi safety inspections and walkthrough surveys to identify
keselamatan dan walkthrough survey secara berkala untuk potential hazards and assess their risk levels, including high-
mengidentifikasi potensi bahaya serta menilai tingkat consequence risks, as the basis for determining control and
risikonya, termasuk risiko dengan konsekuensi tinggi, preventive measures in each reporting period. [GRI 403-9, 403-10]
sebagai dasar penetapan langkah pengendalian dan
pencegahan pada setiap periode pelaporan. [GRI 403-9, 403-10]
Risiko dan bahaya kecelakaan penerbangan maupun Risks and hazards related to aviation incidents and workplace
kecelakaan kerja yang terdapat di lingkungan operasional accidents within PT Angkasa Pura Indonesia’s operational
PT Angkasa Pura Indonesia mencakup berbagai potensi environment include various potential risks arising from
yang timbul dari aktivitas kebandarudaraan, pergerakan airport activities, aircraft and vehicle movements in airside
pesawat dan kendaraan di sisi udara, penggunaan peralatan areas, the use of operational equipment, construction
operasional, pekerjaan konstruksi dan pemeliharaan, serta and maintenance activities, as well as other workplace
258 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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faktor lingkungan kerja lainnya yang dapat berdampak environmental factors that may impact aviation safety and
terhadap keselamatan penerbangan dan pekerja, yang worker health, including: [GRI 403-9]
meliputi: [GRI 403-9]
1. Penyerobotan landasan pacu (runway incursion) yaitu 1. Runway incursion, defined as the presence of aircraft,
kehadiran pesawat terbang, kendaraan, orang, atau vehicles, people, or other objects that are not
objek lain yang tidak seharusnya berada di landasan authorized to be on the runway, potentially causing
pacu yang dapat menyebabkan ancaman tabrakan collision hazards or reducing safe distances for takeoff
atau mengurangi jarak aman untuk lepas landas atau or landing
mendarat
2. Penyimpangan landasan pacu (runway excursion) terjadi 2. Runway excursion, occurring when an aircraft
ketika sebuah pesawat terbang secara tidak sengaja unintentionally or improperly exits the runway, either
atau tidak semestinya keluar dari landasan pacu, baik veering off the runway or overrunning its end
keluar jalur maupun melewati ujung landasan pacu
3. Benturan di darat (ground collision) yaitu insiden ketika 3. Ground collision, defined as an incident where an
pesawat mengalami benturan atau tabrakan dengan aircraft collides with other objects on the ground, such
objek lain di darat, seperti pesawat lain, kendaraan, as other aircraft, vehicles, or obstacles
atau rintangan lainnya
4. Kerusakan pesawat karena objek asing (Foreign Object 4. Aircraft damage caused by Foreign Object Debris (FOD)
Debris/FOD)
5. Kejadian akibat keberadaan satwa liar 5. Incidents caused by the presence of wildlife
6. Kerusakan fasilitas bandara 6. Damage to airport facilities
7. Kecelakaan kerja 7. Workplace accidents
8. Penyakit akibat kerja 8. Occupational diseases
Pencegahan dan Mitigasi Dampak dari K3 yang Secara Langsung terkait Hubungan Bisnis
Prevention and Mitigation of OHS Impacts Directly Linked to Business Relationships
PT Angkasa Pura Indonesia mengembangkan program PT Angkasa Pura Indonesia develops OHS programs within
K3 dalam kerangka manajemen risiko yang terintegrasi a risk management framework integrated with airport
dengan pengelolaan operasional bandara. Perusahaan operations management. The Company systematically
secara sistematis mengidentifikasi risiko operasional identifies operational risks that may affect aviation safety
yang berpotensi memengaruhi keselamatan penerbangan and health, both for employees, airport service users, and
dan kesehatan, baik bagi pegawai, pengguna jasa other stakeholders. The risk assessment process refers
bandara, maupun pemangku kepentingan lainnya. Proses to the Safety Management System Manual, which sets out
penilaian risiko mengacu pada Manual Sistem Manajemen the stages of risk identification, analysis, elimination and/
Keselamatan, yang mengatur tahapan identifikasi, analisis, or mitigation to an acceptable level, including assessment
eliminasi dan/atau mitigasi risiko pada tingkat yang dapat based on the likelihood of occurrence, severity or
diterima, termasuk penilaian berdasarkan kemungkinan consequences, and the risk tolerability matrix. Based on
kejadian, tingkat keparahan/konsekuensi, serta matriks this identification, the Company establishes mitigation
tolerabilitas risiko. Berdasarkan hasil identifikasi tersebut, and control measures to minimize potential hazards and
Perusahaan menetapkan langkah mitigasi dan pengendalian ensure that safety and health protection standards are
untuk meminimalkan potensi bahaya serta memastikan consistently implemented across all business activities.
standar keselamatan dan perlindungan kesehatan diterapkan The effectiveness of these control measures is monitored
secara konsisten dalam seluruh aktivitas bisnis. Efektivitas regularly through the implementation monitoring of OHS
langkah pengendalian tersebut dipantau secara berkala programs, evaluation of findings or incidents that occur, and
melalui monitoring pelaksanaan program K3, evaluasi atas coordination of follow-up actions with relevant work units to
temuan atau insiden yang terjadi, serta koordinasi tindak ensure continuous improvement. These efforts include: [GRI
lanjut dengan unit kerja terkait guna memastikan perbaikan 3-3, 403-7, 416-1] [G4-DMA]
berkelanjutan. Upaya tersebut mencakup: [GRI 3-3, 403-7, 416-1] [G4-
DMA]
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
1. Identifikasi bahaya, penilaian, dan pengendalian risiko; 1. Hazard identification, risk assessment, and risk control;
2. Rapat rutin RST, BSC, SRB, SAG, dan P2K3; 2. Regular meetings of RST, BSC, SRB, SAG, and P2K3;
3. Penyediaan Alat Pelindung Diri (APD) sesuai dengan 3. Provision of Personal Protective Equipment (PPE)
kondisi lingkungan pekerjaan; according to workplace conditions;
4. Sosialisasi dan seminar terkait keselamatan 4. Socialization and seminars on aviation safety and
penerbangan dan kesehatan kerja bagi para pekerja dan occupational health for employees and stakeholders;
pemangku kepentingan;
5. Promosi dan kampanye terkait keselamatan; 5. Safety promotion and campaigns;
6. Penerbangan dan kesehatan kerja bagi para pekerja dan 6. Aviation safety and occupational health initiatives for
pemangku kepentingan; employees and stakeholders;
7. Pemeriksaan kesehatan pegawai secara berkala; 7. Periodic employee health examinations;
8. Pelatihan dan sertifikasi personel sesuai bidang 8. Training and certification of personnel according to
berkala; their respective fields;
9. Sertifikasi fasilitas dan peralatan secara berkala; 9. Periodic certification of facilities and equipment;
10. Pemeliharaan rutin peralatan; 10. Routine maintenance of equipment;
11. Pelatihan penggunaan alat pemadam api ringan (APAR) 11. Training on the use of fire extinguishers (APAR) for
bagi pekerja dan pemangku kepentingan; employees and stakeholders;
12. Simulasi tanggap darurat; 12. Emergency response simulations;
13. Pengarahan keselamatan bagi para kontraktor, vendor, 13. Safety briefings for contractors, vendors, tenants, and
penyewa, dan para pemangku kepentingan; stakeholders;
14. Inspeksi keselamatan penerbangan dan kesehatan 14. Periodic aviation safety and occupational health
kerja secara berkala; inspections;
15. Audit internal sistem manajemen keselamatan sesuai 15. Periodic internal audits of the safety management
dengan peraturan yang berlaku secara berkala; system in accordance with applicable regulations;
16. Pengukuran lingkungan kerja secara berkala; 16. Periodic work environment measurements;
17. Pemasangan rambu keselamatan di area lingkungan 17. Installation of safety signage in work areas;
kerja;
18. Pengecekan/inspeksi di sisi udara (landasan pacu, 18. Inspections/checks in airside areas (runways, taxiways,
taxiway, dan apron), terminal bandara, dan fasilitas and aprons), airport terminals, and supporting facilities;
pendukung lainnya;
19. Pembersihan serpihan benda asing (FOD); 19. Foreign Object Debris (FOD) removal;
20. Pelatihan Defensive Safety Driving bagi mitra kerja 20. Defensive Safety Driving training for airline partners
maskapai dan ground handling. and ground handling personnel.
Melalui penerapan standar K3 yang konsisten, PT Angkasa Through consistent implementation of OHS standards,
Pura Indonesia berupaya mencegah terjadinya kecelakaan PT Angkasa Pura Indonesia strives to prevent workplace
kerja serta meminimalkan risiko yang berdampak pada accidents and minimize risks impacting aviation safety and
keselamatan penerbangan dan kesehatan. Pada periode health. During the 2025 reporting period, there were no
pelaporan tahun 2025, tidak terdapat insiden ketidakpatuhan incidents of non-compliance related to safety and health
yang berkaitan dengan dampak terhadap keselamatan dan impacts of the airport services provided by the Company.
kesehatan atas jasa kebandarudaraan yang diberikan oleh [GRI 416-2]
Perusahaan. [GRI 416-2]
Upaya yang dilakukan Perusahaan untuk menghilangkan The Company’s efforts to eliminate hazards and minimize
bahaya dan meminimalkan risiko terhadap keselamatan risks to aviation safety and employee health are carried out
penerbangan serta kesehatan karyawan dilaksanakan through structured and continuous control measures, as
melalui berbagai langkah pengendalian yang terstruktur dan outlined below: [GRI 403-10]
berkelanjutan, sebagaimana diuraikan berikut ini: [GRI 403-10]
1. Pengukuran kualitas lingkungan kerja; 1. Measurement of workplace environmental quality;
2. Pemeriksaan kesehatan pegawai secara rutin; 2. Routine employee health examinations;
3. Penyediaan APD sesuai dengan risiko pekerjaan; 3. Provision of PPE according to job-related risks;
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4. Sosialisasi dan promosi keselamatan penerbangan 4. Socialization and promotion of aviation safety and OHS;
serta K3;
5. Inspeksi/audit keselamatan internal; 5. Internal safety inspections/audits;
6. Sertifikasi personel dan peralatan; 6. Certification of personnel and equipment;
7. Komunikasi dan koordinasi melalui Komite 7. Communication and coordination through Safety
Keselamatan; Committees;
8. Simulasi tanggap darurat. 8. Emergency response simulations.
Layanan Kesehatan Kerja
Occupational Health Services
Untuk mendukung pemenuhan layanan kesehatan bagi To support the provision of health services for employees and
pegawai serta pengguna jasa bandara, PT Angkasa Pura airport service users, PT Angkasa Pura Indonesia provides
Indonesia menyediakan berbagai fasilitas layanan kesehatan various accessible healthcare facilities. For employees,
yang dapat diakses sesuai kebutuhan Bagi pegawai, the provision of healthcare services refers to the Board
penyediaan layanan kesehatan mengacu pada Peraturan of Directors Regulation of PT Angkasa Pura Indonesia No.
Direksi PT Angkasa Pura Indonesia Nomor PD.DH.21/ PD.DH.21/KP.06.10/2025 concerning the Healthcare Service
KP.06.10/2025 tentang Pedoman Pelayanan Kesehatan Guidelines of PT Angkasa Pura Indonesia, which serves as
PT Angkasa Pura Indonesia, yang menjadi standar dalam the standard for delivering healthcare services to Employees
pemberian pelayanan kesehatan bagi Karyawan dan and Employees’ Families. The guideline stipulates that
Keluarga Karyawan. Pedoman tersebut mengatur bahwa healthcare and medical treatment services include primary
layanan kesehatan dan perawatan mencakup rawat jalan outpatient care, advanced outpatient care, inpatient
tingkat pertama, rawat jalan tingkat lanjutan, rawat inap, care, emergency treatment, specialized care, dental care,
perawatan gawat darurat, perawatan khusus, perawatan maternity and childbirth services, pharmaceutical services,
gigi, pemeriksaan kehamilan dan persalinan, pelayanan obat, as well as diagnostic support services. These healthcare
serta penunjang diagnostik. Fasilitas layanan kesehatan facilities include: [GRI 403-3]
tersebut meliputi: [GRI 403-3]
1. Penyelenggaraan layanan klinik satelit di kantor pusat 1. Provision of satellite clinic services at head office and
dan kantor cabang yang bekerja sama dengan PT Kimia branch offices in collaboration with PT Kimia Farma;
Farma;
2. Menjadikan Klinik Kimia Farma sebagai fasilitas 2. Designation of Kimia Farma Clinics as first-level
kesehatan tingkat pertama Asuransi Mandiri Inhealth healthcare facilities under Mandiri Inhealth Insurance
bagi pegawai perusahaan. for Company employees.
PT Angkasa Pura Indonesia secara konsisten menjaga PT Angkasa Pura Indonesia consistently maintains the
kesehatan kerja pegawai dan pekerja kontrak sebagai bagian occupational health of employees and contract workers
dari komitmen perusahaan terhadap perlindungan tenaga as part of its commitment to workforce protection. These
kerja. Upaya ini mencakup identifikasi, pengendalian, serta efforts include the identification, control, and prevention
pencegahan risiko dan penyakit yang berpotensi timbul of risks and diseases that may arise from work activities,
akibat pekerjaan, melalui penyediaan layanan kesehatan dan through the provision of healthcare services and periodic
pemeriksaan kesehatan berkala sebagai bagian dari manfaat medical examinations as part of employee benefits, the
pegawai yang skemanya dikonsultasikan dan disepakati scheme of which is consulted and agreed upon with the
bersama Serikat Pekerja. Perusahaan juga memfasilitasi Labor Union. The Company also facilitates participation,
partisipasi, konsultasi, dan komunikasi terkait aspek K3 consultation, and communication on OHS matters through
melalui koordinasi dengan unit kerja terkait, forum internal, coordination with relevant work units, internal forums, and
serta penyampaian informasi kepada pegawai dan pekerja the dissemination of information to employees and workers
sesuai kebutuhan. Pasca merger, mekanisme tersebut tetap as needed. Following the merger, these mechanisms have
dijalankan sebagai bagian dari implementasi pengelolaan continued to be implemented as part of the Company’s
K3, seiring dengan proses penyelarasan kebijakan yang OHS management practices, alongside the ongoing
berlaku di tingkat Perusahaan. Layanan tersebut juga harmonization of policies at the corporate level. These
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
mencakup penanganan kondisi kesehatan akibat insiden services also cover the treatment of health conditions
kerja maupun penyakit yang tidak terkait langsung dengan arising from work-related incidents as well as non-work-
pekerjaan. [GRI 403-4] related illnesses. [GRI 403-4]
Sebagai bagian dari tata kelola K3, PT Angkasa Pura As part of OHS governance, PT Angkasa Pura Indonesia
Indonesia telah melakukan identifikasi terhadap berbagai has identified various potential physical disorders and
potensi gangguan fisik maupun penyakit yang dapat timbul diseases that may arise in the workplace, relevant to the
di lingkungan kerja, yang relevan dengan karakteristik characteristics of airport operations, including: [GRI 403-10]
operasional kebandarudaraan, antara lain sebagai berikut:
[GRI 403-10]
1. penurunan pendengaran akibat kebisingan; 1. Hearing loss due to noise exposure;
2. gangguan otot rangka akibat postur tubuh dan peralatan 2. Musculoskeletal disorders due to improper posture and
kerja yang tidak sesuai dengan prinsip ergonomi; non-ergonomic equipment;
3. kelelahan akibat beban pekerjaan yang berlebihan; 3. Fatigue due to excessive workload;
4. stres akibat kondisi lingkungan kerja yang kurang 4. Stress due to less conducive working conditions; and
kondusif, dan
5. tertular penyakit akibat virus. 5. Exposure to infectious diseases caused by viruses.
Perusahaan melakukan pemantauan terhadap potensi The Company monitors potential health disorders and
gangguan kesehatan dan penyakit akibat kerja melalui occupational diseases through risk identification,
identifikasi risiko, pengawasan kondisi lingkungan kerja, supervision of workplace environmental conditions, as well
serta pelaporan dan evaluasi kejadian kesehatan kerja as periodic reporting and evaluation of occupational health
secara berkala. [GRI 403-10] [G4-LA6] incidents. [GRI 403-10] [G4-LA6]
Adapun potensi penyakit akibat kerja yang dapat muncul Potential occupational diseases that may arise in accordance
sesuai dengan karakteristik operasional meliputi: [GRI 403-10] with operational characteristics include: [GRI 403-10]
• penurunan pendengeran akibat kebisingan, • Hearing loss due to noise exposure,
• gangguan otot rangka akibat postur tubuh dan peralatan • Musculoskeletal disorders due to improper posture and
kerja yang tidak sesuai dengan prinsip ergonomi, non-ergonomic equipment,
• kelelahan akibat beban pekerjaan yang berlebihan, • Fatigue due to excessive workload,
• stres akibat kondisi lingkungan kerja yang kurang • Stress due to less conducive working condition, or
kondusif, atau
• tertular penyakit akibat virus. • Exposure to infectious diseases caused by viruses.
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Pelibatan Pegawai Melalui Komite Keselamatan
Employee Engagement Through Safety Committees
PT Angkasa Pura Indonesia menerapkan manajemen PT Angkasa Pura Indonesia implements OHS management
K3 dengan melibatkan pegawai secara aktif melalui by actively involving employees through the establishment
pembentukan Panitia Pembina K3 (P2K3), Runway Safety of the Occupational Health and Safety Committee (P2K3),
Team (RST), Safety Action Group (SAG), Safety Review Board Runway Safety Team (RST), Safety Action Group (SAG),
(SRB), dan Bird Strike Committee (BSC) sebagai forum Safety Review Board (SRB), and Bird Strike Committee
gabungan keselamatan penerbangan dan K3 yang mewadahi (BSC) as integrated forums for aviation safety and OHS,
perwakilan manajemen dan pekerja. Melalui forum tersebut, comprising representatives from management and
Perusahaan membahas isu keselamatan penerbangan dan employees. Through these forums, the Company discusses
kesehatan kerja, pemantauan capaian kinerja serta target aviation safety and occupational health issues, monitors
keselamatan, serta upaya peningkatan efektivitas sistem safety performance achievements and targets, and drives
manajemen keselamatan secara berkelanjutan. [GRI 403-3, 403-6] continuous improvement in the effectiveness of the safety
management system. [GRI 403-3, 403-6]
Komite-komite tersebut terdiri atas ketua, sekretaris, These committees consist of a chairperson, secretary,
dan anggota yang berasal dari unsur manajemen dan and members drawn from management and employee
perwakilan pegawai, serta melaksanakan pertemuan secara representatives, and conduct regular meetings in
berkala sesuai ketentuan yang berlaku untuk membahas accordance with applicable provisions to discuss
perkembangan penerapan keselamatan penerbangan developments in the implementation of aviation safety and
dan kesehatan kerja. Hasil pembahasan tersebut menjadi occupational health. The outcomes of these discussions
bahan rekomendasi dan tindak lanjut oleh manajemen. serve as recommendations and follow-up actions for
Susunan keanggotaan Komite Gabungan di PT Angkasa Pura management. The composition of the Joint Committees
Indonesia adalah sebagai berikut. within PT Angkasa Pura Indonesia is as follows.
P2K3 Manajemen | Management
Direktur Utama, Perwakilan Direktur, Group Head, General Manager, dan Division Head
President Director, Director Representatives, Group Heads, General Managers, and Division Heads
Kantor Pusat
Head Office
SRB Manajemen | Management
Direktur Utama, Perwakilan Direktur, Group Head, General Manager, dan Division Head
President Director, Director Representatives, Group Heads, General Managers, and Division Heads
Kantor Cabang
Branch Offices
P2K3 RST SAG BSC
Manajemen Perwakilan PT Angkasa Pura Manajemen Perwakilan PT Angkasa Pura
Management Indonesia Management Indonesia
Group Head, General Manager, dan PT Angkasa Pura Indonesia General Manager, Division Head, PT Angkasa Pura Indonesia
Division Head Representatives dan Department Head Representatives
Group Heads, General Managers, Group Head, General Manager, dan General Managers, Division Heads, Group Head, General Manager, dan
and Division Heads Division Head and Department Heads Division Head
Group Heads, General Managers, Group Heads, General Managers,
Pekerja and Division Heads and Division Heads
Employees
Perwakilan Officer di seluruh Stakeholder Stakeholder
unit kerja dan perwakilan Serikat Stakeholder Stakeholder
Pekerja Instansi Pemerintah, maskapai, Instansi Pemerintah, maskapai,
Officer representatives from dan ground handling dan ground handling
all work units and Labor Union Government institutions, airlines, Government institutions, airlines,
representatives and ground handling and ground handling
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Peran Panitia Pembina Keselamatan dan Kesehatan Kerja The role of the Occupational Health and Safety Committee
(P2K3) dalam penerapan K3 mengacu pada ketentuan Pasal (P2K3) in OHS implementation refers to Article 4 of the
4 Peraturan Menteri Tenaga Kerja Republik Indonesia Nomor Regulation of the Minister of Manpower of the Republic of
PER.04/MEN/1987, yang mencakup: Indonesia No. PER.04/MEN/1987, which includes:
1. Penghimpunan dan pengolahan data mengenai K3 di 1. Collecting and processing data related to OHS in the
tempat kerja. workplace;
2. Penerangan kepada setiap tenaga kerja mengenai: 2. Providing information to every worker regarding:
• berbagai faktor bahaya di tempat kerja yang • various workplace hazard factors that may cause
dapat menimbulkan gangguan K3 termasuk OHS disturbances, including fire and explosion
bahaya kebakaran dan peledakan serta cara hazards, and how to address them;
menanggulanginya; • factors that may affect work efficiency and
• faktor-faktor yang dapat mempengaruhi efisiensi productivity;
dan produktivitas kerja; • Personal Protective Equipment (PPE) for workers;
• APD bagi tenaga kerja; dan and
• cara dan sikap pekerja yang benar dan aman dalam • proper and safe work methods and attitudes in
melaksanakan pekerjaannya performing tasks.
3. Pemberian bantuan kepada manajemen antara lain 3. Providing assistance to management, including:
untuk:
• menentukan tindakan koreksi dengan alternatif • determining corrective actions with the best
terbaik; alternatives;
• mengembangkan sistem pengendalian bahaya • developing hazard control systems for OHS;
terhadap K3;
• mengevaluasi penyebab timbulnya kecelakaan • evaluating the causes of workplace accidents and
dan penyakit akibat kerja (PAK) serta mengambil occupational diseases (OD) and taking necessary
berbagai langkah yang diperlukan; actions;
• mengembangkan penyuluhan dan penelitian di • developing education and research in occupational
bidang keselamatan kerja, higiene perusahaan, safety, industrial hygiene, occupational health, and
kesehatan kerja, dan ergonomi; ergonomics;
• melaksanakan pemantauan terhadap gizi kerja dan • monitoring workplace nutrition and organizing
menyelenggarakan makanan di perusahaan; employee meals within the Company;
• memeriksa kelengkapan peralatan keselamatan • inspecting the completeness of safety equipment;
kerja;
• mengembangkan pelayanan kesehatan tenaga • developing employee health services;
kerja;
• mengembangkan laboratorium K3, melakukan • developing OHS laboratories, conducting
pemeriksaan laboratorium, dan melaksanakan laboratory tests, and interpreting test results
interpretasi hasil pemeriksaan;
• menyelenggarakan administrasi keselamatan kerja, • administering occupational safety, industrial
higiene perusahaan, dan kesehatan kerja; dan hygiene, and occupational health systems; and
• membantu Direktur perusahaan dalam menyusun • assisting the Company’s Directors in formulating
kebijaksanaan manajemen dan pedoman kerja management policies and work guidelines to
untuk meningkatkan keselamatan kerja, higiene improve occupational safety, industrial hygiene,
perusahaan, kesehatan kerja, ergonomi, dan gizi occupational health, ergonomics, and workplace
kerja. nutrition.
Melalui P2K3, Perusahaan menyediakan ruang bagi pegawai Through P2K3, the Company provides a platform for
untuk berpartisipasi dan berkonsultasi dalam implementasi, employees to participate and engage in consultation in
pengembangan, serta evaluasi penerapan SMK3 guna the implementation, development, and evaluation of the
meningkatkan kinerja keselamatan dan kesehatan OHS Management System (SMK3) to enhance occupational
kerja. P2K3 juga memastikan terjalinnya komunikasi dan safety and health performance. P2K3 also ensures effective
partisipasi yang efektif terkait aspek K3 di seluruh aktivitas communication and participation related to OHS aspects
kerja. across all work activities.
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Peran Komite Keselamatan PT Angkasa Pura Indonesia [GRI 403-6]
Roles of the Safety Commitees of PT Angkasa Pura Indonesia
Runaway Safety Team | RST
a. mencapai dan meningkatkan kinerja keselamatan di bandara;
b. meningkatkan pelaksanaan identifikasi bahaya dan analisis risiko secara bersama-sama;
c. mengintegrasikan rencana kegiatan keselamatan antar-organisasi yang meliputi tindakan perbaikan dan pencegahan sesuai isu
keselamatan yang berkembang;
d. mengumpulkan dan mengolah basis data keselamatan;
e. mendapatkan solusi pencegahan kejadian di landasan pacu secara komprehensif dan optimal sesuai standar dan praktik terbaik
yang tersedia;
f. meningkatkan fungsi promosi keselamatan; dan
g. mempertahankan dan meningkatkan program RST secara berkesinambungan.
a. Achieve and enhance airport safety performance;
b. Improve the implementation of joint hazard identification and risk analysis;
c. Integrate inter-organizational safety action plans, including corrective and preventive actions in line with emerging safety issues;
d. Collect and manage safety databases;
e. Develop comprehensive and optimal prevention solutions for runway-related incidents in accordance with applicable standards
and best practices;
f. Enhance safety promotion functions; and
g. Sustain and continuously improve the RST program
Bird Strike Committee | BSC
a. pencegahan, penanggulangan, dan evaluasi bahaya burung dan hewan liar; dan
b. pelaporan kasus serangan burung (bird strike) ke Direktorat Jenderal Perhubungan Udara Kementerian Perhubungan dan kantor
pusat sesuai dengan prosedur yang berlaku.
a. Prevent, manage, and evaluate bird and wildlife hazards; and
b. Report bird strike incidents to the Directorate General of Civil Aviation, Ministry of Transportation, and Head Office in accordance
with applicable procedures
Safety Action Group | SAG
a. memastikan permasalahan keselamatan di bandara dapat diselesaikan sesuai dengan kewenangan General Manager; dan
b. memastikan permasalahan keselamatan yang tidak dalam kewenangan General Manager disampaikan kepada Safety Review
Board.
a. Ensure that safety issues at the airport are resolved within the authority of the General Manager; and
b. Ensure that safety issues beyond the authority of the General Manager are escalated to the Safety Review Board
Safety Review Board | SRB
a. temuan audit terkait keselamatan yang belum terselesaikan lebih dari tiga tahun; dan
b. permasalahan keselamatan lainnya, sesuai pertimbangan General Manager.
a. Address audit findings related to safety that have remained unresolved for more than three years; and
b. Address other safety issues, based on the consideration of the General Manager
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
Pertemuan SAG secara rutin diselenggarakan di kantor SAG meetings are regularly conducted at PT Angkasa Pura
cabang PT Angkasa Pura Indonesia untuk membahas Indonesia branch offices to discuss various safety issues
berbagai isu dan perkembangan keselamatan di masing- and developments within each work unit. Meanwhile, the
masing unit kerja. Adapun SAG Kantor Regional merupakan Regional Office SAG serves as a safety committee involving
komite keselamatan yang melibatkan perwakilan karyawan employee representatives and top management, chaired by
dan manajemen puncak, diketuai oleh Regional CEO, serta the Regional CEO, and functions as a decision-making and
berfungsi sebagai forum pengambilan keputusan dan tindak follow-up forum for safety-related matters at the regional
lanjut atas permasalahan keselamatan di tingkat regional. level.
Pelatihan Kesehatan dan Keselamatan Kerja Bagi Pegawai
Occupational Health and Safety Training for Employees
PT Angkasa Pura Indonesia meyakini bahwa tingkat PT Angkasa Pura Indonesia recognizes that employee
kesadaran dan kompetensi pegawai terhadap prinsip awareness and competency in aviation safety and
keselamatan penerbangan dan kesehatan kerja berperan occupational health principles play a critical role in achieving
penting dalam mendukung pencapaian target keselamatan. safety targets. Therefore, the Company continuously fosters
Oleh karena itu, Perusahaan secara berkelanjutan a safety culture by enhancing employees’ knowledge and
membangun budaya keselamatan melalui peningkatan skills relevant to operational risks. Training programs
pengetahuan dan keterampilan pegawai yang relevan include general training for all employees, such as
dengan risiko operasional. Program pelatihan mencakup emergency response simulations, as well as specialized
pelatihan umum bagi seluruh pegawai, seperti simulasi training tailored to the needs of each work unit, including
tanggap darurat, serta pelatihan khusus sesuai kebutuhan OHS Expert certification. [GRI 403-5]
unit kerja, termasuk sertifikasi Ahli K3. [GRI 403-5]
Pelatihan terkait Keselamatan Kerja pada tahun 2025 [GRI 403-5]
Aviation Occupational Safety Training in 2025
Pelatihan Keselamatan Peserta (orang)
Safety Training Participants (people)
Ahli K3 Umum 40
General OHS Expert
Auditor SMK3 9
SMK3 Auditor
Safety Investigator Komite Nasional Keselamatan Transportasi (KNKT) 30
Safety Investigator – National Transportation Safety Committee (KNKT)
Initial Junior PKP-PK 24
Technical Guidance Airport Emergency Exercise Inspector 39
Jumlah 142
Total
Selain itu, PT Angkasa Pura Indonesia juga melaksanakan In addition, PT Angkasa Pura Indonesia also conducts OHS-
pelatihan terkait K3 yaitu Airport Emergency Exercise yang related training, namely the Airport Emergency Exercise,
dilaksanakan di 15 kantor cabang dan melibatkan seluruh which was implemented across 15 branch offices and
unit kerja bandara udara. Kegiatan ini bertujuan untuk involved all airport operational units. This activity aims
memastikan kesiapsiagaan dalam menghadapi situasi to ensure preparedness in responding to emergency
darurat, memperkuat koordinasi antar tim, dan memastikan situations, strengthen inter-team coordination, and ensure
implementasi prosedur keselamatan yang sesuai dengan the implementation of safety procedures in accordance with
standar operasional darurat. [GRI 403-5] emergency operational standards. [GRI 403-5]
266 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
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Pelatihan Penanggulangan Keadaan Darurat Bandar Udara [GRI 403-5]
Airport Emergency Response Training
PT Angkasa Pura Indonesia secara berkala melaksanakan PT Angkasa Pura Indonesia periodically conducts Airport
Pelatihan Penanggulangan Keadaan Darurat (PKD) di bandara Emergency Response Training (PKD) as part of its safety
sebagai bagian dari sistem manajemen keselamatan management system, aligned with the national aviation
yang selaras dengan program keselamatan penerbangan safety program, particularly in the aspect of emergency
nasional, khususnya dalam aspek koordinasi penanganan response coordination.
keadaan darurat.
Pelaksanaan PKD ini mengacu pada Peraturan Direktur The implementation of this training refers to the Regulation
Jenderal Perhubungan Udara Nomor: KP 479 Tahun 2015 of the Director General of Civil Aviation No. KP 479 of 2015
tentang Petunjuk dan Tata Cara Peraturan Keselamatan concerning Guidance and Procedures for Civil Aviation
Penerbangan Sipil Bagian 139-10 (Advisory Circular CASR Safety Regulations Part 139-10 (Advisory Circular CASR Part
Part 139-10), Rencana Penanggulangan Keadaan Darurat 139-10), Airport Emergency Plan, which requires Airport
Bandar Udara yang mewajibkan Badan Usaha Bandar Operators to conduct regular training and ensure that
Udara untuk menyelenggarakan pelatihan secara berkala the airport safety management system is implemented,
serta memastikan sistem manajemen keselamatan evaluated, and continuously improved.
bandara dijalankan, dievaluasi, dan ditingkatkan secara
berkelanjutan.
Latihan PKD bertujuan memastikan kesiapan bandara dalam The PKD exercise aims to ensure airport readiness in
menghadapi kondisi darurat guna meminimalkan dampak responding to emergency conditions to minimize potential
yang ditimbulkan, terutama dalam penyelamatan jiwa serta impacts, particularly in saving lives and maintaining the
menjaga kelancaran operasional penerbangan. Selain itu, continuity of flight operations. In addition, this activity
kegiatan ini menjadi sarana pembelajaran bagi seluruh serves as a learning platform for all personnel, the Airport
personel, Komite Penanggulangan Keadaan Darurat, dan Emergency Committee, and the Airport Security Committee
Komite Keamanan Bandar Udara untuk menguji efektivitas to test the effectiveness of emergency response, inter-unit
respons darurat, koordinasi antarunit, serta kesiapan coordination, and the readiness of facilities and operational
fasilitas dan peralatan operasional yang digunakan dalam equipment used during emergency situations.
situasi darurat.
Rencana Penanggulangan Keadaan Darurat The Airport Emergency Plan (AEP) must be comprehensively
(Airport Emergency Plan/AEP) harus dipahami dan understood and implemented by all entities involved within
diimplementasikan secara menyeluruh oleh seluruh entitas the airport environment. This comprehensive understanding
yang terlibat di lingkungan bandara. Pemahaman yang is necessary to avoid discrepancies in the execution of
komprehensif ini diperlukan untuk menghindari perbedaan emergency response, ensuring that all work units and
persepsi dalam pelaksanaan penanganan keadaan darurat, related agencies share a common understanding and clearly
sehingga seluruh unit kerja dan instansi terkait memiliki defined roles.
kesamaan pemahaman dan peran yang jelas.
Konsep kolaborasi menjadi prinsip utama dalam Collaboration is a fundamental principle in emergency
penanggulangan keadaan darurat, dengan mendorong response, emphasizing effective coordination,
koordinasi yang efektif, hubungan kerja yang harmonis, harmonious working relationships, and strong operational
serta inter-operabilitas operasional yang solid antarunit dan interoperability among units and related agencies within the
instansi terkait di bandara. airport.
Pada tahun 2025, Perusahaan melaksanakan Latihan In 2025, the Company conducted Full Scale Emergency
Penanggulangan Keadaan Darurat Skala Penuh (Full Scale Response Exercises to test the readiness of personnel,
Exercise) guna menguji kesiapan personel, fasilitas, serta facilities, and applicable procedures. These exercises
prosedur yang berlaku. Latihan ini melibatkan seluruh involved all members of the Airport Emergency Committee
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Mengembangkan Talenta, Menyiapkan Masa Depan
06 Developing Talent, Preparing for the Future
anggota Komite Penanggulangan Keadaan Darurat dan and were conducted at several PT Angkasa Pura Indonesia
diselenggarakan di sejumlah kantor cabang PT Angkasa branch offices, namely the following airports: [GRI 403-5]
Pura Indonesia, yaitu bandara sebagai berikut: [GRI 403-5]
1. Bandara Internasional Kertajati 1. Kertajati International Airport
2. Bandara Internasional Banyuwangi 2. Banyuwangi International Airport
3. Bandara Internasional I Gusti Ngurah Rai 3. I Gusti Ngurah Rai International Airport
4. Bandara Internasional Jenderal Ahmad Yani 4. Jenderal Ahmad Yani International Airport
5. Bandara Internasional Sentani 5. Sentani International Airport
6. Bandara Internasional Adi Soemarmo 6. Adi Soemarmo International Airport
7. Bandara Internasional El Tari 7. El Tari International Airport
8. Bandara Internasional Supadio 8. Supadio International Airport
9. Bandara Internasional H.A.S. Hanandjoeddin 9. H.A.S. Hanandjoeddin International Airport
10. Bandara Tjilik Riwut 10. Tjilik Riwut Airport
11. Bandara Internasional Frans Kaisiepo 11. Frans Kaisiepo International Airport
12. Bandara Internasional Soekarno-Hatta 12. Soekarno-Hatta International Airport
13. Bandara Internasional Raja Haji Fisabilillah 13. Raja Haji Fisabilillah International Airport
14. Bandara Internasional Minangkabau 14. Minangkabau International Airport
15. Bandara Internasional Radin Inten II 15. Radin Inten II International Airport
Penguatan Implementasi K3 Bandara
Strengthening the Implementation of Airport OHS
Perusahaan secara konsisten melaksanakan audit The Company consistently conducts recertification audits
resertifikasi Sistem Manajemen Keselamatan dan Kesehatan of the Occupational Health and Safety Management System
Kerja (SMK3) sesuai dengan PP No. 50 Tahun 2012 sebagai (SMK3) in accordance with Government Regulation No. 50 of
bagian dari upaya mempertahankan sertifikasi yang telah 2012 as part of its efforts to maintain its certification while
diperoleh sekaligus mendorong perbaikan berkelanjutan promoting continual improvement in the implementation of
(continual improvement) dalam penerapan sistem K3. the OHS system. This reflects the Company’s consistency
Hal ini mencerminkan konsistensi Perusahaan dalam in implementing occupational health and safety standards
mengimplementasikan standar keselamatan dan kesehatan across all operations.
kerja di seluruh operasional.
Pencapaian Sertifikasi SMK3
Bandara Tahun 2025
Achievement of Airport SMK3
Certification in 2025
Hingga tahun 2025, sebanyak 32
bandar udara PT Angkasa Pura Indonesia
telah memperoleh Sertifikasi SMK3 dari
Kementerian Ketenagakerjaan Republik
Indonesia, dengan 7 bandar udara di antaranya
menjalani proses resertifikasi di tahun 2025.
As of 2025, a total of 32 airports under PT
Angkasa Pura Indonesia have obtained SMK3
Certification from the Ministry of Manpower
of the Republic of Indonesia, with 7 of these
airports undergoing recertification processes
in 2025.
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Manajemen Mutu Pengelolaan Bandara
Airport Management Quality Management
PT Angkasa Pura Indonesia berkomitmen untuk secara PT Angkasa Pura Indonesia is committed to consistently
konsisten menghadirkan layanan yang andal dan berkualitas delivering reliable and high-quality services to all
bagi seluruh pengguna jasa bandara. Komitmen tersebut airport users. This commitment is realized through the
diwujudkan melalui penerapan sistem manajemen mutu implementation of a quality management system as the
sebagai landasan dalam pengelolaan layanan. Dalam foundation for service management. In managing service
menjalankan pengelolaan mutu pelayanan, PT Angkasa Pura quality, the Company refers to the International Organization
Indonesia mengacu pada Standar ISO 9001:2015 sebagai for Standardization ISO 9001:2015 Standard as the
kerangka penerapan sistem manajemen mutu. Perusahaan framework for its quality management system. The Company
telah melaksanakan proses internal audit sepanjang tahun conducted internal audit processes throughout 2025 as part
2025 sebagai bagian dari upaya memastikan kesesuaian dan of its efforts to ensure the conformity and effectiveness of
efektivitas penerapan standar. Proses yang dilaksanakan the standard’s implementation. These efforts were further
tersebut didukung dengan sertifikasi ISO 9001:2015 pada supported by the achievement of ISO 9001:2015 certification
unit Internal Audit yang berhasil diperoleh pada Maret 2026, for the Internal Audit unit in March 2026, reflecting the
mencerminkan komitmen dan konsistensi Perusahaan Company’s commitment and consistency in maintaining
dalam menjaga mutu layanan. service quality.
Sepanjang tahun 2025, Perusahaan melaksanakan berbagai Throughout 2025, the Company undertook various alignment
upaya penyelarasan dan penjaminan mutu guna memastikan and quality assurance initiatives to ensure that service
standar layanan diterapkan secara konsisten dan standards are implemented consistently and sustainably
berkelanjutan di seluruh wilayah operasional, yang meliputi: across all operational areas, including:
1. Bertanggung jawab atas efektivitas sistem manajemen 1. Being responsible for the effectiveness of the airport
mutu bandara; quality management system;
2. Memastikan bahwa perusahaan menetapkan kebijakan 2. Ensuring that the Company establishes quality policies
dan sasaran mutu yang selaras dengan tujuan dan arah and objectives aligned with its goals and strategic
strategis perusahaan; direction;
3. Memastikan integrasi persyaratan sistem manajemen 3. Ensuring the integration of airport quality management
mutu bandara dalam proses bisnis perusahaan; system requirements into the Company’s business
processes;
4. Mengampanyekan kepedulian pada pendekatan proses 4. Promoting awareness of the process approach and
dan pemikiran berbasis risiko; risk-based thinking;
5. Memastikan sumber daya yang diperlukan tersedia; 5. Ensuring that the necessary resources are available;
6. Mengomunikasikan pentingnya sistem manajemen 6. Communicating the importance of an effective airport
mutu bandara yang efektif dan kesesuaian terhadap quality management system and compliance with
persyaratan; requirements;
7. Memastikan sistem manajemen mutu bandara 7. Ensuring that the airport quality management system
mencapai hasil yang diinginkan; achieves its intended results;
8. Melibatkan, mengarahkan, dan mendukung pegawai 8. Engaging, directing, and supporting employees to
untuk berkontribusi pada efektivitas sistem manajemen contribute to the effectiveness of the airport quality
mutu bandar udara; management system;
9. Mempromosikan perbaikan berkelanjutan; dan 9. Promoting continuous improvement; and
10. Mendukung peran pimpinan di seluruh level jabatan 10. Supporting leadership roles at all levels to demonstrate
untuk memperlihatkan kepemimpinannya sesuai leadership in accordance with their duties and
dengan tugas dan tanggung jawabnya. responsibilities
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07 Menciptakan Dampak
Sosial Bersama
Creating Shared Social Impact
Mengelola Dampak terhadap Masyarakat 272
Managing Impacts on Communities
Tanggung Jawab Sosial dan Lingkungan 277
Social and Environmental Responsibility
Page 271
Page 272
Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
Mengelola Dampak terhadap Masyarakat
Managing Impacts on Communities
PT Angkasa Pura Indonesia menyadari bahwa aktivitas PT Angkasa Pura Indonesia recognizes that airport
kebandarudaraan tidak hanya menghasilkan manfaat operations not only generate economic value but may
ekonomi, tetapi juga berpotensi menimbulkan dampak also have the potential to create social and environmental
sosial dan lingkungan bagi masyarakat di sekitar wilayah impacts on communities surrounding its operational areas.
operasional. Oleh karena itu, Perusahaan berkomitmen Accordingly, the Company is committed to managing these
untuk mengelola dampak tersebut secara bertanggung impacts responsibly through a structured, regulatory-based
jawab melalui pendekatan yang terstruktur, berbasis approach that actively engages stakeholders.
regulasi, serta melibatkan pemangku kepentingan secara
aktif.
Dalam proses pengembangan dan operasional bandara, In the development and operation of airport infrastructure,
Perusahaan secara konsisten mengintegrasikan the Company consistently integrates social and
pertimbangan sosial dan lingkungan ke dalam perencanaan environmental considerations into its planning and decision-
dan pengambilan keputusan. Pengelolaan dampak aktual making processes. The management of actual and potential
dan potensial dilakukan melalui mekanisme yang mencakup impacts is carried out through mechanisms that encompass
aspek ekonomi, lingkungan, dan sosial, serta kepemilikan economic, environmental, and social aspects, supported
dokumen lingkungan yang diperlukan, seperti Analisis by the ownership of required environmental documents,
Mengenai Dampak Lingkungan (AMDAL), Adendum Analisis including Environmental Impact Assessment (AMDAL),
Dampak Lingkungan (ANDAL), Rencana Pengelolaan Environmental Impact Analysis Addendum (ANDAL),
Lingkungan (RKL), dan Rencana Pemantauan Lingkungan Environmental Management Plan (RKL), and Environmental
(RPL) untuk memperoleh Persetujuan Lingkungan dan Monitoring Plan (RPL). These documents form the basis for
mengurus izin yang berkaitan dengan perlindungan serta obtaining Environmental Approval and securing permits
pengelolaan lingkungan hidup (PPLH). Implementasi atas related to environmental protection and management
dokumen tersebut dipantau dan dievaluasi secara berkala (PPLH). The implementation of these documents is
untuk memastikan kepatuhan terhadap ketentuan yang monitored and evaluated regularly to ensure compliance
berlaku serta efektivitas pengelolaan dampak di lapangan. with applicable requirements and the effectiveness of
[GRI 3-3, 413-1] [G4-DMA] impact management in the field. [GRI 3-3, 413-1] [G4-DMA]
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Sejalan dengan prinsip keterbukaan dan partisipasi, In line with the principles of transparency and participation,
Perusahaan melaksanakan sosialisasi dan konsultasi publik the Company conducts public socialization and consultations
guna menghimpun saran, pendapat, dan tanggapan dari to gather feedback, perspectives, and input from affected
masyarakat terdampak, kelompok rentan, serta pemangku communities, vulnerable groups, and other stakeholders.
kepentingan lainnya. Keterlibatan masyarakat lokal dalam The involvement of local communities in this process is
proses ini menjadi bagian penting untuk memastikan essential to ensure that impact management is carried out
bahwa pengelolaan dampak dilakukan secara inklusif dan in an inclusive manner, taking into account the needs and
mempertimbangkan kebutuhan serta aspirasi masyarakat aspirations of surrounding communities. This approach
sekitar. Hal ini menjadi landasan bagi Perusahaan dalam serves as a foundation for the Company to continuously
terus meningkatkan kualitas pengelolaan keterlibatan enhance the quality of its stakeholder engagement practices
pemangku kepentingan secara berkelanjutan. [GRI 2-25, 413-1] sustainably. [GRI 2-25, 413-1]
Dalam praktik keterlibatan pemangku kepentingan, In its stakeholder engagement practices, the Company
Perusahaan terus memperkuat pendekatan yang dilakukan continues to strengthen its approach as part of efforts
sebagai upaya pengelolaan dampak sosial yang lebih efektif to achieve more effective and inclusive social impact
dan inklusif. Penguatan ini diwujudkan melalui pelaksanaan management. This enhancement is reflected in the
program yang dirancang secara terstruktur, dimulai dari implementation of structured programs, commencing with
perencanaan tahunan, analisis kebutuhan masyarakat, annual planning, followed by community needs assessments,
hingga survei lapangan untuk memastikan kesesuaian and field surveys to ensure alignment with conditions across
dengan kondisi di wilayah operasional. its operational areas.
Interaksi dengan pemangku kepentingan dilakukan secara Stakeholder engagement is carried out proactively through
aktif melalui evaluasi, pemantauan, serta komunikasi dengan ongoing evaluation, monitoring, and communication
perwakilan masyarakat dan pemerintah daerah. Pendekatan with community representatives and local government
ini didukung oleh pengembangan kanal komunikasi yang authorities. This approach is reinforced by the development
efektif, pelaksanaan konsultasi, serta penguatan kapasitas of effective communication channels, the conduct of
stakeholder, sehingga program yang dijalankan tetap consultations, and the strengthening of stakeholder
relevan, responsif, dan mampu menjangkau seluruh wilayah capacity, ensuring that the programs implemented remain
operasional Perusahaan. relevant, responsive, and capable of reaching all of the
Company’s operational areas.
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
Program Desa Binaan:
Penguatan Kapasitas dan Ekonomi Lokal Desa Bongkasa Pertiwi
Fostered Village Program:
Strengthening Capacity and Local Economic Development in Bongkasa
Pertiwi Village
Pengembangan Desa Bongkasa Pertiwi sebagai The development of Bongkasa Pertiwi Village as a
desa binaan merupakan salah satu bentuk fostered village represents one of PT Angkasa Pura
implementasi stakeholder engagement PT Indonesia’s stakeholder engagement initiatives,
Angkasa Pura Indonesia yang dilakukan melalui implemented through active collaboration
kolaborasi aktif dengan pemerintah daerah, with local government authorities, village
pemerintah desa, dan masyarakat setempat. administrations, and surrounding communities.
Melalui koordinasi, konsultasi, serta kunjungan Through coordination, consultations, and site
langsung dengan Pemerintah Kabupaten Badung visits with the Badung Regency Government and
serta pemangku kepentingan lokal lainnya, other local stakeholders, the Company identifies
Perusahaan mengidentifikasi potensi dan the village’s development potential and needs in a
kebutuhan pengembangan desa secara lebih comprehensive manner, particularly in enhancing
komprehensif, khususnya dalam peningkatan human capital capacity, strengthening MSMEs and
kapasitas sumber daya manusia, penguatan the creative economy, and advancing sustainable
UMKM dan ekonomi kreatif, serta pengembangan village tourism.
desa wisata yang berkelanjutan.
Inisiatif ini dirancang tidak hanya untuk This initiative is designed not only to promote
mendorong pertumbuhan ekonomi lokal, local economic growth but also to improve the
tetapi juga untuk memperkuat kualitas layanan quality of village-based tourism services through
pariwisata desa melalui pelatihan hospitality, hospitality training, intensive mentoring, and
pendampingan intensif, dan pelibatan aktif the active involvement of stakeholders at every
para pemangku kepentingan dalam setiap stage of the program. In line with it, the program
tahapan program. Sejalan dengan itu, program is integrated with environmental conservation
juga diintegrasikan dengan dukungan terhadap efforts, including tree-planting activities,
pelestarian lingkungan melalui kegiatan reflecting a participatory, cross-sectoral
penanaman pohon, sehingga pendekatan yang stakeholder engagement approach aimed at
dijalankan mencerminkan keterlibatan pemangku delivering sustainable social, economic, and
kepentingan yang partisipatif, lintas sektor, dan environmental impact.
berorientasi pada penciptaan dampak sosial,
ekonomi, dan lingkungan secara berkelanjutan.
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Selain mengelola potensi dampak negatif, Perusahaan In addition to managing potential adverse impacts, the
berupaya memaksimalkan dampak positif dari keberadaan Company seeks to maximize the positive contributions
dan operasional bandara melalui penciptaan nilai bagi of airport operations by creating value for surrounding
masyarakat sekitar. Aktivitas kebandarudaraan diharapkan communities. Airport-related activities are expected to
dapat mendorong pertumbuhan ekonomi lokal, menciptakan stimulate local economic growth, generate employment
lapangan kerja, serta meningkatkan kesejahteraan opportunities, and enhance community well-being, that
masyarakat, yang diwujudkan melalui pelaksanaan Program realized through the implementation of the Corporate Social
Tanggung Jawab Sosial dan Lingkungan (TJSL) dengan Responsibility (CSR) Program, which focuses on community
fokus pada pemberdayaan masyarakat, peningkatan empowerment, social development, environmental
kualitas sosial, dukungan terhadap pelestarian lingkungan, conservation, and local economic development. In its
dan pengembangan ekonomi lokal. Dalam pelaksanaannya, implementation, the Company conducts continuous
Perusahaan melakukan pemantauan dan evaluasi secara monitoring and evaluation, including the engagement of
berkelanjutan, termasuk dengan melibatkan pihak ketiga competent and independent third parties, to inform ongoing
yang kompeten dan independen, sebagai dasar penetapan improvements and the refinement of its programs. [G4-SO2]
langkah perbaikan dan penyempurnaan program. [G4-SO2]
Dalam mendukung pembangunan sosial dan ekonomi In supporting the social and economic development of
masyarakat di sekitar wilayah operasional, PT Angkasa Pura communities surrounding its operational areas, PT Angkasa
Indonesia melaksanakan berbagai program pengembangan Pura Indonesia implemented various infrastructure
infrastruktur yang memberikan dampak signifikan bagi development programs that deliver tangible benefits.
masyarakat. Program tersebut antara lain, pembangunan These initiatives include the construction of irrigation
saluran irigasi di Kabupaten Lamongan, Kabupaten channels in Lamongan Regency, Probolinggo Regency, and
Probolinggo, dan Kabupaten Banyumas, serta pembangunan Banyumas Regency, as well as road development projects in
jalan di Kabupaten Probolinggo dan Kabupaten Purwakarta. Probolinggo Regency and Purwakarta Regency.
Dalam pelaksanaan program, Perusahaan secara proaktif In implementing these programs, the Company proactively
mengidentifikasi potensi dampak terhadap masyarakat, identifies potential impacts on communities, including
termasuk kemungkinan perubahan akses terhadap aset possible changes in access to assets and sources of
maupun sumber penghidupan. Pada tahun pelaporan, livelihood. During the reporting period, the Belimbing
terdapat kegiatan pekerjaan irigasi Belimbing di Bandara irrigation works at Soekarno-Hatta International Airport
Soekarno-Hatta (CGK) yang merupakan bagian dari (CGK) were carried out as part of the Company’s obligation to
pemenuhan kewajiban Perusahaan dalam mengganti dan replace and relocate existing irrigation networks and access
merelokasi jaringan irigasi serta jalan irigasi eksisting roads affected by the Runway 3 land acquisition project.
yang terdampak oleh proyek pembebasan lahan Runway Based on the identification and monitoring conducted, these
3. Berdasarkan hasil identifikasi dan pemantauan yang activities did not result in any loss of community access
dilakukan, kegiatan tersebut tidak menimbulkan dampak to assets or livelihoods, nor did they lead to community
berupa hilangnya akses masyarakat terhadap aset displacement. This reflects the Company’s commitment to
atau sumber penghidupan, serta tidak mengakibatkan ensuring that all operational and infrastructure development
perpindahan tempat tinggal masyarakat. Hal ini activities uphold social sustainability while minimizing
mencerminkan komitmen Perusahaan dalam memastikan potential impacts on surrounding communities. [GRI G4-AO8]
bahwa setiap kegiatan operasional dan pengembangan
infrastruktur tetap memperhatikan keberlanjutan sosial
serta meminimalkan potensi dampak terhadap masyarakat
sekitar. [GRI G4-AO8]
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
Inisiatif program TJSL berkontribusi dalam mendukung The CSR program initiatives contribute to supporting the
program ketahanan pangan pemerintah melalui peningkatan government’s food security agenda by improving water
akses air untuk sektor pertanian, sekaligus meningkatkan access for the agricultural sector, while also enhancing
kesejahteraan masyarakat. Selain itu, pembangunan jalan community welfare. In addition, road development projects
turut memperlancar akses transportasi, serta meningkatkan facilitate transportation access and improve the safety
kenyamanan dan keselamatan mobilitas masyarakat. and comfort of community mobility. All of these programs
Seluruh program tersebut dilaksanakan melalui skema are implemented through grant-based funding schemes as
bantuan dana sebagai bentuk kontribusi Perusahaan dalam part of the Company’s contribution to advancing sustainable
mendukung pembangunan infrastruktur yang berkelanjutan infrastructure development that delivers tangible benefits
dan memberikan manfaat nyata bagi masyarakat serta to communities and the local economy. [OJK F.23] [GRI G4-AO8]
perekonomian lokal. [OJK F.23] [GRI G4-AO8]
Sejalan dengan komitmen tersebut, Perusahaan juga In line with this commitment, the Company also recognizes
menyadari bahwa kegiatan operasional bandara, baik di that airport operations, both landside and airside have the
sisi darat maupun di sisi udara, memiliki potensi dampak potential to generate environmental impacts. Accordingly,
terhadap lingkungan. Oleh karena itu, seluruh aspek dampak all relevant impacts have been identified and managed
telah diidentifikasi dan dikelola melalui dokumen lingkungan through environmental documentation at each airport,
di masing-masing bandara, disertai dengan upaya supported by regular monitoring and mitigation efforts.
pemantauan dan mitigasi yang dilakukan secara berkala. These environmental management and monitoring
Upaya pengelolaan dan pemantauan dampak lingkungan measures include: [GRI 413-2]
tersebut meliputi: [GRI 413-2]
• Badan/media air: Air limbah dari kegiatan operasional • Water bodies: Wastewater generated from operational
diolah terlebih dahulu melalui Instalasi Pengolahan activities is treated through a Wastewater Treatment
Air Limbah (IPAL) atau Sewage Treatment Plant (STP) Plant (WWTP) or Sewage Treatment Plant (STP) prior
sebelum dibuang atau dimanfaatkan kembali. Perusahaan to discharge or reuse. The Company conducts monthly
melakukan pengujian kualitas air limbah secara berkala wastewater quality testing to ensure compliance
setiap bulan untuk memastikan kesesuaian dengan with applicable regulatory standards, as well as semi-
baku mutu yang berlaku, serta pemantauan kualitas air annual surface water quality monitoring to ensure that
permukaan setiap enam bulan guna memastikan tidak no adverse impacts occur to receiving water bodies;
terjadi dampak negatif terhadap badan air penerima;
• Muka air tanah permukiman: Pengukuran tinggi muka air • Groundwater levels in residential areas: Groundwater
tanah dilakukan setiap enam bulan pada sumur di dalam level measurements are conducted semi-annually at
maupun di luar area bandara untuk memastikan bahwa wells located both within and outside airport areas to
operasional bandara tidak berdampak pada ketersediaan ensure that airport operations do not adversely affect the
dan keberlanjutan sumber daya air; dan availability and sustainability of water resources; and
• Kualitas udara dan kebisingan: Pemantauan kualitas • Air quality and noise: Air quality and noise levels are
udara dan tingkat kebisingan dilakukan secara berkala monitored semi-annually within and surrounding airport
setiap enam bulan di dalam dan sekitar area bandara, areas, including residential zones, to ensure that all
termasuk wilayah permukiman, guna memastikan seluruh parameters remain within established threshold limits.
parameter tetap berada dalam ambang batas yang
ditetapkan.
Melalui pendekatan ini, PT Angkasa Pura Indonesia tidak Through this approach, PT Angkasa Pura Indonesia not
hanya berkontribusi pada pembangunan sosial melalui only contributes to social development through its CSR
program TJSL, tetapi juga memastikan bahwa kegiatan programs, but also ensures that its operations are conducted
operasional berjalan secara bertanggung jawab dengan responsibly by minimizing impacts on the environment and
meminimalkan dampak terhadap lingkungan dan masyarakat surrounding communities.
sekitar.
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Tanggung Jawab Sosial dan Lingkungan
Social and Environmental Responsibility
Kondisi Umum
General Condition
Perjalanan Program TJSL PT Angkasa Pura Indonesia
The Journey of PT Angkasa Pura Indonesia’s CSR Program
• Label: | Label: • Label: | Label:
Awal Pelaksanaan Program Kerangka TJSL Terintegrasi
Program Initiation Integrated CSR Framework
• Nama Program: | Program Name: • Nama Program: | Program Name:
Program Usaha Kecil dan Koperasi (PUKK) Program tanggung Jawab Sosial dan Lingkungan (TJSL)
Small Business and Cooperative Program (PUKK) Corporate Social Responsibility (CSR) Program
• Fokus Utama: | Primary Focus: • Dasar Regulasi: | Regulatory Basis: Peraturan Menteri
Dukungan pendanaan dan pembinaan usaha BUMN No. PER-1/MBU/-3/2023
kecil dan koperasi Minister of SOEs Regulation No. PER-1/MBU/03/2023
Financial support and capacity building for small • Fokus Utama: | Primary Focus:
enterprises and cooperatives Penciptaan dampak sosial dan lingkungan yang
berkelanjutan
Delivering sustainable social and environmental impact
2003
1991 2007 -
sekarang
• Label: | Label:
Penyesuaian Kebijakan Badan Usaha Milik Negara (BUMN)
Alignment with State-Owned Enterprise (SOE) Policy
• Nama Program: | Program Name:
Program Kemitraan dan Bina Lingkungan (PKBL)
Partnership and Community Development Program (PKBL)
• Dasar Regulasi: | Regulatory Basis: Peraturan Menteri
BUMN No. PER-05/MBU/2007
Minister of SOEs Regulation No. PER-05/MBU/2007
• Fokus Utama: | Primary Focus:
Penguatan kemitraan UMK dan dukungan sosial
kemasyarakatan
Strengthening MSME partnerships and supporting
community social initiatives
Pada tahun 2025, pelaksanaan Program TJSL difokuskan In 2025, the implementation of the CSR Program was focused
pada penguatan peran Perusahaan dalam menciptakan on strengthening the Company’s role in creating sustainable
dampak positif yang berkelanjutan. Program-program positive impact. The programs implemented encompassed
yang dijalankan mencakup dukungan kepada usaha mikro support for micro and small enterprises (MSEs), community
dan kecil (UMK), peningkatan kapasitas masyarakat, serta capacity-building, as well as social and environmental
Sestainability Report 2025 PT Angkasa Pura Indonesia 277
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
inisiatif sosial dan lingkungan yang disesuaikan dengan initiatives tailored to local needs and characteristics. These
kebutuhan dan karakteristik wilayah. Program dirancang programs were designed using a needs-based approach
menggunakan pendekatan berbasis kebutuhan masyarakat through social mapping and identification, field surveys, and
melalui identifikasi dan pemetaan sosial, survei lapangan, dialogue with stakeholders, including local governments and
serta dialog dengan pemangku kepentingan seperti community representatives, with continued engagement
pemerintah daerah dan perwakilan masyarakat, dengan through evaluation stages via discussion forums and
keterlibatan yang berlanjut hingga tahap evaluasi melalui feedback mechanisms. The Company also conducts regular
forum diskusi dan mekanisme umpan balik. Perusahaan monitoring and evaluation to ensure the effectiveness of
juga melakukan pemantauan dan evaluasi secara berkala its programs and the achievement of the intended impacts,
untuk memastikan efektivitas program dan pencapaian including through the application of a SROI approach for
dampak yang diharapkan, termasuk melalui pendekatan selected programs to assess the social, economic, and
SROI pada program tertentu untuk menilai nilai manfaat environmental value generated. Through this approach, the
sosial, ekonomi, dan lingkungan yang dihasilkan. Melalui Company ensured that all operational areas of PT Angkasa
pendekatan tersebut, Perusahaan memastikan bahwa Pura Indonesia’s airports implemented TJSL programs,
seluruh wilayah operasional bandara PT Angkasa Pura achieving 100% coverage during the reporting year as part
Indonesia melaksanakan program TJSL dengan cakupan of its ongoing commitment to community development and
mencapai 100% pada tahun pelaporan sebagai bagian dari empowerment. [GRI 3-3, 413-1]
upaya pengembangan dan pemberdayaan masyarakat
secara berkelanjutan. [GRI 3-3, 413-1]
Melalui pendekatan yang terencana dan berkelanjutan, Through a structured and sustained approach, the Company
Perusahaan berkomitmen untuk memastikan bahwa is committed to ensuring that the implementation of its CSR
pelaksanaan Program TJSL memberikan manfaat yang Program delivers tangible benefits to communities while
nyata bagi masyarakat serta sejalan dengan prinsip tata aligning with principles of good governance and long-term
kelola yang baik dan keberlanjutan jangka panjang, seperti sustainability, including enhancing the social well-being
peningkatan kualitas sosial masyarakat di sekitar wilayah of communities surrounding its operational areas. These
operasional. Upaya ini diwujudkan melalui berbagai inisiatif efforts are realized through various initiatives focused on
yang berfokus pada peningkatan kesehatan, pelestarian improving public health, environmental conservation, and
lingkungan, serta dukungan terhadap pengembangan supporting tourism development. [GRI 3-3]
pariwisata. [GRI 3-3]
Dasar Hukum
Legal Basis
1. Peraturan Presiden Nomor 59 Tahun 2017 tanggal 1. Presidential Regulation No. 59 of 2017 dated July 4, 2017
4 Juli 2017 perihal Pelaksanaan Pencapaian Tujuan concerning the Implementation of the Achievement of
Pembangunan Berkelanjutan. the Sustainable Development Goals.
2. Peraturan Menteri BUMN Nomor: PER-1/MBU/03/2023 2. Minister of State-Owned Enterprises Regulation No.
Tanggal 03 Maret 2023 tentang Penugasan PER-1/MBU/03/2023 dated March 3, 2023 concerning
Khusus dan Program Tanggung Jawab Sosial Special Assignments and the Corporate Social and
dan Lingkungan Badan Usaha Milik Negara Environmental Responsibility (CSR) Program of State-
Owned Enterprises.
3. Surat Edaran Menteri Negara BUMN Nomor: SE-02/ 3. Circular Letter of the Minister of State-Owned
MBU/Wk/2012 Tanggal 23 Desember 2012 Tentang Enterprises No. SE-02/MBU/Wk/2012 dated December
Penetapan Pedoman Akuntansi Program Kemitraan dan 23, 2012 concerning the Establishment of Accounting
Bina Lingkungan. Guidelines for the Partnership and Community
Development Program.
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Program Tanggung Jawab Sosial dan Lingkungan [OJK F.25]
Corporate Social and Environmental Responsibility Program
Hingga akhir periode pelaporan tahun 2025, realisasi As of the end of the 2025 reporting period, the realization
penyaluran dana Program TJSL tercatat sebesar of CSR Program fund disbursement amounted to
Rp65.804.028.121, atau setara dengan 99,99% dari total Rp65,804,028,121, equivalent to 99.99% of the total allocated
anggaran sebesar Rp65.812.000.000. Capaian tersebut budget of Rp65,812,000,000. This achievement reflects
mencerminkan tingkat realisasi terhadap Rencana Kerja dan the level of realization against the Company’s Work Plan
Anggaran Perusahaan (RKAP), yang selanjutnya diuraikan and Budget (RKAP), which is further detailed by program
berdasarkan masing-masing program dan fokus kegiatan. category and key areas of focus.
Rekapitulasi Program Tanggung Jawab Sosial dan Lingkungan [OJK F.25] [GRI 413-1]
Recapitulation of Social and Environmental Responsibility Activities
2025 2024
Program
No Realisasi (Rp) Capaian Realisasi (Rp) Capaian
Program RKAP (Rp) RKAP (Rp)
Realization (Rp) Achievement Realization (Rp) Achievement
Pilar Pembangunan
Ekonomi
1 20.248.000.000 12.994.465.676 64,18% 30.246.617.000 10.257.550.863 33,91%
Economic
Development Pillar
Pilar Pembangunan
Sosial
2 18.874.000.000 28.463.660.445 150,81% 15.769.000.000 16.447.722.773 104,30%
Social Development
Pillar
Pilar Pembangunan
Lingkungan
3 26.490.000.000 24.231.194.420 91,47% 24.846.030.000 23.954.157.946 96,41%
Environmental
Development Pillar
Pilar Pembangunan
Hukum dan Tata
4 Kelola 200.000.000 114.707.580 57,35% 250.000.000 0 0,00%
Legal and Governance
Development Pillar
Jumlah
65.812.000.000 65.804.028.121 99,99% 71.111.647.000 50.659.431.582 71,24%
Total
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
Kegiatan Program Tanggung Jawab Sosial dan Lingkungan Tahun 2025 [OJK F.25]
Social and Environmental Responsibility Program Activities in 2025
Pilar Pembangunan Ekonomi
Economic Development Pillar
Program TJSL Pendanaan UMK (PUMK)
CSR Program for MSE Financing (PUMK)
Memberikan bantuan pendanaan kepada pelaku usaha kecil sebagai bagian
dari upaya mendorong pengembangan usaha yang berkelanjutan. Melalui
kolaborasi dengan perbankan dan mitra binaan, inisiatif ini diarahkan untuk
meningkatkan kapasitas dan kemandirian UMK. Secara lebih luas, dukungan
tersebut turut berkontribusi terhadap pertumbuhan ekonomi daerah
sekaligus membuka peluang penciptaan lapangan kerja.
Providing financial assistance to small business actors as part of efforts
to support sustainable business development. Through collaboration
with banking institutions and fostered partners, this initiative is aimed
at enhancing the capacity and independence of MSEs. More broadly,
this support contributes to regional economic growth while creating
opportunities for employment generation.
Metrik Program:
Program Metrics:
Rp5 miiliar | billion
dana tersalurkan melalui bank BRI
disbursed through Bank BRI
Injourney Airports UKM Berdaya (Pelatihan)
InJourney Airports SME Empowerment (Training)
Pelatihan manajerial dan kewirausahaan bagi pelaku UKM dengan melibatkan
mitra pelatihan serta didukung oleh pembinaan yang berkelanjutan. Melalui
inisiatif ini, Perusahaan mendorong peningkatan kompetensi manajerial dan
kewirausahaan, sehingga pelaku UKM memiliki kapasitas yang lebih kuat
dalam mengelola dan mengembangkan usahanya secara berkelanjutan.
Metrik Program: Managerial and entrepreneurship training for SME actors, delivered in
Program Metrics: collaboration with training partners and supported by ongoing mentoring.
30
Through this initiative, the Company seeks to enhance managerial and
entrepreneurial competencies, enabling SMEs to strengthen their capacity
mitra binaan berpartisipasi to manage and grow their businesses sustainably.
fostered partners participated
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Injourney Airports UKM Berdaya (Akses Pasar)
InJourney Airports SME Empowerment (Market Access)
Perusahaan memfasilitasi akses pasar bagi UKM melalui kemitraan dengan
distributor dan pelaku ritel sebagai upaya memperluas jaringan pemasaran.
Melalui inisiatif ini, produk UKM didorong untuk memiliki daya saing yang
lebih tinggi, sekaligus membuka peluang terjalinnya kerja sama pemasaran
yang lebih luas dan berkelanjutan.
The Company facilitates market access for SMEs through partnerships with
distributors and retail players as part of efforts to expand their marketing
networks. Through this initiative, SME products are supported to enhance
their competitiveness while creating opportunities for broader and more
sustainable marketing collaborations.
Metrik Program:
Program Metrics:
71 mitra binaan berpartisipasi
fostered partners participated
Injourney Airports Pengembangan UMKM Lokal
InJourney Airports Local MSME Development
Perusahaan mendukung pengembangan usaha lokal melalui pendampingan
dan fasilitasi usaha yang dilakukan secara berkelanjutan, dengan tujuan
meningkatkan skala bisnis dan kemandirian pelaku UMKM di wilayah
operasional. Upaya ini tidak hanya mendorong pertumbuhan UMKM lokal,
tetapi juga berkontribusi pada penciptaan lapangan kerja di tingkat daerah.
Metrik Program: The Company supports the development of local enterprises through
Program Metrics: continuous business mentoring and facilitation, with the aim of enhancing
10
business scale and strengthening the independence of MSMEs across its
operational areas. These efforts not only drive the growth of local MSMEs
mitra binaan berpartisipasi but also contribute to job creation at the regional level.
fostered partners participated
Injourney Airports Ramah Difabel
InJourney Airports Disability-Inclusive
Perusahaan memberikan dukungan usaha kepada kelompok difabel melalui
program pemberdayaan ekonomi yang dirancang untuk meningkatkan
kemandirian serta mendorong inklusivitas dalam kegiatan usaha. Melalui
inisiatif ini, penerima manfaat didorong untuk mampu menjalankan
usahanya secara mandiri dan berkelanjutan.
Metrik Program: The Company provides business support to persons with disabilities through
Program Metrics: economic empowerment programs designed to enhance independence
483
and promote inclusivity in business activities. Through this initiative,
beneficiaries are encouraged to operate their businesses independently
penerima manfaat and sustainably.
beneficiaries
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07 Creating Shared Social Impact
Pilar Pembangunan Sosial
Social Development Pillar
Injourney Airports Cerdaskan Bangsa
InJourney Airports Educating the Nation
Upaya peningkatan akses literasi masyarakat melalui penyediaan bahan
bacaan di wilayah bandara sebagai upaya mendorong tumbuhnya budaya
membaca. Inisiatif ini turut berkontribusi pada peningkatan kemampuan
literasi, termasuk pemahaman dan keterampilan menulis di kalangan
masyarakat.
Metrik Program: Efforts to enhance public literacy access through the provision of reading
Program Metrics: materials within airport areas, aimed at fostering a culture of reading.
This initiative also contributes to improving literacy capabilities, including
comprehension and writing skills among the community.
Pemberian buku di 4 lokasi kegiatan
yaitu, Kusaba ARB Tangerang,
Mak Uwo Padang, Kupang, NTT
danTapanuli Utara, Sumatera Utara
Book assistance was distributed
across 4 program locations: Kusaba
ARB Tangerang, Mak Uwo Padang,
Kupang, East Nusa Tenggara, and
North Tapanuli, North Sumatra
Injourney Airports Berbagi
InJourney Airports Sharing
Dalam rangka Hari Raya Idul Adha, Perusahaan menyalurkan bantuan hewan
kurban kepada masyarakat sekitar, khususnya kelompok kurang mampu,
sebagai wujud kepedulian sosial. Inisiatif ini tidak hanya berkontribusi pada
peningkatan asupan gizi masyarakat, tetapi juga mempererat hubungan
sosial antara Perusahaan dan komunitas di wilayah operasional.
Metrik Program: In commemoration of Eid al-Adha, the Company distributed sacrificial
Program Metrics: animals to surrounding communities, particularly to underprivileged groups,
59
as a reflection of its social commitment. This initiative not only contributes
to improving community nutritional intake but also strengthens social ties
sapi kurban tersalurkan between the Company and communities across its operational areas.
sacrificial cattle were distributed
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Metrik Program:
Program Metrics:
• Khitanan massal: di 7 lokasi. Di wilayah
Pekanbaru (30 Peserta), Pontianak (100
Peserta), Banten (160 Peserta), Balikpapan
(30 peserta), Padang (50 Peserta), Bangka
Tengah (75 Peserta), Lombok Tengah (200
Peserta)
Mass Circumsion: across seven
locations: Pekanbaru (30 participants),
Pontianak (100 participants), Banten
(160 participants), Balikpapan (30
Injourney Airports Peduli Kesehatan participants), Padang (50 participants),
InJourney Airports Healthcare Program Central Bangka (75 participants), and
Central Lombok (200 participants).
Sebagai bentuk dukungan terhadap akses layanan kesehatan,
Perusahaan menyelenggarakan kegiatan khitanan massal dan • Donor darah: 2 lokasi. Terminal 3 Bandara
donor darah bagi masyarakat, khususnya kelompok kurang mampu, Soetta (100 Peserta), Pekanbaru (50
melalui kolaborasi dengan tenaga medis dan mitra terkait. Melalui Peserta).
inisiatif ini, Perusahaan turut meningkatkan derajat kesehatan Blood donation activities were carried out
masyarakat sekaligus mempererat hubungan sosial dengan at 2 locations: Terminal 3 Soekarno-Hatta
komunitas di wilayah operasional. International Airport (100 participants)
As part of its commitment to improving access to healthcare and Pekanbaru (50 participants).
services, the Company organized mass circumcision and blood
donation activities for communities, particularly underprivileged
groups, in collaboration with medical professionals and relevant
partners. Through this initiative, the Company contributes to
enhancing public health outcomes while strengthening social ties
with communities across its operational areas.
Injourney Airports Cinta Anak Yatim
InJourney Airports Care for Orphans
Melalui kerja sama dengan lembaga sosial, Perusahaan memberikan
santunan kepada anak yatim sebagai wujud kepedulian terhadap kelompok
rentan. Inisiatif ini berkontribusi pada peningkatan kesejahteraan penerima
manfaat sekaligus memperkuat citra positif Perusahaan di mata masyarakat.
Through collaboration with social institutions, the Company provides
Metrik Program: financial assistance to orphans as a demonstration of its commitment to
Program Metrics: supporting vulnerable groups. This initiative contributes to improving the
1.000
well-being of beneficiaries while strengthening the Company’s positive
reputation within the community.
penerima manfaat anak yatim
orphan beneficiaries
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
Pilar Pembangunan Lingkungan
Environmental Development Pillar
Injourney Airports Alam Lestari
InJourney Airports Environmental Sustainability
Perusahaan melaksanakan kegiatan penanaman pohon di wilayah
operasional sebagai upaya menjaga kelestarian lingkungan serta mendukung
mitigasi perubahan iklim. Inisiatif ini juga mendorong peningkatan kesadaran
masyarakat terhadap pentingnya perlindungan lingkungan, sekaligus
berkontribusi pada pemulihan kualitas lingkungan secara berkelanjutan.
Metrik Program: The Company conducts tree-planting activities across its operational
Program Metrics: areas as part of efforts to preserve the environment and support climate
change mitigation. This initiative also promotes greater public awareness
of the importance of environmental protection, while contributing to the
65.366 sustainable restoration of environmental quality.
pohon tertanam
trees planted
Metrik Program:
Program Metrics:
Diselenggarakan di 13 lokasi, yaitu
Kepulauan Seribu; Pulau Lemukutan Teluk
Melanau Kalbar; Mandeh Pesisir Selatan;
Banda Neira Ambon; Kulonprogo; Badung
Bali; Kelompok Wana Tirta Kulon Progo;
Bugle Peni Kulon Progo; Raja Ampat;
Lombok Tengah; Balikpapan; Ambon ;
Badung, Bali.
Community participation and conservation
outcomes achieved across 13 locations:
Injourney Airports Konservasi Bahari the Thousand Islands; Lemukutan Island,
InJourney Airports Marine Melanau Bay; West Kalimantan; Mandeh;
Banda Neira; Kulon Progo; Badung; Wana
Perusahaan menjalankan kegiatan konservasi penyu dan Tirta Group, Kulon Progo; Bugle Peni,
penanaman terumbu karang sebagai upaya menjaga kelestarian Kulon Progo; Raja Ampat; Central Lombok;
ekosistem laut. Inisiatif ini tidak hanya mendukung keberlanjutan Balikpapan; Ambon; and Badung, Bali.
lingkungan, tetapi juga memberikan dampak sosial dan ekonomi
yang berkelanjutan bagi masyarakat pesisir.
The Company carries out sea turtle conservation and coral reef
restoration activities as part of its efforts to preserve marine
ecosystems. This initiative not only supports environmental
sustainability but also delivers sustained social and economic
benefits for coastal communities.
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Metrik Program:
Program Metrics:
Kegiatan pengelolaan sampah di 15 titik
lokasi: Kepulauan Seribu; Tanjung Pinang;
Pangkal Pinang; SMP N 49 Palembang; Pulau
Panggang Kepulauan Seribu; Bandung;
Ambon; Tani Larekang Kab Takalar; SMP
34 Pekanbaru; SMP 1 Kuta ; Tanjung Pinang;
TNI al Kupang; Jayapura; Tapanuli Utara;
Biak Numfor.
Waste management activities were
Injourney Airports Olah Sampah dan Daur Ulang implemented across 15 locations: the
InJourney Airports Waste Management and Thousand Islands; Tanjung Pinang; Pangkal
Recycling Pinang; SMP Negeri 49 Palembang;
Panggang Island (Thousand Islands);
Perusahaan mengembangkan pengelolaan sampah melalui Bandung; Ambon; Tani Larekang (Takalar
pembangunan fasilitas serta pelaksanaan kegiatan daur ulang Regency); SMP Negeri 34 Pekanbaru; SMP
sebagai upaya mengurangi pencemaran lingkungan. Inisiatif Negeri 1 Kuta; Kupang; Jayapura; North
ini turut mendorong peningkatan kesadaran masyarakat dalam Tapanuli; and Biak Numfor.
pengelolaan limbah, sehingga berkontribusi pada penurunan tingkat
pencemaran secara berkelanjutan.
The Company advances waste management through the
development of facilities and the implementation of recycling
initiatives as part of efforts to reduce environmental pollution. This
initiative also promotes greater public awareness of proper waste
management, contributing to the sustained reduction of pollution
levels.
Metrik Program:
Program Metrics:
Diselenggarakan di 4 lokasi, yaitu Bandara
Internasional I Gusti Ngurah Rai, (Beach
Cleaning) Bandara Internasional Yogyakarta
(Thematic Event & Sosialisasi Waste
Management), Bandara Internasional
Sultan Hasanuddin (Kampanye Lingkungan,
dan Bandara Internasional Zainuddin Abdul
Majid (Green Tenant Award)
Held across four locations: I Gusti Ngurah
Rai International Airport (Beach Cleaning),
Peringatan Hari Peduli Sampah Nasional Yogyakarta International Airport (Thematic
National Waste Awareness Day Commemoration Event & Waste Management Socialization),
Sultan Hasanuddin International Airport
Pada 6 dan 21 Februari 2025, Perusahaan melaksanakan program (Environmental Campaign), and Zainuddin
Beach Cleaning, Green Tenant Award, Pembersihan Bandara, dan Abdul Madjid International Airport (Green
Sosialiasi Waste Management. Kegiatan ini berkontribusi pada Tenant Award).
pengurangan sampah, peningkatan kualitas lingkungan, serta
mendorong keterlibatan aktif tenant dan masyarakat dalam
membangun budaya peduli lingkungan.
On February 6 and 21, 2025, the Company carried out Beach
Cleaning, the Green Tenant Award, Airport Cleaning programs, and
Waste Management Socialization. These initiatives contributed to
waste reduction, improved environmental quality, and encouraged
active participation from tenants and communities in fostering a
culture of environmental responsibility.
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
Pilar Pembangunan Hukum dan Tata Kelola
Legal and Governance Development Pillar
Injourney Airports Bersih & Berintegritas
InJourney Airports Clean & Integrity Program
Melalui kerja sama dengan instansi terkait, Perusahaan melaksanakan
sosialisasi pencegahan narkoba dan antikorupsi sebagai upaya
meningkatkan kesadaran hukum. Inisiatif ini turut mendorong terbentuknya
lingkungan yang berintegritas di kalangan masyarakat.
Through collaboration with relevant authorities, the Company conducts
Metrik Program: awareness programs on drug prevention and anti-corruption as part of
Program Metrics: efforts to enhance legal awareness. This initiative also promotes the
development of an integrity-driven environment within the community.
Pelaksanaan diadakan di 3 lokasi,
yaitu Tangerang, Surabaya, dan
Manado.
Implemented across 3 locations:
Tangerang, Surabaya, and Manado.
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Gerakan Satu Juta Pohon di 30 Bandara InJourney Airports [OJK F.10, F.25]
One Million Tree Movement Across 30 InJourney Airports
Dalam rangka memperingati Hari Jadi ke-1 InJourney In commemoration of the 1st anniversary of
Airports, PT Angkasa Pura Indonesia melaksanakan InJourney Airports, PT Angkasa Pura Indonesia
program unggulan bertajuk “Satu Juta Pohon” yang launched a flagship program titled the “One Million
diimplementasikan secara serentak di 30 bandara Tree Movement,” implemented simultaneously
di seluruh Indonesia. Program ini merupakan across 30 airports throughout Indonesia. This
bentuk komitmen Perusahaan dalam mendukung program reflects the Company’s commitment
pelestarian lingkungan dan mitigasi perubahan to supporting environmental conservation and
iklim, sekaligus memperkuat peran bandara sebagai climate change mitigation, while reinforcing the
bagian dari ekosistem pembangunan berkelanjutan. role of airports as part of a sustainable development
ecosystem.
Pada tahun 2025, sebagai tahap awal implementasi, In 2025, as the initial phase of implementation, the
Perusahaan telah merealisasikan penanaman pohon Company carried out tree planting activities across
di 23 wilayah operasional dengan jumlah pohon 23 operational areas, with a total of 65,366 trees
tertanam sebanyak 65.366. Capaian ini menjadi planted. This achievement marks an early milestone
langkah awal dalam perjalanan program yang masih in the program’s ongoing journey toward the
terus berlangsung secara bertahap menuju target target of planting one million trees, implemented
penanaman satu juta pohon, dengan pendekatan progressively through approaches tailored to the
yang disesuaikan dengan kondisi dan karakteristik environmental conditions and characteristics of
lingkungan di masing-masing wilayah. Melalui each location. Through this initiative, the Company
inisiatif ini, Perusahaan tidak hanya berkontribusi not only contributes to increasing vegetation cover
terhadap peningkatan tutupan vegetasi dan and enhancing carbon sequestration, but also
penyerapan emisi karbon, tetapi juga mendorong promotes active stakeholder engagement, including
keterlibatan aktif pemangku kepentingan, termasuk local governments, communities, and business
pemerintah daerah, komunitas lokal, dan mitra partners. This collaborative approach forms part of
kerja. Pendekatan kolaboratif ini menjadi bagian the Company’s broader effort to create long-term
dari upaya Perusahaan dalam menciptakan nilai value for both the environment and society across
jangka panjang bagi lingkungan dan masyarakat di its operational areas.
seluruh wilayah operasional.
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
Evaluasi Kinerja Program
Program Performance Evaluation
Pengukuran Kinerja Program Program Performance Measurement
TJSL Perusahaan dilakukan dengan mengacu pada The Company’s CSR Program performance is measured
kerangka hasil rapat RKA TJSL yang dilakukan oleh PT Aviasi based on the framework established in the CSR Work Plan
Pariwisata Indonesia (Persero) nomor RIS-03/DSI.MBU.B/ and Budget meeting, as outlined in PT Aviasi Pariwisata
XII/2024 tanggal 12 Desember 2024 perihal Pembahasan Indonesia (Persero) document No. RIS-03/DSI.MBU.B/
Rencana Kerja dan Anggaran Program Tanggung Jawab XII/2024 dated December 12, 2024 concerning the
Sosial dan Lingkungan Tahun 2025. Pengukuran kinerja 2025 CSR Program Work Plan and Budget. Performance
mencakup kontribusi program terhadap pencapaian Tujuan measurement encompasses the program’s contribution
Pembangunan Berkelanjutan (TPB/SDGs), nilai balik sosial to the achievement of the Sustainable Development Goals
atau Social Return on Investment (SROI), pemanfaatan (SDGs), Social Return on Investment (SROI), the utilization
teknologi informasi dalam pelaporan, kolaborasi dengan of information technology in reporting, collaboration with
para pemangku kepentingan, serta tingkat keterlibatan stakeholders, and the level of employee engagement in
karyawan dalam pelaksanaan program. program implementation.
Pengukuran Kinerja Program
Program Performance Measurement
2025 2024
Uraian Satuan
No RKAP TW IV Realisasi Capaian RKAP TW IV Realisasi Capaian
Description Unit
Q-4 Realization Achievement Q-4 Realization Achievement
1 Program Prioritas TPB
SDG Priority Programs
Pendidikan
Bidang 3 3 100% 3 100% 100%
Education
Lingkungan
Bidang 3 3 100% 3 100% 100%
Environmental
Pengembangan UMK
Bidang 3 3 100% 3 100% 100%
SME Development
Pengukuran SROI
2 - 3,00 4,00 133% 3 100% 100%
SROI Measurement
Pemanfaatan Teknologi
Informasi
3 % 100% 100% 100% 100% 100% 100%
Utilization of
Information Technology
Kolaborasi TJSL
4 Bidang 3 3 100% 3 100% 100%
CSR Collaboration
Keterlibatan Karyawan
5 Orang 6.540 5.890 90% 100% 100% 100%
Employee Engagement
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Dukungan terhadap Kegiatan Ekonomi Setempat Support for Local Economic Activities
PT Angkasa Pura Indonesia berkomitmen untuk mendukung PT Angkasa Pura Indonesia is committed to supporting
pengembangan ekonomi masyarakat di sekitar wilayah the economic development of communities surrounding
operasional bandara. Komitmen ini diwujudkan melalui its airport operational areas. This commitment is realized
berbagai inisiatif pemberdayaan ekonomi lokal yang through various local economic empowerment initiatives
bertujuan memperkuat kapasitas pelaku usaha mikro dan aimed at strengthening the capacity of micro and small
usaha kecil agar mampu berkembang secara berkelanjutan enterprises to grow sustainably while enhancing community
serta meningkatkan kemandirian ekonomi masyarakat. Salah economic independence. One key implementation is the
satu implementasinya adalah melalui Program Pendanaan Micro and Small Enterprise Financing Program (PUMK),
Usaha Mikro dan Usaha Kecil (PUMK) yang dirancang untuk which is designed to improve the competitiveness of
memperkuat daya saing pelaku usaha sekaligus mendorong business actors while promoting economic growth at both
pertumbuhan ekonomi di tingkat daerah maupun nasional. regional and national levels. [GRI 3-3]
[GRI 3-3]
Penyaluran dana Program PUMK memberikan dampak The disbursement of funds under the PUMK Program
ekonomi tidak langsung yang signifikan, khususnya dalam generates significant indirect economic impacts,
mendukung penguatan kapasitas usaha dan keberlanjutan particularly in strengthening business capacity and ensuring
pelaku UMKM di wilayah operasional. Melalui akses the sustainability of SMEs within the Company’s operational
pembiayaan yang lebih inklusif, program ini berkontribusi areas. Through more inclusive access to financing, the
pada peningkatan aktivitas ekonomi lokal serta penciptaan program contributes to increased local economic activity,
peluang usaha dan lapangan kerja. [GRI 203-2] as well as the creation of business opportunities and
employment. [GRI 203-2]
Kinerja Penyaluran Dana Program PUMK
Fund Distribution Performance for the PUMK Program
Alokasi Dana (Rp) Dana Tersalurkan (Rp) Efektivitas (%)
Fund Allocation (Rp) Fund Disbursed (Rp) Efectiveness (%)
2025 67.886.074.750 2025 5.000.000.000 2025 7
2025 62.521.387.631 2025 5.000.000.000 2025 8
2025 52.246.309.088 2025 16.400.000.000 2025 31
Realisasi Program TJSL CSR Program Realization
Hingga akhir periode pelaporan, realisasi pendanaan As of the end of the reporting period, the realization of CSR
Program TJSL tercatat sebesar Rp5 miliar atau 7% dari Program funding amounted to Rp5 billion, or 7% of the total
alokasi dana, yang disalurkan kepada 13.565 kelompok UMK. allocated budget, distributed to 13,565 SME groups. The
Penyaluran pendanaan tersebut mencakup berbagai sektor disbursement covered various business sectors, with the
usaha, dengan penerima terbesar berasal dari sektor usaha largest share of beneficiaries coming from the trade sector,
perdagangan, sementara sektor dengan penerima paling while the smallest number of recipients was recorded in the
sedikit berasal dari sektor usaha perikanan. fisheries sector.
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
Realisasi Program
Program Realization
Uraian
No 2025 2024* 2023*
Description
Jumlah UMK Aktif
Number of Active MSEs
Sektor Usaha Industri
1 3.139 3.178 3.313
Industrial Sector
Sektor Usaha Perdagangan
2 6.660 6.758 7.146
Trade Sector
Sektor Usaha Pertanian
3 125 127 135
Agriculture Sector
Sektor Usaha Peternakan
4 340 347 359
Livestock Sector
Sektor Usaha Perkebunan
5 156 180 188
Plantation Sector
Sektor Usaha Perikanan
6 146 146 150
Fisheries Sector
Sektor Usaha Jasa
7 2.816 2.843 2.937
Service Sector
Sektor Usaha Lainnya
8 177 177 177
Others Sector
Lembaga Penyalur
9 0 9 13
Channeling Institutions
Kerjasama melalui BRI
10 6 5 4
Collaboration through BRI
Hibah BUMN Khusus
11 3.139 3.178 3.313
Special SOE Grants
Jumlah UMK (tidak termasuk dari Lembaga Penyalur)
13.565 13.770 14.422
Total MSEs (excluding Channeling Institutions)
* Terdapat penyajian kembali data
There is restatement of data
Hingga akhir periode pelaporan, PT Angkasa Pura Indonesia As of the end of the reporting period, PT Angkasa Pura
telah menyalurkan dukungan kepada 13.565 mitra yang Indonesia has provided support to 13,565 partners across
berasal dari berbagai sektor usaha. Dukungan tersebut various business sectors. This support is extended in the
diberikan dalam bentuk pinjaman lunak sebagai modal kerja form of soft loans as working capital, with an affordable
dengan skema pembiayaan yang terjangkau. Mitra usaha financing scheme. Business partners are subject only to
hanya dikenakan biaya administrasi sebesar 3% per tahun an administrative fee of 3% per annum, recalculated at the
yang dihitung kembali pada awal periode pinjaman. Melalui beginning of each loan period. Through this program, the
program ini, Perusahaan berupaya memperluas akses Company seeks to expand access to financing for micro and
permodalan bagi pelaku usaha mikro dan kecil sehingga small enterprises, enabling them to grow their businesses
mereka dapat mengembangkan usahanya dan memberikan and contribute to regional economic development. [GRI 203-1]
kontribusi terhadap perekonomian daerah. [GRI 203-1]
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Dukungan kepada Mitra Berdasarkan Jenis Usaha
Support Provided to Partners by Business Sector
Akumulasi Hingga Akhir 2025
2025
Uraian Cumulative as of 2025
Description Mitra Pinjaman (Rp) Mitra Pinjaman (Rp)
Partner Loan (Rp) Partner Loan (Rp)
Industri | Industry - - 5.945 183.348.929.998
Perdagangan | Trade - - 22.644 505.777.506.888
Pertanian | Agriculture - - 10.191 65.560.366.036
Peternakan | Livestock - - 672 17.442.142.400
Perkebunan | Plantation - - 227 11.906.750.000
Perikanan | Fisheries - - 452 8.181.700.000
Jasa | Services - - 5.500 171.894.383.333
Lainnya | Others - - 2.122 197.857.112.000
Lembaga Penyalur | Channeling Institutions - - 4 16.850.000.000
Kolaborasi BRI | Collaboration with BRI 1 5.000.000.000 6 46.850.000.000
Hibah BUMN Khusus | Special SOE Grants - - - 2.000.000.000
Jumlah | Total 1 5.000.000.000 47.763 1.227.668.890.655
Pengukuran Nilai Balik Sosial Social Return on Investment Measurement
Pada tahun 2025, pengukuran keberhasilan Program TJSL In 2025, the effectiveness of PT Angkasa Pura Indonesia’s
PT Angkasa Pura Indonesia dilakukan dengan menggunakan CSR Program was assessed using the SROI approach for
pendekatan SROI pada program sosial yang dikelola the Company’s social initiatives. From the realization of
Perusahaan. Dari realisasi bantuan program sosial sebesar social program assistance amounting to Rp1,678,517,883,
Rp1.678.517.883, diperoleh nilai SROI rata-rata sebesar an average SROI value of 3.27 times was achieved. This
3,27 kali. Hal ini menunjukkan bahwa setiap Rp1 yang indicates that for every Rp1 invested through the CSR
diinvestasikan melalui Program TJSL mampu menghasilkan Program, approximately Rp2,961,251,021 in social value was
manfaat sosial sebesar sekitar Rp2.961.251.021. generated.
Pengukuran Nilai Balik Sosial
Social Return Investment Measurement
2025
No Program Realisasi (Rp) Manfaat Ekonomi (Rp)
SROI
Realization (Rp) Economic Benefits (Rp)
1 InJourney Hospitality House Silangit 794.466.272 1.088.750.000 3,50
2 InJourney Sustainable Tourism 841.875.000 1.734.131.021 3,18
3 Pelatihan Membatik bagi Disabilitas 42.176.611 138.370.000 3,13
Jumlah | Total 1.678.517.883 2.961.251.021 -
Rata-rata | Average - - 3,27
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
Teknologi Informasi Information Technology
Target pemanfaatan teknologi informasi dalam pelaksanaan The utilization of information technology in the
Program TJSL diarahkan pada pemenuhan kewajiban implementation of the CSR Program is directed toward
pelaporan melalui sistem informasi berbasis teknologi fulfilling reporting obligations through the Ministry of State-
informasi Kementerian BUMN, yaitu Portal TJSL Owned Enterprises’ IT-based system, namely the SOE CSR
BUMN. Pada tahun 2025, Perusahaan secara konsisten Portal. In 2025, the Company consistently submitted reports
menyampaikan laporan yang dilakukan pada setiap triwulan on a quarterly basis through the portal, including reports
melalui portal tersebut, termasuk laporan Triwulan I hingga for the first to third quarters of 2025, and prepared and
III 2025, serta menyiapkan dan menyampaikan laporan submitted the audited annual report for the 2025 financial
tahunan teraudit untuk tahun buku 2025 sesuai dengan year in accordance with applicable regulations. The use
ketentuan yang berlaku. Pemanfaatan sistem ini mendukung of this system supports transparency, accountability, and
transparansi, akuntabilitas, dan ketepatan waktu dalam timeliness in reporting the implementation of the CSR
pelaporan pelaksanaan Program TJSL. Program.
Kolaborasi Program Program Collaboration
Pada tahun 2025, Perusahaan merealisasikan program In 2025, the Company implemented collaborative CSR
kolaborasi TJSL yang dilaksanakan melalui kerja sama programs through cross-stakeholder partnerships. These
lintas pemangku kepentingan. Program kolaborasi tersebut collaboration programs focused on several key areas,
difokuskan pada beberapa bidang yaitu: including:
45% 42% 13%
Bidang Pendidikan Bidang Lingkungan Bidang Pengembangan UMK
Education Field Environmental Field SME development Field
Secara keseluruhan, realisasi program kolaborasi mencapai Rp1.880.314.832
atau 40,79% dari total rencana program, dengan nilai anggaran sebesar
Rp4.610.000.000.
Overall, the realization of collaborative programs amounted to Rp1,880,314,832,
equivalent to 40.79% of the total planned budget of Rp4,610,000,000.
Keterlibatan Pegawai Employee Engagement
Keterlibatan karyawan merupakan salah satu elemen krusial Employee involvement is a critical element in ensuring the
dalam memastikan keberhasilan pelaksanaan Program effective implementation of the CSR Program. Through the
TJSL. Melalui partisipasi aktif karyawan tetap, baik dari unit active participation of permanent employees, from both CSR
TJSL maupun unit non-TJSL, PT Angkasa Pura Indonesia and non-CSR units, PT Angkasa Pura Indonesia continues to
terus mendorong pelaksanaan berbagai kegiatan sosial advance a range of social initiatives, including those under
kemasyarakatan yang berasal dari program TJSL maupun the CSR Program as well as activities initiated beyond formal
inisiatif di luar program perusahaan. program framework.
Hingga akhir periode pelaporan, 5.890 karyawan atau setara As of the end of the reporting period, a total of 5,890
dengan 90% dari total pegawai terlibat dalam program TJSL employees, representing 90% of the total employees,
yang mencakup aksi sosial dan lingkungan, seperti kegiatan participated in CSR initiatives encompassing social and
292 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 293
kebersihan area operasional, donor darah, program sosial environmental activities such as operational area clean-up
kemasyarakatan, serta inisiatif lingkungan lainnya. efforts, blood donation drives, community social programs,
and other environmental initiatives.
Dukungan terhadap Pencapaian Tujuan Pembangunan Berkelanjutan [OJK F.25]
Support for the Achievement of the Sustainable Development Goals
Dukungan terhadap pencapaian Tujuan Pembangunan Support for the achievement of the Sustainable Development
Berkelanjutan (TPB) merupakan bagian penting dari Goals (SDGs) forms an important part of PT Angkasa
komitmen PT Angkasa Pura Indonesia dalam mendorong Pura Indonesia’s commitment to advancing inclusive and
pembangunan yang inklusif dan berkelanjutan. TPB yang sustainable development. The SDGs, established by the
ditetapkan oleh Perserikatan Bangsa-Bangsa (PBB) menjadi United Nations, serve as a shared framework for enhancing
kerangka bersama dalam upaya peningkatan kesejahteraan economic and social well-being while ensuring balanced
ekonomi, sosial, dan pelestarian lingkungan secara environmental preservation.
seimbang.
Dukungan terhadap Pencapaian Tujuan Pembangunan Berkelanjutan (TPB)
Support for the Achievement of the Sustainable Development Goals (SDGs)
2025 2024
Uraian Realiasasi Realiasasi
No
Description RKAP Realization RKAP Realization
Rp % Rp %
Pilar Pembangunan Ekonomi | Economic Development Pillar
Tujuan Pembangunan
Berkelanjutan 7
1 400.000.000 - 0% 200.000.000 - 0%
Sustainable
Development Goal 7
Tujuan Pembangunan
Berkelanjutan 8
2 18.648.000.000 10.158.496.813 54,47% 29.546.617.500 10.003.240.263 34%
Sustainable
Development Goal 8
Tujuan Pembangunan
Berkelanjutan 9
3 - - 0% - - 0%
Sustainable
Development Goal 9
Tujuan Pembangunan
Berkelanjutan 10
4 1.200.000.000 2.835.968.863 237,33% - - 0%
Sustainable
Development Goal 10
Tujuan Pembangunan
Berkelanjutan 17
5 - - 0% 500.000.000 254.310.600 51%
Sustainable
Development Goal 17
Total Pilar Pembangunan
Ekonomi
20.248.000.000 12.994.465.676 64,18% 30.246.617.500 10.257.550.863 34%
Total Economic
Development Pillar
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Menciptakan Dampak Sosial Bersama
07 Creating Shared Social Impact
2025 2024
Uraian Realiasasi Realiasasi
No
Description RKAP Realization RKAP Realization
Rp % Rp %
Pilar Pembangunan Sosial | Social Development Pillar
Tujuan Pembangunan
Berkelanjutan 1
6 5.440.000.000 5.842.839.035 107,41% 390.000.000 109.244.500 28%
Sustainable
Development Goal 1
Tujuan Pembangunan
Berkelanjutan 2
7 5.379.500.000 12.274.121.193 228,16% 4.132.500.000 5.344.461.365 129%
Sustainable
Development Goal 2
Tujuan Pembangunan
Berkelanjutan 3
8 2.274.500.000 2.714.195.110 119,33% 2.149.000.000 3.877.331.521 180%
Sustainable
Development Goal 3
Tujuan Pembangunan
Berkelanjutan 4
9 5.780.000.000 7.632.505.107 132,05% 9.097.500.000 7.116.685.387 78%
Sustainable
Development Goal 4
Tujuan Pembangunan
Berkelanjutan 5
10 - - 0% - - 0%
Sustainable
Development Goal 5
Total Pilar Pembangunan
Sosial
18.874.000.000 28.463.660.445 150,81% 15.769.000.000 16.447.722.773 104%
Total Social Development
Pillar
Pilar Pembangunan Lingkungan | Environmental Development Pillar
Tujuan Pembangunan
Berkelanjutan 6
11 600.000.000 741.313.740 123,55% 100.000.000 658.582.480 659%
Sustainable
Development Goal 6
Tujuan Pembangunan
Berkelanjutan 11
12 17.370.000.000 15.295.074.931 88,05% 16.945.000.000 18.877.775.751 111%
Sustainable
Development Goal 11
Tujuan Pembangunan
Berkelanjutan 12
13 2.810.000.000 1.373.600.000 48,88% 2.060.000.000 1.525.545.611 74%
Sustainable
Development Goal 12
Tujuan Pembangunan
Berkelanjutan 13
14 930.000.000 98.700.000 10,61% 4.525.000.000 710.891.906 16%
Sustainable
Development Goal 13
Tujuan Pembangunan
Berkelanjutan 14
15 640.000.000 1.460.454.495 228,20% 680.000.000 868.487.860 128%
Sustainable
Development Goal 14
Tujuan Pembangunan
Berkelanjutan 15
16 4.140.000.000 5.262.051.254 127,10% 536.030.000 1.312.874.338 245%
Sustainable
Development Goal 15
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2025 2024
Uraian Realiasasi Realiasasi
No
Description RKAP Realization RKAP Realization
Rp % Rp %
Total Pilar Pembangunan
Lingkungan
26.490.000.000 24.231.194.420 91,47% 24.846.030.000 23.954.157.946 96%
Total Environmental
Development Pillar
Pilar Pembangunan Tata Kelola | Legal and Governance Development Pillar
Tujuan Pembangunan
Berkelanjutan 16
17 200.000.000 114.707.580 57,35% 250.000.000 - 0%
Sustainable
Development Goal 16
Total Pilar Pembangunan
Tata Kelola
200.000.000 114.707.580 57,35% 250.000.000 - 0%
Total Legal and Governance
Development Pillar
Jumlah Keseluruhan
65.812.000.000 65.804.028.121 99,99% 71.111.647.500 50.659.431.582 71%
Grand Total
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Pernyataan Penjaminan Eksternal [OJK G.1]
External Assurance Statement
INDEPENDENT ASSURANCE STATEMENT
PT Angkasa Pura Indonesia
Sustainability Report 2025
Statement No: 05/IAS/CBC/IV/2026
Type 2, Moderate Level
Scope of Engagement in Assurance
CBC Global Indonesia (“CBC Global Indonesia”, “us” or “we”) were commissioned by PT
Angkasa Pura Indonesia (“API”) with the objective to provide assurance of API’s 2025
Sustainability Report (the “Report”) in relation with accordance to GRI Sustainability Reporting
Standards (GRI Standards), SEOJK No.16/SEOJK.04/2021, and the adherence to AA1000
Accountability Principles (2018) with assurance over the Subject Matter presented in the
Report, for the reporting year ended 31st December 2025. This statement is intended to be
used by stakeholders and management of API.
The scope and limitation of our work is restricted to the following areas:
1. Subject Matter
API has provided a statement on its subject matter as follows:
• Customer Well-Being and Safety • Privacy Protection and Cybersecurity
• Product Quality and Responsibility • Occupational Health and Safety
• Community Relations and Impacts • Corporate Governance
• Business Ethics (Anti-Corruption, Code of • Waste and Effluents
Conduct, and Legal Compliance) • Emissions and Air Quality
• Employment and Human Capital • Energy
Development • Water
• Biodiversity and Ecological Impacts
2. AA1000 Principles (2018)
Our assurance engagement was planned and performed to meet the requirements of a
Type 2 “moderate level” of assurance as defined by AA1000 Assurance Standard
(AA1000AS) v3 to evaluate the nature and extent of API’s adherence to all four AA1000
AccountAbility Principles (2018): Inclusivity, Materiality, Responsiveness and Impact,
where sufficient evidence has been obtained to support our statement such that the risk
of our conclusion being in error is reduced, but not reduced to very low, but not zero.
We have not performed any work, and do not express any conclusions, on any other
information outside of the Subject Matter that may be published in the Report or on
API’s website for the current reporting period or for previous periods and assumed that
the financial data and figures provided by API has been audited by independent parties.
Therefore, presentation of financial data and figures in the report NOT within the scope of
assurance.
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Responsibilities of the Management of API
The Management of API has sole responsibility for preparing and presenting the Subject
Matter in accordance with GRI Standard and preparing the Report in adherence to the AA1000
Principles (2018). API’s responsibilities also include maintaining effective internal controls
over the information and data, resulting in the preparation of the Subject Matter in a way that
is free from material misstatements.
Responsibilities, Competencies and Independency of CBC Global Indonesia
Our responsibility is to plan and perform our work to obtain assurance over whether the
Subject Matter has been prepared in accordance with the GRI Standard and to report to API
in the form of an independent assurance conclusion, based on the work performed and the
review progress. We must also express a conclusion over whether the Report adheres to the
AA1000 Principles (2018) and comment on the nature and extent of each Principle individually.
All this engagement was carried out by an independent team of sustainability assurance
professionals whose already obtained the Certified Sustainability Report Assurer (CSRA) and
any relevant certifications.
CBC Global Indonesia is bounded by rules of conduct and professional practice relating to
independence and quality overseen by AccountAbility (www.
accountability.org/standards/licensing/ AA1000 as licensed-providers) and has established
policies and procedures that are designed to ensure that our team maintain independence and
integrity. We had no financial interest in the operation of API other than for the assessment
and assurance of this report. We don’t accept or assume responsibility (legal or otherwise) or
accept liability for or in connection with any other purpose for which it may be used, or to any
person by whom the independent assurance opinion statement may be read.
Methodology
We conduct the following assurance procedures and activities:
• Pre-engagement to ensure the independence and impartiality of the assurance team.
• Kick-off meeting and initial analysis of the report draft.
• Review, assess and evidence the reliability and quality of sustainability performance and
disclosed information as specified in the Report content for the reporting period of 1st of
January up to 31st of December 2025.
• Evaluate the adherence of report content, disclosure and presentation against the
criteria of standard, principles, and indicators using references from AA1000AS v3,
AA1000AP (2018) (AccountAbility Principles), GRI Standards, and SEOJK
No.16/SEOJK.04/2021.
• Enquiries of management to gain an understanding of the processes for determining
material issues for key stakeholder groups.
• Conduct in-depth interview (on-line meeting) on compliance, governance, risk
management, business continuity management topics with the representatives of the
relevant functions/divisions of the API concerning sustainability strategy and policies for
material issues and the implementation of these across the API’s business.
• Obtained an understanding of how the identified sustainability information is gathered,
collated and aggregated internally and enquiries of management of API to gain an
understanding of the processes for determining material issues for key stakeholder
groups, internally and externally.
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• Performed limited substantive testing, on a sample basis, of the sustainability
information identified, to verify the assumptions, estimations and computations API
made and to check that data had been appropriately measured, recorded, collated and
reported.
• Compare the subject matter presented in the report to corresponding information in the
relevant underlying sources on a sample basis.
• Evaluate the subject matter presented in the report to determine whether they are in line
with our overall knowledge of, and experience with, the sustainability performance of the
group.
• Discuss and analysis data and reports with management and data contributor to
determine whether there are any material misstatement of fact or material
inconsistencies based on our understanding obtained as part of our assurance
engagement.
Finding and Conclusions
From the assurance program performed and the evidence obtained, we conducted a detailed
review of API’s sustainability practices and reporting processes against the AA1000
AccountAbility Principles of Inclusivity, Materiality, Responsiveness, and Impact, as well as the
GRI Sustainability Reporting Standards.
INCLUSIVITY
Based on the assurance procedures performed and the evidence obtained, API has
demonstrated efforts to engage relevant stakeholders in its sustainability processes. However,
the stakeholder engagement process should be further strengthened through a more
structured, documented, and systematic approach to ensure that stakeholder inputs are
consistently considered in identifying and addressing sustainability-related issues.
MATERIALITY
Based on our review, API has identified sustainability topics relevant to its business and
stakeholders. Nevertheless, the materiality determination process should be formally
established and documented to ensure that material topics are identified, assessed, prioritized,
and reviewed periodically in accordance with the AA1000 AccountAbility Principle of Materiality
and the GRI Sustainability Reporting Standards.
RESPONSIVENESS
Based on the evidence obtained, API has shown commitment to responding to sustainability-
related issues through the development of policies and initiatives. However, the Company
should strengthen its sustainability management process by establishing an integrated
sustainability management information system to support timely, consistent, and transparent
responses to material ESG risks and opportunities.
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IMPACT
Based on our assurance procedures, API has taken steps to manage sustainability impacts
associated with its operations. However, the Company should enhance its ability to measure,
monitor, and disclose the impact of its sustainability initiatives through a structured
sustainability roadmap and an integrated data management platform, in order to support long-
term ESG objectives and improve the quality of future sustainability reporting.
GRI Sustainability Reporting Standards
API’s Sustainability Report has been prepared with consideration of alignment with the GRI
Sustainability Reporting Standards, including the disclosure of each relevant material topic. In
general, the management approach disclosures for each material topic have been fairly
presented. API has also applied the reporting quality principles, including balance,
comparability, accuracy, timeliness, clarity, and reliability, as well as the principles for defining
report content, namely stakeholder inclusiveness, sustainability context, materiality, and
completeness. In addition, the supporting data and documents used in the reporting process
were identifiable and traceable during the assurance program. Nevertheless, API should further
strengthen the consistency of documentation, periodic review mechanisms, and the integration
of its sustainability data management processes. These improvements are expected to support
the preparation of future sustainability reports in a more systematic, efficient, reliable, and
Opinion Statement
Our professional and certified team of sustainability report assurer has assured this report in
accordance with the AA1000AP (2018), AA1000AS v3 and GRI Sustainability Reporting
Standards. From the review progress, we conclude that the API Sustainability Report 2025
provides a fair view of the all the API programs and performances during 2025. The extent to
which the GRI Standards has been applied in the Report and conclude this report has been
prepared in accordance with GRI Standards.
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis
for our conclusion. We conclude that the data in 2025 for all subject matter performance
indicators are fairly represented and there is nothing has come to our attention that would lead
us to believe that the subject matter in the Report for the year ended 31 December 2025, in all
material respects, is not prepared in accordance with the applicable criteria.
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Conclusion & Recommendations
We recommend that API develop an integrated sustainability management information system as
part of a more structured, measurable, and comprehensive sustainability roadmap. This system
should support the effective management, monitoring, and reporting of ESG-related risks,
opportunities, and performance, while also fostering a more consistent and well-documented
approach to key sustainability subjects, and leveraging technology to improve data accessibility,
traceability, and transparency of sustainability-related information.
For and on behalf of:
Jakarta, April 29th, 2026
Dr. Ari Purwanti, Ak. CA. CSRA CPMA., CRMP., CERA., CIBA
Engagement Leader
Certified Sustainability Reporting Specialist No. S-SL1-1712-009
Certified Sustainability Reporting Assurer No. A-SL1-1805-012
PT CBC Global Indonesia
The Icon Horizon Broadway Blok M.5 No.3 BSD City, Tangerang, Indonesia 15345
Tel: (62)(21) 87780058
Email: services@cbcglobalIndonesia.com
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Indeks Isi Standar GRI
GRI Content Index
Pernyataan Penggunaan PT Angkasa Pura Indonesia telah melaporkan sesuai dengan Standar GRI untuk periode 1
Statement of Use Januari hingga 31 Desember 2025.
PT Angkasa Pura Indonesia reported in accordance with the GRI Standards for the period
January 1 to December 31, 2025.
Penggunaan GRI 1 GRI 1: Landasan 2021
GRI 1 Used GRI 1: Foundation 2021
Standar GRI Sektor GR G4 Operator Bandara
GRI Sector Standard GR G4 Airport Operator
Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
Pengungkapan Umum
General Disclosures
GRI 2: Organisasi dan Praktik Pelaporan Mereka
Pengungkapan Organizations and Their Reporting Practices
Umum 2021
2-1 Rincian organisasi 60, 70-71
General
Organizational details
Disclosure 2021
2-2 Entitas yang termasuk dalam 42-43
pelaporan keberlanjutan organisasi
Entities included in the
organization’s sustainability
reporting
2-3 Periode, frekuensi, dan titik kontak 43
pelaporan
Reporting period, frequency and
contact point
2-4 Penyajian kembali informasi 43
Restatement of information
2-5 Penjaminan eksternal 42
External assurance
Aktivitas dan Pekerja
Activities and Workers
2-6 Aktivitas, rantai nilai, dan hubungan 43, 65-71
bisnis lainnya
Activities, value chain, and other
business relationship
2-7 Tenaga kerja 223- 229
Employees
2-8 Pekerja yang bukan pekerja langsung 223, 225,
Workers who are not employees 230
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
Tata Kelola
Governance
2-9 Pernyataan tentang strategi 90, 91, 95
pembangunan berkelanjutan
Statement on sustainable
development strategy
2-10 Komitmen kebijakan 93, 100
Policy commitments
2-11 Menanamkan komitmen kebijakan 90
Embedding policy commitments
2-12 Proses untuk memperbaiki dampak 49, 91-92,
negatif 110-111
Process to remediate negative
impacts
2-13 Mekanisme untuk mencari nasihat 91-92
dan mengemukakan masalah
Mechanisms for seeking advice and
raising concerns
2-14 Kepatuhan terhadap hukum dan 42, 48, 50
peraturan
Compliance with laws and
regulations
2-15 Asosiasi keanggotaan 90-91,
Membership associations 115-119,
2-16 Pernyataan tentang strategi 91-92
pembangunan berkelanjutan
Statement on sustainable
development strategy
2-17 Komitmen kebijakan 99-100
Policy commitments
2-18 Menanamkan komitmen kebijakan 97-98
Embedding policy commitments
2-19 Proses untuk memperbaiki dampak 101-102
negatif
Process to remediate negative
impacts
2-20 Mekanisme untuk mencari nasihat 101
dan mengemukakan masalah
Mechanisms for seeking advice and
raising concerns
2-21 Kepatuhan terhadap hukum dan 102
peraturan
Compliance with laws and
regulations
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
Strategi, Kebijakan, dan Praktik
Strategy, Policy, and Practice
2-22 Pernyataan tentang strategi 6-11
pembangunan berkelanjutan
Statement on sustainable
development strategy
2-23 Komitmen kebijakan 98, 113,
Policy commitments 120
2-24 Menanamkan komitmen kebijakan 46-47,
Embedding policy commitments 103-106
2-25 Proses untuk memperbaiki dampak 103-110
negatif
Process to remediate negative
impacts
2-26 Mekanisme untuk mencari nasihat 111, 123
dan mengemukakan masalah
Mechanisms for seeking advice and
raising concerns
2-27 Kepatuhan terhadap hukum dan 47, 124
peraturan
Compliance with laws and
regulations
2-28 Asosiasi keanggotaan 74
Membership associations
Keterlibatan Pemangku Kepentingan
Stakeholder Engagement
2-29 Pendekatan untuk keterlibatan 53-55
pemangku kepentingan
Approach to stakeholder
engagement
2-30 Perjanjian perundingan kolektif 240-241
Collective bargaining agreements
Topik Material
Material Topics
GRI 3: Topik 3-1 Proses untuk menentukan topik 48-49
Material 2021 material
Material Topics Process to determine material topics
2021
3-2 Daftar topik material 50-52
List of material topics
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
Keanekaragaman Hayati
Biodiversity
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 Management of material topics
168
Material Topics
2021
GRI 101: Kebijakan untuk menghentikan
Keanekaragaman dan mengembalikan hilangnya
Hayati 2024 101-1 keanekaragaman hayati 168
Biodiversity 2024 Policies to halt and reverse
biodiversity loss
Manajemen dampak
101-2 keanekaragaman hayati 168-170
Management of biodiversity impacts
Akses dan berbagi manfaat
101-3 172
Access and benefit-sharing
Identifikasi dampak
101-4 keanekaragaman hayati 168
Identification of biodiversity impacts
Lokasi yang memiliki dampak
101-5 keanekaragaman hayati 168
Locations with biodiversity impacts
Pemicu langsung hilangnya
101-6 keanekaragaman hayati 168
Direct drivers of biodiversity loss
Perubahan kondisi keanekaragaman
101-7 hayati 168
Changes to the state of biodiversity
Layanan ekosistem
101-8 168
Ecosystem services
Kinerja Ekonomi
Economic Performance
GRI 3: Topik 3-3 Manajemen topik material 82
Material 2021 Management of material topics
Material Topics
2021
GRI 201: Kinerja 201-1 Nilai ekonomi langsung yang 83
Ekonomi 2016 dihasilkan dan didistribusikan
Economic Direct economic value generated
Presence 2016 and distributed
201-2 Implikasi finansial serta risiko dan 109-110
peluang lain akibat dari perubahan
iklim
Financial implications and other
risks and opportunities due to
climate change
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
201-3 Kewajiban program pensiun manfaat 84-86,
pasti dan program pensiun lainnya 240-241
Defined benefit plan obligations and
other retirement plans
201-4 Bantuan finansial yang diterima dari 86
pemerintah
Financial assistance received from
government
Keberadaan Pasar
Market Presence
GRI 3: Topik 3-3 Manajemen topik material 230, 238
Material 2021 Management of material topics
Material Topics
2021
GRI 202: 202-1 Rasio standar upah karyawan pemula 230, 238-
Keberadaan berdasarkan jenis kelamin terhadap 239
Pasar 2016 upah minimum regional
Market and Ratios of standard entry level
Presence 2016 wage by gender compared to local
minimum wage
202-2 Proporsi manajemen senior yang 239-240
berasal dari masyarakat lokal
Proportion of senior management
hired from the local community
Dampak Ekonomi Tidak Langsung
Indirect Economic Impact
GRI 3: Topik 3-3 Manajemen topik material 78, 289
Material 2021 Management of material topics
Material Topics
2021
GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan 78, 290
Ekonomi Tidak layanan
Langsung 2016 Infrastructure investments and
Indirect services supported
Economic Impact
203-2 Dampak ekonomi tidak langsung 289
2016
yang signifikan
Significant indirect economic
impacts
Antikorupsi
Anti-corruption
GRI 3: Topik 3-3 Manajemen topik material 115
Material 2021 Management of material topics
Material Topics
2021
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
GRI 205: 205-1 Operasi-operasi yang dinilai memiliki 119-120
Antikorupsi 2016 risiko terkait korupsi
Anti-Corruption Operations assessed for risks related
2016 to corruption
205-2 Komunikasi dan pelatihan tentang 120-122
kebijakan dan prosedur antikorupsi
Communication and training
about anti-corruption policies and
procedures
205-3 Insiden korupsi yang terbukti dan 122
tindakan yang diambil
Confirmed incidents of corruption
and actions taken
Kinerja Lingkungan
Environmental Performance
Energi
Energy
GRI 3: Topik 3-3 Manajemen topik material 140
Material 2021 Management of material topics
Material Topics
2021
GRI 302: Energi 302-1 Konsumsi energi dalam organisasi 140-142
2016 Energy consumption within the
Energy 2016 organization
302-2 Konsumsi energi di luar organisasi - Konsumsi energi di Keterbatasan Perusahaan
Energy consumption outside of the luar organisasi Informasi belum melakukan
organization Energy Information pencatatan
consumption Unavailability terhadap
outside the konsumsi energi
organization di luar organisasi
The Company
has not yet
recorded energy
consumption
outside the
organization
302-3 Intensitas energi 141-142
Energy intensity
302-4 Pengurangan konsumsi energi 142-145
Reduction of energy consumption
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
302-5 Pengurangan pada energi yang - Pengurangan Keterbatasan Perusahaan
dibutuhkan untuk produk dan jasa konsumsi energi Informasi masih dalam
Reductions in energy requirements pada produk dan Information proses
of products and services layanan Unavailability asesmen untuk
Reduction mengidentifikasi
of energy dan
consumption mengkuantifikasi
in products and pengurangan
services energi untuk
produk dan ajsa
yang dimiliki
The Company
is currently
assessing
mechanisms
to identify and
quantify energy
reductions
related to its
products and
services
Air dan Efluen
Water and Effluents
GRI 3: Topik 3-3 Manajemen topik material 145
Material 2021 Management of material topics
Material Topics
2021
GRI 303: Air dan 303-1 Interaksi dengan air sebagai sumber 145
Efluen 2018 daya bersama
Water and Interaction with water as a shared
Effluents 2016 resource
303-2 Manajemen dampak yang berkaitan 149-150
dengan pembuangan air
Management of impacts related to
water discharge
303-3 Pengambilan air 146
Water withdrawal
303-4 Pembuangan air 146, 149-
Water discharge 153
303-5 Konsumsi air 146-148
Water consumption
Emisi
Emissions
GRI 3: Topik 3-3 Manajemen topik material 159
Material 2021 Management of material topics
Material Topics
2021
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
GRI 305: Emisi 305-1 Emisi GRK (Cakupan 1) langsung 160
2016 Direct (Scope 1) GHG emissions
Emissions 2016
305-2 Emisi energi GRK (Cakupan 2) tidak 160
langsung
Energy indirect (Scope 2) GHG
emissions
305-3 Emisi GRK (Cakupan 3) tidak 162
langsung lainnya
Other indirect (Scope 3) GHG
emissions
305-4 Intensitas emisi GRK 161
GHG emissions intensity
305-5 Pengurangan Emisi GRK 162-163
Reduction of GHG emissions
305-6 Emisi zat perusak ozon (ODS) - Emisi zat perusak Tidak Berlaku Kegiatan
Emissions of ozone-depleting ozon (ODS) Not operasional
substances (ODS) Emissions of Applicable Perusahaan
ozone-depleting tidak melibatkan
substances (ODS) penggunaan
maupun
pelepasan zat
perusak ozon
(ODS)
The Company’s
operations do
not involve the
use or release of
ozone-depleting
substances (ODS)
305-7 Nitrogen oksida (NOX), sulfur oksida - Nitrogen oksida Keterbatasan Data emisi udara
(SOX), dan emisi udara signifikan (NOx), belerang Informasi signifikan lainnya
lainnya oksida (SOx), Information belum tersedia
Nitrogen oxides (NOX), sulfur oxides dan emisi udara Unavailability secara memadai
(SOX) and other significant air signifikan lainnya untuk dilaporkan
emissions Nitrogen oxides Other significant
(NOx), sulfur oxides air emissions
(SOx), and other data are not
significant air yet sufficiently
emissions available to be
reported
Limbah
Waste
GRI 3: Topik 3-3 Pengelolaan terhadap topik material 153
Material 2021 Management of material topics
Material Topics
2021
Sestainability Report 2025 PT Angkasa Pura Indonesia 309
Page 310
Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
GRI 306: Limbah 306-1 Timbulan limbah dan dampak 153
2020 signifikan terkait limbah
Waste 2020 Waste generation and significant
waste-related impacts
306-2 Pengelolaan dampak yang signifikan 156
terkait limbah
Management of significant waste-
related impacts
306-3 Timbulan limbah 156-158
Waste generated
306-4 Limbah yang dialihkan dari 156-158
pembuangan akhir
Waste directed from disposal
306-5 Limbah yang dikirimkan ke 156-158
pembuangan akhir
Waste directed to disposal
Kepegawaian
Employment
GRI 3: Topik 3-3 Manajemen topik material 218
Material 2021 Management of material topics
Material Topics
2021
GRI 401: 401-1 Perekrutan karyawan baru dan 218-220
Kepegawaian pergantian karyawan
2016 New employee hires and employee
Employment 2016 turnover
401-2 Tunjangan yang diberikan kepada 233-235
karyawan purnawaktu yang tidak
diberikan kepada karyawan
sementara atau paruh waktu
Benefits provided to full-time
employees that are not provided to
temporary or part-time employees
401-3 Cuti melahirkan 236-237
Parental leave
Keselamatan dan Kesehatan Kerja
Occupational Health and Safety
GRI 3: Topik 3-3 Manajemen topik material 251-252
Material 2021 Management of material topics
Material Topics
2021
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
GRI 403: 403-1 Sistem manajemen kesehatan dan 253-254
Keselamatan dan keselamatan kerja
Kesehatan Kerja Occupational health and safety
2018 management system
Occupational
403-2 Pengidentifikasian bahaya, penilaian 254-259
Health and Safety
risiko, dan investigasi insiden
2018
Hazard identification, risk
assessment, and incident
investigation
403-3 Layanan kesehatan kerja 261, 263
Occupational health services
403-4 Partisipasi, konsultasi, dan 261-262
komunikasi pekerja tentang
kesehatan dan keselamatan kerja
Worker participation, consultation,
and communication on occupational
health and safety
403-5 Pelatihan bagi pekerja mengenai 266-268
keselamatan dan kesehatan kerja
Worker training on occupational
health and safety
403-6 Peningkatan kualitas kesehatan 263, 265
pekerja
Promotion of worker health
403-7 Pencegahan dan mitigasi dampak 259
dari keselamatan dan kesehatan
kerja yang secara langsung terkait
hubungan bisnis
Prevention and mitigation of
occupational health and safety
impacts directly linked by business
relationships
403-8 Pekerja yang tercakup dalam sistem 257
manajemen keselamatan dan
kesehatan kerja
Workers covered by an occupational
health and safety
403-9 Kecelakaan kerja 258-259
Work-related injuries
403-10 Penyakit akibat kerja 258
Work-related ill health
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Page 312
Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
Pendidikan dan Pelatihan
Training and Education
GRI 3: Topik 3-3 Manajemen topik material 245
Material 2021 Management of material topics
Material Topics
2021
GRI 404: 404-1 Rata-rata jam pelatihan per tahun 247
Pendidikan dan per pegawai
Pelatihan 2016 Average hours of training per year
Training and per employee
Education 2016
404-2 Program untuk meningkatkan 246-249
keterampilan karyawan dan program
bantuan peralihan
Programs for upgrading employee
skills and transition assistance
programs
404-3 Persentase karyawan yang 232
menerima tinjauan rutin terhadap
kinerja dan pengembangan karier
Percentage of employees receiving
regular performance and career
development reviews
Keanekaragaman dan Kesempatan Kerja
Diversity and Equal Opportunity
GRI 3: Topik 3-3 Manajemen topik material 222
Material 2021 Management of material topics
Material Topics
2021
GRI 405: 405-1 Keanekaragaman badan tata kelola 94, 222-
Keanekaragaman dan karyawan 229
dan Kesempatan Diversity of governance bodies and
Kerja 2016 employees
Diversity
405-2 Rasio gaji pokok dan remunerasi 230, 239
and Equal
perempuan dibandingkan laki-laki
Opportunity 2016
Ratio of basic salary and
remuneration of women to men
Non Diskriminasi
Non-discrimination
GRI 3: Topik 3-3 Manajemen topik material 222
Material 2021 Management of material topics
Material Topics
2021
GRI 406: Non 406-1 Insiden diskriminasi dan tindakan 223
Diskriminasi 2016 perbaikan yang dilakukan
Non- Incidents of discrimination and
discrimination corrective actions taken
2016
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
Kebebasan Berserikat dan Perundingan Kolektif
Freedom of Association and Collective Bargaining
GRI 3: Topik 3-3 Manajemen topik material 240
Material 2021 Management of material topics
Material Topics
2021
GRI 407: 407-1 Operasi dan pemasok di mana hak 240-241
Kebebasan atas kebebasan berserikat dan
Berserikat dan perundingan kolektif mungkin
Perundingan berisiko
Kolektif 2016 Operations and suppliers in which
Freedom of the right to freedom of association
Association and collective bargaining may be at
and Collective risk
Bargaining 2016
Pekerja Anak
Child Labor
GRI 3: Topik 3-3 Manajemen topik material 230
Material 2021 Management of material topics
Material Topics
2021
GRI 408: Pekerja 408-1 Operasi dan pemasok yang berisiko 230-231
Anak 2016 signifikan terhadap insiden pekerja
Child Labor 2016 anak
Operations and suppliers at
significant risk for incidents of child
labor
Kerja Paksa atau Wajib Kerja
Forced or Compulsory Labor
GRI 3: Topik 3-3 Manajemen topik material 230
Material 2021 Management of material topics
Material Topics
2021
GRI 409: Kerja 409-1 Operasi dan pemasok yang berisiko 230-231
Paksa atau Wajib signifikan terhadap insiden kerja
Kerja 2016 paksa atau wajib kerja
Forced or Operations and suppliers at
Compulsory significant risk for incidents of
Labor 2016 forced or compulsory labor
Masyarakat Lokal
Local Communities
GRI 3: Topik 3-3 Pengelolaan terhadap topik material 272
Material 2021 Management of material topics
Material Topics
2021
Sestainability Report 2025 PT Angkasa Pura Indonesia 313
Page 314
Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
GRI 413: 413-1 Operasi dengan keterlibatan 272-273,
Masyarakat Lokal masyarakat lokal, penilaian dampak, 277-279
2016 dan program pengembangan
Local Operations with local community
Communities engagement, impact assessments,
2016 and development programs
413-2 Operasi yang secara aktual dan yang 276
berpotensi memiliki dampak negatif
signifikan terhadap masyarakat lokal
Operations with significant actual
and potential negative impacts on
local communities
Kesehatan dan Keselamatan Pelanggan
Customer Health and Safety
GRI 3: Topik 3-3 Manajemen topik material 180
Material 2021 Management of material topics
Material Topics
2021
GRI 416: 416-1 Penilaian dampak kesehatan dan 180-182
Kesehatan dan keselamatan dari berbagai kategori
Keselamatan produk dan jasa
Pelanggan 2016 Assessment of the health and safety
Customer Health impacts of product and service
and Safety 2016 categories
416-2 Insiden ketidakpatuhan sehubungan 182, 210,
dengan dampak kesehatan dan 260
keselamatan dari produk dan jasa
Incidents of non-compliance
concerning the health and safety
impacts of products and services
Pengungkapan Sektor Operator Bandara
Sector Disclosures Airport Operators
AO1 Jumlah total penumpang per-tahun 80, 193
total
Number of passengers per year
AO2 Jumlah total pergerakan pesawat 194
pertahun
Total number of aircraft movements
per year
AO3 Jumlah total tonase kargo 194
Total amount of cargo tonnage
AO4 Kualitas air hujan menurut standar 150
peraturan yang berlaku
Quality of storm water by applicable
regulatory standards
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Yang Tidak Dicantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan yang
GRI Standard Disclosures Page Tidak Dicantumkan Alasan Penjelasan
Requirements Reason Explanation
Omitted
AO5 Tingkat kualitas udara ambien 164-165
menurut konsentrasi polutan
Ambient air quality levels according
to pollutant concentrations
AO6 Cairan de-icing / anti-icing pesawat - Cairan de-icing / Tidak Relevan Proses
dan perkerasan yang digunakan dan anti-icing pesawat Not pencairan es
diolah berdasarkan tonase m3 dan/ dan perkerasan Applicable dan pencegahan
atau meter yang digunakan pembekuan tidak
Aircraft and pavements de-icing/ dan diolah diperlukan karena
anti-icing fluid used and treated by Aircraft and kondisi iklim di
m3 and/or metric tonnes pavement de- lokasi geografis
icing/anti-icing Perusahaan
fluids used and De-icing and
processed anti-icing
processes are
not required due
to the climatic
conditions at
the Company’s
geographic
location
AO7 Jumlah dan persentase perubahan 167
penduduk yang tinggal di daerah
yang terkena dampak kebisingan
Number and percentage charge of
people residing in areas affected by
noise
Sestainability Report 2025 PT Angkasa Pura Indonesia 315
Page 316
Referensi POJK No. 51/POJK/03/2017 dan
SEOJK No. 16/SEOJK/04/2021 [OJK G.4]
POJK No. 51/POJK/03/2017 and SEOJK No. 16/04/2021 References
Pengungkapan Halaman
Disclosure Page
A Strategi Keberlanjutan
Sustainability Strategy
A.1 Strategi Keberlanjutan 46-47
Sustainability Strategy
B. Ihktisar Kinerja Aspek Keberlanjutan
Overview of Sustainability Performance
B.1 Aspek Ekonomi 14-15
Economic Aspect
B.2 Aspek Lingkungan Hidup 16-17
Environmental Aspect
B.3 Aspek Sosial 18-19
Social Aspect
C. Profil Perusahaan
Company Profile
C.1 Visi, Misi, dan Nilai Keberlanjutan 62-64
Vision, Mission, and Sustainability Values
C.2 Alamat Perusahaan 60,320
Company Adress
C.3 Skala Usaha 60, 65, 66, 70-71
Business Scale
C.4 Produk, Layanan, dan Kegisatan Usaha yang dijalankan 67-69
Products, Services, and Business Activities
C.5 Keanggotaan pada Asosiasi 74
Membership in Associations
C.6 Perubahan emiten dan perusahaan publik yang bersifat signifikan 43
Significant Changes in the Issuer and Public Company
D. Penjelasan Direksi
Board of Directors’ Statement
D.1 Penjelasan Direksi 6-11
Board of Directors’ Statement
E. Tata Kelola Keberlanjutan
Sustainability Governance
E.1 Penanggung Jawab Penerapan Keuangan Berkelanjutan 91-92
Person in Charge of Sustainable Finance Implementation
E.2 Pengembangan Kompetensi Terkait Keuangan Berkelanjutan 99-100
Competency Development Related to Sustainable Finance
E.3 Penilaian Risiko Atas Penerapan Keuangan Berkelanjutan 103-110
Risk Assessment of Sustainable Finance Implementation
E.4 Hubungan Dengan Pemangku Kepentingan 53-55
Relations with Stakeholders
316 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 317
Pengungkapan Halaman
Disclosure Page
E.5 Permasalahan Terhadap Penerapan Keuangan Berkelanjutan 56
Issues in the Implementation of Sustainable Finance
F. Kinerja Keberlanjutan
Sustainability Performance
F.1 Kegiatan Membangun Budaya Keberlanjutan 110, 135, 137
The Activities of Building a Culture of Sustainability
F.2 Perbandingan target dan kinerja produksi, portofolio, target pembiayaan, atau investasi, pendapatan dan 80
laba rugi
Comparison of Production Targets and Performance, Portfolio, Financial Targets, or Investment, Revenue
and Profit
F.3 Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi Pada Instrumen 81
Keuangan atau Proyek yang Sejalan dengan Penerapan Keuangan Berkelanjutan
Comparison of Portfolio Targets and Performance, Financial Targets, or Investments in Financial
Instruments or Projects in Line with the Implementation of Sustainable Finance
F.4 Biaya Lingkungan Hidup 17
Environmental Cost
F.5 Penggunaan Material yang Ramah Lingkungan 139
The Use of Environmentally Friendly Materials
F.6 Jumlah dan intensitas energi yang digunakan 140-142
The Amount and Intensity of Energy Used
F.7 Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan 140, 143-145
Efforts and Achievement of Energy Efficiency Including Use of Renewable Energy Sources
F.8 Penggunaan Air 146
Water Usage
F.9 Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki 168, 172
Keanekaragaman Hayati
Impacts from Operational Areas Close to or in Conservation Areas or Having Biodiversity
F.10 Upaya konservasi keanekaragaman hayati 169-170, 173, 287
Biodiversity Conservation Efforts
F.11 Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya 160-162, 164-165
The Amount and Intensity of Emissions Produced by Type
F.12 Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan 162-163
Efforts and Achievement Emission Reduction Carried Out
F.13 Jumlah limbah dan efluen yang dihasilkan berdasarkan jenisnya 156-158
The Amount of Waste and Effluent Produced by Type
F.14 Mekanisme pengelolaan limbah dan efluen 156-158
Mechanism of Waste and Effluent Management
F.15 Tumpahan yang terjadi (jika ada) 157, 159
Spills that Occur (if any)
F.16 Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan 159
The Amount and Material of Environmental Complaints Received and Resolved
F.17 Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen 186, 206
Commitment to Provide Services for Equivalent Products and/or Services to Consumers
F.18 Kesetaraan Kesempatan Bekerja 222
Equality of Employment Opportunities
F.19 Tenaga Kerja Anak dan Tenaga Kerja Paksa 230
Child Labor and Forced Labor
Sestainability Report 2025 PT Angkasa Pura Indonesia 317
Page 318
Pengungkapan Halaman
Disclosure Page
F.20 Upah Minimum Regional 230, 238
The Regional Minimum Wage
F.21 Lingkungan Bekerja yang Layak dan Aman 209, 250-268
Decent and Safe Working Environment
F.22 Pelatihan dan Pengembangan Kemampuan karyawan 246-247
Training and Capacity Building of Employees
F.23 Dampak Operasi terhadap Masyarakat Sekitar 276
Operational Impacts to the Surrounding Community
F.24 Pengaduan Masyarakat 199, 205
Public Complaints
F.25 Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL) 279-287
Environmental and Social Responsibility Activities
F.26 Inovasi dan Pengembangan Produk Berkelanjutan 185
Innovation and Development of Sustainable Financial Products
F.27 Produk dan Jasa yang sudah dievaluasi keamanannya bagi pelanggan 181-182, 210
Products/Services that have been Evaluated for Customers Safety
F.28 Dampak Produk/Jasa 181-182
Products/Service Impacts
F.29 Jumlah Produk yang Ditarik Kembali dan Alasannya 181-182
Number of Products Recalled and the Reason
F.30 Survei Kepuasan Pelanggan 197-199
Customer Satisfaction Survey
G. Lain-lain
Others
G.1 Verifikasi tertulis dari pihak independen (jika ada) 296-300
Written Verification from an Independent Party (if any)
G.2 Lembar Umpan Balik 319-320
Feedback Form
G.3 Tanggapan terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya 320
Feedback on Previous Year’s Sustainability Report
G.4 Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang 316-318
Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik
Disclosure List Based on POJK No. 51/POJK.03/2017 regarding the Implementation of Sustainable Finance
for Financial Services Institutions, Listed Companies and Public Companies
318 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 319
Lembar Umpan Balik [OJK G.2]
Feedback Form
Terima kasih telah meluangkan waktu untuk membaca Thank you for taking the time to read PT Angkasa Pura
Laporan Keberlanjutan PT Angkasa Pura Indonesia tahun Indonesia’s 2025 Sustainability Report. We welcome all
2025. Kami membuka kesempatan bagi seluruh pemangku stakeholders to share their suggestions, input, and feedback
kepentingan untuk menyampaikan saran, masukan, dan via email or through the available form. All feedback received
umpan balik melalui e-mail maupun formulir yang tersedia. will serve as valuable input for the Company in enhancing
Setiap masukan yang diberikan akan menjadi bahan evaluasi the quality, relevance, transparency, and disclosure of its
penting bagi Perusahaan dalam meningkatkan kualitas, sustainability performance in the periods ahead.
relevansi, transparansi, serta pengungkapan kinerja
keberlanjutan pada periode mendatang.
Seluruh informasi yang disampaikan akan dijaga All information provided will be kept confidential and used
kerahasiaannya dan digunakan semata-mata untuk solely to support the continuous improvement of the
mendukung penyempurnaan praktik dan pelaporan Company’s sustainability practices and reporting.
keberlanjutan Perusahaan.
Pertanyaan Ya Tidak
Question Yes No
Laporan ini memberi informasi yang bermanfaat
This report provides useful information
Laporan ini mudah dimengerti
This report is easy to understand
Laporan ini telah mendorong pembaca untuk berkontribusi
dalam kinerja keberlanjutan Perusahaan
This report has encouraged readers to contribute to the
Company’s sustainability performance
Profil Pemangku Kepentingan
Stakeholder Profile
Bagaimana Anda mengindentifikasi hubungan Anda dengan PT Angkasa Pura Indonesia?
How do you identify your relationship with PT Angkasa Pura Indonesia?
Pemegang Saham/Investor Pegawai Pelanggan Pemerintah
Shareholder/Investor Employee Customer Regulator
Mitra Kerja/Pemasok Masyarakat Lainnya
Supplier Community Others
Sestainability Report 2025 PT Angkasa Pura Indonesia 319
Page 320
Komentar Anda:
Your Comment:
Terima kasih atas partisipasi Anda. Mohon kesediaannya untuk mengirimkan kembali lembar umpan balik ini kepada:
Thank you for your participation. We kindly request that you return this feedback form to:
Candra Ananda InJourney Airports Center,
Corporate Communication Division Head Bandar Udara Internasional Soekarno-Hatta
PO BOX 1004 Tangerang 15111
Untuk informasi dan pengaduan, silakan hubungi:
For information and complaints, please contact:
corcomm@injourneyairports.id
138 dan 172
Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Response to Feedback on the Previous Year’s Sustainability
Tahun Sebelumnya [OJK G.3] Report [OJK G.3]
Perusahaan tidak menerima umpan balik atas Laporan The Company did not receive any feedback on the previous
Keberlanjutan tahun sebelumnya. year’s Sustainability Report.
320 Laporan Keberlanjutan 2025 PT Angkasa Pura Indonesia
Page 321
Sestainability Report 2025 PT Angkasa Pura Indonesia 321
Page 322
www.injourneyairports.id PT Angkasa Pura Indonesia InJourney Airports Center Bandar Udara Internasional Soekarno-Hatta PO BOX 1004 Tangerang 15111 – Indonesia
Names mentioned 152 people and organisations named in the text · linked when the evidence is strong
unresolved
org
PT Angkasa Pura Indonesia
p.2 ×298
unresolved
org
Menteri Badan Usaha Milik Negara
p.2 ×2
unresolved
org
Minister of State-Owned Enterprises
p.2 ×2
unresolved
org
PT Angkasa Pura Indonesia Sambutan
p.4
unresolved
person
Sambutan
· Direktur Utama
p.4 ×2
unresolved
person
Penjelasan Logo
· President Director
p.4 ×2
unresolved
org
PT Angkasa Pura Indonesia Navigating
p.4
unresolved
org
PT Angkasa Pura Indonesia Sustainability Strategy
p.4
unresolved
org
PT Angkasa
p.10 ×17
unresolved
person
Vice
· President Director
p.13 ×2
unresolved
person
Teknik
· Direktur Operasi
p.13 ×2
unresolved
org
Kementerian Perhubungan
p.21 ×3
unresolved
org
Ministry of Transportation
p.21 ×13
unresolved
org
Koperasi Desa
p.23
unresolved
org
PT Angkasa Pura Indonesia Perusahaan
p.23
unresolved
org
Kementerian
p.32 ×10
unresolved
org
PT Sucofindo (Persero)
p.33 ×5
unresolved
org
Kementerian Energi
p.34
unresolved
org
Direktorat Jenderal Perhubungan Udara
p.35
unresolved
org
Kementerian Perhubungan Organizer
p.35
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org
Directorate General of Civil Aviation
p.35
unresolved
org
Ministry of Transportation Sestainability
p.35
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org
Kementerian Ketenagakerjaan Organizer
p.37
unresolved
org
Ministry of Manpower Sestainability
p.37
unresolved
org
Nasional Penanggulangan Terorisme Republik Indonesia Organizer
p.40
unresolved
org
PT BSI Group Indonesia Organizer Certificate
p.41
unresolved
org
PT Angkasa Pura Indonesia Injourney Airport Center Bandar
p.41
unresolved
org
PT CBC Global Indonesia
p.42
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org
PT CBC Global
p.42
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org
Financial Services Authority
p.42
unresolved
org
PT Angkasa Pura Aviasi
p.42 ×6
unresolved
org
PT Integrasi Aviasi Solusi
p.43 ×4
unresolved
org
PT Bandarudara Internasional Jawa Barat
p.43 ×6
unresolved
org
PT Railink
p.43 ×6
unresolved
org
PT Bandara Internasional Batam
p.43 ×5
unresolved
org
PT Angkasa Pura Indonesia Tahun
p.43
unresolved
org
PT Angkasa Pura Division Head
p.43
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org
PT Angkasa Indonesia’s
p.43
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org
PT Angkasa Pura Indonesia Sustainability Strategy Identifikasi Topik
p.44
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org
PT Angkasa Pura Indonesia’s Sustainability Strategy Sebagai
p.46
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org
PT Angkasa Pura Indonesia’s
p.46 ×3
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org
PT Angkasa Pura Indonesia Indonesia
p.47 ×3
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PT Angkasa Pura Indonesia Penjelasan Logo
p.58
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org
PT Angkasa Pura Indonesia Etalase Bangsa
p.58
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org
PT Angkasa Pura Pura Indonesia
p.60
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PT Aviasi Pariwisata
p.60
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org
PT Aviasi Indonesia (Persero)
p.60
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org
PT Angkasa Pura Indonesia InJourney Airports Center Bandara
p.60
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Menteri BUMN Nomor SE-
p.63
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Milik Negara
p.63 ×3
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org
PT Purantara Mitra Angkasa Dua
p.66 ×2
unresolved
org
PT Angkasa Pura Indonesia. Optimalisasi
p.69
unresolved
org
PT Angkasa Transportindo Selaras
p.72 ×2
unresolved
org
PT BIJB
p.72 ×2
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person
H.A.S. Hanandjoeddin Tanjung Pandan
p.72
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org
H.A.S. Hanandjoeddin International Airport Tanjung Pandan
p.72
unresolved
org
PT Suryo Dhoho Investama
p.73 ×2
unresolved
org
PT Angkasa Pura Indonesia Milestones
p.76
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PT Angkasa Pura Indonesia Pemerintah
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Menteri Agama dan Menteri
p.76
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person
Muhani Salim
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PT Pelabuhan Udara Cengkareng.
p.76
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org
PT Kereta
p.76
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org
PT Angkasa Pelanggan Contact Center
p.77
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org
PT Angkasa Airport
p.77
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org
PT Soekarno-Hatta
p.77
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org
Indonesia Stock Exchange
p.77
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PT Angkasa Terminal
p.77
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org
Kementerian Perhubungan International Airport.
p.77
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Dana Pensiun Angkasa Pura I
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Dana Pensiun Lembaga
p.85
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Dana Pensiun Angkasa Pura II
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org
Penyelenggara Jaminan
p.85
unresolved
org
PT Angkasa Pura Indonesia. Isu-isu
p.92
unresolved
org
PT Angkasa Pura Indonesia. These
p.92
unresolved
org
Tata Kelola Tertinggi Diversity
p.93
unresolved
org
Minister of Nomor PER-
p.93
unresolved
org
Tata
p.95 ×3
unresolved
person
Male
· Commissioner
p.95 ×2
unresolved
person
Air Transport
· Commissioner
p.95
unresolved
person
Female
· Commissioner
p.95
unresolved
person
Executive
· Commissioner
p.96
unresolved
person
Ristyanto
· Direktur
p.96
unresolved
person
Yanindya
· Direktur
p.96
unresolved
—
Bayu
· Keuangan dan
p.96
unresolved
person
Agus
· Direktur
p.96
unresolved
—
Kusnowo
· Strategi dan
p.97
unresolved
person
Veri Y.
· Direktur
p.97
unresolved
—
Setiady
· Komersial
p.97
unresolved
org
Tata Kelola Tertinggi
p.97
unresolved
org
Minister of State-Owned Enterprises No. PER-
p.97
unresolved
org
Menteri BUMN
p.97 ×2
unresolved
org
Tata Kelola Tertinggi Nomination and Remuneration
p.100
unresolved
org
Kementerian BUMN
p.100
unresolved
org
Ministry of Menteri BUMN Nomor PER-
p.100
unresolved
person
GMS
· Komisaris
p.102
unresolved
org
PT Angkasa Pura Indonesia Kompensasi
p.102
unresolved
org
PT Angkasa Pura Indonesia. Emerging Risk
p.107
unresolved
org
PT Angkasa Pura Indonesia No. PD.
p.113 ×6
unresolved
org
PT Angkasa Pura Indonesia Joint Regulation
p.116
unresolved
org
PT Angkasa Pura Indonesia Board
p.118
unresolved
org
PT Angkasa Pura PD.
p.134 ×7
unresolved
org
Menteri Lingkungan Hidup
p.149
unresolved
org
Minister of Environment and Forestry Kehutanan
p.149
unresolved
org
PT Angkasa Pura TK.
p.159
unresolved
org
Menteri Perhubungan Republik Indonesia
p.180
unresolved
org
Minister of Transportation
p.180
unresolved
org
PT Angkasa Indonesia Service Hospitality Frontliner
p.184
unresolved
org
PT Angkasa Pura Indonesia Secara
p.184
unresolved
org
PT Angkasa Pura Pura Indonesia. Informasi
p.223
unresolved
org
Ministry of Manpower
p.231 ×2
unresolved
org
Kementerian Ketenagakerjaan Republik
p.231
unresolved
org
PT API
p.242 ×3
unresolved
org
PT Angkasa Collective Labor Agreement
p.242
unresolved
org
PT Angkasa Bersama
p.242
unresolved
org
PT API CLA
p.242
unresolved
org
Direktorat Jenderal Agreement
p.242
unresolved
org
Kementerian Period
p.242
unresolved
org
PT Angkasa Pura Indonesia Employee Union
p.242
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